Jennifer Mitchell Earley

Each year, individuals sit down with poster board, scissors, and paste in hand to create a vision board – an outward depiction of the things that they aspire to pursue and obtain in their lives in the season ahead.   Similarly, a personal vision statement is a vivid idealized description of a desired outcome that inspires, energizes and helps you create a mental picture of your target. In essence, it is a statement that describes how you see yourself in the future.   A personal vision statement describes your hopes and dreams and evokes a sense of achievement and fulfillment. A personal vision statement is a powerful tool that provokes you to reflect upon your goals to build and shape your dreams.  It differs from a vision board in that a vision board can be very two dimensional; I see it, I like it, I cut it out and put it on a board. But what does the pictures you cut out really mean? Do you really want it or was it an impulse at that moment of time? In this manner, a vision b

Proverbs 29:18 says, "Where there is no vision, the people perish." This is as true in business as it is in life. Organizations whose leaders have no vision are doomed to work under the burden of mere tradition or to chase ill-conceived illusions of grandeur. They cannot prosper and grow because they are either reduced to keeping things status quo or because they have failed to realistically “count the costs” by vetting all outcomes. Leadership entails, “holding and casting” the vision. “Holding" the vision means taking full accountability for the job of keeping the vision alive. Leaders are charged with inspiring confidence in everyone in the organization at all times. Leaders are charged with the task of “writing the vision and making it plain…” (Habakkuk 2:2). You know it is alive when people are continually excited, inspired and committed to its achievement. If they are stressed, weary, overloaded and resigned, they've lost it. It's a leader’s job to

Picture life before democracy: a world ruled by tyrants, people arrested for unknown reasons, unequal rights for different classes, and death to those who opposed unreasonable tyrants. How could this happen? Why weren’t these rulers questioned? History shows that Kings gave these tyrants rule without question, despite their lack of morals and principles.   As a result, the people of Europe were oppressed and impoverished, with no way of escaping.   Fortunately, on the horizon, a different government was arising: a government comprised of the people, by the people, and for the people. People began to think about their most basic rights as human beings, their inalienable rights. People throughout Europe realized that their kings were not above reproach and, most importantly, had no right to continue governing without input from the people. As the Europeans established their colonies in America, they aspired to create a new form of government, one that would give the people a voice – i

As a learning and development consultant, former adjunct professor, seasoned elected official, parent, and daughter of a 36-year veteran educator, I have strong opinions regarding the current state of public education. I remember in 1997, as a graduate student at Cleveland State University pursing my Master in Education in Adult Learning and Development, discussing how education was beginning to reflect more of a business model with the thought that if schools were run like businesses, there would be true accountability across the board, reduced costs for education, and a future workforce prepared to compete in the global marketplace. Ten years after the fact, our school districts were floundering. On March 10, 2009, during his remarks to the Hispanic Chamber of Commerce, then President Obama challenged teachers, school districts and states to adopt world class standards, reduce student drop-out rates, and renew their commitment to student academic achievement:   “We have inno

We’re all familiar with the idiom, “Passing the Buck.”  According to wikipedia.org, buck passing or passing the buck is the action of transferring responsibility or blame onto another person. The expression is said to have originated with the game of poker, in which a marker was used to indicate the person whose turn it was to deal. If the player did not wish to deal he could pass the responsibility by passing the "buck", as the marker came to be called, to the next player. Unfortunately, in today’s climate, it is a common practice to avoid accountability by passing the buck.  Leaders on all levels, should be prepared to take the good with the bad – take the credit when things go as planned and/or organizational goals are achieved and take responsibility for the results when the organization misses the mark for whatever reason.   Accountability is vital. As leaders, we must stop pointing fingers and passing the buck.  The things, good, bad, and indifferent, that have o

Each year, leaders (i.e. Chairmen, Chief Executive Officers, Executive Directors, Presidents, etc.) in public and private sector reflect on their past year; evaluate relationships; examine areas where time, money, and energy were invested; evaluate whether or not the goals set were reached; and, if not, revise new ones accordingly. This is referred to as Strategic Planning which is an organization’s process of identifying its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people (Wikipedia.com).  Simply stated, it is the process of determining your long-term goals and then identifying the best way to achieve those goals. The State of the Union Address is an example of Strategic Planning.  The President outlines where we’ve been as a country (our nation’s strengths, weaknesses, opportunities, and threats); where we’re going (our goals, key initiatives, reforms, etc.); and how, specifically, their administrati

When you’ve been doing something for a period of time, it’s easy to get bored.  I’ve been doing adult learning, in one form or fashion (Trainer, Instructional Designer, Professor, Facilitator, Presenter, Author, Minister, and Learning and Development Consultant), for twenty years.  One thing that I’ve always loved about my profession is the autonomy that I have to design programs that engage participants by encouraging them to think outside of the box (sometimes getting their hands dirty), and to synthesize, apply, and retain new information (otherwise known in the industry as “transfer of training”). I like to have a good time. I don’t enjoy talking “at” individuals- I’d much rather engage them in a discussion and take them on a journey.  Training can get stale.  Can you remember a time when learning was engaging or how excited (motivated) you were when you discovered some new, impactful information? Of course you do- that’s the point! I’ve delivered a communication/bonding session fo

I don't like change.  There, I said it. However, while I don't "like" change, I know that it is necessary. Anything that doesn't evolve and grow, dies.  As a Learning and Development Consultant, I have helped countless employees, supervisors, managers, and stakeholders embrace, adapt to, and, ultimately thrive under changing circumstances, expectations, and/or outcomes.  As an Elected Official, I've done the same with my colleagues, constituents, and partners. And as a Prosci Certified Change Practitioner, I've even had to challenge my own preconceived notions, negative thoughts, and fears regarding change.   Around 4th quarter of 2017, I began to feel the slight breeze of change.  Up until that point, I was content - I had a great opportunity to make good money and an impact professionally. Despite this, I knew deep down inside that change was coming.  By July 2018, the gentle breeze of change turned into wind gusts... and everything that could be sh

The New Oxford Dictionary defines conflict as  “a serious disagreement or argument, typically a protracted one”.  The very connotation of conflict is negative, but conflict can actually be good for organizations as it encourages creative, out-of-the box thinking and open-mindedness.  Thus, avoiding the tendency toward groupthink. Whenever you have a group of individuals with different frames of reference, experiences, ideas, and expertise working together, the opportunity for conflict exists.  However, conflict isn't necessarily a bad thing.  Healthy and constructive conflict is a component of high-functioning teams. When people with varying viewpoints and opinions come together, this collaborate effort can provide highly successful results. However, to reconcile their differences, team members must be willing to try new things or to hear and consider new ideas. Conflict, by itself is not destructive, but the way that conflict is handled can be debilitating.  Effective leaders und

I’m a big proponent of setting expectations. As a Learning and Development Consultant for over 20 years, I have yet to encounter a leader, supervisor, frontline manager, or individual contributor who has not felt flustered and discouraged when expectations, roles, and responsibilities are not clearly defined. Everyone benefits from clear expectations, relevant work knowledge, and clearly documented processes and procedures - even Elected Officials. # Adopted # Resolution2019 -28

In 1997 as a new Elected Official, I was thankful to have my dad to help me navigate my first four-year term.  My dad’s guidance helped me steer clear of the slippery slopes that entice, entangle, and sometimes envelop novice elected officials... Nearly fourteen years into my career, I truly understand how vital it was to have had the tutelage of my dad.  For many newly elected officials, it’s an exciting yet overwhelming period.  Without having prior political knowledge or the wisdom of a mentor, this begins the “sink or swim” or “trial by fire” season of their political life. As a learning and development consultant with over 20 years of experience designing, developing, and delivering training programs, I can attest to the necessity of providing individuals with the opportunity, encouragement, and tools/training that they need to succeed.  To this end, I developed a handbook to assist Council by documenting acceptable practices and clarifying expectations to help our colleagues car

My mother always told me that “action speaks louder than words”.  Going all in as a leader requires action.  It requires showing up each day, with a positive, steady, appreciative, team-focused attitude and open mind.  The people that you lead and/or serve see through vain repetitions, hollow accolades, and false bravado/humility.  Authenticity cultivates trust - actions speak louder than words. True leaders lead by example. They cultivate an environment where others feel safe and inspired to go all in, because that’s the attitude that they see demonstrated each day.  Positive energy begins with being grateful. Be grateful for the opportunities and the challenges; the contributions made by others, the complimentary strengths of the team as a whole, and the ability to serve others (clients, constituents, customers, etc.). Gratefulness goes a long way as it relates to having a positive outlook and impact on those around you.    hashtag # leadershipmatters How To Go All In As A Leader W