There are a lot of aspects of my job that I enjoy. Perhaps the most enjoyable is helping students prepare for a fulfilling life where they can find a professional and personal path that will work for them. Not that we as professors can be fully responsible for that. But I think all professors see themselves as Robin Williams either in Good Will Hunting or Dead Poets Society. We want to reach our students in a way that provides a lasting impact.

Another part of this is trying to extend one’s own profession through the lives of younger aspiring professionals. Ideally, we provide a platform on which they can stand and advance, further progressing the work we have done and hoping for greater progress when the reins are turned over to new generations. Here is what we have done and learned, and now it is up to you all to advance what we started. I can’t say “finish what we started” because progress is never finished. But through continued progress, we can hope that things just keep getting better for more and more people.

While we all can be beneficiaries of such progress, it is important to keep in mind those who have been historically marginalized, making sure that progress is not just felt by them, but directed toward them.

To discuss professional pipelines and intentional inclusion, I welcome Steven Wakabayashi to Experience by Design podcast. Steven has a fascinating history, majoring in physiology/neuroscience as well as theater/dance, which was a unique combination for a pre-med path. However, his own work creating websites and a gap year led him to focus on design as a career.

We talk about his low-tech childhood, where he had to find ways to use creativity to occupy his time. Steven discusses the importance of taking creative risks and making mistakes during one’s education. Steven explores how design is becoming increasingly homogenized due to Eurocentric perspectives and corporate aesthetics, but highlights the importance of global design diversity, particularly from Asia, Africa, and different Asian countries. He explains that while some designers seek corporate jobs for stability, clients are increasingly seeking fresh and innovative designs that often draw inspiration from underrepresented communities and activism.

Steven describes his efforts related to the QTBIPOC Design fellowship, providing a pipeline for diverse talent to make a difference through design. We also explore how leveraging individual experiences and cultural backgrounds can enhance problem-solving and create more effective designs. We end with discussing the need for adaptability in design practices as contexts and audiences evolve rapidly, emphasizing the importance of being open to new approaches and continuously reassessing needs.

Stranger Creative: https://strangercreative.com/

QTBIPOC Design: https://qtbipoc.design/

Steven Wakabayashi Website: https://stevenwakabayashi.com/

Steven Wakabayashi LinkedIn: https://www.linkedin.com/in/stevenwakabayashi/

I am just back from being at Customer Contact Week in Nashville, where I was lucky enough to be a keynote speaker. In one of those moments that I’ll likely never repeat, I was on the Country Music Hall of Fame stage. I even got to use the Vince Gill waiting room before going on stage. It was all very cool, and a lot of fun to be where many famous artists have been before me. I hope I did them proud in my own performance. I was told the talk went well by people who saw it. It’s hard to tell from the stage, at least for me it is. I also think I could have done better, and usually focus on what I should have done rather than how well I executed what I did.

Overall the event was really interesting, and I learned a lot about what’s happening in the industry. One of the key takeaways was the focus on customer service and experience, including its connection to employee experience. There was a lot of conversation around how to integrate technology, especially AI, to deliver better experiences for everyone involved in the contact center interaction. People still matter, and human moments need humans in them! That’s the good news. Perhaps the bad news is that companies still don’t know how to leverage this technology, buying into the hype rather than focusing on their core strategy. This means that even vendors have to educate clients on how to best implement the technology.

Sorting all of this out is going to require some leadership. And more specifically, servant leadership that focuses on providing benefits to others rather than just enriching ourselves.

This is why I am fortunate to have Arthur Adams on Experience by Design.

Arthur and I share roots in Detroit, Michigan, which already tells you the high quality person that he is. Beyond that, he grew up with a father who was a minister. Both of these foundations led to his emphasis on serving others and embracing a resilient attitude in life. His own journey started out in supply chain, working with CSX in roles that included VP of Sales and Customer Engagement, as well as Senior Vice President of Sales and Marketing. Now he is extending his service through his book, “Servant Leaders Finish First,” which provides a “yearlong journey of purpose, presence, and resilience.”

We talk about how modern leaders are faced with a myriad of inputs that they have to manage and make sense of. As a result, the modern leader is fatigued with higher rates of burnout and turnover. To become better leaders, we need to constantly revisit service as the core of our calling. This requires periods of self reflection, self awareness, and engagement in meaningful work. Additionally, we need to be able to take care of ourselves given the cost that can come with service to others.

Arthur Adams Website: https://arthurlead.com/

Arthur Adam LinkedIn: https://www.linkedin.com/in/arthurladamsjr/

“Servant Leaders Finish First”: https://www.amazon.com/dp/B0H8B8TVQH

There has been a lot in the news about fraternities of late, which made me think about my time in a fraternity. When I was pledging as a college first-semester freshman, I had the “privilege” of being pledge class president. I should probably put that on my LinkedIn profile now that I think of it. But “leading” is different from rank. I had the same experience from being the Chair of my academic department. I was “in charge” in the sense of my name being required on a lot of documents, among other responsibilities. Was I leading? That I don’t know. It was more facilitation and accommodation than what I would consider to be leadership.

All of this underlines a couple of important points regarding leadership. The first is leadership is more than a position, it is an activity. All of us can lead in our everyday lives, such as leading by example. But to lead in an organization requires people being willing to follow. This goes back to the old saying about leading a horse to water but you can’t make it drink. Leadership intent in the absence of being well received yields a lot of frustration on all sides.

So we have this reciprocal relationship between those trying to “lead”, and those taking direction to guide action. You can’t have one without the other.

Sean Patton knows something about leadership, having been taught it, exercised it, and advised on it. With a last name of “Patton,” it is not surprising that he went to West Point. From that point, he was a US Army Special Forces Commander, for which he received two Bronze Stars in Iraq and Afghanistan. He also was recognized with a Leadership Award as a commander. At the same time, his first business out of the military failed, providing him with another perspective on leadership and leading. Other personal setbacks further strengthened his perspectives and resolve around what it means to lead not just for others, but for one’s self.

Today he is a leadership coach and trainer at Novus Global, working with various organizations like Redfin, Netflix, and Meta. He also wrote the book “A Warrior’s Mindset: The 6 Keys to Greatness”, and is the host of the “No Limit Leadership” podcast.

We talk about his concept of ‘epistemic humility’ in leadership, emphasizing the importance of being open to changing one’s beliefs when new information arises. In other words, leadership means being able to adapt. We also explore leadership challenges with young adults, as well as the need for ongoing leadership development opportunities. Sean describes the difference between “quiet competence” to “loud obstinance,” using historical figures such as President and General Dwight D. Eisenhower and Admiral Chester Nimitz as examples. Finally we talk about employee experience, leadership, and artificial intelligence. As AI becomes more ubiquitous, employees, and leaders need skills like analysis, creativity, and pattern recognition. A good leader needs to see AI as a tool to enable workers, rather than just an opportunity to replace them.

Sean Patton Website: https://www.seanpatton.me/

Sean Patton LinkedIn: linkedin.com/in/seanpattonpresents

“A Warrior’s Mindset: The 6 Keys to Greatness: https://www.amazon.com/Warriors-Mindset-Keys-Greatness/dp/B09HG54YS4

“No Limit Leadership” Podcast: https://nolimitleadership.buzzsprout.com/

Novus Global: https://novus.global/seanpatton