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Interview (from page 1) K: What is one concept, quote, or thought that has stayed with you from LIFT? leadership skills are honed. Stu- dents really have an opportunity to examine their own value system and morph that value system into how they want to be. This office is about developing leaders and provid- ing them with the resources, skills and tools they need to be better lead- ers, so that when they leave here they are sensitive and caring people who are civically engaged. I want us to be producing a diversity of leaders S: Between every action and reac- tion… is the gap. It has stayed with me; and in this position, I have had a couple instances where my perspective on what has happened can really shape my response and my re- sponse really does shape the outcome. “Between stimulus and response there is a space. In that space lies our power and our freedom to choose our response. In those responses lie our K: What are you going to do to bring more love into the public dis- course? growth and happiness.” -Stephen Covey S: I have to apply for this job and one of the

who leave here and make us proud because they are engaged and giving back to their communities and they are genuine, caring human beings.

K: What is diversity? How do you define diversity?

S: Diversity is as broad as you can imagine. Race and ethnicity is just a small part of it and we started in 2001 broadening the definition of diversity: it’s gender, sexuality, per- spectives, abilities, religion, eco- nomics. We need to be able to talk about those differences in ways that don’t lead to widespread war and conflict, and we can do that in the institution – in a place where it’s

safe to examine those differences. I think that religion is going to be the next socially disruptive issue, and maybe then we’ll have as much dis- course about reli- gious diver- sity as we do about race and ethnicity.

things I have to do is write a vision statement for what I will bring to this job. I’m not sure that I’m bold enough to even talk about it in terms of love, but I do know that I need to talk about it and find ways to be more articulate about leadership that is more sen- sitive, leadership that is more open- minded, leadership that is more loving.

Workshop Review:

LIFT™ Leadership (Oct 28)

What a treat! Facilitated by LIFT™ Founder, Chris Loving, the workshop outlined the philosophical foundation of the LIFT™ curriculum. The day began by realizing that leaders who we ad- mire have successful relationships and act out of love. These chapters outline how to become a loving leader:

  • Important: What’s important to you?

  • Both/And: Our goal is to under- stand. Move away from dualism.

  • Whole Person: Personal = profes- sional; Maslow’s hierarchy

  • Leaders as Linguists: Select words carefully. Language meaning.

  • WORLDS: Reduce needless misun- derstanding. Perception vs. truth.

  • Leaders as Wounded Healers: Will

you bring more healing today?


Newsletter Fall Quarter 2006

Retreat Summary

The LIFT™ UW staff gathered at the Bull Moose Lodge near Leavenworth, WA on the last weekend of July to plan for 2006-07 and enjoy the outdoors together. Having set dates for all six core workshops & Beyond the Podium, we talked about using the LIFT™ cur- riculum in our lives and our goals for outreach, sustainability, fundraising, and marketing. Outreach

  • Increase attendance by increasing the breadth of advertising

  • Host discussion sections

  • Recruit new staff members by creat- ing opportunities to get to know peo- ple one-on-one


  • Better define officer & staff roles

  • Write a LIFT™ UW Manual

  • Begin “Train the Trainer” sessions

with Chris for staff development Fundraising & Marketing

  • Create a committee for fundraising

  • Clearly articulate the goals of LIFT™

  • Maintain up-to-date websites

Contact Us

http://students.washington.edu/liftuw liftuw (at) u.washington.edu Founder, Chris Loving: 602-318-2580 Lovingleadership (at) gmail.com

  • Forgiveness: Accept imperfection.

  • Leaders are Awake: Awareness.

  • Observing Self: Bi-locate.

  • Sometimes the Long Way Around is the Short Way Home: In the long run, to put off important conversations, can be a losing strategy. With so much emphasis on time, productivity, results, and deadlines, it is no won- der that we look for shortcuts to opti- mize our efforts. The problem is that when it comes to people, short cuts often cut things short. Just as it makes no sense to harvest a crop before we plant it, so, too, it makes no sense avoiding maintenance and nurturing of our professional and per- sonal relationships and expecting them to thrive. When you say "I can't afford the time," please realize that you can't afford NOT to take the time and initiate that conversation.

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