A Tale of Two Crises-Leadership Lessons from Banking Crisis Applicable Today to Restore Confidence

Founding Director, Gary Sasse, shares his bi-monthly blog post from GoLocalProv:

Gary Sasse: Rhode Island’s Tale of Two Crises

Wednesday, October 09, 2013

Gary Sasse, GoLocalProv MINDSETTER

On New Year’s Day, 1991, Rhode Islanders awoke to one of the most painful economic and political scandals in the State’s history. The crisis was the closing of 45 financial institutions. This action by Governor Bruce Sundlun immediately froze the bank accounts of nearly one-third of the state’s population, cutting them off from $1.7 billion of their money. Twenty –two years later we are trying to address the disastrous investment made in 38 Studios which could cost taxpayers over $100 million.

Photo from WPRI Gallery and Posted by Ted Nesi of Nesi's Notes

 The economic magnitude of the potential 38 Studios liability is not remotely comparable to the banking crisis. Nevertheless, how elected officials responded may tell something about both the quality of their leadership and approach to open government. As the philosopher George Santayana said, “Those who cannot remember the past are condemned to repeat it.”

For the rest of the post visit: 

http://www.golocalprov.com/business/gary-sasse-rhode-islands-tale-of-two-crises/

Photo Posting from Ted Nesi of Nesi's Notes:
http://blogs.wpri.com/2011/07/26/will-retirees-greet-the-pension-session-with-street-protests/

The Hassenfeld Institute Way: Leadership Development equals Leadership Team Development

Stepping on the Bryant University campus, leaders are stepping into an environment that will help them solve problems, whether through our tailored leadership seminars or a facilitated discussion on topics important in the public sector. 

When HIPL Distinguished Scholar, Michael Roberto, interviewed Jane Perdue, founder of Braithwaite Innovation Group, she emphasized the areas necessary for leadership development success included:

1.   Commitment from all levels of management; 
2.  Alignment with the direct needs of the organization; and 
3.  Accountability to transfer and implement that new knowledge.

Perdue’s comments illustrate an important philosophy at HIPL that distinguishes how we develop tailored leadership development. It is important for all levels of leadership within an organization to commit to the process, and be an accountable contributor, to organizational change. 

HIPL developed the Leadership Competency Model as a tool for leaders’ work with the Institute and as a guide to identify the areas of development as a team. The Leadership Competency Model groups development skills in 5 areas for leaders to perform a self and organizational assessment and focus on the key areas they wish to work on during their sessions with the Hassenfeld Institute. 

1. Leading Change
2. Leading People
3. Decision-Making and Problem Solving
4. Managing Effectively
5. Leading Collaboration

The visual below will allow you to learn more about each area of the Leadership Competency Model.   

 

To further discuss how the HIPL Leadership Competency Model can apply to your organization, contact hipl@bryant.edu. 

Gary Sasse: RI’s Leaders Need To Connect The Dots

Join Founding Director, Gary Sasse, in his bi-monthly blog in GoLocalProv discussing issues of leadership and issues important to leaders in South Eastern Connecticut.

Rebranding Rhode Island

If Rhode Island were a business, would your financial advisor recommend that you invest in Rhode Island Inc? Based on an avalanche of recent metrics about the State’s demographic, educational and financial outlooks my guess would be probably not. However, initiatives are underway which are aimed at making an investment in Rhode Island a wise business decision.

For the rest of the post, click here to be directed to GoLocalProv