Giving Thanks

I want to dedicate this article to the professors, staff and students of the School of Business at St. Lawrence College, from 2007 to 2017. Your impact on my life and leadership has been profound.

When I first stepped into the role of Associate Dean in September 2007, I was nervous. I knew my previous leadership style wouldn’t work here. In my earlier roles, I thrived by drawing on my expertise—I understood the challenges because I had lived them. I could relate deeply with the teams I led because I had walked in their shoes. But as an Associate Dean, I was stepping into unfamiliar territory. I didn’t have the same level of experience as the professors I was now guiding, and I wasn’t sure how to adapt my leadership to this new reality.

What I did know was this: I needed to connect. I had to get to know the professors, staff, and students—not just on a professional level, but as individuals. I needed to listen, learn, and find common ground. From the start, I aimed to create an environment that mirrored a great learning space. I used the tools, language, and approaches of excellent education to build those connections. I also realized that followership—supporting and empowering others—was just as crucial as leadership. Success required the active engagement and decision-making of those around me; they were the true drivers of progress.

Four principles of a good learning environment became my compass, shaping how I approached leadership in those years and beyond:

1. Challenge and Support

Being new to the role, I understood that it was crucial to find fresh ways to challenge and support the School of Business community. I worked to create a space where we could challenge each other openly, discuss broader college issues, and be there for one another when things didn’t go as planned. The magic lay in co-creating these challenges and support systems, and often, the team held the key to achieving success.

2. Engagement

Just like good learning, effective leadership is all about engagement. I discovered that engagement came from tapping into the unique skills, experiences, and attitudes of the team. By finding creative ways to connect with people—both formally and informally—we built a culture of risk-taking and innovation. Engagement doesn’t happen overnight, and it’s not always easy to measure. But with persistence and genuine interest, even the most skeptical individuals came around, if they were passionate about their work.

3. Emotion

For learning to leave a lasting impact, it must be emotional, and leadership is no different. Leaders and their teams need to feel comfortable expressing how they feel—joy, fear, frustration, or excitement. The work of a close-knit team often brings emotional challenges, but over time, as we grew stronger together, we learned to share more of our true selves. This openness led to deeper commitment and sparked innovation within our team.

4. Feedback

Great learning thrives on feedback—consistent, clear, and honest. It took time for me to become comfortable with giving and receiving feedback. Like many, I struggled with defensiveness when criticism came my way and tended to downplay praise. But I came to see feedback as a gift, even when it wasn’t wrapped up nicely. I made a point to reflect on the feedback I received and uncover the lessons hidden within it, knowing it was essential for our collective growth.

The real breakthrough came when I realized that the best way to lead such a talented, strong-willed, and motivated team was to learn from them. By embracing this approach, I unlocked their potential, and in return, they became a catalyst for my own growth as a leader. Together, we built a high-performing team, forged lasting relationships, and left a legacy that continues to shape the lives of students today.

To the faculty, staff, and students from the School of Business at St. Lawrence College from 2007-2017: you changed my life. The impact you've had on my leadership journey is beyond words. I am forever grateful.

—John