Kwame Christian, CEO of the American Negotiation Institute, business lawyer and bestselling author, knows that mutual understanding leads to a workable path forward in times of conflict. He’s developed a recipe for successful negotiation, which he shares through his podcast, “Negotiate Anything,” and two bestselling books, “Finding Confidence in Conflict” and “How to Have Difficult Conversations About Race.” His recommendations: Diffuse strong emotions by asking questions to understand and acknowledge others’ perspectives to set a foundation for effective communication. Create a connection by listening well and empathizing and building trust. Then, persuade action through compassion, conversational leadership and joint problem-solving.

Todd Suddeth, founder and director of Equity Leadership Consulting, explains that knowing the difference will help you turn your interactions, relationships and organization into much more of a transformative versus a transactional environment. Suddeth and a Glenn College senior lecturer, said that while a manager works toward performance outcomes, goals and system improvement, a leader uses communication, influence, energy and motivation to show people why their organization’s mission is valuable. A leader develops trusting relationships, mentors and coaches people, and helps them determine how to best utilize the talents and strengths they have. It takes patience, he said, to do the hard work of getting to learn the people and the organization and then to use emotional intelligence and communication to inspire and lead with a shared vision so everyone moves the organization forward.

As the executive director of Cleveland’s Police Accountability Team, Leigh Anderson leads the city’s final implementation of its consent decree and ensures progress toward cultural change within the police department. Her team establishes strong relationships with the many collaborators among the U.S. Department of Justice, which entered into the consent decree with the city in 2015 when it determined the police engaged in excessive use of force; the police department; city entities including public health and community relations; and community organizations. Complicating the matter are issues of turnover, continuity and morale as the effort extends multiple years. She explains how she leads her team to commit to and accomplish the goals through time management, task prioritization, accountability and making sure she and her team invest in themselves emotionally, mentally and physically. 

The Leadership Podcast welcomes Alison Goebel, executive director of the Greater Ohio Policy Center, for a policy analysis of demographic and economic trends reflecting high growth in the Columbus area while much of the state shows legacy areas with aging populations, marginal population change and slow income growth. Goebel outlines ways the state as a whole could be much stronger with differentiated and context-sensitive policymaking. Strategies, she says, include creating vibrant downtowns, preserving the housing stock and supporting the residents of legacy places in creating businesses and job opportunities. State policies could assist with matching funds for federal grants, comprehensive planning services and easier processes to create the parity that then helps all communities compete in the future. 

Erika Clark Jones, the CEO of the Alcohol, Drug and Mental Health Board of Franklin County (ADAMH), leads a workforce that’s a highly demanded superpower: community behavioral health providers. She explains how ADAMH helps community agencies compete with the likes of hospitals, schools, insurance companies to hire and retain culturally competent employees. Among their tools: tapping into altruistic motives of giving back to the community; supporting paid internships or practicum placements; helping agencies provide a supportive work environment; providing workers with micro-credentials and leadership training for learning and career growth; and leveraging state resources and working to change public policy by lobbying at the statehouse. 

Ohio election officials face increasing challenges in balancing integrity and access, made even harder by technology developments, shifts in legal dynamics and strong skepticism — all resulting in a staff turnover of 10% to 15% per year. Aaron Ockerman, president of Ockerman Consulting and executive director of the Ohio Association of Election Officials, however, calls the job a noble calling that contributes to the country’s democracy. He explains how election leaders address recruitment and retention by providing resources and opportunities for professional development, certification and skill development; mentorship; and a pipeline for new employees to work their way up the ladder. 

Lydia Mihalik translates her experience as a top leader — former mayor of Findlay, Ohio — to her position as director of the Ohio Department of Development, where she’s adjusted to not only managing a team but also supporting Gov. Mike DeWine and Lt. Gov. Jon Husted in their leadership roles. She does that by serving others at her highest capacity, making the best use of available resources and systems, and, most importantly, surrounding herself with a great team. Cultivating collaborations, she prioritizes relationships and seeks solutions for both parties to build a reputation of trust to last beyond her administration.

As Ohio’s director of public safety, Andy Wilson leads people committed to serving their communities. He believes every organization has energy lying dormant that, when tapped, will inspire and motivate team members — and, in turn, the leaders themselves. Hear how he develops a leadership culture by reaffirming the mission of these public servants and helping them be the best versions of themselves through empowerment, training and mentorship.  

With more than 30 years in Ohio public office and charitable and civic involvement, Betty Montgomery believes it’s the responsibility of public sector leaders to listen to and learn from the people you’re working with and the people impacted by your decisions. For leaders, she says, compromise is key, keeping in mind that you need to measure yourself against your own values, play the long game to reach your ultimate mission, and realize that sometimes you have to say no. You’re never going to be able to get 100% of what you want, she says, because you’re not always 100% right. The board chair of the Jo Ann Davidson Leadership Institute, Montgomery advises women to break down barriers by finding their voice; leading in their communities, churches and schools; and then taking that leadership and experience and stepping into the public arena. 

Ellie Valentine knows what it’s like to be an outsider in a position of leadership. Having led parliamentary strengthening programs around the world, she now works with Winrock International helping governments, NGOs and the private sector in Central Asia to prevent human trafficking and promote safe migration. Often operating in contexts where her role as a female leader is novel, she builds trust and credibility by starting from a position of respect for the cultural and historical environment. Listening is imperative, she says, for brainstorming ideas, deliberating outcomes and building partnerships with local counterparts to determine their needs for capacity strengthening, education, resources and tools.