■ Economic Development
Continued From Page 12 look forward to working together to build New Jersey ’ s innovation economy .”
BCT Partners , based in Newark , will apply its data-driven tools and insights to the Center ’ s initiatives to advance equity in the workforce .
“ We are so proud to be partnering with Kean University on this EDA University Center grant ,” says Lawrence M . Hibbert , BCT Partners president and managing partner . “ We know that drawing insights from economic data will be key to unleashing the power and potential of this region .”
John W . Kennedy , Ph . D ., chief executive officer of the New Jersey Manufacturing Extension Program ( NJMEP ), says the partnership with Kean University is an “ exciting step forward in New Jersey ’ s push to strengthen the workforce .”
“ NJMEP is thrilled to collaborate with Kean to ensure the very best professional development opportunities are offered and utilized . Without partnerships like this , our state and nation will continue to fall behind ,” he says .
The USEDA recognizes that institutions of higher education are critical players in the development of vibrant economic ecosystems . Universities are sources of significant economic development assets — such as faculty , staff , students , research and proof of concept centers , laboratories and high-speed broadband networks — that can support regional economic growth .
The purpose of USEDA ’ s University Center program is to enable institutions of higher education and consortia of institutions of higher education to establish and operate University Centers ( UCs ) specifically focused on leveraging university assets to build regional economic ecosystems that support innovation and high-growth entrepreneurship , resiliency and inclusiveness .
By responding to the economic development needs of their regions , University Center programs are demand-driven by nature . Historically , UCs have been leaders in promoting and facilitating economic development in their regions . They have been among the first to recognize emerging technical assistance needs . As early as FY 1980 , USEDA-funded UCs responded to the needs of small- and medium-sized manufacturers and processors for technology transfer and commercialization assistance . More recently , some UCs have been providing resources and guidance on how to create a digitally inclusive economy while others are working with stakeholders in their regions to address economic impacts from the closure of major plants .
University Centers collaborate with other USEDA partners , such as Economic Development Districts ( EDDs ), by providing expertise , applied research , and technical assistance to develop , implement , and support regional strategies that result in job creation ,
NJMEP CEO John W . Kennedy , Ph . D .
high-skilled regional talent pools and business expansion in a region ’ s innovation clusters .
UCs focus on one or more of the following areas : regional commercialization efforts , advancing high-growth entrepreneurship , cultivating innovation , encouraging business expansion in a region ’ s innovation cluster , developing a highly skilled regional workforce , or increasing the resiliency of a region .
As leaders , we must confront difficult situations . This is so easy to say , and so much harder to do . Consider the following when it comes time to artfully confront an individual or a situation .
--Don ’ t be argumentative or contentious . Instead , be the kind of thoughtful leader that says ; “ This is not a good situation . I need to be candid with you about what improvements need to be made .” It is all about how you frame your message .
--Consider that a team member may be “ playing out of position .” You may need to confront the fact that a specific team member is not right for a particular role on the team . Identify responsibilities that better take advantage of his or her skillset .
--Swiftly confront a negative attitude . Even if a team member is doing a competent enough job , if his or her overall attitude is counterproductive and disruptive to the team , it must be confronted .
--Use real life examples . Use specific examples to paint a clearer picture of how you see the situation . Let the team member know where he fell short so he can learn from the experience .
--Be flexible and agile . When you anticipate push back or an outright rejection , you need to be prepared to adapt your conversational strategy . By simply thinking that things will work out the way you want them to basically means you are not prepared .
--Be empathetic . Take the time to think about what YOU would want to hear in a similar situation . Imagine what it might be like to receive the information you are about to share .
Steve Adubato , PhD , is the author of five books including his latest , " Lessons in Leadership ". He is an Emmy ® Award-winning anchor with programs airing on Thirteen / WNET ( PBS ) and NJ PBS who has appeared on CNN , FOX5 NY and NBC ' s Today Show . Steve Adubato ' s " Lessons in Leadership " video podcast with co-host Mary Gamba airs Sundays at 10:00 a . m . on News 12 +. For more information visit www . Stand-Deliver . com