West Virginia Executive Winter 2019 | Page 32

Learning to Be a Stronger Leader Learning to navigate a business through both times of growth and times of crisis are important skills every leader should possess, whether they are heading up a small startup, a For- tune 500 company or a nonprofit organization. The University of Charleston’s (UC) Doctor of Executive Leadership (DEL) program is de- signed for leaders seeking to maximize their executive value for organizations, communi- ties and institutions. This rigorous program integrates theory with practice and develops skills for senior-level executives working in a wide variety of industries and sectors. The purpose of the program is to train leaders in the effective use of business principles while providing skill development and un- derstanding in a wide range of areas. DEL students become experts in executive deci- sion making, complexity, organizational and personal ethics, business theory, leadership development and organizational dynamics. In addition to the doctoral program in exec- utive leadership, UC offers leadership pro- grams for students at all levels, including undergraduate degrees in organizational leadership, frontline leadership and crisis and emergency leadership and a graduate degree in strategic leadership. For more information about UC’s leadership programs, visit www.ucwv.edu. what it stands for, what it does and what its commitments and contribu- tions to society are. Therefore, should a crisis occur, audiences are familiar with your organization. Ultimately, if the public does not know your story, all they can associate with your or- ganization is the crisis. That puts you at a significant disadvantage when endeavoring to guide your organiza- tion through that crisis successfully. Step 5: Build your reputation. Much like a bank account, individ- uals and organizations can develop a reputation savings account that can be accessed when crises occur. Building brand awareness, demonstrating com- mitment to communities and educating audiences about your organization, its mission and its values help build that cache so that when crises occur, it has a strong reputation. Your organization can then draw on the account to help weather the crisis. Step 6: Be alert and watchful for challenges on the horizon. Many crises can be avoided or mini- mized if they are recognized early. That is why it is important to be alert and watchful for challenges that may be on the horizon. This involves being aware of what is being said about your organization and industry and responding promptly to rumors with accurate information. By anticipat- ing external threats and identifying ethical weaknesses within your orga- nization, you can address challenges before they become significant crises. Step 7: Take care of you. When crises occur, leaders must be at the top of their game to navigate them successfully. That is why you need to invest in yourself. Take steps to make healthy lifestyle choices a priority and get enough sleep. Identify sanctuaries where you can reflect or meditate, and surround yourself with external advisors who can help you maintain perspective when you are embroiled in challenging situations.  HOW SECURE IS YOUR BUILDING? Keys can be used at any time Access can be scheduled Keys can be copied and given to anyone Cards can’t be duplicated Keys are impossible to track Audit trails show when and where individual cards were used Secure Your Building—and Your Business—with A.S.A.P. Concierge cloud access coming in 2019! Winfield • Fairmont (304) 586-2913 www.asapwv.com 30 WEST VIRGINIA EXECUTIVE Thousands of access control doors installed in West Virginia!