Category: NuLeadership

Becoming the first full-time dean in nearly three years at Langston University’s School of Business was a profound and humbling experience. The challenges were real—restructuring the organization, restoring trust, and navigating limited resources—but so were the opportunities to inspire growth and transformation. Leadership is not just about making decisions; it’s about embodying the virtues that uplift and guide others. Over the past year, I’ve learned invaluable lessons that I hope will encourage and empower leaders in their own journeys.

Join me as I share 12 leadership virtues that shaped my first year as Dean.

Here is a series of “Leadership Lessons Learned – Dean Perspectives ” below:

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1. Faith: Trusting the Process

“The Lord directs the steps of the godly. He delights in every detail of their lives.” – Proverbs 37:23
Through prayer and faith, I found strength and clarity even in the most challenging moments as Dean. Faith is the foundation of leadership—it steadies the heart when the road is uncertain.

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2. Active Listening: The Leader’s Most Powerful Tool

“To answer before listening—that is folly and shame.” – Proverbs 18:13
I learned to listen attentively to my faculty, students, and stakeholders. Listening builds trust, fosters understanding, and paves the way for collaborative solutions.

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3. Visionary: Seeing Beyond the Horizon

“Where there is no vision, the people perish.” – Proverbs 29:18

The vision for Langston University School of Business required bold planning and adaptability. Vision has been my compass throughout this transformative journey. One of the most rewarding experiences was co-hosting the Langston Vibes radio talk show with Dr. Sherri Smith-Keys. What began as her inspired idea evolved into a platform now featured on iHeart Radio and Apple Podcasts. Along the way, I learned new skills as an assistant producer and scriptwriter—proof that vision can take us to unexpected and extraordinary places. Vision unites people with purpose and illuminates the path forward.

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4. Adaptability: Embracing Change with Grace

“In their hearts, humans plan their course, but the Lord establishes their steps.” – Proverbs 16:9
The ability to pivot was critical during a year of restructuring and growth. Adaptability is not weakness—it is wisdom in action.

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5. Courage in the Face of Opposition

“The wicked flee though no one pursues, but the righteous are as bold as a lion.” – Proverbs 28:1
Difficult decisions, like reorganizing and moving beyond the status quo, demanded courage. I faced resistance with the conviction that progress requires boldness.

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6. Hope: Inspiring the Next Generation

“For I know the plans I have for you, declares the Lord, plans to prosper you and not to harm you, plans to give you hope and a future.” – Proverbs 29:11
Inspiring hope in our students is a privilege. As leaders, we must plant seeds of optimism and opportunity, especially for those who feel overlooked.

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7. Forgiveness: Letting Go of Resentment

“A person’s wisdom yields patience; it is to one’s glory to overlook an offense.” – Proverbs 19:11
Holding onto past grievances only hinders progress. I learned to forgive and move forward with grace, focusing on the mission rather than the missteps of others.

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8. Kindness and Generosity: Leading with Heart

“A generous person will prosper; whoever refreshes others will be refreshed.” – Proverbs 11:25
Small acts of kindness—encouraging a faculty member or supporting a struggling student—can ripple into transformative change.

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9. Discipline and Teachability: Staying Open to Growth

“For the Lord disciplines those he loves, as a father the son he delights in.” – Proverbs 3:12
Every setback was a lesson, every challenge an opportunity for refinement. Staying teachable kept me grounded and forward-focused.

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10. Resilience: Rising After Every Fall

“Though the righteous fall seven times, they rise again.” – Proverbs 24:16
Leadership is not about never failing—it’s about rising stronger each time. My setbacks as Dean refined my character and deepened my resolve.

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11. Trust in God: Leaning on His Wisdom

“Trust in the Lord with all your heart and lean not on your own understanding.” – Proverbs 3:5
When decisions felt overwhelming, I trusted in God’s wisdom to guide me. Faithful reliance brings peace amidst uncertainty.

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12. Meekness and Humility: Strength Under Control

“Humility is the fear of the Lord; its wages are riches and honor and life.” – Proverbs 22:4
Leadership is not about titles but service. I learned that humility opens doors that pride cannot.

Leadership is not for the faint of heart. I recall serving as a leader in my church years ago when a young pastor faced relentless opposition from a handful of members. These individuals were deeply connected to influential families within the congregation and often clashed with the pastor simply because he didn’t align with their personal preferences. The grievances were sometimes petty, but the impact was far from trivial—open confrontation, subtle acts of insubordination, and a divided congregation.

For those caught in the middle, the atmosphere was both stressful and disheartening. Some members chose to leave the church altogether, unwilling to endure the constant tension. Yet, this young minister persevered, pastoring the congregation for over 20 years. Over time, much of the opposition faded, largely as those members aged or moved on. The lesson was clear: leadership, especially in the face of opposition, is a long game that requires resilience, strategy, and grace. This story reflects a universal truth: resistance is inevitable in leadership, whether in a church, a business, or any organization. The challenge for leaders is to manage it effectively without losing sight of the vision or the people they serve.

Why Do Employees and Followers Resist Change?

Resistance often stems from fear and uncertainty. People fear losing stability, relevance, or control. They may question the motives behind change or feel excluded from the decision-making process. Resistance isn’t always about the change itself—it’s about what the change represents to those involved. As leaders, it’s vital to recognize this reality. Opposition may manifest as open defiance, subtle pushback, or even passive disengagement. Understanding these dynamics is the first step in transforming resistance into progress.

Strategies for Turning Resistance into Progress

To navigate resistance, leaders must adopt strategies that balance empathy with decisiveness. Here are six approaches to help:

1. Define Your Vision: People need to understand where they are headed and why. A compelling vision can unite even the most hesitant followers.
2. Analyze Industry and Organizational Trends: Stay ahead of the curve by conducting environmental scans. Resistance often arises when changes feel abrupt or poorly planned.
3. Leverage Core Competencies: Highlight your team’s strengths and demonstrate how they align with the organization’s future.
4. Engage Stakeholders: Open communication with employees, customers, and partners fosters trust and collaboration.
5. Treat Opposition as Feedback: Opposition can reveal blind spots in your strategy. Listen carefully and use it to refine your approach.
6. Weigh the Costs of Inaction: Leaders must consider the long-term implications of avoiding change. Stagnation is often more damaging than short-term resistance.

As business expert Pascal Finette aptly observes in Disrupt Disruptions: “When markets and organizations move from one state (of change) to the next, the underlying ways of doing things fundamentally change, which creates a whole array of problems…leaders can and must engage in preparing their organizations for the upcoming shift.”

Lessons from Leadership Transitions

At the recent ACBSP Leadership Symposium, my colleague Dr. Tracy Harrell Dunn and I explored these principles in our presentation, “Moving from Faculty to Chair/Dean: Navigating Leadership Transitions in Business Education.” Drawing from our unique journeys, we highlighted the critical need for strategic communication and resilience during transitions.

For leaders stepping into new roles, opposition is not a sign of failure but a natural part of the process. How we handle it defines not only our leadership but also the legacy we leave behind.

Conclusion

Most leaders will encounter opposition especially during organizational changes. Reflecting on the young pastor, his perseverance offers a powerful lesson. Though opposition dominated the early years of his ministry, his unwavering commitment to the church’s mission eventually prevailed. Many of those who opposed him either changed their stance or moved on, while others grew to respect his steadfastness.

Leadership is a marathon, not a sprint. Whether in a church or a corporate boardroom, navigating resistance requires patience, strategy, and faith in the greater purpose. As leaders, we must embrace opposition as part of the journey, transforming challenges into opportunities for growth.  Let’s pray that it won’t be too late.

© 2024 by D. D. Green                                                            

About Dr. Daryl Green:

Dr. Daryl D. Green is a business strategist, speaker, and noted author. He is the new Business School Dean at Langston University. Dr. Green has been featured and quoted by USA Today, Ebony Magazine, and the Associated Press. In 2016, he retired from the DOE, where he worked as a senior engineer for over 27 years. Dr. Green is an award-winning speaker and author with several published books, including Job Strategies for the 21st Century, Small Business Marketing, and Marketing for Professionals. For more information about this article or business assistance, please contact Dr. Green at advice@darylgreen.org.

This October, I attended an unforgettable SALLT Leadership session led by Estela Hernandez, Field Representative for Senator James Lankford and Chairman of the SALLT Board of Directors. Estela opened with Psalm 46:10, “Be still and know that I am God,” grounding us in the rhythm of rest and purpose. She shared how prioritizing God and family sometimes meant avoiding roles that conflicted with her values. Her courage to align work with faith was inspiring.

What truly moved me was her response to a powerful question from a cohort member about navigating divisive politics. Estela’s wisdom shone through as she reminded us, “God is neither Republican nor Democrat.” This truth was profound in a world where faith often becomes politicized, weakening our witness. Her conviction showed the power of loving others without boundaries, just as Jesus did.

In today’s divided world, Estela reminded me to champion justice, stay rooted in purpose, and love without bias. May we each lead in a way that reflects God’s love above all else.

This November, I had the privilege of accompanying our Langston University School of Business students to the Logan County Economic Development Council (LCEDC) Luncheon—a remarkable opportunity to connect academia with the local business community.

The environment was warm and welcoming, fostering organic networking that showcased the potential of our talented students. Malik McGee, Jordynn Brown, Savontez Collins, and Markayle Parrish represented LUSB with poise and professionalism, engaging with Logan County business community leaders.

Our students were thrilled to meet and take a photo with esteemed leaders, including John Thomason, President of Guthrie InterBank; State Senator Chuck Hall; Jed Waggoner, President of Guthrie F&M Bank; and Chad Johnson, President of Crescent F&M Bank. Their engagement highlighted the immense value of building relationships early in their careers.

We extend our gratitude to LCEDC Director Kellian Schneider for inviting Langston and for the overwhelming support of member businesses, who eagerly sponsored our students. As Schneider noted, “I am thrilled that Langston students can participate in our luncheon!”
These experiences are invaluable, helping our students become career-ready by learning the art of professional networking and relationship-building—special thanks to Professor Brian Francis for joining us and contributing to the success of this outing.

Langston business students engage with distinguished areas leaders like John Thomason, President of Guthrie InterBank; State Senator Chuck Hall; Jed Waggoner, President of Guthrie F&M Bank; and Chad Johnson, President of Crescent F&M Bank.

Together, we forge strong connections between Langston University and the Logan County business community, ensuring our students are prepared for future success.

At Langston University School of Business, we believe in equipping our students with real-world skills to thrive beyond the classroom. This commitment was exemplified during our latest monthly training session, led by the dynamic Jocelyn Beaudion, Regional Talent Acquisition Manager for Enterprise Mobility.

Jocelyn’s inspiring journey—from a Management Trainee in 2017 to overseeing talent acquisition across Oklahoma and Wichita Falls—resonated deeply with our students. A proud native of Natchitoches, LA, and Northwestern State University alumna, Jocelyn’s motto, “Be the good you wish to see in the world,” set the tone for her impactful session.

With a packed house of over 30 eager students in Room 313, Moore Hall, Jocelyn presented “How to Conduct an Effective Elevator Pitch.” She shared actionable insights on presenting herself confidently and effectively in professional settings. Her engaging delivery and relatable anecdotes left students motivated and empowered.

This session wasn’t just about words but about preparing our future leaders to seize opportunities, make impactful connections, and communicate their value in seconds. Jocelyn’s leadership and genuine passion for mentoring created an unforgettable experience for all in attendance.

We’re grateful for partners like Enterprise Mobility, who actively invest in our students’ growth and future. Together, we’re shaping a talent pipeline ready to excel in any industry.

In my first session of SALLT Leadership Training in October, I encountered lessons that deeply challenged me as a leader and a believer. Stepping into the role of Business School Dean after over 2.5 years without permanent leadership has been both a challenge and a unique opportunity. 

It’s no small task to establish continuity and rebuild a sense of direction where gaps in leadership have left lasting effects on morale, program structure, and long-term strategy. Yet, these challenges have only strengthened my resolve to create a vibrant, innovative environment for our students and faculty. However, what will it cost me in terms of my divine rest if I don’t take the proper steps?

Wes Lane, the founder of SALLT, shared from the heart that he brings scripture to life with his own story of finding a balance between his mission and relationships. He brought new meaning to the “Rhythm of Life,” urging us to recognize the divine necessity of rest and genuine connection—a necessity I, too, have often pushed aside amid the busyness of being a business dean and a mentor.

The topics we covered, from “Practicing the Rhythm of Life” to “Influence: Cultivating the Rhythms of Rest,” left me reflecting on my life. As a Pioneer on the 5 Voices Leadership Assessment, I am wired to move forward, take on big visions, and initiate change.

Pioneers comprise only 7% of the population; we’re constantly navigating uncharted territory. However, the risk of this pioneering drive is neglecting rest and balance; at times, we unintentionally bring chaos from our work into our personal lives.

Estraletta, my wife, has long reminded me of the importance of drawing boundaries—especially on Sundays. Wes’s message reminded me that we are also called to find that rhythm just as God rested on the seventh day. Leaders burn out, sacrificing their well-being and relationships for their careers. Wes’s words—taken from Isaiah, John, and Ephesians—resonated deeply, challenging me to ask: Am I truly in sync with the rhythm God intended?

My new role as dean brings challenges and opportunities for reflection, reminding me to establish and honor boundaries. When I engage with our students, faculty, and partners, I am reminded that authentic leadership harmonizes direction with understanding, balancing action with reflection. It’s a rhythm of service and intention that keeps me grounded. I strive to be effective not just as a leader but as someone invested in the growth and well-being of others.

Within days of this session, I faced an unexpected crisis that tested my resolve to maintain balance. Yet, I felt a renewed strength to approach it without letting it disrupt my peace. I am grateful for this training, which has reignited my commitment to living harmoniously with God’s rhythm.

In this chaotic world, may I lead with the energy and peace that comes from being grounded in rest and faith. “Lord, help me walk this path with strength, balance, and humility.”

On October 1, 2024, I was privileged to attend the 40th Anniversary Celebration of the Oklahoma Small Business Development Center (SBDC) in Oklahoma City. It was an inspiring event highlighting small businesses’ impact on our region and the ongoing efforts to foster sustainable economic development. Dr. Michele Hockersmith, the State Director of the Oklahoma SBDC, invited me, and it was an honor to participate in this milestone event.

This celebration was more than a commemoration—it was an opportunity to start meaningful conversations and build new partnerships. I was fortunate to meet and take photos with Dr. Hockersmith, Ms. Kellian Schneider, President of the Logan County Economic Development Council, and Erica Johnson, a successful business owner. These dynamic leaders are shaping the future of our region through collaboration and entrepreneurship.

We aim to strengthen ties between Langston University’s School of Business and the SBDC, working together to provide resources and guidance to small businesses and entrepreneurs. Supporting small businesses is essential for building resilient communities, and Langston University is committed to being part of that process.

This event was a great reminder of the power of connection and our role in fostering business growth. I look forward to continuing these conversations and exploring ways to empower our students and community through entrepreneurship and innovation.

In October, our business school proudly participated in Senior High School Day at Langston University. The campus buzzed with energy as over 600 high school students explored the various tables hosted by our schools, programs, and student organizations. This event was more than just an introduction to college life—it was an opportunity to inspire future Lions and showcase the incredible experiences waiting for them at Langston.

A special thank you goes to Mrs. Dawn O’Bryan of our team for orchestrating a seamless event. She ensured that our work-study students set up our table, interacted with visitors, and represented the school professionally. This hands-on involvement was a learning experience and an opportunity to develop leadership skills.  Our faculty members, including Dr. Michael Hamilton and Professor Ralph Grayson, were present to engage with the students, answering questions and sharing insights about life at Langston.

I was especially thrilled to welcome one of our valued corporate partners, Daneka Allen, Account Manager/Academic Specialist at Jackson Mechanical Services Inc., who joined us for the event. Her presence highlighted the importance of our partnerships and gave prospective students a glimpse of how we connect education with real-world opportunities.

Senior High School Day was a powerful reminder of the importance of community engagement. It allowed us to connect with young students, introduce them to the possibilities at Langston, and demonstrate how our partnerships are making a tangible difference. We are building a brighter future for the next generation of leaders.

When I started at Langston University, I made it a point to engage with students and alums, eager to understand their experiences. During those early conversations, I was surprised—and admittedly saddened—to hear students say they didn’t even know who their dean was. Some alumni shared similar sentiments. Unfortunately, this isn’t just a Langston challenge; it’s a pattern I’ve seen nationwide. With so much on a dean’s plate—curriculum development, enrollment strategies, budgets, and fundraising—it’s easy to get consumed by the administrative load.

That changed for me when I visited Ashland University as part of an accreditation site evaluation. There, I had the opportunity to meet Business School Dean Dan Fox, whose approach to leadership reshaped how I view my role. Dean Fox was known not just for his title but for his intentional engagement with students. He hosted regular eating events—some casual like “Donuts with the Dean” and others featuring Chick-fil-A or local favorites. These gatherings created a warm, accessible environment where students could personally connect with faculty and administrators.

Inspired by his example, I launched Donuts with the Dean at Langston, and it’s been an absolute game-changer. These sessions provide more than just a chance to share a donut; they are moments to build bridges between students, faculty, and administration. Conversations happen, relationships grow, and students feel seen and heard. In October, we hosted President Jackson, who joined us to connect with our students firsthand.

Donuts with the Dean is more than just an event—it reflects our commitment to building a culture of trust and goodwill across campus. Leadership isn’t just about strategy; it’s about showing up, being available, and listening. I hope these small gestures leave a lasting impact on the Langston community because, as Dean Fox taught me, sometimes the most meaningful connections are built over simple things—like donuts.

In September, I led an incredible team for the ACBSP accreditation site visit to a North Carolina college, joined by two dynamic professionals, Dr. Ravin Gore-Overby and Dr. Catherine McBride. Our mission was to evaluate and guide the institution toward accreditation success. It was an intense experience requiring focus, precision, and teamwork—crucial for success under a compressed schedule.

From the moment we arrived, I could tell we had great synergy. In many ways, we felt like the Justice League—each of us bringing our unique expertise, combining our strengths, and aligning toward a shared goal. Dr. Gore brought her passion for business education, and Dr. McBride added her strategic insights as an experienced program director. Together, we functioned as a cohesive unit, working tirelessly to assess the college’s program and prepare the feedback report.

Our journey was not without its challenges. The high-stakes nature of accreditation work meant that every decision we made was crucial in setting a course for academic excellence. Yet, the chemistry we built during the visit made the experience rewarding. We learned to trust each other, leverage our talents, and focus on our collective impact, which was truly inspiring and motivating.

This visit reinforced something fundamental: Great teams require more than individual talent—they require chemistry, empathy, and alignment with a shared mission. Pioneers like me thrive in such environments, representing only 7% of the global population. While pioneers often take on complex tasks and thrive on challenges, building trust and cooperation within the team to drive sustainable change is essential, which reassures and instills confidence in our collective abilities.

I am grateful to Dr. Gore and Dr. McBride for their professionalism and dedication throughout this journey. This experience reminded me that leadership is not about doing things alone—it’s about inspiring and empowering others to move forward together.

Thank you to ACBSP for the opportunity to serve, learn, and grow as a team. I look forward to applying these lessons to build a more substantial business school at Langston University.