2017 July AAL Newsletter

Jul 8, 2017 | Newsletter | 0 comments

What Should a College President Do in Year One?

by Nell Gluckman, The Chronicle of Higher Education, May 15, 2017

In the first year on the job, a college president may feel pressure to put out a glossy five-year plan or begin an ambitious capital campaign. But a new report by the Aspen Institute’s Task Force on the Future of the College Presidency presents a model of how a productive first year looks — and it doesn’t mention either of those big-ticket items.

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How to Recognize a Leader

by Jesse Lyn Stoner, Seapoint Center Blog, June 13, 2017

Leadership qualities go beyond simply having followers or giving orders, with influence being a key marker of a leader, Jesse Lyn Stoner writes. “If you are leader of a ten-person team and only two of them follow you, you are not leading,” she notes.

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What’s the Best-Kept Secret of Leadership?

by Susan Fowler, SmartBrief, June 9, 2017

Employees are better off when leaders don’t spend all of their time trying to motivate them or give feedback — at least when an environment exists that encourages their proactive action, Susan Fowler writes. One example of such encouragement is enabling reports to seek their own feedback and one-on-ones.

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Leading in a Crisis: Be Calm and Have a Plan

by Rob Jenkins, 9 Virtues Blog, June 22, 2017

Leadership is never more important than in times of crisis, whether minor or not-so-minor, Rob Jenkins explains. “You have to remain calm. If you panic, everyone will panic, and the situation will disintegrate even further,” he says. A leader must have a plan to address the crisis, even if  it is simply getting everyone together to devise a plan.

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Are You a Self-Aware Leader?

by Interview with Tasha Eurich, Knowledge @ Wharton, June 14, 2017

Many people struggle with self-awareness, whether in an introspective sense or knowing how others see them, Tasha Eurich says. “The research shows that the more powerful you are, the more senior you are, and even the older you are as a manager, the less self-aware you’re likely to be,” she says.

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Listen Up! 5 Ways To Improve Your Leadership Listening Skills

by Tanveer Naseer, Tanveernaseer.com Blog, June 20, 2017

Leaders can improve their effectiveness and make employees feel part of a team by becoming better listeners, Jackie Edwards writes. She describes five ways to become a better listener, including paying attention to nonverbal cues, putting down your phone and being supportive of people’s concerns and viewpoints.

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ADA scholarships available for AAL’s Institute for Teaching and Learning

Three full-tuition scholarships are being granted by the ADA Council on Dental Education and Licensure to the Academy for Advancing Leadership's Institute for Teaching and Learning as part of the Association's commitment to supporting general dentist members who are...

The International College of Dentists awarded AAL Founder and President Dr. Karl Haden the Leadership Article Award

The International College of Dentists awarded AAL Founder and President Dr. Karl Haden the Leadership Article Award for his article "The Character of a Profession: The Next 100 Years," published in 2021 in the Journal of the American College of Dentists. The...

Leaders from 27 Universities Meet to Advance Interprofessional Education and Collaborative Practice

IPEC and AAL convene the Interprofessional Leadership Development Program in Washington, D.C. Click here to download the press release.

AAL and the American Institute of Dental Public Health Teach Strategies for Success in Academic Healthcare Leadership to the Next Generation

The Academy for Advancing Leadership in partnership with the American Institute of Dental Public Health and the University of Nevada, Las Vegas convenes the Academic Leadership for Residents Program in Atlanta, GA. Click here to download the press release.

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The AAL Story

 

The Academy for Advancing Leadership (AAL) is a health and higher education consulting firm. We work with organizational leaders to achieve their goals through strategic planning and professional development. We have helped over 150 institutions and thousands of leaders advance in their fields. Unlike other firms, our clients engage directly with accomplished and seasoned experts to achieve objectives with agility.

MESSAGE FROM THE PRESIDENT

Celebrating Almost Two Decades in Business

Launched in 2005, AAL is a collaborative of scholars, educational specialists, and consultants providing services that help leaders in businesses, nonprofits, and academia pursue excellence, the application of knowledge, the discovery of ideas, and the quest of lifelong learning. The AAL team strives to build long-term relationships based on superior service, mutual trust, and intellectual inspiration. We focus on professional development, consulting services, and the application of assessment technologies and informatics to solve our clients' challenges. We hope to get to know you and assist with your personal, professional, and organizational growth.

N. Karl Haden, PhD

President of AAL

Vision

Advancing health and higher education.

Mission

AAL builds and strengthens your unique value through results-driven consulting and professional development.

Core Values

Scholarship through continuous learning, discovery, dissemination of knowledge, and interprofessional collaboration.

Innovation through risk-taking and disruption of the status quo.

Integrity through doing the right things for the right reasons.

Excellence through superior quality, client satisfaction, and the assessment of outcomes.

Philanthropy through volunteerism and financial contribution.

Success Stories

“I've taken quite a few leadership courses and seminars; none come close to the material involved and coordination AAL. Sprinkle a little genuine interest in seeing us succeed and well intentions and you have the best leadership mentors PERIOD.”

Dr. Khaled Hussein

BronxCare Health System

“The program was very valuable in the way that it gave us some real tools, some real opportunities and ways to evaluate ourselves and our own approaches to leadership and then gave us an opportunity of how to apply that to interprofessional education. I think that was the best … the applicability of the tools that were provided to us and how we can utilize those were just amazing. It was very valuable and an opportunity to evaluate yourself with the tools that they provided to give an introspective look into your own leadership style and what other people thought of your leadership, and that was very powerful.”

Dr. Kevin Brueilly

Wingate University Levine College of Health Sciences

“I think the program was excellent. There were many excellent sessions. They were very stimulating. They kept us moving, very thought provoking. I thought the program overall was well designed, and as I said very thought provoking. For the inaugural program, it was well put together. You could see the passion in the instructors, who were very well versed in the topics that they talked about. I’m really pleased to be a part of this, and as a social worker, I really got a great sense of how interprofessional education can be very instrumental in terms of social workers working in healthcare settings. I think this is the wave of the future, and this program will gain traction in the future. I’m just glad to be a part of it.”

Dr. Martell Teasley

University of Utah College of Social Work

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