Institute News

Herb Byrd, vice president of the University of Tennessee Institute for Public Service (IPS), will retire Sept. 30 following 40 years of dedicated service to the University of Tennessee and the state.

A three-time UT alumnus, Byrd began his career with UT Extension, serving nearly three decades in communities across Tennessee as a 4-H agent, county director, and leader in agricultural and resource development. He later advanced to leadership roles within IPS and was named vice president in 2016 after serving in an interim capacity beginning in 2014.

You may have heard that being a high-performance team means you must constantly grind 24/7. True intensity is not about how many hours we sit at some desk. It is about how much focus and energy we bring to the hours that matter. Building an intense and sustainable culture means we need to work like athletes: we are all-in during the game but then prioritize recovery to show up sharp again tomorrow. World-class cultures are built through good strategies and world-class habits.

Leadership makes a difference in the success of organizations and communities. Having great leadership can also be the catalyst for a positive and high energy workplace. 

Servant leadership has gained significant traction in both public and private sectors as a practical approach to leadership that prioritizes the needs of others, fosters community and empowers individuals to perform at their best. Within the University of Tennessee Institute for Public Service (IPS), which focuses on delivering expert training, consulting and research to support government officials and businesses, servant leadership plays a critical role in meeting the customer service needs of its stakeholders.

Have you travelled abroad lately? If so, I’ll bet you are familiar with U.S. Customs and Border Protection (CBP) Form 6059B – Customs Declaration.

This past week, our leadership team spent several days at Harvard looking at creativity and agility. We learned that high-performing, agile organizations require a high degree of alignment, as well as a high level of autonomy.
 
In our organization, how aligned is everyone toward the goal, and how much autonomy does each person have in the conduct of her/his work? The goal, of course, is to achieve a high level of each and to be an aligned entrepreneurial organization.
 

Over the last half-century, I have viewed success from many vantage points, including my own career of 45 plus years. I have seen the creative genius of Bill Gates and Steve Jobs, the inspiring writings of Dr. Maya Angelou, the legendary musical career of Dolly Parton and the dramatic excellence of actor/director Denzel Washington. I watched the Sam Walton vision prosper and the S.

Over the years, I’ve written CatchUp articles with leadership lessons from Shakespeare plays (King Lear, Comedy of Errors), Winnie the Pooh, Walking in Memphis (the song) and Harry Potter.

With various social media options, leaders today have no shortage of potential feedback mechanisms.

While getting good feedback is always a great practice, the old adage “don’t believe your own press” is especially important if we are to keep an even keel.

Unfortunately, sometimes the most detrimental information isn’t from external sources, it comes from “stinkin’ thinkin’” in our own heads. Even great leaders must find a way to combat it to be successful. There are several ways of thinking to be aware of.  

A common topic of conversation during the quarterly meetings of the Tennessee Fire Chiefs Association is enhancing leadership skills through effective communications. This is important to the success of any fire service agency or team as it strives to provide the best possible fire protection and life safety services in a community.