-PHILOSOPHY-

Leadership, at its core, is about serving others. While this may sound straightforward, the definition of leadership is “the action of leading a group of people or an organization,” rather than focusing on oneself. In today's world, we often see leaders who prioritize their image, wealth, brand, or other individualistic values. This realization became my guiding principle in 2011, when I started asking myself each day, “What have I done for others?”

At 5:37 AM on September 19, 2011, while walking from my home in the Bronx to catch my bus to work in the city, my life came to a sudden halt. As I was crossing the street, I was struck by a car traveling at 40 miles per hour. My forehead went through the windshield, breaking my nose and causing a concussion. After the driver stopped, I was thrown over 40 feet in the air, landing on the back of my head, which resulted in a second concussion, a four-inch skull fracture, and eventually a brain hemorrhage. Two days later, I woke up in the ICU. Recovering from a traumatic brain injury meant I had to avoid technology, reading, and work, focusing instead on walking to rebuild my strength and coordination. During these walks, I began to reflect on my life and my legacy. I asked the many family members, friends, students, and colleagues who visited me over the course of three months the same question I had been contemplating: “What have I done for others?” These conversations facilitated my reflection on my career, particularly regarding leadership and my impact.

Using that question as my guiding principle, I decided to focus my doctoral dissertation (which I had started in 2010) on leadership, specifically on team cohesion. During this time, I began to study and explore the various traits, skills, and theories associated with leadership. While no single leadership theory is absolute, I found myself drawn to and identifying with TRANSFORMATIONAL LEADERSHIP. First introduced by James MacGregor Burns in 1978, transformational leaders emphasize change and growth in both individuals and systems.

My success throughout my career is directly correlated to my ability to build genuine RELATIONSHIPS with individuals, communities, and organizations. True relationships take time and effort to develop, and they are built on trust. Much of my day is spent listening to others and engaging in meaningful dialogue on various topics. In-person conversations that are transparent and caring have a significant impact in an age dominated by social media and virtual communication. Our best ideas and innovations often come from casual discussions that begin with open-ended questions. These individual conversations pave the way for broader relationships with organizations and help build trust within the many communities that our institutions serve. 

It’s essential to recognize that students and staff can quickly discern the difference between genuine intent and ulterior motives. A key component of developing relationships as a leader is VISIBILITY. I have always believed that leaders should not lead from behind a desk; trust is built through actions and being present. This does not mean that one must be everywhere or always looking over one's shoulders. Rather, to understand what is happening in your organization, you must be physically present. Visibility also demonstrates support, accessibility, and commitment. My team and students often say, “Invite Erik, and he will be there; don’t invite him, and he may still show up.” I believe in attending programs, dining with students and staff, and integrating my family life with my work life.

STRATEGIC thinking is a necessity in a leader’s toolkit, especially in transformational leadership, which emphasizes growth and change. It is important to note the difference between "strategic" and the more commonly used term "strategy." Strategy is a plan that drives individuals or organizations to achieve specific goals, while being strategic refers to the thought process involved in pursuing those goals. 

As a transformational leader, being strategic means thinking several steps ahead about processes, people, outcomes, and consequences, while being mindful of how our decisions affect the communities we serve. The DETAILS matter! Leaders must have an eye for detail. From language to imagery and everything in between, the details reflect a leader’s skills and professionalism, as well as their commitment to inclusion, equity, and access.

A few months into my recovery, I reclaimed the watch I had been wearing during my accident, which I received from the NYPD. As I inspected the damage to the metal band and the face, I noticed that the watch had stopped working on the exact day and at the exact time of my accident. I keep this watch on my desk as a reminder of how precious life is and why I continue to work in higher education. We transform lives and communities by empowering and influencing change. As an educator and leader, I work each day for others, and my watch serves as a reminder of my true north.