Manager Newsletter / January 2026
Personal Leadership Philosophy
Leading with Intention: Developing Your Personal Leadership Philosophy
Every leader has a philosophy—even if it’s unspoken. It shows up in how you respond to challenges, how you treat people, and how you make decisions when the path isn’t clear. On a college campus, where learning, growth, and collaboration intersect daily, being intentional about that philosophy is especially powerful.
A personal leadership philosophy is your guiding framework. It defines what you value, how you lead, and what others can expect from you. It’s not about having all the answers—it’s about leading with purpose and consistency. When managers take the time to articulate their philosophy, they create clarity not just for themselves, but for their teams.
Leadership at UNI is more than managing tasks; it’s modeling the values that make this campus community strong. Take time to write down your personal leadership philosophy. It doesn’t have to be perfect. It just has to be yours. People don't follow titles. They follow clarity, consistency, and care.
Start with your values.
What principles shape the way you approach your work? Maybe it’s respect, curiosity, accountability, or compassion. Reflect on the moments in your career that made you proud (or those that challenged you) and ask what they revealed about the kind of leader you want to be.
Define your “why.”
Why do you lead? On a college campus, leadership often means creating environments where others can thrive - students, colleagues, and staff alike. Knowing your “why” grounds your decisions in meaning, especially when competing priorities or pressures arise.
Live it out loud.
A leadership philosophy has power only when it’s practiced. Share it with your team. Invite feedback. Let people hold you accountable to it. Over time, it becomes part of your culture: the invisible thread that ties together trust, communication, and purpose.
The challenge of leadership is to be strong, but not rude;
be kind, but not weak; be bold, but not bully;
be thoughtful, but not lazy; be humble, but not timid;
be proud, but not arrogant; have humor, but without folly.
be kind, but not weak; be bold, but not bully;
be thoughtful, but not lazy; be humble, but not timid;
be proud, but not arrogant; have humor, but without folly.
Additional Resources
Developing Your Personal Leadership Philosophy Indeed
"Your personal leadership philosophy allows your employees to know what you value and how you'll respond during certain circumstances. Once your employees know this, they'll know what to expect which will help ease any workplace tension."
What Traits Separate a Leader from a Manager? SHRM
"Whether it's an inability to persuade or inspire others or engage with team members emotionally, bosses who ignore their weaknesses risk getting stuck at the lower end of the management ladder—unless they learn how to tap into the traits it takes to become a high-level leader."
Your Personal Conscious Leadership Manifesto Forbes
"A personal Conscious Leadership Manifesto is a document you develop either by yourself or with a leadership mentor, coach or guide. It allows you to really know who you are and how you wish to show up in the world — to know your character and presence."
The Leadership Test (2:23)
The “leadership test” asks daily reflection on impact, growth, courage, empowerment, composure, and self-respect—reminding us leadership is defined not by plans or goals, but by consistent, intentional actions each day.
Leadership Philosophy and How to Clarify Yours (11:21)
Your leadership philosophy drives your behavior and conveys to those in your leadership what to expect. This video will help you draft your personal leadership philosophy in a concise and clear way.
Why Good Leaders Make You Feel Safe (12:00)
What makes a great leader? Management theorist Simon Sinek suggests, it's someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety means taking on big responsibility.
Be the Manager People Won't Leave
With the "Great Reshuffle," employees are quitting their jobs at the highest rates in over 20 years, and 41% of the global workforce is considering leaving their jobs. Manager relationships are becoming the make-or-break point for whether employees stay or go. Join veteran HR leader Laurie Ruettimann as she reveals the data behind why it's more important than ever to be a manager who demonstrates empathy and inspires loyalty from the workforce. Laurie covers basics first: be someone people can trust, be an example of integrity, and be relentlessly inclusive. She steps you through ways to inspire your employees to grow. Laurie finishes up by showing you how you can help your team members love their work by being a next-level mentor, a fun-loving boss, and a leader who is genuinely invested in your employees’ well-being.
Developing Your Personal Leadership Philosophy Indeed
"Your personal leadership philosophy allows your employees to know what you value and how you'll respond during certain circumstances. Once your employees know this, they'll know what to expect which will help ease any workplace tension."
What Traits Separate a Leader from a Manager? SHRM
"Whether it's an inability to persuade or inspire others or engage with team members emotionally, bosses who ignore their weaknesses risk getting stuck at the lower end of the management ladder—unless they learn how to tap into the traits it takes to become a high-level leader."
Your Personal Conscious Leadership Manifesto Forbes
"A personal Conscious Leadership Manifesto is a document you develop either by yourself or with a leadership mentor, coach or guide. It allows you to really know who you are and how you wish to show up in the world — to know your character and presence."
The Leadership Test (2:23)
The “leadership test” asks daily reflection on impact, growth, courage, empowerment, composure, and self-respect—reminding us leadership is defined not by plans or goals, but by consistent, intentional actions each day.
Leadership Philosophy and How to Clarify Yours (11:21)
Your leadership philosophy drives your behavior and conveys to those in your leadership what to expect. This video will help you draft your personal leadership philosophy in a concise and clear way.
Why Good Leaders Make You Feel Safe (12:00)
What makes a great leader? Management theorist Simon Sinek suggests, it's someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety means taking on big responsibility.
Be the Manager People Won't Leave
With the "Great Reshuffle," employees are quitting their jobs at the highest rates in over 20 years, and 41% of the global workforce is considering leaving their jobs. Manager relationships are becoming the make-or-break point for whether employees stay or go. Join veteran HR leader Laurie Ruettimann as she reveals the data behind why it's more important than ever to be a manager who demonstrates empathy and inspires loyalty from the workforce. Laurie covers basics first: be someone people can trust, be an example of integrity, and be relentlessly inclusive. She steps you through ways to inspire your employees to grow. Laurie finishes up by showing you how you can help your team members love their work by being a next-level mentor, a fun-loving boss, and a leader who is genuinely invested in your employees’ well-being.
Self-Care 101
Virtual - February 2 from 11:00am-12:00pm on Zoom
While many readily assist others, self-care often becomes an afterthought. Prioritizing your own well-being isn’t selfish—it’s a key driver in enhancing your quality of life and your ability to help others. Learn to effectively prioritize your needs through practical steps, ensuring you’re at your best every day—both personally and professionally.
Virtual Workshop Registration →
Performance Review Training
In Person - February 9 from 11:00am-12:00pm in Gilchrist 009
Virtual - February 10 from 2:00-3:00pm on Zoom
This workshop will cover everything you need to know about performance reviews within UNI Works, how to write an evaluation that is a fair summary of your observations for the employee, and some tips on how to have a productive discussion of the review. This process doesn't have to be mundane; this session covers best practices that transform performance reviews into a tool for professional growth and engagement.
In Person Workshop Registration →
Virtual Workshop Registration →
Fundamentals of Management
In Person - March 10 from 8:30am-12:00pm in Gilchrist 009
Managing employees is one of the most impactful responsibilities that you can have and it's important that you are equipped with the skills needed to supervise effectively. In this interactive workshop, participants will reflect on their philosophy of management and leadership, understand the stages of team development, learn how to serve as a conflict mediator, and review the disciplinary action process. This training is recommended for those who supervise Merit and/or P&S staff but ALL managers are welcomed and encouraged to attend. Duration is 3.5 hours with two 5-minute breaks.
In Person Workshop Registration →
Navigating Difficult Conversations
In Person - April 7 from 11:00am-12:00pm in Gilchrist 009
Virtual - April 8 from 2:00-3:00pm on Zoom
In this practical workshop, participants will develop the skills needed to handle challenging conversations with ease and effectiveness. Whether it's addressing performance issues, resolving conflicts, or delivering tough feedback, this session provides tools and techniques to communicate openly and productively. This workshop is ideal for anyone looking to turn difficult conversations into opportunities for understanding and growth.
In Person Workshop Registration →
Virtual Workshop Registration →
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All employees will be positively engaged in achieving their greatest potential while contributing to the success of the university.
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Human Resource Services fosters and environment of integrity and collaboration through innovative solutions and communications contributing to the successful recruitment, development, and retention of university employees.
