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During my time as an associate professor at Iowa State University, I was part of a small group that had a clear and ambitious goal: to earn promotion to full professor. There were four of us, and we committed to meeting every two weeks to stay focused on that objective. Those meetings became more than just check-in, they became a space for intentional progress. One framework that consistently shaped our discussions was Stephen Covey’s Four Quadrants , particularly the distinc

My final year at Iowa State wasn’t a gradual fade-out. It was intentional preparation. I pursued certifications in strengths assessment, conflict frameworks, personality tools, teamwork dynamics, and leadership development—not to collect credentials, but to refine how I serve others. What surprised me most? Reflection accelerated growth. It didn’t stall it. Taking space allowed me to identify patterns across decades of advising, teaching, and leading. It sharpened my understa

When I stepped into the department chair role in 2011, it felt like a career milestone. During the following years, our department climbed to #1 national rankings, transitioned into a new $74 million facility, and engaged in significant institutional initiatives. From the outside, it looked like momentum. Internally, it required constant judgment calls, emotional energy, and sustained responsibility. Here’s what isn’t often acknowledged: Burnout doesn’t always follow failure.

In junior high math class, we were allowed to move at our own pace. A friend and I finished early. Instead of assigning extra problems, our teacher asked us to support classmates who were behind. That was my first taste of mentoring—and I discovered how energizing it was. Later, as a graduate student, I worked closely with first-year engineering students. Over time, that expanded into faculty development, learning communities, and mentoring across multiple career stages. Here

During freshman orientation, I sat across from an academic advisor who studied my ACT scores carefully. After a long pause, he said, “Engineering may not be the right path for you.” It landed hard. I left discouraged—but resolved. I remember telling my father that evening that I intended to prove otherwise. Four years later, I completed my degree in Agricultural Engineering. Soon after, I returned to that same department as an academic advisor—serving alongside the very perso

I was raised on a farm outside Storm Lake, Iowa, in a home that had once stored grain. Five children arrived in rapid succession. Privacy was rare. Work was not optional. If something needed done, you did it—no announcement required. Complaints were usually rewarded with additional chores. What farm life instilled in us wasn’t labeled “leadership.” It was simpler than that: • Be dependable • Take initiative • Own your mistakes • Learn to enjoy the process, even the hard parts