We should always be learning or we will cease to be able to change or adapt. I think the best work on leadership today is by Ronald Heifetz. His work is focused on adaptive leadership.

We have to be emotionally intelligent. It also means that what works one day may not work the next or what works for one group of people many not work for another. I love managerial leadership because it is dynamic. The implication is that we have to stay curious about what compels, what motivates, what inspires, what relates, and what energizes.

Immaturity is the inability to act in your own long-term best interest or consistent with your deepest values. As aforementioned, self-awareness is critical to self-regulation in that it is the process of identifying, among other things, our values.

We should always be learning or we will cease to be able to change or adapt. I think the best work on leadership today is by Ronald Heifetz. His work is focused on adaptive leadership.

As a professor, millennials intrigued me. I see them as engagement ready - plug-n-play if you will. They want to contribute in the classroom, the workplace and to society.

Dignity is different from respect in that it is not based on how people perform, what they can do for us, or their likability. Dignity is a feeling of inherent value and worth.

In general, workers under 35 highly value Millennials' ability to relate, be helpful, be open-minded, and be understanding. Employees over 35 appreciated their energy, enthusiasm, open-mindedness, fresh perspective, and understanding of new technologies. It is interesting, in my early research, Millennials entering the workforce reported advantages they claimed to have in the workplace. The advantages turn out to be strengths that are recognized in them as managers.