Name: Dr. Jennifer Withrow

Title: Manager

Organisation: Kentucky State Government

Dr. Jennifer Withrow earned her Doctorate in Social Work and Masters in Social Work from the University of Kentucky and a Bachelor's degree in Psychology from Transylvania University.

Dr. Withrow is a strategic visionary with a history of providing effective leadership across multiple organizations throughout her decorated career.

Her professional experiences give her a comprehensive view of interagency collaboration, as she has worked in the areas of juvenile justice, disabilities, adoptions, child welfare, sexual assault and domestic abuse prevention, and adult criminal justice.

She is a Kentucky Colonel, the highest title of honor that can be bestowed by the Governor of Kentucky, was awarded the Governor’s Ambassador Award in Leadership, named Social Work Practitioner of the Year by Spalding University, and named Dutchess of Hazard among other recognitions.

She previously served as an Adjunct Professor of Social Work at Asbury University, Morehead State University, and the University of Kentucky. Dr. Withrow serves on several boards and advisory councils. Her greatest achievement is being given the honor of parenting her two children, Logan (18) and Conner (15).

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

I hope Dr. Jennifer's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. What have you found most challenging as a leader?

One of the most challenging things I deal with as a leader is addressing resistance to change among staff. Change is hard for people in general, but I have found the key to success is to take time to listen to staff’s concerns and understand the agency culture, including why the current processes are in place before making any changes. It takes a lot of time and effort to build support and trust but will ultimately lead to impactful results.

2. How did you become a leader? Can you please briefly tell the story?

I knew relatively early that I wanted to pursue a career in government so that I could be directly involved in creating an impact, through making high-level decisions, issuing policy changes, developing programs, and dispersing resources. Through each position I held, I volunteered to be involved while others declined.

I honed my skills and knowledge by learning from respected leaders around me. Over time, I was seen as a leader, serving in various capacities, always striving to learn new skills. I was eventually awarded the title of manager. While I now have staff that report directly to me, I remain aware that being a manager is not always equivalent to being a leader, so strive to inspire others to make a difference where possible.

3. How do you structure your work days from waking up to going to sleep?

Having a work/personal life balance is very important to me. I have a busy work life and personal life, and while I enjoy staying busy, as an introvert, it can leave me feeling drained. I schedule time each morning to prepare myself for the day, and time to decompress from the day. I am a list-maker, a note-taker, and a planner. My family is my top priority, and I do not make exceptions or apologies for that. Setting expectations and being firm is key to a healthy balance.

4. What's a recent leadership lesson you've learned for the first time or been reminded of?

I work with a lot of student learners in a variety of settings at various stages of their careers. Several years ago, I worked with a student who was very driven, very calculated in every decision, and very serious in all aspects of her life. I have very high expectations for those around me, so I appreciated the qualities she demonstrated.

However, as the weeks progressed, I noticed she was missing a critical piece to her performance -she only worked hard but failed to also play hard. I created moments where we could stop to laugh, breathe, and decompress. As she closed out her time with me, she reflected on one of my wrap-up questions: “What did you learn that impacted you the most this semester”.

Her response: “It’s ok to have fun”. That response stuck with me. Until that point, I just knew I wanted to surround myself with those who would continue to push hard to achieve things. While I want staff to work, I recognize through experience that I see stronger results when I make space for them to take time out to laugh, celebrate, and enjoy moments in the day.

Those positive moments don’t just impact work but can elevate our moods and prevent burnout while helping our outlook in our personal lives as well. It was a great learning moment for her and a reminder to me how important those moments help me to build a positive connection with my staff, as well as for staff to be happy, enjoy what they do, and be celebrated for all they achieve.

5. What's one book that has had a profound impact on your leadership so

far? Can you please briefly tell the story of how that book impacted your leadership?

One book that I would recommend to others is “Leaders Eat Last: Why Some Teams Pull Together and Others Don't” by Simone Sinek. The discussion on how to create a change in organizational culture through listening, showing support to your employees, and not creating a hierarchy of perceived importance resonated with my leadership style. I strive to create a positive, collaborative team environment where my staff feel supported, respected, and confident that I will never ask them to do something that I am not willing to do myself.

6. If you could only give one piece of advice to a young leader, what would you say to them?

One piece of advice I would share with a young leader is to be open. Be open to differences in opinions. Be open to being wrong. Be open to the possibility that your way might not be the best way to achieve a goal. Be open to showing your staff you are human. Everything will be tested along the way: your patience, your confidence, your vision, your authority, and your skills.

As long as you remain open to input (with the set expectation that as the manager you will make the final decision), and continue to show them collaboration and support, staff are more apt to respond to your leadership positively. At the end of the day, as long as you have treated everyone with dignity and made decisions based on the best of the organization rather than personal gain, be confident in your impact.

7. What is one meaningful story that comes to mind from your time as a leader, so far? The biggest impact on the trajectory of my career came from one of my undergraduate professors, who relayed the sentiment “Don’t just be mad about injustices, go out and do something about it”. I strive to always lead with that statement in mind. When you are in a position to make a difference, look for those who need help and do what you can to impact their lives positively.