FIRST CLASS:
Carrico, Casperson look back (and ahead)
after ITD’s inaugural
Emerging Leaders journey

Eighteen months ago, Tyler Carrico and Nancy Casperson embarked on a journey that would re-shape them, as employees and as people, as ITD’s first class of Emerging Leaders kicked off. Already a highly successful program at the WASHTO level, the department decided to bring the training to Idaho.

Carrico, a TTO from the Osburn shed in District 1, and Casperson, a port of entry supervisor stationed at the Inkom POE in District 5, were part of a class of 23 graduates in the first week of June.

With the course now behind them, they offered their reflections on the Emerging Leaders class and their own journeys:  

Was the Emerging Leaders journey different than you expected? How so?

T.C.: “It was definitely different. We all had preconceived notions of what we were getting into, and how that would look. In reality, it was very different than I initially thought, starting with an in-depth look at Emotional Intelligence in that first week. We then learned about what makes ITD work (from operations to DMV to government affairs to ETS to financial management), and were also able to touch on things like decision making, conflict resolution, negotiations, and leading change. Finally, we were able to hone our presentation skills, as we all gave a presentation of learning to peers in E.L., some in senior leadership, and other people we invited. With that presentation of learning, we also touched on our capstone projects, designed to somehow leave a legacy or impactful change to our work teams or ITD as a whole.”
N.C.: “Yes, I was not sure what to expect going into the program.  With the title of “Emerging Leaders,” I assumed I would be surrounded by aggressive and motivated individuals. I found out that the class was made up of a variety of personalities that had some common goals. They were truly interested in their jobs and co-workers. They were not aggressive but accepting of one another. They were motivated — to help one another, build up their teams and co-workers, and to improve themselves.”

What was the most challenging aspect? Why?
T.C.: “You had to look at yourself, and really be honest about what you saw. I realized my first impulse was often to get defensive and resist change. It was interesting to see the way I was perceived by others was not necessarily the way I thought I was carrying myself, and the message I was conveying was not always the message I was trying to get across.”
N.C.: “The most challenging aspect came in our first week.  We had exercises that encouraged and promoted self-awareness by recalling hard times in your lives, exposing your fears or weakness to each other. Despite our differences, most of us were feeling so many of the same uncertainties. It was emotionally draining, but it brought us to a point of bonding and recognizing that everyone has a story to tell — if we are willing to listen!”

How did the E.L. journey prepare you for the next stage in Leadership?
T.C.:I realized that we need to be willing to step up to fill the role that is needed at that moment, whether it is “leader” or not. Maybe it is just “friend,” or “co-worker,” not always “boss.” I don’t know what the future will hold for me as far as promotion, but this class helped prepare me for whatever the future looks like.”
N.C.:  “I believe that through those exercises I have become more aware of my own faults, my trigger points. I hope that my observations are less judgmental. I’m looking for what is not being said, underlying influences that may be impacting those around me.”

Would you recommend E.L. for someone else who may be thinking about doing it?
T.C.: “I definitely would recommend it. I think it is important not to go into it thinking this will lead to a promotion – that may happen, but it may not in the timeframe you want. But this class puts you in a better position to be the kind of employee that others may look to as a leader. Leading by serving others – that was a big revelation for me.” 
N.C.:  “Absolutely! I am grateful that ITD put this program together and encourage others to apply when it is available. I am grateful for the friendships and knowledge I have gained.”

“The journey isn’t over,” Carrico said. “A lot of what we learned and experience was just the foundational work. With the tools and information we were given, we will be able to build and improve ourselves continuously. We will be able to rely on our peers from E.L. to keep us accountable, to be there if we need someone to bounce ideas off of, and to be support when we need it.”

"It was a pleasure to be a part of working with this cohort of Emerging Leaders," said David Nichols, who manages the program. "They are making a positive difference at ITD and will leave a legacy here over their careers. I’m excited for what their futures hold for them."

Note: Training & Development is currently working on a new leadership experience for current supervisors that will incorporate some aspects of the Emerging Leaders program, says Nichols. "That new program will be our focus for this fiscal year. We plan to have another ITD Emerging Leaders cohort in the future that will target front-line employees."

Although promotion is not guaranteed and should not be the deciding factor in course participation, Emerging Leaders has a strong track record at ITD. Back in 2015-2016, three ITD employees took part in the program when it was a WASHTO initiative. One of the three, Mark Bathrick, is now the Acting Division Chief of the Urbanized Area Program with the Federal Transit Authority's Office of Program Management in Washington, D.C. The other two, Jesse Barrus and Todd Hubbard, became district engineers with ITD within the last few weeks, taking the reins in D4 and D5, respectively.

Watch their video.


Published 07-12-19