Wayne Chen Of Dharma Realm Buddhist University: Five Things You Need To Be A Highly Effective Leader During Turbulent Times
An Interview With Fotis Georgiadis
Lead with insight instead of with fear. It is easy to give into fear during times of instability. Because a team can sense when the leader is panicking or acting out of fear, it is especially important to rely on insight when making important decisions. Insight can come from research, analysis, informed experts, sound judgment, or astute business acumen.
As a part of my interview series about “Five Things You Need To Be A Highly Effective Leader During Turbulent Times”, I had the pleasure to interview Wayne Chen.
As Director of Development and Strategic Planning, Wayne Chen helped Dharma Realm Buddhist University become the first accredited institution offering Buddhist liberal education. With a background in strategic and financial planning, Wayne has worked since 2009 to articulate DRBU’s direction, develop an implementation strategy, and advise leadership on major institutional decisions. In 2013, he expanded his role, becoming Director of Admissions and Financial Aid and overseeing new student recruitment. In his time at DRBU, Wayne also helped facilitate the purchase and management of the University’s downtown Ukiah location at the Sudhana Center.
Prior to his time at DRBU, Wayne worked as a consultant at McKinsey & Company, working with corporate clients in multiple sectors, including finance, transportation, basic materials, and climate change. Wayne holds an M.B.A. degree from the University of Chicago Booth School of Business and a B.S. in economics from Washington University in St. Louis.
Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
I joined the Buddhist community at the City of Ten Thousand Buddhas when I was a middle school student in the early ’90s. The campus is home to primary and secondary schools, in addition to Dharma Realm Buddhist University (DRBU), where I now work. After my time in secondary school, I left Mendocino County to pursue my undergraduate degree. I got a job consulting, and I completed my MBA, but I kept coming back to this place I knew from my youth. About 13 years ago, I returned to DRBU in an official capacity, when I took on the opportunity to be a driving force in shaping the University as we now know it today. I always knew I wanted to return to the Buddhist community because of the people; they practice wisdom and compassion and live in a virtuous way. By joining DRBU, I was entering a unique type of work culture, where I would work alongside colleagues and students that hold each other in high regard and treat one another with a great amount of respect.
Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lessons or ‘take always’ you learned from that?
While volunteering for the local Red Cross as a teenager, I was asked to provide free gift wrapping services at a local department store before the holidays. When my buddy and I arrived for our shift, no one was there to provide instructions on what we were supposed to do. Shoppers started to arrive, so we improvised with the supplies we had available, carefully wrapping gift boxes for the next three hours. Though shoppers were appreciative of our service, they looked somewhat puzzled and amused at our work. It was not until much later that I realized we were wrapping the gift boxes with tissue paper instead of wrapping paper. The lesson learned here is that no matter how simple a task may seem, training is always important. This moment also taught me that we cannot assume what people do or do not know.
None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?
It’s hard to name just one, as there are many teachers and mentors over the years that have left a lasting impression. I’ve learned the most from mentors who live their values authentically and holistically — essentially, role models that lead through both the personal and professional aspects of their lives.
Extensive research suggests that “purpose driven businesses” are more successful in many areas. When your company started, what was its vision, what was its purpose?
From the beginning, we set out to establish Dharma Realm Buddhist University as an authentic Buddhist university that brings together scholarship and practice. While there are Buddhist programs at colleges throughout the world, DRBU created a brand new model that merges curriculum with spiritual practice, ensuring that both are rooted in a supportive environment that is integral to a Buddhist community.
Thank you for all that. Let’s now turn to the main focus of our discussion. Can you share with our readers a story from your own experience about how you lead your team during uncertain or difficult times?
As a small liberal arts university that is founded in Buddhist tradition, things at DRBU have always carried a bit of uncertainty because we were forging a new path, working together to create a new approach to higher education. Nearly every business or organization appears successful during good times, but it is during difficult times that our skills and strengths are tested. I’ve found that working through these times is when we see some of our best work. The past two years of the pandemic have presented many challenges, testing the community at large as well as individuals. At DRBU, we were able to forge through because we maintained the strength of our community. Our foundation is rooted in a sense of meaning and in taking care of one another. These principles were central to how we exhibited care, and contributed to what we studied and examined in our spiritual practice.
Did you ever consider giving up? Where did you get the motivation to continue through your challenges? What sustains your drive?
This question reminds me of a Buddhist verse that states, “Everything is a test to see what you will do. Mistaking what’s before you, you’ll have to start anew.” This describes my approach to adversity: rather than giving up when things are difficult, find alternative ways to make incremental progress toward the goal. If we do not succeed this time, it simply means we get to try again with a different approach or another set of conditions.
What would you say is the most critical role of a leader during challenging times?
People look to their leaders for guidance and reassurance during challenging times. The most critical role for a leader is to be present, to be honest, and to be caring.
When the future seems so uncertain, what is the best way to boost morale? What can a leader do to inspire, motivate and engage their team?
At DRBU, we’ve found that it is crucial to promote a culture of trust. A culture of trust builds confidence and empowers a team to rise to any given challenge. To a leader, this could mean communicating more frequently with the team, acknowledging uncertain outcomes, welcoming more input on key decisions, and admitting mistakes.
What is the best way to communicate difficult news to one’s team and customers?
Direct, caring communication demonstrates respect for the receiver of the news. I’ve found that sugarcoating bad news can be perceived as patronizing. In an environment with a high degree of trust, the best approach is to be open and honest. If I were receiving bad news, I’d want to be informed clearly and concisely so I can begin to understand the situation or plan for an alternative.
How can a leader make plans when the future is so unpredictable?
The future is always unpredictable. In Buddhism, we learn that nothing is permanent, and change is constant. We are taught to not make assumptions and to practice non-attachment. Therefore, we are always nimble, allowing for the greatest flexibility during volatile situations. This also ensures that we are not attached to a certain outcome. Outcome is a combination of effort and circumstances. While we have complete control over our own efforts, we also have to be willing to adapt to evolving circumstances.
Can you share 3 or 4 of the most common mistakes you have seen other businesses make during difficult times? What should one keep in mind to avoid that?
One major mistake is when leaders act based on emotions — usually fear — instead of insight and wisdom. Another common mistake is when blaming or finger pointing cause businesses to fall apart, rather than coming together to solve a problem or understanding how to support one another personally and professionally. Turbulent times can also cause leaders to miss the opportunity to grow or innovate because focus is being pulled in many directions. In all of these cases, approaching difficult situations with compassion and mindful care will move leaders away from being too reactive.
Generating new business, increasing your profits, or at least maintaining your financial stability can be challenging during good times, even more so during turbulent times. Can you share some of the strategies you use to keep forging ahead and not lose growth traction during a difficult economy?
Higher education has been primed for major changes, even before the COVID-19 pandemic. It is a model that is centuries old and does not always serve the needs of modern people. While higher education has traditionally been slow to innovate, the past two years have created conditions for a moment of reckoning. With declining enrollment, changing demographics, high cost of delivering the educational experience, and rising student debt, there are many areas where these challenges can result in innovation and experimentation. At DRBU, for example, we’re looking at how to structure financial aid and scholarships so that no student graduates with debt. Because of our size, we’re able to be nimble and open-minded as we examine new ways for higher education to weather turbulent times.
Here is the primary question of our discussion. Based on your experience and success, what are the five most important things a business leader should do to lead effectively during uncertain and turbulent times? Please share a story or an example for each.
- Lead with insight instead of with fear. It is easy to give into fear during times of instability. Because a team can sense when the leader is panicking or acting out of fear, it is especially important to rely on insight when making important decisions. Insight can come from research, analysis, informed experts, sound judgment, or astute business acumen.
- Moment to shine. It might not be easy to tell a good company from a bad one during good times. Tough times are when good companies really stand out. Great organizations with a strong team and sound infrastructure can adapt, weather the storm, withstand the test of market forces, and survive. There is no need to fear turbulent times if you have a good team and a great product. Turbulent times may just be market forces helping to thin out the competition. Keep it simple. The basics are important: timely delivery, good customer service, maintaining quality products or services. Keep doing what you do well. Customers and clients will value your reliability and consistency.
- Culture of trust. It is important to be open and honest with your team. Trust begets trust. They need to know that the times are tough. While difficult choices will be made, they need to know that you, as the leader, have a plan and will steer the organization through the difficult times. This will also give your team members a chance to demonstrate their trust in you (the leader) or the company. Some team members might step up and seize the opportunity to grow or to innovate.
- Uncertain times are perfect for making changes that are long overdue. A leader should keep the organization focused on core products, tighten the budget, phase or spin out underperforming projects. These are moments to reflect, to regroup, and to remember not to take clients, customers, supporters, or donors for granted.
- Turbulent times are often times of opportunity. When companies are laying off people, selling off properties, or scaling back investments, there are bound to be good opportunities for those who are ready. There will always be uncertain times: the savings and loan crisis in the 1980s, the dot com bubble in 2000, the financial crisis in 2008 and the subsequent housing market crash. Be ready and be prepared.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
“The most valuable lessons in life usually come from the worst experiences in life.” As I mentioned earlier, difficult times can result in some of the best work. When we are faced with challenges, we have the opportunity to not only get through it, but also to learn from it and grow.
How can our readers further follow your work?
Find DRBU online, on social media, and sign up for our newsletter. DRBU website, facebook, instagram, newsletter, etc.
Thank you so much for sharing these important insights. We wish you continued success and good health!
Wayne Chen Of Dharma Realm Buddhist University: Five Things You Need To Be A Highly Effective… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.
