Corporate Advisory Council Member Profile: Clare Miller

The Fisher Leadership Initiative has recently launched its Corporate Advisory Council – a group of high-profile, Fortune 500 leaders across Central Ohio to discuss pressing leadership and leadership development issues facing organizations and support Fisher in developing relevant content, pursuing new research and creating new services that will help fill the leadership void across organizations. 

The following profile from Clare Miller, chief talent officer, senior vice president of human resources at Huntington National Bank, reveals her reasons for joining Fisher's Corporate Advisory Council and her personal insights on leadership. 

Q: What was your motivation for joining the Fisher Leadership Initiative’s Corporate Advisory Council?

I have long admired Ohio State University, both as an alumni and a member of the corporate/professional community. The quality of the education, facility and relevancy of the curriculum to the “real-world” is second-to-none. The opportunity to engage with the University and more specifically the Fisher Leadership Initiative’s Corporate Advisory Council in a way that enables a two-way dialogue about what it takes to prepare leaders for the future and how best to do that was an incredibly compelling reason to join and contribute. The Corporate Advisory Council is comprised of some phenomenal leaders in the community and the opportunity to learn from my peers was also a strong motivation to join.

Q: What can businesses/organizations learn about leadership from institutions such as Fisher College of Business? And vice vera?

Fisher College of Business is a research powerhouse. Businesses/organizations have a tremendous opportunity to tap into the knowledge capital of the college to learn about the cutting edge trends, innovations and changes that are occurring. Conversely, Fisher can ‘pressure test’ these theories and their applicability to the real-world with the business community.

Q: What does effective leadership look like?

Effective leadership at is core is about high trust and transparency; both critical for engagement and performance.  Effective leadership is also attuned to the needs of the business and strategy and is preparing leaders to contribute to that strategy and enable the execution against that strategy. To that end, this requires leaders to be agile and dynamic to the ever changing needs of the business. Effective leadership also requires effective listening. The best leaders I know are also intellectually curious – perpetually learning. Effective leadership also requires leaders to demonstrate humility, surrounding themselves with others that augment one’s shortcomings.

Q: What is the best leadership advice you have received?

“Be yourself.” Like a lot of emerging leaders, earlier in my career I felt compelled to conform to what I thought was expected of me. I have learned, over time, that being my authentic self and showing up in a way that is genuine and real is a lot more effective.

Q: How will this council impact the community or business community in any meaningful way?

Through a collective and collaborate effort, the council has an opportunity to shape, inform and strengthen business and leadership practices across the globe.

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