UC San Diego

Throughout the process of The Taming of The Shrew(d), my ability to take risks and adapt my approach prompted me to grow as a leader. At the beginning of the process, I was uncertain about the boundaries of my formal authority. Some of my ingrained cultural norms blocked me from partnering with the faculty director. I had the expectation that I would step outside of my comfort zone and confront my identity as a leader. The cultural differences were obstacles before the process that transformed into an open door when I clarified my stakes and engaged in daring communication skills. I used direct language and engaged in transparent conversation. I learned that allowing my voice to be heard was more comfortable than I had previously perceived, and I started to take risks that developed my strengths as a leader.

Owning and exercising my authority became more intuitive when the process moved into tech rehearsals. I navigated uncertainty and chaos on our first day in the theater, asking for help from my collaborators, and working towards our common goal of beginning tech with all elements intact. I learned that my focus on each moment of the process, rather than pleasing my collaborators, supported me as a leader. I realized when I dared to take risks and experiment with actions outside of my comfort zone, I was free from fear and anxiety, and embraced my formal authority by actively taking risks.