Pitt Community College honors employee one year after her passing
The Lynn Griffin Memorial Scholarship will benefit juniors and seniors with hands-on training in the Pitt County Schools Technical Academy. Griffin was a former director of PCC and Pitt County Schools Technical Academy.
She was 54 years old when she passed from ALS. Faculty members said they're excited for her legacy to live on.
'It's hard to describe because my first day, I was here at Pitt Community College two years ago. I met Lynn on my first day, and to say she was a good or great person is an understatement for her,' Dean of Construction and Industrial Technology Patrick Jacques said. 'She was really devoted. We get an opportunity to give back to her legacy and what she did for Pitt and for our high school students here in the county.'
The Technical Academy busses participants to and from PCC's main campus. The scholarship would give back to students who want to continue their degree after they graduate from high school.
The program offers hands-on training for students whose respective high schools don't provide services in technology. The scholarship will continue to honor Griffin, who spearheaded the growth of PCC's Technology Department.
Copyright 2025 Nexstar Media, Inc. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Newsweek
16 hours ago
- Newsweek
Skull of Catholic Saint May Be Exhumed 500 Years Later Under Church Plan
Based on facts, either observed and verified firsthand by the reporter, or reported and verified from knowledgeable sources. Newsweek AI is in beta. Translations may contain inaccuracies—please refer to the original content. The skull of St. Thomas More, a prominent Catholic saint beheaded in 1535, may soon be exhumed from its centuries-old resting place at St. Dunstan's Church in Canterbury, England. Churchwarden Sue Palmer, speaking on behalf of St. Dunstan's Parochial Church Council (PCC), said the church is considering the exhumation as a unique opportunity for ecumenical outreach and cooperation with the Catholic Church, the Catholic News Agency reported. "It is unusual to have any relics in an Anglican church, especially those of a Catholic saint, and the PCC views this as an opportunity for ecumenical outreach and cooperation," Palmer said. Why It Matters The planned exhumation, which would coincide with the 500th anniversary of More's martyrdom, marks a significant moment for both Catholics and Anglicans, reflecting centuries of complex religious history in England. More, recognized as a martyr by the Catholic Church, became a symbol of conscience and steadfast faith. The proposal to exhume his skull five centuries after his execution is intended to honor his legacy and respond to growing calls for increased accessibility and preservation of the relic. File photo of a statue of Christ at St. Marienthal Abbey during an open day in Ostritz, Germany, taken in April 2018. File photo of a statue of Christ at St. Marienthal Abbey during an open day in Ostritz, Germany, taken in April 2018. AP What To Know After King Henry VIII ordered for More to be executed, his head was placed on London Bridge before being retrieved by his daughter, Margaret Roper, and eventually interred in the Roper family vault at St. Dunstan's Church. The church has received visitors and pilgrims for decades who venerate the saint's faith. On July 6, 2025—the 490th anniversary of More's death—St. Dunstan's Church announced that it was considering exhuming the remains "subject to all the right permissions being granted." The process would include conservation of the relic, consulting specialists in osteoarchaeology, and consideration of placing the skull in a secure reliquary or shrine above ground in the Roper chapel. The skull, last documented in 1997, is believed to remain in the vault, although its precise condition is not fully known. Who Was St. Thomas More? St. Thomas More (1478–1535) served as Lord Chancellor of England under King Henry VIII. A renowned scholar and author of Utopia, he was executed for refusing to acknowledge Henry VIII as head of the Church of England, remaining steadfast in his Catholic faith. Canonized by the Vatican in 1935, More is revered as a martyr and the Patron Saint of Statesmen and Politicians. He is celebrated widely for his conscience, courage, and commitment to his principles, famously declaring before his execution: "I die the king's good servant, but God's first." Who People Are Saying The parish council said in a statement: "What the PCC has agreed, subject to all the right permissions being granted, is to exhume and conserve what remains of the relic, which will take several years to dry out and could just put it back in the vault, maybe in a reliquary of some kind, or we could place the reliquary in some sort of shrine or carved stone pillar above ground in the Roper chapel, which is what many of our visitors have requested." St. Dunstan's Church said in a statement: "The 500th anniversary of More's death is going to throw the spotlight on us and our church as a center of worship, pilgrimage, education, and hospitality because the head is the only remaining relic of Thomas More — his body is somewhere in St. Peter ad Vincula in the Tower of London, but it is not possible to determine precisely where, so St. Dunstan's Church is really important and the focus in 10 years' time will very definitely be on us." "We won't be able to keep him to ourselves — ecumenically and globally we have a responsibility both to the relic and to Christians and scholars throughout the world, and judging by the comments in our visitors' book, having the relic deteriorating in a vault is not good enough for many who venerate Thomas More." What Happens Next St. Dunstan's Church intends to consult with specialists, including osteoarchaeologists, and submit a formal application to the appropriate diocesan and commissary authorities. Final approval is then required from the Commissary General, the equivalent of a diocesan judge. If granted, the conservation and enshrinement process could begin, with the goal to complete preparations in time for the 500th anniversary in 2035. The church continues to serve as a pilgrimage site, and officials plan to keep the process respectful and collaborative, welcoming input from Catholics, Anglicans, and the international community.
Washington Post
4 days ago
- Washington Post
Carolyn Hax: One daughter's wedding slips through cracks of another's divorce
Dear Carolyn: I have five children, two daughters. 'Lynn' is 40, and 'Emma' is 29. Lynn got married 15 years ago, and since she was the first bride of the younger generation, a big fuss was made over her wedding by me, my two sisters and especially my mother. Emma is getting married next month, but since she is the fifth and last bride in our family, it's not as big a deal. That's the way it was in the previous generation, too, because this happened to my sister, the sixth bride that time around.
Forbes
7 days ago
- Forbes
Coach Or Solve? Creating Psychological Safety Through Leadership
Elif Suner, MBA, PCC, CTDP Think about the leaders you've respected most. Chances are, they weren't the ones who always had the answers, but the ones who knew when to guide and when to step back. Leadership today isn't just about solving problems. It's about building trust, fostering ownership and creating the psychological safety people need to thrive. One of the most powerful ways to earn and sustain that trust is knowing when to coach and when to provide a solution. At its core, coaching means creating a safe space where others can think, reflect and arrive at their own solutions. It requires a different kind of leadership presence—one that slows down, listens more and resists the urge to jump in. Think of it like shifting to a lower speed in a residential zone: coaching presence is deliberate and spacious, giving others room to grow. I've seen this shift with many other senior leaders I coach. Another executive, responsible for leading complex, high-stakes projects, shared how embracing silence during problem-solving conversations not only empowered her team but also reduced her own stress. 'It felt uncomfortable at first,' she admitted, 'but over time, I saw people stepping up with ideas and solutions I never would have considered.' Still another executive—known for her compassionate and caring leadership—shared, 'I thought I had to solve [issues] in order to help. Now I see how liberating it is to coach instead. It's a completely different mindset, and one that supports my team even more.' But coaching isn't always the right answer. Knowing When To Coach—And When Not To It's essential to consider your team member's level of competence and commitment. According to the Situational Leadership model from the Center for Leadership Studies, which outlines four development levels (D1 to D4), leaders should adapt their style based on the development level of the person in front of them—not just their job designation. • When someone lacks competence but is enthusiastic (D1), leaders are most effective when they Direct (S1)—providing clear instructions and close supervision. • When someone has some competence but low commitment (D2), the Coaching style (S2) works best—combining direction with encouragement and support. • For individuals with moderate to high competence and variable commitment (D3), leaders should Support (S3)—fostering involvement and confidence. • When someone is highly competent and committed (D4), leaders can Delegate (S4)—offering autonomy and trusting them to take full ownership. Trying to coach someone who lacks the necessary knowledge can feel like a test. They may wonder, 'Why are they asking me this? I don't even know where to start.' Conversely, providing detailed solutions to someone who is already capable can come across as patronizing. We build trust when we meet people where they are—not where we assume they are. Blending Coaching And Problem-Solving In leadership conversations—especially during one-on-ones—the best leaders effectively blend both coaching and problem-solving. Some moments call for answers and speed; others call for slowing down, listening and letting the other person think. In my coaching work with executives, I often see how mastering this blend can be transformative. I recall a senior leader navigating a critical organizational change. Rather than defaulting to quick answers, he explored how a more balanced approach could serve both his team and the business. By intentionally resisting the urge to jump straight to directives and asking, 'What would need to happen for us, as a team, to look back and say, 'We're glad this change happened'?'—a question that moves the conversation toward meaningful solutions—he created the space for real dialogue. The result? His team co-created solutions that gained far more traction and commitment than top-down decisions ever had. Here are a few coaching-style prompts leaders can use: • 'What's your thinking so far?' • 'What options have you considered?' • 'What would success look like here for both you and the team?' Other times, a quick suggestion or solution is exactly what's needed—especially when time is tight or confidence is low. The key is to be intentional, not reactive. The Leadership Presence That Builds Safety And Trust Leadership presence is about more than being in the room or on the call— it's about the quality of attention and intention you bring. A coaching presence often includes silence, curiosity and a slower pace. It signals, 'I trust you' and invites people to trust themselves. Jumping straight into problem-solving can be helpful, but over time, it may also create dependence. Coaching, on the other hand, nurtures independence and ownership. When people feel heard and respected, they're more likely to speak up, take risks and stay engaged. I once coached a VP who saw a real shift after adopting a more coaching-focused leadership style. Her team started raising issues sooner, challenging assumptions and collaborating more effectively. A simple change she made was adding pauses and asking reflective questions, such as, 'What perspectives are we missing?' She also held back from giving quick answers, creating space for her team to lead the problem-solving. Over time, this built quiet but powerful trust—which led to faster decisions and stronger results. Creating psychological safety isn't just about encouraging people to talk—it's about how you show up when they do. Trust-building leadership focuses on connection rather than control. When leaders know when to coach and when to solve, they communicate one of the most powerful messages of all: 'I see you. I believe in you. And I'm here with you.' Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
