1 Abby Dorsten, Alec Niehauser, Katie Smith Professor Bagley Character-Based Leadership 9 December 2013 Final Exam Executive

e Summary Introduction As has been discussed countless times in Character-Based Leadership class, becoming a strategic partner is the goal for any aspiring leader. As students embarking on their prospective careers, the information presented in class aptly applies to us in our pursuit of success. Through our analysis of the strategic partner leadership model, the career destination concept, the strategic partner value proposition, and the events from 19541973, we can use the knowledge garnered to better meet the demands of an increasingly diverse business environment, in our ultimate pursuit to become strategic partners. 1.0 What is the Strategic Partner Leadership Model? 1.1 Promote in Some Detail All the Critical Components of Becoming a Strategic Partner

Serving others is one of the key characteristics of becoming a strategic partner. If one realizes the needs of those around him or her are just as, if not more, important than his or her wants, then that individual is on the path to becoming a strategic partner. Through the essential components of connecting, assisting, supporting, championing, mentoring, motivating, inspiring, and providing role modeling, one can be better prepared to serve others in the process of becoming a strategic partner. Connecting: By introducing protgs to people in his or her network, a strategic partner is able to provide the protgs with ample opportunities to expand their own network and become better connected. Assisting: Providing aid to those who are in need, even when he or she isnt required to do so is one of the true marks of a strategic partner. Many strategic partners will help others, even when they are gaining no reward or benefit, because they have an innate sense to make others the best they can be. Supporting: Having a strong support system, particularly when people are in times of need, is essential in todays business environment. Strategic partners offer this support, encouraging and pushing their protgs to new heights. Championing: Strategic partners are not only champions of themselves, but they also champion the accomplishments of the organizations they belong to, as well as the feats of their co-workers and those who they have taken a vested interest in.

2 Strategic partners truly want to see these individuals succeed, as the time and energy they invested will finally come to fruition. Mentoring: By offering advice and being a strong presence in the lives of their protgs, strategic partners are able to shape them into better professionals and human beings. Motivating: Any strong leader needs to be able to motivate people, no matter what profession it is. However, some leaders, such as Adolf Hitler and Josef Stalin, used motivation for evil purposes. As a result, a strategic partner must be able to motivate those around him or her in a positive way. Inspiring: It is essential strategic partners not only lead by word, but also by deed. By doing the right thing, no matter how difficult the undertaking, a strategic partner can motivate those around him or her to do the same when faced with similar circumstances. Providing Role Modeling: Strategic partners provide a clear and meaningful example of how one can be successful. They have done things the right way, which makes their successes all the more impressive. Those looking up to strategic partners can have a better understanding of how to achieve in life, which is why those striving to become strategic partners need to set a positive example for their peers. Emphasize the Servant Leadership Theme

1.2

The strategic partner leadership model is perhaps one of the most crucial components of any successful leader. While many in business and other fields strive to become strategic partners, very few actually earn such a coveted distinction. At the very heart of any strategic partner is the servant leadership theme. Robert K. Greenleaf was the individual who coined this phrase in his essay The Servant as Leader. Greenleaf said, The servant-leader is servant first. In contrast, he wrote how, at the other end of the leadership spectrum, there is the leader-first. The difference between these two polar opposites is the servant-first always aims to make sure the needs of others are served before his or her own, while leader-first serves the needs of himself or herself by gaining power and wealth. In other words, the servant-leader has an innate need and desire to serve others, making them become the best version of themselves. Mother Teresa is perhaps one of the most profound and truly moving examples of what it means to be a servant-leader. She humbly dedicated her life to serving the poor, the outcasts, and the forgotten. She was a champion for those perceived as less-than, mentoring and inspiring them, as well as inspiring the entire world in the process. The impact she made on the lives of many and the legacy she has left behind are unquestioned and still being felt to this day. By giving those she served hope and a voice, she was able to truly exemplify what it means to be a servant leader.

1.3

Example of the Strategic Partner Leadership Model

Margaret Thatcher is arguably one of the greatest leaders of the 20th century, and the key to her success was her ability to become a strategic partner. In 1984, Thatcher appointed Ian McGregor as the owner of the state-owned coal board. In a controversial decision, McGregor cut the coal workforce in half, causing many coal workers to become enraged. Thatcher had the foresight and strategic planning abilities to gather and store large amounts of coal, convert energy plants to house petroleum, and arranged for trucks to ship the coal if railroad unions joined in an act of solidarity with the coal workers. She also hired non-union workers to mine the coal, along with tens of thousands of law enforcement officers to quell riots and hostility towards the new workers. The strike ended a year later, and Thatcher was able to end 30 years of union domination through this ordeal. Because of her capability to lead as a strategic partner, Thatcher was able to avoid an energy crisis in the United Kingdom. 1.4 Sound Bites

Sounds bites are phrases or sayings, often taken from longer speeches or works, which are famous in nature. Many of the most important and influential leaders in history have offered sound bites which helped shape the course of history. By offering sound bites, leaders can not only influence the present, but they can also help shape the future by cementing their places in history. Here are a few examples of famous sound bites in history: Mr. Gorbachev, tear down this wall! Ronal Reagan The only thing we have to fear is fear itself. Franklin D. Roosevelt I have a dream that my four children will one day live in a nation where they will not be judge by the color of their skin, but by the content of their character. Martin Luther King, Jr. By offering sound bites, leaders can effectively communicate a prevailing message in fewer words than a typical speech, which is a powerful prospect. By capturing the essence of the entire speech in one or two sound bites, leaders can better leave their listeners with a more resounding message. 1.5 Story Telling

Along with sound bites, another effective way for leaders to communicate with people is through telling stories. Stories are essential because they allow the listener to better conceptualize the information the speaker is trying to convey. Strategic partners will often speak before different groups of people, and one of the best and most familiar ways

4 for them to relate to their listeners is by providing examples of the points they are touching on in the speeches. Some of the best leaders have been able to effectively use the skill of telling stories. It is well documented that Abraham Lincoln, widely regarded as one of the greatest presidents the United States has seen, was a great storyteller. He would tell stories during meetings with his cabinet and politicians to get his point across in a subtle, but powerful, way. 2.0 Explain in Full the Career Destination Concept 2.1 Who?

Dr. Edward Banfield was a sociologist who attempted to find why certain individuals become successful and financially independent compared to others. He published his findings in a work titled The Unheavenly City in 1974. He was noted for his belief that successful people had a genetic predisposition, allowing them to achieve more than a normal person. However, what he thought was regarded as canon actually was later disproved due to his work in The Unheavenly City. 2.2 What?

Before he began the study, Banfield had the notion that success comes from ones background, family, socio-economic status, etc. After conducting countless hours of research, he finally found the answer to his question: longtime perspective. Longtime perspective meant always taking into account the future when making decisions in the present. Those who were the most successful were the ones who took into account longer periods of time when making decisions, which allowed for them to have a better grasp of their career destination. For example, if the end goal of a staff accountant at an accounting firm is to become a partner, he or she is going to have to decide how his or her actions will allow for that goal to be achieved. By staying 15 minutes later every day to put in extra work, perhaps that individual will be able to take on more responsibility and ultimately become a partner at the firm as well as a strategic partner. 2.3 Why?

Due to his work in The Unheavenly City, Bandfield helped make clearer why certain people are financially independent and why others are not. People who have a longtime perspective are more successful because they are able to better measure the impact of events they undertake every day and how they will affect their future. Individuals who have a longtime perspective will often ask themselves, Where do I want to be in the next 5 years, 10 years, and 15 years? It is essential that leaders do this often

5 so they can assess where they currently are, where they want to be in the future, and what they need to do to get there. Setting goals plays a instrumental part in career destination, and those who are focused on the end goal will always achieve success in any endeavor they undertake. Those who live with a longtime perspective are always striving to move toward becoming a strategic partner, which is what any successful leader wants and needs to do. 3.0 Dissect the Strategic Partner Value Proposition 3.1 Personal Credibility and Its Core Competencies

Personal Credibility is a fundamental attribute of a Strategic Partner. In order to develop this critical trait, an individual must first establish the following competencies: image, presence, interpersonal skills, awareness, professionalism, and presentation style. By cultivating each of these aptitudes, an individual can advance in their journey toward becoming a Strategic Partner. Image: A healthy self-image is imperative to establishing Personal Credibility. An individual must encompass charisma, character, and resilience. In the words of James C. Hunter: Life is not so much what happens to us as it is how we respond to what happens to us. Peer feedback and self-assessment is an imperative component of this process. Boardroom Presence: In order to develop boardroom presence, an individual must cultivate a sense of confidence and strive to create lasting positive impressions. This is often facilitated through fitness and dress; both of which help an individual appeal to the critical audience. Interpersonal Skills: An individual that embodies interpersonal skills understands the necessity of positive interactions with others. This individual will acknowledge others and make them comfortable through their warmth, sincerity, smile, eye contact, handshake, proper etiquette, etc. A person with this competency will also be an attentive listener, as indicated through their verbiage and physical cues. Awareness: In a highly-connected world, it is imperative that a Strategic Partner be cognizant of current events. This individuals awareness of world affairs, politics, sports, etc. will not augment their knowledge-base, but furthermore, it will be valuable for conversations with clients and colleagues. Media outlets (such as CNN, FOX, and Business Week) and books (such as The Tipping Point, Civility, and The Servant) will reinforce this competency. Professionalism: A positive attitude is the most important quality to attain professionalism and personal substance. By combining a positive mindset with civility, integrity, self-discipline, and work ethic, a Strategic Partner can develop their emotional intelligence (EQ) and emerge as a servant leader. The Platinum

6 Rule Personal Style Inventory will allow an individual determine their behavior profile (Figure 1). Presentation Style: The manner in which an individual presents is critical to their success. This competency is not only valuable for formal presentations, but also for client interactions, facilitating meetings, electronic messaging, and interviewing. By effectively developing this competency, an individual will be an irreplaceable asset for the company. 3.2 Oral Presentation Manner & Style

Oral Presentation Manner & Style is indispensable in the path to becoming a Strategic Partner. By developing oral presentation skills, an individual can enhance their credibility and thus position themselves for leadership roles. There are numerous traits that make a presenter effective. These include confidence, sincerity, body language, story-telling, voice projection, and various others. Many successful leaders have efficaciously mastered these characteristics. For example, Abraham Lincoln utilized his oral presentation skills to transform the nation with The Gettysburg Address. Martin Luther King Jr. relied heavily upon sound bites to communicate his messages and inspire others. Winston Churchill employed his presentation aptitudes to establish his credibility and inspire fellow-Britons during an abject period of war. The power of oral presentation cannot be disregarded. The fundamental principle of effective oral presentation is described through the OPEN UP concept. Organization: A presenter must begin with a purpose and frame the presentation around this purpose. With a clear opening, body, and closing, this individual will effectively, powerfully impact the audience. It is also imperative for the speaker to arrive early, familiarize themselves with the equipment, and greet the audience as they arrive. Passion: A powerful delivery allows the presenter to engage the audience. Through impactful gestures, commanding voice techniques, and assertive posture, a speaker can deliver their message with conviction. Engaging the Audience: In order to connect with the audience, the speaker must cater to their interests. Humor, quotes, sound bites, and stories are all methods that can be exploited to accomplish this mission. Naturalness: Without a certain degree of naturalness, a presenter threatens their ability to connect with the audience. The presenter must uncover their unique style. They could also aspire to model the style of great presenters. Understand the Audience: The presenter must be mindful of the demographics (such as gender, age, religion, etc.) and psychographics (interests, motivators, political perspective, etc.) of the audience. This will allow them to truly connect and engage the listeners.

7 Practice: Due to the stressful nature of presenting, practice is required for success. Repeated exposure to presentation opportunitiesincluding debates, luncheons, mentoring, and staff meetingswill create a greater degree of comfort and diminish the anxiety associated with presenting. With the implementation of these oral presentation methods, an individual will be perceived as a commanding, influential presenter. As this perception becomes a reality in the eyes of the beholder, the individual will facilitate their development as a Strategic Partner. 3.3 Managing Around Time

In a demanding world, an individual must learn to manage themselves around time. Time management is an oxymoron; it is not possible to manage time. However, it is possible for people to manage themselves around time, and it is imperative to learn how to effectively and efficiently do so. As referenced in First Things First by Stephen Covey, the clock has come to epitomize efficiency. This symbol is often associated with productivity. However, in reality, the clock only provides a sense of urgency. Individuals should instead focus on the compass. This symbol provides a greater sense of reality in regard to time constraints, and it provides individuals with direction. Through utilizing the Time Management Matrix (Figure 2), an individual can assess their time practices and begin to focus on importance rather than urgency. The Urgency Addiction can further be eradicated through a six-step process described in First Things First. Connect to Your Mission: What do I value most? Review Your Roles: What are my personal and professional roles in life? Identify Your Goals: What are the three most important goals in your life? Organize Weekly: How can I plan on a weekly, rather than daily, basis? Exercise Integrity: How will I address situations contrary to my mission? Evaluate Your Progress: How will I evaluate myself at the end of each week?

By continuously assessing these questions, an individual can foster a principle-centered life. Without the urgency of time management, the journey and destination can become one. This will lead to a valuable sense of quality and peace in life. 3.4 Business Knowledge, Creativity, and Consultative Skills 3.41 Business Knowledge

As a professional, it is imperative to understand both ones own business and the clients businesses. With a depth of information regarding the history of the organization, the organizations structure, vision, brand, mission statement,

8 specific challenge, etc., an individual can become a knowledgeable and prepared Strategic Partner. 3.42 Creativity

Creativity in the workplace will promote best practices. By employing the power of the mind, there exists tremendous potential. In fact, a UCLA Brain Research Institute estimates that the capability of the human mind may be infinite. According to Dr. Herbert Otto, those who choose to live close their capacity see themselves as leading purposeful and creative lives. Through an emphasis on creative thinking, individuals can move beyond the established zones and someday achieve Maslows self-actualization (Figure 3). 3.43 Consultative Skills

Strategic Partners understand the importance of providing creative thoughts to superiors and clients, staying abreast of current events, and applying their expertise. As a result of these skills, long-term and mutually-beneficial relationships are formed with customers. There are three steps to expedite this process: Proactively converse with customers, even when there are no major occurrences to discuss Discover the true differentiator that provides a competitive advantage to the company Evaluate how the customers affect the business By developing these best practices, a business professional is investing in their clients and thus, investing in the future of the business. This individual will be perceived as a true business advisor and key asset as a Strategic Partner in the company. 3.5 Marketplace Eminence (The Network Factor) A network is defined as the process of developing relationships with people and using mutual support to accomplish each others objectives. An individual possesses the power to create meaningful relationships and impact company revenue through their network. Cultivating this network is a dynamic process. It involves planting, nurturing, and harvesting. Plant: Implies an investment. An individual must take the time to establish themselves by forming contacts and developing courage to make hard calls.

9 Nurture: Implies demonstration. After creating connections, an individual must demonstrate concern, commitment, and effort to their network. Harvest: Implies receiving. Planting and nurturing a network will generate benefits. A fully-developed network provides information, contacts, and most importantly, business for the individual. It is never too early to start building meaningful relationships. As ones network continually expands, an individual can truly emerge as a Connector. This marketplace eminence factor is a tremendous component of a Strategic Partners success. 3.6 Leading Others Connectivity is the main component associated with leading others. As William James said, The greatest human craving is to be appreciated. It has also been said that people are two and one-half more likely to remain with an organization if they feel they are friends with their supervisor. By connecting with employees, a supervisor can ensure that these individuals are not dissatisfied and thus, will not leave the organization. This could potentially save a company $4,500,000 per three years in attrition costs. Leading others must entail an effort to attract and retain talent. The following action steps should be taken to accomplish this feat: Focus on Helping Your Professionals Succeed: Mentor and counsel employees. Maintain awareness of their best interests. This will send a positive message of partnership, rather than domineering leadership. Motivate and Inspire Your Team: Through a positive attitude, a leader can inspire ideas for winning. By giving credit to employees, an individual can motivate and inspire a team. Maintain a Positive Demeanor: Focus on approaching negative situations with a positive light. Intimidation is not effective as a leadership style. Asses Your Organization and Organizational Leadership: Upward feedback provides an opportunity to compare results and make improvements when necessary. Understand Different Personalities: The Personal Inventory Style (Figure 1) will help supervisors distinguish the basic behavior profiles of their employees: relater, socializer, thinker, or director. With this knowledge, the leader can support employees and encourage them toward success accordingly. All of these action steps will contribute toward a positive work environment. These practices will not only result in financial benefits, but they will also foster

10 enhanced talent and an inspired environment. It is an advantageous situation for all involved. 4.0 How Did the History of the 1954-1973 Era Presentation Impact You? 4.1 What Did You Feel? The presentation that was given in class regarding the History of the 1954-1973 Era covered the Vietnam War, the Desegregation movement, as well as the effect of music over this time period. We felt challenged, excited, frustrated, exhilarated, yet also somewhat depressed. There was an air of pervading sadness when we reviewed the countless lives lost in Vietnam, and when we reflected upon the injustices served to those of color; some aspects of which still sadly survive today. The emotional pull of influential speakers such as Martin Luther King Jr. clearly shifted the feelings of the public then, just as it shifted the feelings of us as the students of today. Aside from the sadness, there was also a sense of nostalgia and happiness as we reviewed the impact of the vocalists of the past. History is reflected so purely through the expression of music, and nothing can impart meaning clearer than the words and sounds incorporated together in song. 4.2 What Did You Learn? There are three main ideas that we took from this section in history: Do not repeat the past; learn from it: In 2005, James J. Sheehan stated, What we learn from history depends entirely on how we do it,. Essentially, without an open mind free of stubbornness, we will not be able to fully learn from and correct the past. We learned that the soft skills we are being taught today, will ultimately allow for us to apply our past to the present even better. Servant Leadership: The strong leaders of the past put the good of the people ahead of themselves, resulting in dramatic change. We are challenged to be servant leaders every day, extending genuine love and care to those around us while we pursue success. Observe always: Regarding history allows us to observe the present even more carefully. As educated leaders of today trained to be the leaders of tomorrow, we must always be on the lookout for remnants of the sad parts of our past that are still affecting society. 4.3 How Might You Operate Differently Based on What You Saw, Heard, Learned? What we saw, heard, and learned, not only will affect the big picture actions we take as a professional, but the small aspects of our character as well. We

11 personally feel that the knowledge that the past brings aids us in strengthening our Personal Substance & Professionalism. By listening to the cautionary tales of the past and incorporating the lessons we learn from them into our own lives, we strengthen our Attitude, Integrity, Civility, Self-Discipline, as well as our Work Ethic. Specifically, this means that due to the knowledge we gained, our character will change, allowing us to shine as Servant Leaders wherever we are. The combination of this knowledge, our character development training, as well as our own personal morals/beliefs, will allow us to be made known not just as good leaders, but as rounded professionals. Conclusion With these concepts in mind, it is evident that Character-Based Leadership is much more than simply a required elective. Throughout the semester, this course has provided us students with ample opportunities to grow in both our personal and professional lives. Furthermore, the lessons regarding the Strategic Partner Leadership Model, the Career Destination Concept, the Strategic Partner Value Proposition, and the events from 19541973 will be valuable tools for our developments. The journey is just beginning.

12 APPENDIX

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