Fluent Essays

This Assessment requires submission of an 8- to 10-page leadership profile + APA references    Part 1: Perspectives on Leadership/Leadership Values For the first part of your leadership profile, you will describe how you can/will apply positive leadership skills in pursuit of social change, be it in your professional or personal life. Be sure to incorporate the following: Emotional Intelligence   Analyze        the importance of the five elements of emotional intelligence in being a        strong leader: self-awareness, self-regulation, social skills, empathy,        and motivation. Specifically: How do these elements affect the leader-follower         relationship? How do they improve a leader’s ability to promote         change? Developing a Diverse and Inclusive Environment · Analyze the interdependency of diversity and inclusion. · Examine what diversity and inclusion look like in the workplace, as well as the benefits of having/developing a diverse working environment. · Summarize how you have worked/will work as a leader to promote diversity and inclusion in your work environment. The Power of Networking    Based        on your personal and professional experiences, examine the relationship        of establishing and maintaining a professional network to your own        leadership. How can a strong network benefit both a rising         leader and an established leader? How can the use of networks enhance one’s ability to         become an agent of positive social change? Part 2: Passion and Purpose for Leadership For the second part of your leadership profile, you will share your own “passion and purpose” story, similar to those from Passion and Purpose: Stories From the Best and Brightest Young Business Leaders. Considering your self-reflection, your personal and professional experience, and the other ideas related to leadership that you have explored in your studies so far, address the following:  · Create a narrative describing your passion and the purpose you see for yourself. Be sure to address the following questions as you construct your narrative: o What is most important to you in life? o What do you want the focus of your professional life to be? o How do you plan to (or currently) incorporate social responsibility and ethical decision making into your life and work? (LO 2.2) o What kind of positive difference do you want to make in the world? · Analyze how obtaining your degree at Walden will better equip you to pursue your passion and fulfill your purpose. Be sure to address the following in your analysis: o How do your passion and purpose align to Walden’s mission of positive social change? How does Walden’s mission impact your experience as you study here—including the knowledge and skills you will take from this program and how that knowledge and those skills will shape your future and support you to make a positive difference? D DL003 Assessment Instructions Photo Credit: fizkes / Adobe Stock Review the details of your assessment including the rubric. You will have the ability to submit the assessment once you submit your required pre-assessment and engage with your Faculty Subject Matter Expert (SME) in a substantive way about the competency. Overview For this Performance Task Assessment, you will have an opportunity to critically reflect on professional and personal leadership experiences. You will then examine these experiences in light of relevant, documented leadership best practices and theoretical frameworks covered so that you can identify your leadership and/or followership strengths and weaknesses and develop goals for improving your leadership skills and behaviors to attain your passion and purpose. This Assessment will collate topics and subjects from DL001 and DL002 with emphasis on the Business Skill for Good of emotional intelligence. Assessment Submission Length: Approximately 8–10 pages Instructions To complete this Assessment, do the following: · Read the “Foreword” (pp. iii–viii) and “Introduction” (pp. 1–10), as well as one or more of the following excerpts to review examples of other business leaders’ stories of “passion and purpose.” · Coleman, J., Gulati, D., & Segovia, W. O. (2012).  Passion and purpose: Stories from the best and brightest young business leaders . Harvard Business School Publishing. · “Interview with David Gergen: Advisor to Four Presidents, Director of Harvard’s Center for Political Leadership, and Senior Political Analyst for CNN,” pp. 47–54 · “Globalization: Embracing the Global Generation,” pp. 55–60 · “People: Leading in a Diverse World,” pp. 99–138 · “Sustainability: Integrating Preservation and Profits,” pp. 139–170 · “Learning: Educating Tomorrow’s Leaders,” pp. 197–202 · “Moving Forward,” pp. 243–245 · “Capstone Interview With Nitin Nohira: Dean of the Harvard Business School,” pp. 246–253 · In the DL003_Assessment_Template file, complete your work on your leadership profile, using your Pre-Assessment submission as a starting point and incorporating any feedback as appropriate. · Be sure to adhere to the indicated assignment length. Before submitting your Assessment, carefully review the rubric. This is the same rubric the assessor will use to evaluate your submission and it provides detailed criteria describing how to achieve or master the Competency. Many students find that understanding the requirements of the Assessment and the rubric criteria help them direct their focus and use their time most productively. Important Information on Interpreting the Assessment Rubric (click to expand) Rubric All submissions must follow the conventions of scholarly writing. Properly formatted APA citations and references must be provided where appropriate. Submissions that do not meet these expectations will be returned without scoring. This Assessment requires submission of an 8- to 10-page leadership profile. Save this file as DL003_firstinitial_lastname (for example, DL003_J_Smith). When you are ready to upload your completed Assessment, use the Assessment tab on the top navigation menu. Important Note: As a student taking this Competency, you agree that you may be required to submit your Assessment for textual similarity review to Turnitin.com for the detection of plagiarism. All submitted Assessment materials will be included as source documents in the Turnitin.com reference database solely for the purpose of detecting plagiarism of such materials. Use of the Turnitin.com service is subject to the Usage Policy posted on the Turnitin.com site. Leadership for Good Important Note: This Assessment features one of the Business Skills for Good that you will learn more about and develop throughout your MBA program. This skill, emotional intelligence, includes the five components, as identified by Goleman (2004), as “self-awareness,” “self-regulation,” “motivation,” “empathy,” and “social skill.” If you have not already done so, please review the following video: VIDEO: EMOTIONAL INTELLIGENCE (1:28) Walden University, LLC. (2021). Emotional intelligence [Video]. Walden University Brightspace. https://mytempo.waldenu.edu --Downloads--Download Video w/CCDownload AudioDownload Transcript In recognition of your growth as a leader, you have been given the opportunity to join a professional leadership network. As part of your membership, you must create a unique leadership profile that focuses on your passion and your purpose for leadership, as well as your goals. This is your opportunity to present your leadership reflections and perspectives to others in your network and to create connections that may lead to professional experiences in the future. To prepare for this exercise, you should first engage in reflection. Self-reflection is an important skill in business, especially for a leader or an aspiring leader. There are a number of different models of reflection that can be utilized; however, one of the more commonly used models is the 5R Framework for Reflection (Bain, et al., 2002), which focuses on five defined stages of reflection: reporting, responding, relating, reasoning, and reconstructing. Using this framework will enable you to produce a critically engaging reflection based on your experiences. Refer to the following table for more information about the framework: 5R Stages Description Guidelines Reporting A brief descriptive account of the situation/topic What happened, what the situation/topic is Responding Your emotional/personal response to the situation/topic Your observations, feelings, questions about the situation/topic Relating Personal and theoretical understandings relevant to the situation/topic Making the connections between the situation/topic and your experience, skills, knowledge, and understanding Reasoning Your explanation of the situation/topic Explaining the situation/topic in terms of the significant factors, relevant theories, and experiences Reconstruction Drawing conclusions and developing a future actionable plan Your deeper level of understanding about the situation/topic that is used to reframe or reconstruct your future practice and further develop your understanding of professional practice (application) The 5R Framework of Self-Reflection Adapted from: Bain, J. D., Ballantyne, R., Mills, C., & Lester, N. C. (2002). Reflecting on practice: Student teachers perspectives. Post Pressed. As you reflect upon your learning and experiences so far, consider your strengths, weaknesses, skills, and the knowledge you have gained as a leader and a follower—both in the classroom and beyond. With those thoughts in mind, construct your leadership profile with the following sections, being sure to incorporate examples of personal experiences, as well as citations for relevant academic resources from the classroom, the library, and other appropriate scholarly sources. Click each of the items below for more information on this Assessment. Part 1: Perspectives on Leadership/Leadership Values For the first part of your leadership profile, you will describe how you can/will apply positive leadership skills in pursuit of social change, be it in your professional or personal life. Be sure to incorporate the following: Emotional Intelligence · Analyze the importance of the five elements of emotional intelligence in being a strong leader: self-awareness, self-regulation, social skills, empathy, and motivation. Specifically: · How do these elements affect the leader-follower relationship? · How do they improve a leader’s ability to promote change? Developing a Diverse and Inclusive Environment · Analyze the interdependency of diversity and inclusion. · Examine what diversity and inclusion look like in the workplace, as well as the benefits of having/developing a diverse working environment. · Summarize how you have worked/will work as a leader to promote diversity and inclusion in your work environment. The Power of Networking · Based on your personal and professional experiences, examine the relationship of establishing and maintaining a professional network to your own leadership. · How can a strong network benefit both a rising leader and an established leader? · How can the use of networks enhance one’s ability to become an agent of positive social change? Part 2: Passion and Purpose for Leadership For the second part of your leadership profile, you will share your own “passion and purpose” story, similar to those from Passion and Purpose: Stories From the Best and Brightest Young Business Leaders. Considering your self-reflection, your personal and professional experience, and the other ideas related to leadership that you have explored in your studies so far, address the following:  · Create a narrative describing your passion and the purpose you see for yourself. Be sure to address the following questions as you construct your narrative: · What is most important to you in life? · What do you want the focus of your professional life to be? · How do you plan to (or currently) incorporate social responsibility and ethical decision making into your life and work? (LO 2.2) · What kind of positive difference do you want to make in the world? · Analyze how obtaining your degree at Walden will better equip you to pursue your passion and fulfill your purpose. Be sure to address the following in your analysis: · How do your passion and purpose align to Walden’s mission of positive social change? · How does Walden’s mission impact your experience as you study here—including the knowledge and skills you will take from this program and how that knowledge and those skills will shape your future and support you to make a positive difference? Leadership for Good Leadership Profile of: Replace this text with your name. Date: Replace this text with the submission date. Walden University DL003: Applying Leadership Inward and Outward 1 Part 1: Perspectives on Leadership/Leadership Values Replace this text with introductory information. Add or remove headings as necessary. [Heading] Replace or remove this text. Add or remove headings as necessary. [Sub-Heading] Replace or remove this text. Add or remove headings as necessary. Part 2: Passion and Purpose for Leadership Replace this text with introductory information. Add or remove headings as necessary. [Heading] Replace or remove this text. Add or remove headings as necessary. [Sub-Heading] Replace or remove this text. Add or remove headings as necessary. References [Please delete this note before submitting your Assessment. For more information about formatting your reference list, please visit the following site: https://academicguides.waldenu.edu/writingcenter/apa/references .] Include appropriately formatted references to support your Assessment. Refer to the Assessment guidelines for further information on the requirements. 2 Leadership for Good Leadership Profile of: XXXXXX Date Walden University DL003: Applying Leadership Inward and Outward 1 Part 1: Perspectives on Leadership/Leadership Values Emotional intelligence are self-awareness, self-regulation, social skills, motivations, and empathy that help build, shape, and strengthen relations and achieve personal and career goals. According to Wilcox (2015) stated “High emotional intelligence is a strong predictor of success.” The fundamental elements of emotional intelligence are valuable tools to manage employees and are highly warranted by employers because they inspire and guide others to increase their engagement in organizational accomplishments. Ultimately, organizational leaders understand the impact of emotional intelligence on employees and are inclined to regulate themselves accordingly to motivate them to go above and beyond their call of duty (Wilcox, 2015). Emotional intelligence affects the leader-follower relationship when the leader possesses the qualities of the emotional elements by apply the interpersonal communications skills that are viewed as critical aspects in achieving good relationships and are devoted to coaching others to their full potentials (Prahalad, 2010). It is effective to followers when the leader applies emotional intelligence that helps to build trust, promote growth and development, and increase opportunities within the organization. Collaborative relationships are established and amplifies follower satisfaction. Therefore, leader-follower collaborative efforts are sustained in the development of high quality relationships for the benefit of the organization (Madadi, 2011, p.362). The effectiveness of emotional intelligence improves a leader’s ability to promote change when inclusion is embraced to inspire employee participation in decision-making. It encourages and increase employee’s performance contributing to the success of the organization. In addition to developing team learning strategies and knowledge relevant to adapting to environmental change to increase proficiency in functional relations conducive to the organization’s long-term success. Its components facilitate the leader’s ability to share the organization’s mission and visions to achieve goals and facilitate the organization’s ability to learn and adapt to change to improve strategic competitive planning (Ladd and Chan, 2004, p. 95-105). The interdependency of diversity and inclusion are distinctive and positive factors that benefits the organization. The organization’s priorities are to first cultivate the beliefs of diversity to harvest the great benefits. The first step is to embrace the acceptance of cultural, characteristic differences of uniqueness which have positive effects on inclusion. It benefits the organization to engulf in points of view and perspectives in other differentials. Inclusion, on the other hand, is vital in maintaining the workplace diversity. Making team members from every background feel included and proud of where they came from. They feel valued by having the ability to express their diversified uniqueness through creative thinking and ideas, and in their capabilities in performing perspective task. Inclusion and diversity coexist and intertwine, although feeling welcomed and having a sense of belonging overrides the tension of diversity (Leroy, et al., 2021). Diversity and inclusion in the workplace in an organization emulates an arrayment of backgrounds, qualifications, and experiences. It is unbiased. It promotes equity and fairness, and opportunities. Diversified organizations have active anti-discrimination transparent policies in place to ordinance change and convenes a systematic approach for a successful outcome. Effective managers encourage employees to communicate openly and honestly about what and how they feel and are made to feel comfortable to do so (Socialchorus, 2021). The importance of creating a diverse and inclusive work environment helps the organization think in culturally diversified ways. It increases employee motivation, engagement and promote growth and opportunities that will benefit the organization by increasing employee retention. It increases better performance rates, innovations, and cater to consumers specific needs impacting customer satisfaction rates. According to Socialchorus (2021) “The impact of diversity and inclusion initiatives, the benefits of workplace diversity include higher revenue, more innovation better decision-making, equal access, treated fairly, higher rates of job acceptance when you make offers to qualified candidates, and better performance than competitors.” I will work as a leader to promote diversity and inclusion in a work environment by being conscious of biasness and promote equality and fairness to all cultures and backgrounds. I will blend and incorporate my teams to communicate and interact to learn from each other. I will coach, mentor, and encourage them to engage in critical thinking to help prepare them for leadership and strengthen their followership capabilities. I will always have an open-door policy and they will be made to feel comfortable in speaking about their concerns or share ideas to strategize and reach goals. I will promote growth and development through training and seminars to enhance their abilities and job performance and opportunities. I will always use emotional intelligence in every aspect in the organization. I will be authentic and transparent at all times. I will not be undertaken by unethical standards and will make every towards social change that will help others in the professional and personal lives. Networking is a group of people who exchange information, contacts, and experience for professional or social purposes, and it is a skill that no professional should be without (Mashia, n.d.). The relationship of establishing and maintaining a professional network to my own leadership was to begin to reach out to others and introduce myself. I had to determine what my goals were and where I needed to begin in order to establish and build relationships. Obviously networking can be quite challenging but must continue to be nurtured if attainable goals are going to be achieved. A strong network can benefit both a rising leader and an established leader by recognizing opportunities through networking relationships and acting to pursing them. Henceforth, sustainable success can be accomplished through referrals and professional contacts. It allows you to communicate with others that are compatible and like-minded in pursuit of achieving similar goals. Likewise, it creates connections that can reach a considerable amount of people which is conducive to obtaining referrals, increase the flow of business, and increase profits and revenue. An agent networking for the purpose of creating businesses that create jobs, is congregated to positive social change when they become involved in socioeconomic activities while consociating in behaviors of interacting with groups of people networking alike and managing those business relationships (Belyh, 2019). Creating businesses and managing those relationships, positive social change takes shape, aligning the factors of how families and individuals live by means of employment, housing, medical care, and education. It has a huge impact on communities as a whole, to have favorable circumstances by which allow capabilities to make choices to achieve and sustain economical and healthy lives (“Social and Economic Factors”, n.d.). Part 2: Passion and Purpose for Leadership My passion is serving others and advocating for their basic life necessities. I want to help them fulfill their chances by creating and achieving goals to become successful. My passion is to see others live healthy and productive lives that is with purpose and meaningful to them. I want to assist them in sustaining employment and obtain financial stability to care of their families. I would stipulate to become educated and share their knowledge and accomplishments to encourage others to do the same to achieve their goals. My purpose is seeing other be successful because I care about what happens in our communities. It propels me to consider about what I can do to be socially and economically productive to help others advance. It is very important to me to educate myself to maximize my abilities to assist anyone in need, exceptionally the homeless, the elderly, and families of domestic violence and abuse. The significance of getting the communities to the threshold and meeting those needs require housing, employment, affordable medical care, and counseling. It is important to encourage, motivate and support others to be the best they can be. I want to help others to be resourceful and I want to be that person to guide them into the many phases on the road of accomplishments. My passion and purpose of helping others is for the sake of humanity and positive social change. Therefore, my primary focus in my professional life is to be an impact in the lives of minorities to fulfill their potential to the fullest by becoming self-sufficient and leading productive lives. My primary professional focus is to be a part of a nonprofit organizations where communities can be welcomed and are approached with leadership that will guidance them using emotional intelligent elements to inspire and motive them to become productive members and leaders in society that they may be significant counterparts in society leading to positive social changes. How I plan to incorporate social responsibility and ethical decision-making into my personal life and professional life as a Human Service professional, I will not consider it be a complicated but something I enjoy doing. My passion ignites me to be socially responsible in my profession and personal life and tying them together will be indifferent by incorporating my ethics and values in the decision making process and demonstrating social responsibility through my actions to help minorities better themselves to be productive in society. Volunteering and giving to charitable nonprofit organization that will educate and inform communities about health and welfare. The kind of positive differences I’d like to make in the world is to create a positive impact in relinquished communities by creating nonprofit businesses and organizations that will educate and mentor minorities and support anyone in need regardless of their culture or background. I will have food drives, build affordable housing, and build temporary and long-term shelters that will feed and clothe the homeless. I will organize charitable events on behalf of deplorable circumstances by raising money for housing, education, and health care. I will continue to collaborate with communities to create programs to help families and individuals in direful situation in need of support. Obtaining my degree at Walden University will better equip me to pursue my passion and fulfill my purpose by giving me the tools to proceed forward to earn my Ph.D. and advance my chances of employment in a career that requires knowledge and skills to manage organizations and people that will make positive changes in their lives. Obtaining my degree at Walden will increase my chances of achieving my goals of having a successful career, financial stability and share my knowledge and wisdom with others to help them achieve their goals. With this degree, it will help my personal and professional skills such as critical thinking and communicating with others to guide them and enhance their life skills for better opportunities. There will be endless employment opportunities, and in the interim, increase my earnings whereas I can donate to charities and assist to help financially sponsor programs disadvantaged in communities. My passion and purpose align to Walden’s mission of positive social change because it stipulates that networking is to build new relationships and manage existing one, and that it is imperative to collaborate with others to accomplish goals. It endorses the importance of the code of ethics of emotional intelligence and behaviors, and how to use those ethical codes in critical-thinking and successfully communicate with others as leaders. It demonstrates sacrifice, perseverance, and the initiative to plan and organize which conveys to others that they can do the same. In pursuit of my passion and purpose, a helper in society, an advocate for positive social change, aligns with Walden’s mission for positive social change. Walden’s mission impacts my experience as a student for positive change starting with the introduction to the importance of ethical behavior, unambiguous instruction, and support to educational resources necessary to become a successful, professional advocate for positive social change. It particularizes the leadership-followership relationship, how to be successful at both, and the importance of having a code of ethics to guide the inevitable intertwined relationships. It has furthered impacted my life by confirming that my passion and purpose are achievable, and I that I can and will make a positive impact in others’ lives. References Belyh, A. (2019, September 23). 23 Networking Tips for Building Effective Relationships. Cleverism. https://www.cleverism.com/23-networking-tips-for-building-effective-relationships/ Ladd, S. B., Chan, C.A. C. (2004). Emotional Intelligence and Participation in Decision-making: Strategies for Promoting Organizational Learning and Change. Strategic Change. 13. p. 95-105. http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.477.1149&rep=rep1&type=pdf Leroy, H., Buengleler, C., & Veestraeten, M. (2021, April 22). Fostering Team Creativity Through Team-Focused Inclusion: The Role of Leader Harvesting the Benefits of Diversity and Cultivating Value-In-Diversity Beliefs. Group & Organizational Management. https://journals.sagepub.com/doi/full/10.1177/10596011211009683 Mahadi, N. (2011). The Role of Emotional Intelligence in the Quality of Leader-Follower Relationship. University of Southampton, School of Management. Doctoral Thesis. p.362. https://eprints.soton.ac.uk/210541/ Mashia, D. (n.d.). What is Networking? https://www.mccormick.northwestern.edu/career-development/documents/getting-started/job-search/networking/what-is-networking.pdf Prahalad, C.K. (2010, Jan/Feb). The Responsible Manager. Harvard Business Review. https://services.hbsp.harvard.edu/lti/links/content-launch Social and Economic Factors. (n.d.). County Health Rankings & Roadmaps. https://www.countyhealthrankings.org/explore-health-rankings/measures-data-sources/county-health-rankings-model/health-factors/social-and-economic-factors Wilcox, L. (2015, July 06). Emotional Intelligence Is No Soft Skill: High emotional intelligence is a strong predictor of success. Whats your EQ? Professional Development. Harvard Division of Continuing Education. https://professional.dce.harvard.edu/blog/emotional-intelligence-is-no-soft-skill/ 2 analyst for CNN, and former presidential adviser), Carter Roberts (President and CEO of World Wildlife Fund), Joe Kennedy (CEO and President of Pandora), and Rich Lyons (Dean of Haas Business School, University of California– Berkeley). Passion & Purpose offers profound insight into the values and vision of today’s emerging leaders, with inspiration and ideas for anyone who aspires to catalyze enduring change in the world. John Coleman earned an MBA from Harvard Business School, where he was a Dean’s Award winner, and an MPA from the Harvard Kennedy School, where he was a Zuckerman Fellow and a George Fellow. Daniel Gulati holds an MBA from Harvard Business School, where he was a Baker Fellow and an Arthur Rock Entrepreneurial Fellow, and was awarded the Robert F. Jasse Distinguished Award in Entrepreneurship & Leadership. W. oliver SeGovia was born and raised in the Philippines and received an MBA with Distinction from Harvard Business School, where he was a LeBaron-McArthur-Ellis Fellow. (Continued on back flap) (Continued from front flap) j a c k e t d e s i g n : j a m e s d e v r i e s a u t h o r p h o t o s : w e s l e y c h a n n e l , t r a c y p o w e l l , p at r i c k a n d p at r i c i a s e g o v i a Get inspired. Stay informed. Join the discussion. Visit www.hbr.org/books w w w.hbr.org /books m a n aG e m e n t U S $ 2 5. 9 5 “ many baby boomers like to characterize the Facebook generation as entitled slackers. In reading the amazing stories of the leaders in Passion & Purpose, you quickly realize that nothing could be further from the truth. the reality is that this new generation of leaders is committed to making a difference and is ready to lead—not tomorrow, but now.” — Bill GeorGe, Professor of management Practice, Harvard Business School; author, True North “ It doesn’t matter where you begin your career. What matters most is developing the ability to connect the dots . . . the rarest and most valuable commodity in our work is those individuals who can bridge government, business, civil society, and academia in solving the biggest problems facing our society.” —Carter roBerts, President and CeO, World Wildlife Fund “ With america—and the world—at a major inflection point, strong and principled leader- ship is as crucial as it’s ever been. as this book shows, the younger generation is stepping up more and more each day to provide that leadership—in ways all of us should be paying attention to.” — DaviD GerGen, Director, Center for Public Leadership at the Harvard Kennedy School; senior political analyst, Cnn; and former presidential adviser “ the younger generation has an integrated identity that is consistent between workplace, home, and society . . . they not only want to make a difference themselves, they want to know that the company they work for is also making a positive contribution.” —DeB Henretta, Group President, Procter & Gamble asia “ the great challenge and the great opportunity we face today is the ability to work almost any time and any way. the new generation of leaders seems to embrace the opportunity side of this, approaching work more flexibly in terms of when and where it takes place.” —Joe KenneDy, CeO and President, Pandora “ Leadership is not being the CeO; leadership is influencing outcomes. Leadership is often without formal authority. I think that for a lot of these younger folks, they demonstrate the skills of leadership, but they also embody a new mind-set.” —riCH lyons, Dean of Haas Business School, University of California–Berkeley “ the next generation of leaders will have the opportunity to shape the world. they will deal with exciting and quite different challenges than their predecessors—all in the context of a globally connected and rapidly changing world.” —DominiC Barton, Global managing Director, mcKinsey & Company ISBN 978-1-4221-6266-8 9 7 8 1 42 2 1 62 6 68 9 0 0 0 0 john coleman daniel gulati w. oliver segovia foreword by bill george Stories from the Best and Brightest Young Business Leaders H a r V a r D B U S I n e S S r e V I e W P r e S S PASSION PURPOSE PA S S IO N P U R P O S E coleman gulati segovia How will the next generation of leaders shape business? F rom questions about globalization and sustainability to issues surrounding diversity, learning, and the convergence of the public and private sectors, tomorrow’s leaders have a lot to think about. But these big issues aren’t the only ones facing young leaders starting out in business today. What else are they focused on? And how do they prioritize the challenges and opportunities before them— while also making the world a better place? In Passion & Purpose, recent Harvard Business School MBAs share personal stories about assuming the mantle of leadership in ways unlike any previous generation. In candid, often moving accounts of their successes and setbacks—from launching start-ups or taking on the family business to helping kids in the Arabian Gulf or harnessing new technology to develop clean energy—they reveal how their generation’s ideas, aspirations, and practices are radically reshaping business and transforming leadership. Drawing on insights from a survey of five hundred students from top U.S. business schools, Passion & Purpose provides an overview of today’s big hot-button issues, followed by firsthand accounts from the young leaders who are tackling these issues head- on. Their personal stories are rounded out with broader perspectives from established luminaries in business, academia, and the public sector, including Dominic Barton (Global Managing Director of McKinsey & Company), Deb Henretta (Group President of Procter & Gamble Asia), Nitin Nohria (Dean of Harvard Business School), David Gergen (Director of the Center for Public Leadership at the Harvard Kennedy School, senior political to learn more, visit: www.hbr.org/passion-purpose Coleman10343_Mechanical.indd 1 9/26/11 5:03 PM This document is authorized for use only by Ravi Varada in DL003: Applying Leadership Inward and Outward at Laureate Online Education - Walden University, 2021. PASSION PURPOSE 107124 00 i-xiv r2 vs 9/19/11 8:11 PM Page i This document is authorized for use only by Ravi Varada in DL003: Applying Leadership Inward and Outward at Laureate Online Education - Walden University, 2021. 107124 00 i-xiv r2 vs 9/19/11 8:11 PM Page ii This document is authorized for use only by Ravi Varada in DL003: Applying Leadership Inward and Outward at Laureate Online Education - Walden University, 2021. PASSION PURPOSE JOHN COLEMAN DANIEL GULATI W. OLIVER SEGOVIA HARVARD BUSINESS REVIEW PRESS Boston, Massachusetts Stories from the Best and Brightest Young Business Leaders 107124 00 i-xiv r2 vs 9/19/11 8:11 PM Page iii This document is authorized for use only by Ravi Varada in DL003: Applying Leadership Inward and Outward at Laureate Online Education - Walden University, 2021. Copyright 2012 Harvard Business School Publishing Corporation All rights reserved No part of this publication may be reproduced, stored in, or introduced into a re- trieval system or transmitted, in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the pub- lisher. Requests for permission should be directed to [email protected], or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. Library of Congress Cataloging-in-Publication Data Coleman, John, 1981- Passion & purpose : stories from the best and brightest young business leaders / John Coleman, Daniel Gulati, W. Oliver Segovia. p. cm. ISBN 978-1-4221-6266-8 (alk. paper) 1. Leadership. 2. Executives. 3. Success in business. 4. Organizational effectiveness. I. Gulati, Daniel. II. Segovia, W. Oliver. III. Title. IV. Title: Passion and purpose. HD57.7.C644 2012 658.049--dc23 2011025148 107124 00 i-xiv r2 vs 9/19/11 8:11 PM Page iv Find more digital content or join the discussion on www.hbr.org. The web addresses referenced and linked in this book were live and correct at the time of the book’s publication but may be subject to change. This document is authorized for use only by Ravi Varada in DL003: Applying Leadership Inward and Outward at Laureate Online Education - Walden University, 2021. www.hbr.org mailto:[email protected] Contents Foreword, Bill George ix Introduction 1 1. Convergence 11 Creating Opportunities Across Sectors Floating Above the Boxes 17 Business, Nonprofit, and the Age of Falling Boundaries UMAIMAH MENDHRO Learning from Kibera 23 Nonprofit Lessons for Business from East Africa’s Largest Slum RYE BARCOTT Commerce and Culture 28 Combining Business and the Arts CHRISTINA WALLACE Iraq, Afghanistan, and the Business of Peace 34 JAKE CUSACK Business in the World 41 How Corporations Can Be Change Agents KELLI WOLF MOLES Interview with David Gergen, adviser to four presidents, 47 Director of Harvard’s Center for Public Leadership, and senior political analyst for CNN 2. Globalization 55 Embracing the Global Generation Bridging Two Worlds 61 An India Story SANYOGITA AGGARWAL 107124 00 i-xiv r2 vs 9/19/11 8:11 PM Page v This document is authorized for use only by Ravi Varada in DL003: Applying Leadership Inward and Outward at Laureate Online Education - Walden University, 2021. vi Contents QatarDebate 67 Education, Civic Engagement, and Leadership in the Arabian Gulf ANDREW GOODMAN Emerging Social Enterprise 74 Learning the Business of Agriculture in Tanzania KATIE LAIDLAW Global Citizen Year 79 Learning from the World ABIGAIL FALIK The Business of Reconciliation 85 How Cows and Co-Ops Are Paving the Way for Genuine Reconciliation in Rwanda CHRIS MALONEY Interview with Dominic Barton, Global Managing Director 91 of McKinsey & Company 3. People 99 Leading in a Diverse World Nonconforming Culture 104 How to Feel Comfortable in Who You Are No Matter Where You Are KIMBERLY CARTER Diversity Day 110 Whole People, Whole Organizations, and a Whole New Approach to Diversity JOSH BRONSTEIN Women and the Workplace 118 TASNEEM DOHADWALA Joyful on the Job 124 A Generation Pursuing Happiness at Work BENJAMIN SCHUMACHER People Leadership from Baghdad to Boston 130 SETH MOULTON Interview with Deb Henretta, CEO, P&G Asia 134 107124 00 i-xiv r2 vs 9/19/11 8:11 PM Page vi This document is authorized for use only by Ravi Varada in DL003: Applying Leadership Inward and Outward at Laureate Online Education - Walden University, 2021. 4. Sustainability 139 Integrating Preservation and Profits A Sustainable Career 145 ANNIE FISHMAN From Safety Nets to Trampolines 151 VALERIE BOCKSTETTE The Value of Community Partnerships in 158 Addressing Climate Change CHARLEY CUMMINGS Interview with Carter Roberts, CEO, World Wildlife Fund 164 5. Technology 171 Competing by Connecting Building an Online Marketplace 175 JAMES REINHART Technology and Social Good 181 Loans, Relays and the Power of Community SHELBY CLARK Mobile Millennials 185 JASON GURWIN Interview with Joe Kennedy, 191 CEO and President of Pandora 6. Learning 197 Educating Tomorrow’s Leaders The Leadership Boot Camp 203 Training the Next Generation of Corporate Leaders KISHAN MADAMALA The MBA of Hard Knocks 210 Why Fast Failure Is the Best Thing for Business Education PATRICK CHUN The New Corporate Classrooms 216 Training’s Tectonic Technological Shift MICHAEL B. HORN Contents vii 107124 00 i-xiv r2 vs 9/19/11 8:11 PM Page vii This document is authorized for use only by Ravi Varada in DL003: Applying Leadership Inward and Outward at Laureate Online Education - Walden University, 2021. Tackling Financial Illiteracy 223 ALEXA LEIGH MARIE VON TOBEL The Education of a Millennial Leader 228 JONATHAN DOOCHIN Interview with Rich Lyons, Dean, Haas Business School, 235 University of California–Berkeley Moving Forward 243 Capstone Interview with HBS Dean, Nitin Nohria 246 Appendix: About the Passion and Purpose MBA Student Survey 255 Notes 263 Acknowledgments 273 Index 275 About the Contributors 289 About the Authors 295 viii Contents 107124 00 i-xiv r2 vs 9/19/11 8:11 PM Page viii This document is authorized for use only by Ravi Varada in DL003: Applying Leadership Inward and Outward at Laureate Online Education - Walden University, 2021. Foreword Many baby boomers like to characterize the Facebook generation as enti- tled slackers. In reading the amazing stories of the leaders in Passion and Purpose, you quickly realize that nothing could be further from the truth. The reality is that this new generation of leaders is committed to making a difference and is ready to lead—not tomorrow, but now. The authors of this remarkable collection of twenty-six stories, all writ- ten by exceptional young leaders, were deeply impacted by the leadership failures of 2008 that led to the Great Recession. The three authors con- clude, “We have faith in the young generations of leaders who have wit- nessed the lessons of the crisis and are now seeking to learn from the mistakes that were made and offer a new vision for the future.” Georgian John Coleman believes that “business offers solutions to some of the most pressing problems we face.” Filipino Oliver Segovia quotes the local saying, “He who doesn’t appreciate his roots shall never succeed.” Australian Daniel Gulati saw firsthand examples of how organi- zations can meet their financial goals and simultaneously make positive contributions to society. Unwilling to wait their turn in line, these leaders are already having enormous impact. Look at the global citizens being developed by Abby Falik, the transformation of leadership that Jon Doochin is leading at Harvard College, Marine Captain Rye Barcott’s initiative to help the slums of Kenya’s Kibera become a safe community that works for 107124 00 i-xiv r2 vs 9/19/11 8:11 PM Page ix This document is authorized for use only by Ravi Varada in DL003: Applying Leadership Inward and Outward at Laureate Online Education - Walden University, 2021. everyone, and Katie Laidlaw’s efforts to make agriculture in Tanzania profitable for all. Theirs are just a few of the initiatives that vividly illus- trate how this generation of leaders really is different from mine. Anthropologist Margaret Mead once said, “Never doubt the power of a small group of people to change the world. Indeed, it is the only thing that ever has.” Through their initiatives, young leaders are confirming Mead’s wisdom. My generation started out just as idealistically as these young leaders. We were kids of the Kennedy era who flocked to Washington, D.C., Selma, and Watts to try to change the world. Somewhere along the way we lost sight of that idealism. Was it the futility of the Vietnam war and the assassinations of the Kennedy brothers and Martin Luther King, Jr., or were we seduced by flawed economic theories into believing that self- interest should take precedence over the common good? Whatever the answers, the leadership failures of the last decade—from the fall of Enron through the economic meltdown of 2008—have vividly demon- strated the flaws in twentieth-century leadership and the need for a new generation of leaders to take charge. The response of this new generation, as these stories vividly illustrate, is to use their talents now to make a positive impact in helping others. As a professor of management practice at Harvard Business School the past eight years, I have had the privilege of working closely with several of these leaders and many more like them. After completing my tenure as CEO of Medtronic in 2001 and board chair in 2002, I took a working sabbatical in Switzerland to teach at two leading Swiss institutions. It was there that I decided to devote myself for the next decade to helping develop the next generation of leaders, from MBA students to the new generation of corporate CEOs. In early 2004 I returned to my alma mater, Harvard Business School, to help launch a new course, Leadership and Corporate Accountability, and later created Authentic Leadership Development, a course based on leading from within and built around six-person Leadership Development Groups. During these years I have spent hundreds of hours in the classroom and many more in private discussions with students in my office. x PASSION AND PURPOSE 107124 00 i-xiv r2 vs 9/19/11 8:11 PM Page x This document is authorized for use only by Ravi Varada in DL003: Applying Leadership Inward and Outward at Laureate Online Education - Walden University, 2021. Through these open, thoughtful, often poignant talks, I have learned just how committed these young leaders are about using their talents to have an impact. They are willing to work countless hours to realize their dreams, yet they also want to lead integrated lives. I have seen them fol- low their hearts to unite people around common causes, and the impact has often been stunning. Their approach to leadership differs sharply from that of the baby boomer generation. Command-and-control is out. So is exerting power over others. They eschew bureaucracy, hierarchical organizations, and in- ternal politics. That’s why many are opting to start their own organizations rather than joining established institutions. The focus of their leadership is to build on their roots and align people around a common purpose and shared values. They recognize that they cannot accomplish their goals by using power to control others, as so many in my generation did. Instead, they amplify their limited power by empowering others to take on shared challenges. Their leadership style is collaborative, not autocratic. Nor are they competitive with their peers. They seek to surround themselves with the most talented people representing a wide range of skills that can be help- ful in achieving their aims. They care little who gets the credit, so long as their mutual goals are achieved. Most of all, these young leaders seek to serve, using their gifts and their leadership abilities. One of the characteristics of this new generation of leaders is their ability to move easily between the for-profit, nonprofit, and government sectors. In fact, that’s because many of them have worked in all three sec- tors. They have firsthand knowledge of how people in each of these sec- tors think, how they measure success, and how they get things done. A number of the contributors to this book have joint master’s degrees in government and business, with a substantial dose of social enterprise courses and projects. This broad perspective is increasingly important because developing workable solutions to the world’s intractable problems—global health, energy and the environment, education, poverty and jobs, and global peace—requires multisector approaches. For example, take the challenges Foreword xi 107124 00 i-xiv r2 vs 9/19/11 8:11 PM Page xi This document is authorized for use only by Ravi Varada in DL003: Applying Leadership Inward and Outward at Laureate Online Education - Walden University, 2021. of AIDS in Africa. It isn’t sufficient for pharmaceutical makers like Glaxo- SmithKline to give their AIDS drugs away. It takes support from local gov- ernments to get the drugs to the people who need them most, NGOs like Doctors Without Borders to administer the drugs to HIV patients, and funds from global organizations like the World Health Organization and the Bill & Melinda Gates Foundation. These emerging leaders, with the diversity of experiences they have accumulated before the age of thirty, understand how to bring people together from these organizations and get them to collaborate to solve major problems. That’s what former Marine Captain Rye Barcott is doing to address the problem of poverty in Kibera, Nairobi’s largest slum. While still a student at the University of North Carolina, Barcott formed Carolina for Kibera, investing $26 and combining it with the sweat equity of nurse Tabitha Festo and a local youth named Salim Mohamed. Incredibly, he was able to build this new organization while serving for five years as a counterin- telligence officer in Bosnia, Iraq, and the Horn of Africa. Barcott sees similarities between the tactics he used in building the Kibera community and the Marines’ task in community building in war- torn towns like Fallujah, Iraq. He writes, “I feel fortunate to have been able to work across the public, private, and nonprofit sectors at a young age, and I aspire to continue to incorporate such a balance throughout my life. The solutions to our world’s toughest problems, such as the growth of megaslums, require full engagement and collaboration from each sector, and we have no time to waste.” These leaders of the future are global in their outlook and comfortable working across diverse cultures. By the time they reach graduate school, they have lived and worked all over the world. In sharp contrast, I never traveled outside North America until my honeymoon at twenty-six, and first moved overseas at age thirty-seven. Abigail Falik is typical of this new generation. Completing her MBA in 2008, Falik didn’t follow her classmates into financial services or consult- ing. Instead, she took a big risk and founded Global Citizen Year. Its pur- pose is to enable talented high school graduates to do a gap year of service before entering college by immersing themselves in a developing country. xii PASSION AND PURPOSE 107124 00 i-xiv r2 vs 9/19/11 8:11 PM Page xii This document is authorized for use only by Ravi Varada in DL003: Applying Leadership Inward and Outward at Laureate Online Education - Walden University, 2021. In a sense, Falik is trying to replicate for others the experience she had as a sixteen-year-old in a rural village in Nicaragua. She believes these formative experiences will enable young people to learn the empathy and gain the insights they need to address twenty-first-century challenges. Falik concludes, “Not until we walk in another’s shoes can we truly feel others’ hopes and fears, and have the wisdom to know what it would mean to work together toward a common cause.” Katie Laidlaw had a similar experience in Tanzania during a summer internship with TechnoServe, studying how to make fruit and vegetable markets run profitably. She concludes, “This experience confirmed my own hypothesis that future leaders will be better equipped to tackle the problems of tomorrow by being successful in operating across geogra- phies and sectors today.” The Facebook generation may be the first that is genuinely color-blind, gender-blind, and sexual preference–blind. Writes former HBS LGBT president Josh Bronstein, “My call to action for our generation is simple: be authentic. That means bringing your whole self to work, not just those characteristics that you think your employer wants to see . . . A defining characteristic of our generation is that we want to be recognized as indi- viduals—not anonymous cogs forced to think, act, and dress in the same way.” These new leaders are changing the way leaders are educated as well. Jonathan Doochin, who struggled with dyslexia throughout his school years, couldn’t wait to graduate from Harvard College to transform the school’s education of future leaders. During his senior year Doochin founded the Leadership Institute on the premise that developing leaders requires practical experiences that cause individuals to reexamine their perspective of the world, learn to empathize with others, and develop their unique leadership style. Doochin organizes students into Leadership Development Groups that enable them to understand their authentic selves by sharing their life sto- ries, how they have coped with their failures, and what brings them gen- uine happiness. Doochin writes, “Each of us has the capacity to lead . . . all of the mysterious qualities that once defined ‘leadership’ are not inherent, Foreword xiii 107124 00 i-xiv r2 vs 9/19/11 8:11 PM Page xiii This document is authorized for use only by Ravi Varada in DL003: Applying Leadership Inward and Outward at Laureate Online Education - Walden University, 2021. but eminently teachable . . . The model for leadership is not one-size-fits- all, but should be individualized as we play to our own strengths and per- sonalities.” In 1966 Robert F. Kennedy, Jr., said prophetically, “Few will have the greatness to bend history itself, but each of us can work to change a small portion of events. It is from numberless diverse acts of courage and belief that human history is shaped.” The acts of these young leaders will write the history of this generation as they focus their talents on making the world a better place for everyone. If these emerging leaders stay on course through the inevitable pitfalls, setbacks, and disappointments, I have confidence their accomplishments will exceed their greatest expectations. The time is ripe for the baby boomers to provide emerging leaders the opportunities to take charge. Their passion and dedication to their purpose gives all of us hope that our future is very bright indeed. —Bill George Bill George is professor of management practice at Harvard Business School and former chair and CEO of Medtronic, Inc. He is the author of four national best-sellers: Authentic Leadership (2003), True North (2007), Finding Your True North: A Personal Guide (2008), and 7 Lessons for Leading in Crisis (2009). His newest book, True North Groups (2011), was released in September 2011. xiv PASSION AND PURPOSE 107124 00 i-xiv r2 vs 9/19/11 8:11 PM Page xiv This document is authorized for use only by Ravi Varada in DL003: Applying Leadership Inward and Outward at Laureate Online Education - Walden University, 2021. Introduction It’s been an interesting time to come of age in business.Arguably, the past decade has been one of the most intriguing and terri- fying in history. Technological innovation has led us from the infancy of the Internet to the nearly ubiquitous online connectedness, social net- working, and location-based technology we enjoy today. The world order has shifted dramatically—billions of people in developing economies have joined the ranks of the middle class, and business has become ever more global, with goods and services moving more freely over national bound- aries and corporations seeking greater growth in transnational commerce. And, of course, the global economy crashed, falling from a period of un- matched prosperity into one of frightening destruction and uncertainty. It’s an era that cries out for new leadership and new thinking. And it’s an era that has left a generation of young leaders wondering how they can contribute even as they seek a life of meaning, passion, and purpose in the private sector. Whether in the world’s biggest corporations, local small and medium business, or nimble start-ups, they aren’t entering business solely for financial gain, but as a way to find meaningful work and make a positive difference in the world. Yet few forums have provided these young leaders an outlet to voice their visions for the future, to highlight the trends they’ve seen emerge from the chaos of the last decade, or to offer both practical advice and hopeful inspi- ration to their friends and colleagues as they embark on their careers. We hope this book helps fill that void. Our purpose? To share the sto- ries of young business leaders and thereby give a glimpse into the future 107124 00 001-010 INT r2 vs copy 9/19/11 8:09 PM Page 1 This document is authorized for use only by Ravi Varada in DL003: Applying Leadership Inward and Outward at Laureate Online Education - Walden University, 2021. 2 PASSION AND PURPOSE of business and leadership—offering both practical learning and inspi- ration. To do this, we “crowd-sourced” much of the content—asking more than twenty young business leaders to tell their stories, conduct- ing an exclusive MBA Student Survey of more than five hundred cur- rent and recent MBAs from top U.S. business schools, and interviewing seven business luminaries who offer a seasoned perspective on the themes analyzed. We “crowd-sourced” in this way because we wanted to present a broader set of views than the three of us could provide alone; we’ve been constantly impressed with and encouraged by the vision, entrepreneur- ship, and passion of our classmates and colleagues, and we wanted to give readers a better sense of that diversity. We also wanted to capture their views on several key themes we saw among the young leaders in our cohort. We organized those themes into six chapters and put out a call for submissions, from which the book’s stories …