Kim Jecker Arbonne International Independent Consultant ID# 16646431 |
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zation—providingsecurity of issues don’t interfere with the information.Creativity has always played a very special role in my life and I intend to use every aspect of my lifeto ensure success for not only myself, but for my company/client/friend—success meaning the best one cangive in any circumstance. Patience and staying power add to my ability to continue negotiating in a positivemanner, while always being aware and focused on the goals at hand, regardless of “appearances”.I would like to be considered for positions that are not limiting in scope and allow for both myanalytical side and creative side to harmonize (synchronize/synergize, if you will)—this produces the bestresults. As a leader, and being considerate of others’ beliefs, opinions and goals, the business in which I aminvolved will congeal—due to my ability to see strength in others—into a strong cohesive blend of talent,product and environment. I have often found that I have the ability to help orchestrate team oriented, unique,creative, business solutions to a variety of situations and issues. I enjoy bringing people together in pursuit ofsome common goal or task that is constructive, beneficial and profitable; both short or long-termThe extent to which I am an “idea generator, situation analyst, and a solutions provider”—as statedon my personal/business card—will be the proving ground; those words and my actions should weigh againstone another in order to “judge” my performance. Surrounding oneself with the right people is crucial togrowing success: every business needs individuals that bring a healthy debate and issues to the forefront. Imake every effort to be fair, understanding and sympathetic/empathetic to all sides of the issues at hand.In summary, my request, as you consider my resume, is that I not be considered for only onefunctional specialty: I am very diverse and have the capability, and desire, to learn, be it foreign languages,computer programs, and/or various cultures in addition to products and services.Thank you for your consideration.6 4 F A R R A G U T D R I V E • PALM C O A S T , F L • 3 2 1 3 7 proach your work and yourinteractions with others in the workplace.All work teams need to consider eight key activities essential for high performance :-Advising: Gathering and reporting informationInnovating: Creating and experimenting with ideasPromoting: Exploring and presenting opportunitiesDeveloping: Assessing and testing the applicability of new approachesOrganizing: Establishing and implementing ways of making things workProducing: Concluding and delivering outputsInspecting: Controlling and auditing the working of systemsMaintaining: Upholding and safeguarding standards and processesYour own work preferences have been derived from your responses to the Team Management ProfileQuestionnaire. While you may work in any of the areas of the Wheel, your highest preference area, orMajor Role, has been identified together with two Related Roles which indicate your next highestpreference areas. All the roles are displayed on the Team Management Wheel shown at the top of thisProfile. The 'linker' role at the center is the responsibility of all team members.Note that the Team Management Profile Questionnaire does not measure skill or experience – youmay have good abilities in areas of work where you have low preferences. However, where there is agood match between your preferences and the demand of your job, you are more likely to enjoywork, develop skills and perform well. Where a group is made up of individuals with complementarywork preferences, it has a higher chance of being effective.Your roles on the Team Management Wheel arise from your preferre approaches to work in fourdifferent areas: how you relate with others; how you gather and use information; how you makedecisions, and how you organize yourself and others. For each of these four areas, your responses tothe Team Management Profile Questionnaire show the extent to which you prefer working in a certainway as displayed in the bar diagram that follows. For example, in the first item, showing how yourelate with others, the shaded area to the left indicates the extent to which you prefer to beextroverted. The shaded area to the right shows the extent to which you prefer to be introverted.Your personal Team Management Profile provides you with information to explain your teamworkpreferences and how these can be used.How You Relate With OthersExtrovert IntrovertHow You Gather And Use InformationPractical CreativeHow You Make DecisionsAnalytical BeliefsHow You Organize Yourself And OthersStructured FlexibleBy subtracting the lower score from the higher one for each area, you can see that, in your own case,your major preferences are more inclined to be:Introverted, Creative, Beliefs Oriented, and Flexible.OVERVIEWReporter-Advisers are characterized by a sense of purpose, patience and perseverance. They haveviews on what should be done but consider matters carefully before deciding. They usually like toknow a great deal about things before they can commit themselves to action. They can play animportant role in the team where creative planning is required. Hours can often be spent gatheringshould be tackled. The term Reporter-Adviser is, therefore, appropriate to describe the majorfunctions they perform in a team.WORK PREFERENCESAs a Reporter-Adviser, you are likely to enjoy and excel in the preparation and planning side of workrather than the implementation and operational side. For you, it is important to have work with apurpose. If you believe in the aims and objectives of your job, you can spend long periods of timeinvolved in your work, often beyond the regulated hors, with little regard for the level of rewardwhich is being offered. If you cannot get this satisfaction from work, you will usually seek ameaningful purpose by being involved in outside activities such as community groups, social groups,artistic groups or sporting organizations.You have strong personal ideals and convictions, but will not necessarily impose them on others.Because of your commitment to your beliefs, you are likely to pursue your ideas over a long period oftime and will not easily be 'put off' by others who hold different values. You can sometimes beuncertain as to how others will view the ideas you develop, and this may cause you to 'take a backseat' and not push your views forward.It is likely that you will want to set high standards and do things well rather than rushing. It may wellbe that others will say you are an idealist rather than a pragmatist. You will be conscientious andwilling to spend a long time in doing a job well. Sometimes you can be so concerned to get thingsright that you do not always find the time to see tasks completed. This will happen particularly if youlike to understand things in depth and if you have a high degree of curiosity. You often get the feelingthat the task you are working on could always be better if you just follow the next inspiration and geta little bit more information.You like to be in contact with a wide range of resources and knowledge and usually prefer an advisoryto an organizing role. Indeed the Reporter-Adviser is the central advisory role within the theory ofTeam Management. You will probably not have a high need to manage other people for long periods.Instead, you may prefer to work on your own or in a small group away from the day-to-day 'cut andthrust' of direct line situations, where you can have time to deal with matters in depth. Reporter-Adviser may enjoy working in roles that involve planning, finding out information, researching,consulting, and counseling.You will have a strong involvement and commitment to your beliefs and ideas. You will follow themthrough, usually over a very long period, and enjoy the complexity of the problems generated,particularly by theoretical issues. Some may say you are too patient and persevering.You have a strong sense of what is right and wrong, but will not always let people know your truefeelings if there is a danger of causing an upset. This is because you dislike disagreements and willprefer not to be with people and situations where conflict is likely to occur. However, there are manytime at work when it is important for others to know where you stand on issues. It may perhaps helpto view situations as problems which need solving rather than as potential conflict win-lose situations.LEADERSHIP STRENGTHSYour major strength is your ability to search out information and process it to a stag where decisionscan be made. You like to develop a whole range of possibilities and usually 'no stone is left unturned'in your search. This is an attribute which is ideal for leading a planning or advisory group. You can bepainstaking in your attention to collecting information.You also like to have a number of interesting projects on the go. At times, others will, therefore,criticize you for taking on too much at once and not completing jobs on time.You will like to keep your team working harmoniously and will take time to solve any personalproblems that might develop amongst your team members You will give loyalty to the team andexpect it in return. However, you will want to work in your own way and provide room for others to dotheir thing in their own way as well. Some people may, therefore, say you do not supervise peoplesufficiently closely.In managing others, you can be extremely considerate of their views and feelings, and take quite alot of time and trouble to talk through with them issues of concern. You are more likely to seek a jointsolution rather than impose a solution from 'on high'. Others may see you as a person who tries toestablish a 'bond' between yourself and your team. If you are let down by on of your teammembers, you may feel particularly hurt as you like to feel they are with you all the way. You need tobe aware of your approach and modify it where necessary, particularly if someone is taking advantageof you.You are rarely short of ideas and will discuss them in detail with those who you feel are interested.However, because you dislike conflict situations, you will not press your point unnecessarily and won'texpect others to do so. You will probably prefer discussing your ideas with a small group of friendsrather than exposing them widely to a group. When you do communicate more extensively, it maywell be through writing the ideas down.Overall, you like interpersonal relations at work where you can help others and support initiatives thatare in line with your views and feelings of what is correct.Your leadership style is normally one of consensus - you prefer everyone to believe in the decisionsthat are made. However, because of this, deadlines may suffer and others may feel you put thingsoff. To you, this will be an integral part of your thorough approach. You dislike being rushed, and in aleadership role will, therefore, react against tight deadlines or people who press you.As you are more orientated to advisory work, your leadership approach will reflect this preference.Indeed, you may not welcome leadership roles where there is a high emphasis on routine and regularproduction. However, project leadership on creative tasks can interest you.Your creativity and ability to think of new ways of doing things is a key strength. Many of your bestideas arise after a meeting when you have time to think through the matters in detail. However, youlike the ideas you have to be consistent with your beliefs.You will, therefore, prefer to lead a team where creative ideas are encouraged, there is time forreflection and consideration, and people can work in accordance with their beliefs. When one of yourown principles is infringed, you can become very stubborn and immovable.DECISION MAKINGWhen it comes to decision making, you usually resolve things on the basis of your overall beliefs andprinciples, sometimes without taking into consideration a thorough, objective analysis of the costs andbenefits. If this is so, it is important to work with someone who can take a more detached view, andlook at some of the decisions in an analytical way to complement your strong beliefs.Because you prefer to gather as much information as possible before deciding, others may accuse youof postponing and delaying. Colleagues may feel you don't push your ideas forward in a form that canbe easily used. It may help to consciously establish certain time guidelines and schedules againstwhich you can measure yourself, or work with another person who can keep you to these deadlines. Itis important that your ideas do not go to waste, but reach fruition through implementation.You have a tendency to think things through on your own, although you will talk through importantissues with your team. Sometimes, others may not always understand what you are currentlythinking, particularly if you are in a creative mood, where you are generating new ideas by yourself. Ifyou leave too many colleagues 'behind', your ideas are unlikely to be implemented. It may be worthcommunicating your ideas at an early stage, rather than waiting for them to be fully formed beforetelling others.You have a tendency to spend more time on possibilities than on the actual details. It may help tohave someone working with you who likes probing the specifics - this will complement your widerview of the problem and ensure that decisions are not wanting because of some inaccuracy in thedetails.Where you have to lead a team, it is important to establish a discipline about decision makingmeetings. These should be held on a regular basis. People should know well in advance when themeetings are and what will be discussed, as well as the methods for resolving issues. This may seema bit bureaucratic and too routine, but it will help smooth the decision making processes.INTERPERSONAL SKILLSYou do not always have a high need to be with other people and there are lotsof occasions when youprefer to be by yourself. You may feel you do your best work on such occasions. Indeed, you willprobably have an independent life style where you can be 'free' to pursue whatever interests you.When you do meet with others, it is because you choose to. It is probable you willalso be respected for not pressing your point of view on others. You often make a good 'facilitator' -that is someone who can provide a group with the necessary information and then get them to talkabout the problem and come to a decision. This part of the Team Management Wheel is the home ofthe naturally-good listener.Although you adopt a quiet approach, you can have a high degree of empathy with what others arefeeling. With those whom you trust, you establish a close, private understanding about how workshould be done. These characteristics enable you to counsel people in a constructive and positiveway.People usually respond well to you because they appreciate the recognition you give them for theirwork. You see in others their strong points and acknowledge their efforts. This can be a key aspect ofyour team contribution, whether as a leader or a member.You often tend to assume the best about people and are sometimes disappointed when they do notlive up to your expectations. You can see their good points but not always their weaknesses quite aseasily.You can be generous in the amount of time you give to others with problems. This may result inpeople interrupting you at critical periods. Indeed, you may find this quite tiring as you also need a lotof time to yourself in order to do your best work.Overall, your preferred approach is to work closely with a few people who share your ideas andvalues, but to try and gain cooperation with as many people as possible through your support andadvice. In all such relationships, you try to put forward your views as a coherent whole, havingusually thought out the ideas in advance, but with the details to be resolved in discussions.You will dislike conflict and go out of your way to evade it. Often you can sense a potentialdisagreement long before it arises and will take avoiding action to 'nip it in the bud'.TEAM BUILDINGReporter-Advisers are a fund of information. Without them, a team could well be short of key dataand make decisions on a weak basis. However, Reporter-Advisers do not see themselves as directlyputting this information into action, but prefer usually to act as advisers to others.Your approach to team building could be to act as a coordinator between your own strength ofdeveloping ideas and information, and the strengths of more action-oriented, practical members whowill press for control systems, outputs, time deadlines, and targets.Reporter-Advisers are the ideal complement to the Thruster-Organizer, ensuring that all theinformation is to hand so that the correct decision can be made.You need to select team members who will complement your strengths. To this end, you will needpeople who are strong on organizing and also on control. In particular, you will probably needsomeone who can stand back and assess the practicality of your ideas in terms of the marketplace.When it comes to assessing ideas in terms of their practical value, you may need an Assessor-Developer To ensure projects are carried through on a regular basis a Concluder-Producer would bhelpful.Your approach to team work is normally low key. You expect people to do a good job and give themlatitude. However, when people do not perform you need to appraise and guide them. If improvementdoes not occur, then you need to be firm in making the hard decisions on reorganization. This maynot come easily to you, but is a key function of building a successful team.The danger could be that you become too committed to those members who do not perform. If youdo not act to review and improve the situation, the team could become weak. To build a successfulteam, you need to judge others and make the changes necessary to maintain high standards.AREAS FOR SELF-ASSESSMENTReporter-Advisers are people of strong convictions who see the world in a personal and interestingway. Because they tend to reflect on issues in some depth and can be highly creative, they will have aunique and perceptive understanding of what is going on. They are at their best when gatheringinformation, and often prefer to act as an adviser rather than take on an executive, organizing role.Your own approach to work, therefore, has a number of major strengths. If you are to further developother areas of competence, some of the points which may need further consideration are:-• Try to communicate your ideas with others more freely at an early stage. People will,therefore, have the opportunity to understand your ideas as they develop, rather thandigesting them in full all in one go.• While you can be extremely creative and see the possibilities in situations, it may well bethat you do not spend as much time as necessary on the factual details. Indeed, you mayfeel that the detail work is rather boring and tedious. If so, it is probably important that youselect someone who can work with you to complement your understanding of the 'bigpicture' by bringing together the details whenever appropriate.• When it comes to decision making, you usually resolve things on the basis of your overallbeliefs and principles, sometimes without spending enough time on an objective analysis ofthe costs and benefits. If this is so, then it is important that you work with someone whocan take a more detached view and look at some of the decisions in an analytical way tocomplement your strong beliefs.• When it comes to allocating priorities, it is likely you will spend more time in acquiringinformation than using it. The danger is that you may go on for too long without committingyourself to a particular line of action. If this is so, there is a need to establish certain timeguidelines and schedules against which you can measure yourself and, if necessary, haveanother person who can help you keep to these deadlines. It is important that your ideas donot go to waste but reach fruition through implementation.KEY POINTS OF NOTE FOR THE REPORTER-ADVISER -• You can be patient, unless personal values are threatened.• You will usually be persevering.• You have an independent approach to life, enjoying the company of a few close friends.• You prefer harmony and may withdraw if personal values are likely to lead to conflictsituations.• You are very intuitive.• You are good at advising, based on your ideas and, wide basis of information.• You will perceive many opportunities, but will not exploit as many of them as you could.• You are usually well-liked and make a good facilitator.• You can work alone for long periods, although you will want to balance these periods with• You have a strong need to understand matters in full before making decisions.• You may be slower than others in responding to business challenges and some opportunitiesmay disappear through lack of decision.• You are usually quiet and reflective.• You will probably dislike deadlines but can respond to them when they are imposed.• You enjoy developing interesting insights and working on theories and ideas.• You often see the 'big picture' but may miss the details.• You may be creative in writing or art.• Your personal work standards are high and you can be stubborn if these are challenged.• You are usually fulfilled from within and not worried by conforming to social pressures.• You are usually painstaking in gathering information about new areas that interest you, butmay become bored if the work is repetitive.• You prefer working on the broad issues and possibilities rather than details.• Your rich, inner world of ideas will guide your relationships and activities.• You find negative criticism discouraging, probably more so than others.• You particularly value and require recognition of your ideas and contributions, otherwise youcan become discouraged.• You probably prefer an advisory to an organizing leadership role.• You can be very helpful to others and sometimes do too much for them rather than lettingthem learn for themselves.• You enjoy a flexible, spontaneous way of working and will avoid having too many rules andregulations.• You can be idealistic and this provides the basis for many of your contributions to the wayyou work with others.• Your 'antennae' can detect conflict well before it happens and you will usually takeappropriate evasive action.RELATED ROLESIn the constructs of the Team Management Profile Questionnaire, you scored strongly in the areas ofcreative information gathering and beliefs decision making. These two factors have combined withr scores on the other factors to locate you in the Reporter-Adviser sector of the TeamManagement Wheel. Here, you will particularly enjoy gathering information, and thinking up newideas and ways of introducing change to the organization. Your related roles appear on either side ofyour major role and this left side of the Wheel is an area where you are 'at home'.While on balance you prefer to be quieter than others, there are times you can be more outgoing andlively, particularly with those people you know well or when you are committed to a course of action.At these times, you may well act as a Creator-Innovator, thinking up new ways of doing things andinspiring others to accept your ideas.A major strength is your vision and imagination, based upon your intuition. You are usually quick tosee how things fit into the 'big picture', even though you may not be familiar with the details of theissues involved. You can become quite enthusiastic about new ideas and put a lot of time into findingout the best way in which to proceed, but you will hardly notice the effort you are putting in so longas there is meaning and purpose to your work. When your ideas and beliefs coincide, you can be avery persuasive communicator and on occasions almost zealous.Usually, you will like complex and ambiguous problems; the straightforward logical problem with aneat solution if you follow a set path is not for you. The more ambiguous a problem, the more anglesthere are to it, the more loose ends and possibilities to consider, the better you usually like it.'Travelling' can often be more exciting than 'arriving'.Although you will prefer to be an information gatherer and diagnose problems, before proceeding,there are times when you can be quite structured in the way you organize yourself and others. Manypeople with this pattern of scoring enjoy planning-type work, where they can set up guidelines andapproaches to be followed well into the future.It is when you place emphasis on your beliefs and values, that you are more likely to adopt anUpholder-Maintainer role. Here, you will want to work with a harmonious close-knit team, where youcan give help and support to those who need it. Very likely, colleagues will find you a tolerant, helpfulsort of person who may even be altruistic on occasions. People will want to come to you for youradvice as you show an interest in personal problems. To you, friendship and work are oftenintertwined.People often do not realize how hard you are working because you will prefer to work by yourselfparticularly in the early stages of a project or investigation. You will not want to spend too much timein meetings talking about issues, but would rather get on and work things out by yourself.You will probably have a strong feeling of what is right and wrong, and align yourself closely withpeople of similar beliefs and convictions. Your ability to 'read' people's motives and intentions isimportant. You can often see people's strengths and weaknesses, and their emotional make-up soonafter you have met them. This is a skill you may well call intuition.Copyright, © 2001, Prado Systems Limited. Copyright, © 2001, TeamManagement Systems. All rights reserved. No part of this report may bereproduced, altered, modified, stored in a retrieval system, or transmittedin any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the prior permission of the copyrightholders.the profile descriptions given here relate to the information provided in the Team Management Profile Questionnaire. While utmost care and attention has been taken, the authors stress that each profile is based on general observations and they cannot be held responsible for any decisions arising from the use of the data nor any specific inferences or interpretationsarising therefrom. This profile was generated as part of the Team Management Systems Online Learning Module. For further information, please visit http://www.TMSLearnOnline.com. Copyright © 2000, 2001, 2002, 2003 - Team Management Systemsindependent celluloid maker dave is , film jecker, screenwriter dave jecker, screenwriter jecker, film , , Screenwriter film writing and directinloving life, MBA Master Marketing, Marketer Leader@jeckers.comscreenwriting,film production software, screenplay writing, script writing, script writing software, television production, tv production, writing, film script, movie script, MASTER OF BUSINESS ADMINISTRATION AND CAREER DEVELOPMENT PLAN by David A. Jecker An Essay Presented in Partial Fulfillment Of the Requirements of MBA 8100 The Manager as Leader Capella University October, 2002PERSONAL VISION STATEMENT Seek, develop and use every ability/skill to advance mentally and spiritually. Continually obtain knowledge for growth/care of family, creation of wealth, and education of others. PROFESSIONAL VISION STATEMENT To lead by example, internationally, by developing and guiding innovative products, ideas and philosophies while being known for intuitive, “idea-generating”, Results-Oriented beliefs and practices.INTRODUCTION “If a man does not keep pace with his companions, perhaps it is because he hears a different drummer. Let him step to the music which he hears, however measured or far away” is a quote from Henry David Thoreau that, indeed, has helped me to maintain both the belief in myself and the courage to follow my dreams and goals; regardless of my peers’ successes or failures. Today, this quote has more meaning than ever before: I am able to see leaders, visionaries, and entrepreneurs follow these principles to guide others—both personal and business associates—to success. Further, it continuously provides opportunities for growth by challenging the common, ordinary, accepted approach to situations. This often provides new insights, developments, and discoveries that are needed in order to make change a more positive, effective, and efficient process. Capella has developed a program based on the recommendations, interviews, and needs of current “corporate America,” and I am proud to be a part of this new program. MBA 8100, has not only introduced me to new perspectives, models and individuals who “lead,” but also has inspired me by bringing me one step closer to becoming a leader of tomorrow—as well as today. The following is a current, honest assessment of my competencies and preferences regarding my academic, career, and personal interests. This program is the beginning of a new and exciting period in my life.PERSONAL PREFERENCES In re-evaluating my worksheets, which will be a continuous process, I have made certain discoveries that, in turn, have caused me to change the ranking of four personal preferences. All changes reflect movements from the rank of 3, to the rank of 4. The most important preferences I have in life are my marriage and family, personal development and opportunities for growth. Life would be meaningless to me without these preferences, or if they were ever taken away. Everything organic in nature must grow to survive and adapt. Following my highest preferences I have geography, lifestyle, work-style, standard of living and my contribution to society. These are all secondary due to my belief that they rise from the foundation of my primary preferences. The four that have moved to a higher level, since the beginning of this course are commuting distance less than 20 minutes, becoming very rich, positioning for opportunities and status/prestige. The commuting distance is a pure luxury that many cannot afford today due to the nature of suburbia, yet it would be nice. Being very rich and the status/prestige are really rather vague and they are relative to the standard of living one would like to have. However, in my mind, status/prestige within my company or industry is a goal that promotes my belief in quality. Outside my industry, however, fame is of little importance or interest—unless I am recognized as a successful leader. The idea of becoming very rich is nothing more to me than being able to provide for my family without worry, and to be able to enjoy some of my hobbies and the “finer” things in life.Location, community size, working less than 40 hours per week, travel away from home being greater than 50%, and the impact on ecology and environment are all highly dependant on the democratic style of my relationship with my family. I personally believe in the quote that, “Effective leaders strive to be more democratic than dictorial in principle and spirit”(Oltmanns, 2002).MANAGEMENT COMPETENCIES Unfortunately, at this point in my career I have not been in a legitimate managerial position that oversees personnel, other than the occasional project, which would allow me to fully evaluate these competencies. I have instead tried to use what limited experience I have had—mostly from the entertainment industry—and my knowledge obtained through MBA 8100 and my personal searches for information to give a fair evaluation of where I stand. My strongest competencies are in Marketing, Administration (problem-solving to be more exact), and Interpersonal issues. I feel that my future depends and demands that I become more familiar with all areas of this worksheet; however, my focus will always be upon the above listed competencies. These make up the core knowledge base of my intentions. Within these areas, negotiating, project management, conflict management and helping/coaching are all ones that I would like to place in the highest column, along with my computer skills and unique skills. It has been said that the Brand Management position, a position I will hold, is one of the best training grounds for corporate officers, and the competencies that I have related as my focus are identified as being highly important and most beneficial to my future.LEADERSHIP COMPETENCIES “A leader is someone who has commanding authority or influence”(Nahavandi, 2000). This definition of a leader is a relatively simple definition when compared to the actual attributes individuals need in order to lead. When reviewing my Leadership competencies, I found that I rated my overall competencies rather high; yet, they are truly the driving force within. However, being a risk minimizer and risk sharer are definitely areas in which I would like to become more aware of. Total immersion is one of my lower rated competencies; however, I feel it is correct in only being a 3 out of 5 due to the fact that occasionally total immersion gives individuals “tunnel-vision.” Accommodation to firm, stress and values need some minor adjusting as I grow and continue to learn.LEADERSHIP AND MANAGEMENT GOALS Jack Welch states that, “Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion”(Fulmer & Goldsmith, 2001). As a leader/manager, my goal is to “become a transformational leader, the kind of person that motivates and inspires people to perform at levels far beyond anything that they had previously though possible”(Tracy, 2002b). Yet, to do so one needs “to encourage others, to instill confidence in them, to help them perform at their best requires first of all that you lead by example”(Tracy, 2002a). However, we continuously find that leaders in “most companies don’t do enough to develop potential within the people they have”(Salter, 2002). Ultimately, my goal is to be able to use my intuitive abilities, creativity, integrity and knowledge of relationships to be among those “outstanding leaders of this new era…. [who are] not likely to be measured by their personal achievements, but rather by their ability to unleash other people’s talents”(Fulmer & Goldsmith, 2001). “Today more than ever, the job of a leader is to move that chain reaction [of deliverable actions] along in the most inspired way”(LaBarre, 2002).TIMELINE Beyond the goals that can be seen as continuous, are my shorter-term goals: (1) to complete my MBA in 2004 (2) to obtain entry into executive/management ranks (3) to become aBrand Manager (4) to be invited to speak at conferences outside of my organization regarding success (5) to serve on the board of the United States Council on International Business (6) to retire and travel worldwide with my wife while writing and giving occasional speeches. GOAL TASK MEASUREMENT DATE Complete MBA Take as many courses as possible in order to complete this goal by 2004 Complete required courses 2004 Obtain entry into executive/management position Create within a powerhouse of information and leadership qualities Find employment 2004 Brand Manager Be the leader I can be and use this as a stepping stone to success Compensation, travel and recognition within the industry 2007 Have an extraordinary track record of successes Compensation, travel and recognition within the industry 2010 Be invited to speak at conferences outside of my organization regarding success Learn, use and adapt to all situations in order to develop my own style for success Peers having recognition 2010 Serve on
