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Syllabus-Self-Leadership for Executives_2014_MGMT 7421.docx of 19

Executive MBA Program | 2014 Summer | 54900 – MGMT 7421-‐M50

INTRODUCTION / PURPOSE / OBJECTIVE / PROMISE OF OPPORTUNITY

[COURSE ‘DEEP LEARNING’ SYLLABUS]

EMBA DEGREE LEARNING OUTCOMES: GOAL 1 – "GRADUATES WILL BE EFFECTIVE LEADERS"

Leading others carries and unspoken assumption: one knows and understands how and why to lead one’s own self. As an introspective exercise, self-‐leadership is a strong personal challenge. This specific leadership course provides a structured, yet self-‐driven assessment of how you perceive (i.) yourself, (ii.) your ability to lead, (iii.) and your capacity for a self-‐examination of what drives you to lead. Sustainable excellence in Self-‐Leadership is one of the extensions of reflective self-‐examination. The purpose of this customized course is to advance your capacity to expand and sustain excellence. Being in the Fogelman Executive MBA program, you have already both demonstrated a level excellence in Management as well as embraced the concept that exceptional management requires self-‐examination as a continuous process. As such, please treat this course as one further opportunity to advance and increase your pursuit of individual excellence. In most formal management education, 'Leadership' has been considered something you are either capable of or you are not-‐-‐a limitedly transferrable 'soft' skill at best. Why? Because until relatively recently, almost all managerial/career training received focused on teaching us aspects of either planning actions, doing actions, and/or evaluating actions once they have been taken-‐-‐particularly in terms of how to get one's subordinates to do it. The objective of this course, however, is to help you expand (a.) how you lead, (b.) what you consider as leading, (c.) what it takes to lead, and (d.) the role you have to assume in understanding why you have chosen to lead. Introspection and Reflection originally implied some form of passive participation rather than an active leadership role. However, what we now know about current volatilities in executive performance, managing critically accelerating rates of change, increasing competitive intensity, and rising incidents of Black Swans all suggest the exact opposite to be more probable. Why then does The Fogelman EMBA Program choose to pursue Self-‐Leadership for Executives rather than an overall “How To…” course on leadership in general? It is our observation that many managers either want to become “Leaders” and/or currently believe they already are effective leaders. Yet most who achieve higher organizational leadership



positions tend to have little-‐to-‐no idea of what is required of them to lead -‐-‐ particularly from within themselves. In reality, we lead in singular and circumstantial ways constantly-‐-‐but not consciously-‐-‐from almost dawn-‐‘til-‐dusk. To lead effectively however, one has to understand how to follow. Good leaders know the need to comprehend and perform in both circumstances. Strong leaders understand how they’ve come to lead. Great leaders understand that to effectively and consciously lead others, you have to understand how to manage and lead one’s own self. The current world environment absolutely demands new ways to think of Leadership and of Leaders. Your personal decision to be a part of The Fogelman Executive MBA Program has set your trajectory. This course should help you better use and accelerate your reflective observation and self-‐examination abilities. Current events have contributed significantly to this course’s framing, not the least of which includes the accelerating rates of global change against which all up-‐coming executives, business owners, entrepreneurs, not-‐for-‐profit senior administrators, and multi-‐disciplinary Leaders must now manage. Please use this course as a private executive coaching opportunity. Take the opportunity to hone your personal ability to sustain critical self-‐evaluation as a part of how and why you have chosen to lead others. Such reflective leadership is an observed skill and constant companion to those who have proven themselves.

OTHERS’ OBSERVATIONS ON GLOBAL ENVIRONMENT: (1) Mohammad A. El-‐Erian (CEO/CIO of investment house, PIMCO) posits the next three years in the Global economy as being “unusually uncertain.” This is one of the few times PIMCO has made fully public portions of its private client update forum. The statement alone from a conservative and successful institution is troubling. (2) In 2009, the innovation, planning observationalist, and management theorist, Simon O. Sinek (RAND Corporation and Sinek Partners), publicly presented his “Golden Circle” of human motivation. In essence, Sinek presented concentric circles built outward from “Why” to “How” to “What” and organization does. Most companies, he explains, run themselves by “What” they do rather than by the far more critical “Why” do they do it. Sinek then tied this observation to successful organizations as led by exceptional individuals. Sinek’s lecture, "How Great Leaders Inspire Action", for TED can be viewed on YOUTUBE (http://www.youtube.com/watch?v=qp0HIF3SfI4). On just this past May 19th (and again through YOUTUBE) Dr. Sinek released his latest TED talk, “Why Good Leaders Make You Feel Safe.” Sinek likewise posits, “What makes a great leader?” Sinek further suggests, it's someone who makes their employees feel secure, who



draws staffers into a circle of trust. But creating trust and safety -‐-‐especially in an uneven economy-‐-‐ means taking on big responsibility. (http://www.youtube.com/watch?v=lmyZMtPVodo). While recognizing that the assumption of responsibility is not necessarily within the current lexicon of modern management, please understand that all of us either follow, or are deeply driven by, our own comprehension of Dr. A. H. Maslow’s Hierarchy of Needs. If you lead, by either choice and/or circumstance, then at some point you have or will choose to do so. Please view and study both of Dr. Sinek’s vid-‐clips before our initial June 14, 2013 Class Session. (3) Exceptional leadership is often proven by the behavior of leadership under unusual challenge and extended stress of duty. For four years Daniel Patrick Forrester, now founder and CEO keenly observed the powerful role of individual Reflection upon successful decision-‐making under highly challenging/stressful circumstances. In 2011 his extensive interviews (as reported in his Leadership Award business book, CONSIDER: Harnessing the power of reflective thinking in your organization) documented, with their permission, how extraordinary individuals processed the needs of finding themselves in highly challenged situations. Mr. Forrester’s observations continue to receive broad attention. (4) At Bentley University on January 24, 2012, the global private advisory network, THE

CAMBRIDGE INSTITUTE FOR APPLIED RESEARCH, INC., made public its Six(6) Critical Issues Impacting Sustainable Global Stability. The Institute’s third finding dealt with Leadership:

“Erosion of Leadership and an understanding of what that now means. Most who want to Lead, choose this as a path to power rather than an intent to serve. This incorporates Governance, Ethics, Transparency, Direction, and will project the Image of an Institution, Organization, and/or Enterprise. Self-‐examination, Self-‐clarity, a capacity to Serve, and an ability to understand Decisions are (a.) not readily present, (b.) absolutely essential to managing under high uncertainty, and (c.) an exposure process that very few can teach.”

In both November 2013 and March 2014, these observations were updated to reflect the accelerating rates of global change impact. Some of these updates are being shared with you as part of this course. (5) Across 40+ years of some of some the most extraordinary upper-‐most executive selection, customized training, and executive search assignments, Dr. Gerald D. Bell has achieved one of the most extensive databases on Executive Leadership styles, approaches, and known to privately exist. Even in its one-‐page form, Dr. Bell’s “Achiever Model” (based on recognizing both your six core competencies for strengthening as well as targeting your



six extreme personality patterns for improvement) provides a uniquely strong tool for initial self-‐examination. Dr. Bell’s observations of this approach, its components, and why it functions as well as it has over so long a period of time are summarized in his 1997 publication (see Appendix 'B'). (6) In PricewaterhouseCoopers’ two annual CEO surveys (14th|June 2011 and 15th|June 2012), the search for talent remains the #1 global management issue. DiversityInc.com (June 15, 2011) maintained that, “The critical question of where to find and how to effectively manage talent tops the priorities of 1,201 business leaders from more than 69 countries…” While both PwC’s and DI’s studies focused on ‘talent,’ the critical matter on the table are not just talented people with skills. It is very much a leadership in decision-‐making as much as it is in how to actually lead/inspire such greatly needed people. [CIfAR notes that while functionally critical, both the terms (i.) motivate and (ii.) reward are falling further behind the need to Inspire through the presence of what a Leader actually does.] However, by 17th annual CEO survey in published January 22, 2014, world-‐wide concerns had shifted to Technology (risk, advances, obsolescence, future, and the impacts on internal corporate Capability and effective cohesion (i.e.: “…cohesive internal approach…”) across an organization. What’s now different: rather than identifying management people (or leaders), per se; in less than two years the greater CEO concern has shifted to the specific capacities a leader must assure his organization and people are capable of doing. (7) While organizations do a professional job of guiding people as to how to get promoted, most management systems do little-‐to-‐nothing to prepare them for what to do once they have been promoted into the executive ranks. More over, if the newly anointed holds a tenuous grasp on how they actually lead and why they do it (below superficial levels such as money, success, etc.); errors in organizational direction are inevitable. In the early 1970s, the late Dr. Peter F. Drucker made a more prescient observation (paraphrased): ‘most executives spend a career getting to be the CEO with very little idea of what to do when they become the CEO.’ To summarize, we teach people how to get promoted. However we seem not to teach key decision-‐making/reflection skills nor emphasize the rigorous reflection/self-‐evaluation needed to handle the demands of executive jobs as they have now evolved. (8) And In The Year 2013?: Now for the most important input: Yourself. What perspectives do you bring to this effort? How do you see your own capacity to lead? And, what do you see as the strongest changes you could make in your own approaches to leadership that would significantly increase your own sustained successes? And what can you then bring to others?



THE LEARNING CHALLENGE:

Those who have been in full leadership roles would attest that self-‐reflection and self-‐examination are the precursors to being able to lead…or more importantly, to sustaining a proven leader’s ability to lead. Tackling this effort within a hybrid on-‐line experience requires a conscious commitment to practice leading one’s Self; an exercise that may be worth more to you than the course itself. As such, this course directs you through substantial readings, video-‐clips and personal written assignments. For some, this might be an exercise potentially outside of one’s personal comfort zone. If this approach strikes you as such, you will be in very good company. I encourage you to think in terms of this Spring’s Fogelman Executive MBA program graduate, Ms. Jicara M. Boone of FedEx Services, in her work leadership observation of the need to be “…Comfortable in the Uncomfortable”:

“Whenever I work with staff members I advise them to “become comfortable in the uncomfortable space.” The uncomfortable space is that place where you are forced to engage in activities or responsibilities that you are unfamiliar with and not absolutely certain how to proceed most effectively. It is figuring your way through situations like that where true growth as a leader occurs. You will inherently be able to impact others and receive increased levels of challenge when you commit to becoming comfortable in that uncomfortable space.”

In practice, reflective leadership proves an observed skill and constant companion to those who have proven themselves. As your efforts progress, treat this course as a private coaching opportunity to hone your personal ability to sustain critical self-‐appraisal as a part of how and why you have chosen to lead other. Use all that you learn in critical self-‐examination to help meet the following COURSE OBJECTIVES:

i. Reinforce an interest in, and develop of, what constitutes your own sense of excellence in self-‐leadership and determine how to apply all that you know towards that goal.

ii. Assist other executive-‐level graduate students with learning the application and impact of self-‐leadership skills on others as well as themselves.

iii. Begin the process of helping your current and future most promising/higher performing people to achieve their own leadership capacity as well.

iv. Develop a well-‐articulated individualized self-‐leadership action plan inclusive of both specific professional and personal life objectives.

Reflect, internalize, and "Bring your ‘A' game" to the table.



CORE SYLLABUS

Instructor: Darryl Vernon Poole, SM, CIA Instructor, Graduate Faculty and Adjunct Professor of Accounting School of Accountancy | The Fogelman College of Business & Economics The University of Memphis

Founding Executive, The Cambridge Institute For Applied Research, Inc. Memphis, TN | Brazil, China | Kyrgyzstan | the Netherlands | Spain | the United States

Classes: Room 369, Fogelman Classroom Building

Office: 2nd Floor Fogelman Administration Wing -‐ Room 218

Office Hours: By Appointment through Summer 2013 (June 2nd -‐ thru -‐ August 16th) Telephone: (Preferred) Private Study: 901-‐308-‐0765 (messages can be left) Mobile Line: 901-‐515-‐6827 Fogelman Line: 901-‐678-‐1452

E-‐mail: [email protected] ALWAYS send messages to [email protected] BOTH e-‐mail addresses!

Course Books (6): Following a study/reading of 40+ leading books, six (6) from several strata have been chosen for you based upon the following pragmatic criteria:

i. Impact on observation and ones ability to Lead ii. Ease of reading/understanding and focus on 'who you are' iii. Immediate applicability to executive decision-‐making iv. Grounding in both management practice and organization theory

1. CONSIDER (Harnessing the power of reflective thinking in your organization) Daniel Patrick Forrester, Palgrave/MacMillan, New York, 2011.

COMMENT: Over a period of 4 years, Mr. Forrester worked with and interviewed some of the more remarkable people in recent leadership roles, particularly focusing on how they faced extraordinary circumstances and how they thought throughout their toughest decision-‐making. Fascinating real experiences of people under organizational challenges, change, and transformation.

2. OUTLIERS (The story of success) Malcolm T. Gladwell, Back Bay Books/Little, Brown & Company, New York, 2008.

COMMENT: Since his 2000 blockbuster book, The Tipping Point, Mr. Gladwell’s mini-‐case & documented observations of what and how events/people/circumstances/leadership have shaped (1) decision-‐making, (2) leadership, and (3) ethical crises; and have created a very different body of knowledge re: what leadership means, what it faces, and how & why critical turning-‐points have either been resolved or been sacrificed.



3. DOING MORE WITH TEAMS (The new way to winning)

Bruce Piasecki, John Wiley & Sons, Hoboken, New Jersey, 2013.

COMMENT: for over 35 years Dr. Piasecki has successfully advised/counseled the senior executives of large corporations within some of the world’s most difficult and challenged energy and heavy industries think through new approaches to strategy, environmental investment, governance, and global stresses. Now he turns his attention to how Teams must be used to deliver as well as implement solutions to extraordinary competitive forces. In doing so, Bruce begins to alter how most senior managers/executives need to think about teams, what they must do, and what they can do, and how they need to function to do it.

4. The Leading Indicators (A Short History of the Numbers That Rule Our World) Zachary Karabell, Simon & Schuster, New York, 2014.

COMMENT: A critical observation of the past 35 years stems from the late Mason Haire’s dominant axiom: “That which gets measured gets done.” Yet, most senior managers have little fluency with ‘numbers’ and much less proficiency in communicating their importance throughout an organization. Understand that the emergence of “big numbers,” the complexity of worldwide rates of change, and increasing institutional dependency on benchmarks (incl.: dashboards, key indicators, critical indexes, etc.); have altered what executives need to know and communicate in order to lead. Leading must now include clarity and understanding of what tools and measurements. Tone and content by which people can achieve critical institutional performance goals as well as their personal performance objectives requires more executive understandings of measurements and how such measurements will impact human behaviors.

5. The Black Swan (The impact of the highly improbable) Second Edition Nasim Nicholas Taleb, Random House Trade Paperbacks, New York, May 2010.

COMMENT #1: Please skim this book rather than read or study in-‐depth.

COMMENT #2: Because most management trains strong professionals to deal with hard facts, circumstances, defined conditions, and containable expectations; few senior managers/executives are prepared to deal with the unpredictable. Events of the past 7-‐8 years (tsunamis, earthquakes, meteorites, terrorism, etc.) show a marked increase in the occurrence of the unpredictable – situations that, no matter how unlikely, when they occur (rather than if they occur) the effects are catastrophic. What has this already done to how one can and must think about Leadership?

6. The LIVES OF A CELL (Notes of a biology watcher) Lewis Thomas, Penguin Books, New York, 1978.

COMMENT: A distinguished Cancer researcher and highly successful leader (CEO of the Sloan-‐Kettering Memorial Hospital in New York), the late Dr. Thomas was both (a) a product and ambassador of the “Golden Age” of medicine and (b)



profound observer as well as a philosopher of human organizations as organisms and their behaviors. Direct and personal, the perspectives are applicable to understanding how circumstances can be defined.

Course Prerequisite: The prerequisite for this course is Management 7130 (Organizational Behavior

and Performance), its equivalent, or specific permission from the Director of the EMBA program.

Course Description: Although facilitated as a Quasi On-‐Line effort, this is an experiential course, one

that reviews major concepts of, and approaches to, executive self-‐leadership. While focus is given to understanding the overall logic of self-‐leadership, each stage of the self-‐leadership process, and to applying critical thinking skills to each element within each stage of self-‐leadership; the seminar’s stronger emphasis will be on the impacts of present conditions of leadership in the world and – relative to each student – where should their leadership journey take them both immediately and in the future.

Course Requirements:

Each student will prepare several individual-‐effort documents including:

i. A 1600 word introductory essay on “How Would I, as a Post-‐EMBA Student, Direct the Future Issues of Global Leadership?”

ii. A detailed self-‐leadership analysis (in two parts).

iii. An analysis of individually chosen leaders and their characteristics.

iv. An analysis of personal characteristics using the work of Dr. Gerald R. Bell.

v. A personal self-‐leadership action plan.

vi. Schedule an optional one-‐on-‐one Executive Coaching conversation with the Instructor. Subject focus is of the Executive Student’s choosing and ranges from a direct personal executive advisory session to a conversation focusing on how and why to select an executive coach. This individualized personal option (i.) is treated as highly confidential, (ii.) has no impact on participant grade, and (iii.) has become a popular business advantage.

<< Each EMBA Member has the of one-‐or two OPTIONAL Executive Advisory counseling sessions. >>

<< Each EMBA Member will receive a permanent Personal Self-‐Leadership Binder at the end of the Course. >>



COURSE PROCEDURES

Self-‐Leadership Action Plan. During this course’s 2nd half, you will prepare a self-‐leadership

action plan to be turned in at the end of the semester for partial fulfillment of the course requirements. Your plan will cover four elements: 1) A personal purpose and core values statement, 2) Leadership vision, 3) Self-‐assessment of personal strengths and weaknesses, and 4) Specific developmental action plan. You will receive a detailed handout that explains the requirements of the plan will be provided and posted during the week of July 2nd.

Critical Thinking and Writing Assignments. For various topics in self-‐leadership covered during the semester, I may assign critical thinking and writing assignments. In addition, you will be completing various diagnostics chosen to assist with your self-‐assessments and self-‐leadership action plan. For example, self-‐assessment is one of the most crucial elements of self-‐leadership. In class critical thinking and writing assignment for self-‐assessment may include writing a self-‐analysis to identify your purpose for working and to aid establishment of long-‐range goals.

Turning in Assignments. All assignments must be turned in on the specified dates.

Honesty and Discipline. Although you are an elite Executive group and treated as such by the Fogelman College of Business & Economics, all University of Memphis students fall under the individual performance expectations for academic integrity and student conduct as described in detail on the website of the Office of Student Judicial and Ethical Affairs (http://saweb.memphis.edu/judicialaffairs). Please review the sections about “Academic Dishonesty,” “Student Code of Conduct and Responsibilities,” and “Disruptive Behaviors.” I expect all Executive MBA candidates to be aware of these guidelines and to conduct themselves accordingly. You are required to do your own work on all assignments.

Attendance on Saturday, June 14th and Saturday July 26th is Mandatory. Please make every effort to be at class on time. The Course Instructor and/or the EMBA Program Director must approve any absence. If you miss any one of the two officially dedicated class dates, it continues your responsibility to complete all materials and meet changes class schedules.



COURSEWORK SCHEDULE (BOTH ON-‐L INE & IN -‐CLASS)

(Week of June 8th & Saturday, June 14th) Overview of Self-‐Leadership; Introduction to On-‐line Leadership Learning; Exercises Read: Introduction to OUTLIERS, by Malcolm T. Gladwell

Read: Introduction to CONSIDER, by Daniel Patrick Forrester

Read: Prologue to THE BLACK SWAN, by Nassim Nicholas Taleb

Read: Introduction and Chapter #1, LEADING INDICATORS, by Zachary Karabell

Review & View: Course Instructor background information Including: YouTube lecture extracts provided by Bentley University and the University of the District of Columbia by Dr. Sergey Ivanov.

View: Both Simon O. Sinek lectures for TED on YOUTUBE: (1.) "How Great Leaders Inspire Action", (http://www.youtube.com/watch?v=qp0HIF3SfI4) and (2.) “Why Good Leaders Make You Feel Safe” (http://www.youtube.com/watch?v=lmyZMtPVodo). Please view and study before the initial June 14, 2014 Class Session.

IN-CLASS (June 14th): Global Leadership challenges; Introductions to Self-Leadership; Beginning Self-Assessment Exercises. Discussions of your individual viewpoints ASSIGNMENTS (for June 14th): Work on 1st draft of Answers to Self-Assessment Exercises (instructions attached). Include three individual lists of your personal Top 12 (twelve) of the following:

1. Top 12 Things Leaders DO. 2. Top 12 Habits Leaders Share in Common 3. Top 12 Things Leaders Empower Others to Do

(Week of June 15th) Self-‐Assessment and the Courage to Lead One’s Self; Bell Achiever’s Model Read: Chapters # 1 thru #5, LIVES OF A CELL by Lewis Thomas

Read: Chapters #1 & #2, OUTLIERS

Read: Chapters #1 & #2, CONSIDER

Skim or Read: Chapter #1, THE BLACK SWAN

Read: Chapters #2 & #3, LEADING INDICATORS READINGS IN SELF-LEADERSHIP RESEARCH (posted online):



* Robert Hogan, Gordon J. Curphy, Joyce Hogan. 1994. What we know about leadership: Effectiveness

and personality. American Psychologist, Vol. 49, pp. 493-504. * John Mayer, Peter Salovey, & David Caruso. 2004. Emotional intelligence: Theory, findings, and

implications. Psychological Inquiry, Vol. 15: pp. 197-215. DUE (by June 22nd): Self-Assessment drafts for review. ASSIGNMENT (for June 19th): Prepare and submit a detailed outline for short personal 1600 word

polished Essay based upon your own observations and experience on, “How Would I, as a Post-EMBA Student, Direct the Future Issues of Global Leadership.”

(Week of June 22nd) Observing Those Who Lead, Analyzing Six(6) Chosen Leaders Read: Chapter #1, DOING MORE WITH TEAMS, by Bruce Piasecki

Read: Chapters #6 thru #9, LIVES OF A CELL



Skim or Read: Chapters #3 & #4, THE BLACK SWAN

Read: Chapters #4 & #5, LEADING INDICATORS READINGS IN SELF-LEADERSHIP RESEARCH (posted online):

* Timothy Judge, Joyce E. Bono, Remus Ilies, Megan W. Gerhardt. 2002. Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, Vol. 87, pp. 765-780. DUE (on June 26th): Complete and submit your 1600 word short, polished essay on, “How Would I, as a Post-EMBA Student, Direct the Future Issues of Global Leadership.” ASSIGNMENT (for June 28th): A Preliminary Analysis of Your Six(6) Chosen Leaders. (Week of June 29th) Self-‐Assessment; Bell Self-‐Analysis Exercises Read: Chapter #2, DOING MORE WITH TEAMS







Read: Chapters #6 & #7, LEADING INDICATORS

READINGS IN SELF-LEADERSHIP RESEARCH (posted online):

* Bill George, Peter Sims, Andrew N. McClean, Diana Mayer. 2007. Discovering your authentic leadership. Harvard Business Review, February, pp. 129-138.

DUE (on July 6th): Your final completed Six(6) Chosen Leaders Analysis. ASSIGNMENT (for July 8th): Continue work on Self-‐Assessment and Dr. Gerald D. Bell Achiever Model self-‐analysis exercise. (Week of July 6th) Beginning Personal Self-‐Development Plan; Optional Executive Advisory – 1 of 3 Read: Chapter #3, DOING MORE WITH TEAMS




Skim or Read: Chapter #11, THE BLACK SWAN

Read: Chapters #8 & #9, LEADING INDICATORS


* Allan Church. 1997. Managerial self-awareness in high-performing individuals. Journal of Applied Psychology, Vol. 82, n. 2: pp. 281-292.

DUE (on July 10th): Dr. Gerald D. Bell Achiever Model self-analysis exercise. ASSIGNMENT (for July 14th): 1st draft of your Personal Self Development Plan (Template will be posted

online). (Week of July 13th) Personal Self-‐Development Plan Reviews -‐ 1 of 2; Optional Executive Advisory -‐ 2 of 3 Read: Chapter #4, DOING MORE WITH TEAMS




Read: Chapters #9 & Epilogue, OUTLIERS



Read: Chapter #10, LEADING INDICATORS READINGS IN SELF-LEADERSHIP RESEARCH (posted online):

* Laura Morgan Roberts, Jane E. Dutton, Gretchen M. Spreitzer, Emily D. Heaphy, Robert E. Quinn. 2005. Composing the reflected best-self portrait: Building pathways for becoming extraordinary in work organizations. Academy of Management Review, Vol. 30, 712-736.

DUE (on July 19th): Your 1st draft of your Personal Self Development Plan. ASSIGNMENT (for July 19th): Prepare 1st Review Draft of your Personal Self Development Plan. (Week of July 20th) Personal Self-‐Development Plan Review 2 of 2; Optional Executive Advisory -‐ 3 of 3 Read: Chapter #5 & #6, DOING MORE WITH TEAMS


Read: Postscript Essay VIII: "The 10 Principles for a Black-Swan-Robust Society", THE BLACK SWAN.


* Thomas Gilovich and Victoria Husted Medvec. 1995. The experience of regret: What, when, and why? Psychological Review, Vol. 102. Pp. 379-395.

* David Dunning, Chip Heath, & Jerry Suls. 2004. Flawed self-assessments: Implications for health,

education, and the workplace. Psychological Science in the Public Interest. Vol. 15, n 3: pp: 69-106.

DUE (on July 21st): Submit 2nd Working Draft of your Personal Self Development Plan. DUE EITHER IN CLASS (July 26th) or Submit eCopy (by July 31st): Your Final Personal Self-Development Plan w/any other work, exhibits, research, and/or additional efforts to eCourseware.

========================================

(Week of July 27th) Optional Executive and/or Career Advisory



PLEASE NOTE:

ONGOING INFORMATION IS PROVIDED THROUGH ECOURSEWARE

1. AS THE COURSE PROGRESSES ADDITIONAL READINGS, VIDEO-CLIPS, DISCUSSIONS, ETC. WILL BE ASSIGNED AND/OR CHANGED.

1(a) Readings will be uploaded to eCourseware by June 8th.

1(b) Video-clips will be uploaded to eCourseware beginning June 8th and ongoing.

2. ONGOING POSTING WILL USUALLY BE MADE AVAILABLE THROUGH E-COURSEWARE ON EITHER MONDAY MORNING AND/OR BY THURSDAY MORNING OF EACH WEEK.

3. RESPONSES TO EITHER THE WHOLE CLASS AND/OR INDIVIDUAL REQUESTS MAY BE MADE AT ANY TIME.

4. FEED BACK FOR BOTH REVIEWS AND REQUESTS WILL BE DONE AS QUICKLY AS POSSIBLE IN THE ORDER RECEIVED.

5. INDIVIDUAL ALERTS WILL BE ISSUES FOLLOWING ANY ONE-WEEK ASSIGNMENT-DUE DELINQUENCY.

6. THE COURSE WILL BE ENHANCED OVER THE NEXT THREE WEEKS TO BRING IT MORE COMPLETELY ONTO THE ECOURSEWARE PLATFORM. UNTIL THE DROPBOXES ARE ACTIVATED, WE WILL USE E-MAIL.



GRADING

[based upon completeness of assignments & quality of evident individual effort] Critical Thinking: Essay on Global Leadership: 10% Self-Assessment Exercise - Draft: 5% “6 Leaders” Analysis: 10% Bell Achiever Model Self-Analysis: 10% Self-Assessment Exercise – Final: 20% Self-Development Action Plan - Draft: 10% Self-Development Action Plan - Final: 25% Quality of Leadership Represented During Your June 26th Innovation Presentation: 10%

100% Grading Scale: A=100-85 B=84-70 C=Minimal Completion Course Assumption: The level of self-determination and self-direction assumes conscientious completion. As such within this type of course historic individual Grading has tended to stay within the 'A' ranges. 1 This class schedule may change as the Instructor deems necessary. Changes will be announced either by e-Mail and/or in class. Students not attending class are responsible for obtaining this information from their Fellow classmates.



APPENDIX A

6 BOOKS CHOSEN FOR THE “SELF-LEADERSHIP FOR EXECUTIVES” COURSE CONSIDER (Harnessing the power of reflective thinking in your

organization) Daniel Patrick Forrester, Palgrave/MacMillan, New York, 2011.

OUTLIERS (The story of success) Malcolm Gladwell, Back Bay Books/Little, Brown & Company, New York, 2008.

DOING MORE WITH TEAMS (The new way to winning) Bruce Piasecki, John Wiley & Sons, Hoboken, New Jersey, 2013.

THE LEADING INDICATORS (A short history of the numbers that rule our world) Zachary Karabell, Simon & Schuster, New York, 2014

The Black Swan, 2nd ed. (The impact of the highly improbable) Nasim Nicholas Taleb, Random House Trade Paperbacks, New York, May 2010. SKIM ONLY (Detailed Reading Is Optional)

THE LIVES OF A CELL (Notes of a biology watcher) Lewis Thomas, Penguin Books, New York, 1978



APPENDIX B

35 OPTIONAL BOOKS FOR FUTURE PERSONAL PROFESSIONAL REFERENCE A CHRISTMAS CAROL (IN PROSE) [Original written by Charles Dickens and

illustrated by John Leech, London, 1843 and further illustrated by Sol Eytinge Jr. in 1868] {THE ANNOTATED CHRISTMAS CAROL | Edited with an Introduction, Notes, and Bibliography by Michael Patrick Hearn, W.W. Norton & Company, Inc., New York, 1st Ed. 1976, 2nd Ed. 2004}

THE ACHIEVERS MOTIVATIONAL ANALYSIS AND STYLES OF LEADERSHIP

Gerald D. Bell, Bell Leadership Institute, Chapel Hill, North Carolina, 1997.

THE ADVANTAGE (Why organization health trumps everything else in business)

Patrick Lencioni, Jossey-Base/Wiley, San Francisco, 2012. THE ART OF WAR

Sun Tzu (translated. by Samuel B. Griffith), Oxford University Press, Oxford, UK, 1963, paperback 1973.

BEAUTIFUL SOULS (Saying no, breaking ranks, and heeding the voice of

conscience in dark times) Eyal Press; Farrar, Straus and Giroux, New York, 2012.

BETTER UNDER PRESSURE (How great leaders bring out the best in themselves

and others) Justin Menkes, Harvard Business Review Press, Boston, 2011.

THE BLACK SWAN (the Impact of the Highly Improbable) [2nd Edition]

Nassim Nicholas Taleb, Random House, New York, May, 2010. BUSINESS LESSONS FROM A RADICAL INDUSTRIALIST

Ray C. Anderson (with Robin White), St. Martin’s Griffin, New York, 2011.

THE BUSINESS OF ME (Your Job … Your Career … Your Value)

Linwood Bailey, iUniverse, Bloomington, Illinois, 2012. CONTROL ALT DELETE: Reboot Your Business. Reboot Your Life. Your Future

Depends on It. Mitch Joel, Business Plus, New York, 2013.

CORPORATE SUSTAINABILITY (Integrating performance and reporting)

Ann Brockett, CPA & Zabihollah Rezaee, PhD.; John Wiley & Sons, New Jersey, 2013.



CRITICAL CHAIN (a business novel)

Eliyahu M. Goldratt, North River Press, Great Barrington, Massachusetts, 1997.

DECLARATION OF INDEPENDENCE (JULY 4, 1776), ARTICLES OF CONFEDERATION (NOVEMBER 15, 1777), CONSTITUTION OF THE UNITED STATES OF AMERICA (RAT. JUNE 21,1788), AND AMENDMENTS TO THE CONSTITUTION OF THE UNITED STATES OF AMERICA (BILL OF RIGHTS RAT. DECEMBER 15, 1791) By approval of the Congress of the United States of America.

DOING MORE WITH LESS (The new way to wealth)

Bruce Piasecki, John Wiley & Sons, Inc., New Jersey, 2012. Ethical Reasoning (Understanding the Foundations of)

Richard Paul and Linda Elder, The Foundation for Critical Thinking, Tomales, CA, 2011.

THE FIVE MOST IMPORTANT QUESTIONS YOU WILL EVER ASK ABOUT YOUR ORGANIZATION

Peter F. Drucker (with Jim Collins, Philip Kotler, James Kouzes, Judith ROdin, V. Kasturi Rangan, and Frances Hesselbein), Jossey-Bass/Wiley, San Francisco, 2008.

THE GOAL (a process of ongoing improvement) [20th Anniversary Edition]

Eliyahu M. Goldratt and Jeff Cox, North River Press, Great Barrington, Massachusetts, 2004.

GOOD STRATEGY BAD STRATEGY (the Difference and why it matters)

Richard Rumelt, Profile Books, LTD., London, 2011.

IT WORKED FOR ME: IN LIFE AND LEADERSHIP Hon. Colin Powell (with Tony Koltz), HarperCollins Publishers, New York, 2012.

LEADERSHIP (Enhancing the lessons of experience) [7th edition]

Rich Hughes, Robert Ginnett, and Gordy Curphy, McGraw-Hill/Irwin, New York, 2012.

THE LEADERSHIP CHALLENGE [3rd Edition]

James M. Kouzes and Barry Z. Posner, Jossey-Bass, San Francisco, 2002.

LUST, COMMERCE, AND CORRUPTION (An Account of What I Have Seen and Heard*

Translations Editors: Mark Teeuwen and Kate Wildman Makai, Columbia University Press, New York, 2014. * {Originally the Seiji kenbunroku, by Buyo Inshi, written in 1816, retired Samurai of Edo, at the end of Tokugawa society}



MERCHANT KINGS (When Companies Ruled the World 1600-1900)

Stephen R. Bown, Thomas Dunne Books (St. Martin’s Press), New York, 2009.

MIRROR TO AMERICA [the autobiography of John Hope Franklin]

John Hope Franklin, Farrer, Strauss and Giroux, New York, 2005. THE NATURAL (The misunderstood Presidency of Bill Clinton)

Joe Klein, Broadway Books, New York, 2002, paperback 2003. ORGANIZATION CULTURE (Getting it right)

Naomi Stanford; The Economist/Profile Books, London, 2010. THE POST-AMERICAN WORLD (Release 2.0) [Updated & Expanded]

Fareed Zakaria, W. W. Norton & Company, New York, 2012. THE PRINCE

Niccolo Machiavelli, 1513, [translated by W. K. Marriott] Everyman’s Library, 1908 | Alfred Knopf, New York, 1992.

ROUNDTABLE VIEWPOINTS: ORGANIZATIONAL VIEWPOINTS

Joyce Huth Munroe, McGraw-Hill/Dushkin, New York, 2007. THE SECOND MACHINE AGE (Work, Progress, and Prosperity in a Time of

Brilliant Technologies) Erik Brynjolfsson and Andrew NcAfee, W.W. Norton & Company, Ltd., New York, 2014.

SELF-DISCIPLINE IN 10 DAYS (How to go from thinking to doing)

Theodore Bryant, HUB Publishing, Seattle, Washington, 2011. START WITH WHY (How Great Leaders Inspired Everyone to Take Action)

Simon O. Sinek, Penguin Press, New York, 2009. THIS TIME IS DIFFERENT (Eight Centuries of Financial Folly)

Carmen M. Reinhart & Kenneth S. Rogoff, Princeton University Press, Princeton, New Jersey, 2009.

USA INC. (a basic summary of America’s financial statements)

Compiled by Mary Meeker, KPCB.com Press, New York, February 2011. WASHINGTON (A LIFE)

Ron Chernow, Penguin Press, New York, 2010.

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