Personal Statement : Defender Direct Will

* Set developmental goals with each employee. These goals focus on building the employee’s expertise, skills, and abilities. The idea is to make strengths even stronger, as well as to develop the areas in which the employee’s knowledge and skills are deficient. As you provide your team members with these developmental goals and support them to attain them you will be building the company’s future and displaying to your team that you are there to support and develop their career.

This is a very good mission statement seeing that it identifies most of the policies that a mission statement should provide. It states how the employees will deal with the

Defender Direct, Inc. was founded in 1998 by Dave Lindsey. Its headquarters are in Indianapolis, Indiana. Lindsey stared the business out of his home and “was a privately held company that sold and installed ADT security systems and Dish Network Satellite TV to homeowners in the United States” (Glinska & Hess, 2009, pg. 8-4). A business that started in a home has now become “the largest security and satellite dealers in the Midwest, generated $150 million in revenues and ranked 387th on the Inc. 500 list of American Fastest -Growing Companies” (Glinska & Hess, 2009, pg. 8-4). Lindsey believed that because his employees and the people involved, is why his business continues to grow and be successful. The company continued to put resources toward their team members to grow in “enthusiasm, optimism, and skills” (Glinska & Hess, 2009, pg. 8-4). Employee training programs became their main focus and Lindsey claimed that “businesses don’t grow-people do” has helped in developing an organizational culture that has helped in fueling the growth of the company” (Glinska & Hess, 2009, pg. 8-4).

Give employees the level of energy, commitment, and creativity that they can add to jobs.

Throughout the world there are new companies opening up on a daily basis, some of these companies will find success while many will struggle and eventually close. A large part of makes a company find success is the type of leadership that is found at the top and engrained throughout the company. This done with how the employees are treated and starts with the Companies Mission Statement. When someone is hired they look to what their company’s values and standards and if how the management treat their employees and workers go hand in hand with this. During this paper I will contrast one Servant Leadership Company (South West Airlines and one Standard leadership Company (The New York Times). I will also show why the Servant Leadership

No matter the business or the organization, they all have two things in common; people that work inside the organization and customers to provide a service for. One of the most important things an organization can and must do is have an effective mission statement. The purpose of this paper is to evaluate the mission statements of Home Depot, Inc. and Nike, Inc. The first step is to give a brief history of each company and the clients they serve. Next, review each company’s mission statement and evaluate them based on a few criterions. For example, the relevance of the mission statement to the organization’s customers, their needs, is it realistic, is it clear and easily understood, etc. Before the examination of organizational mission statements can begin, a history of Home Depot, then Nike, is required.

I feel that this statement does represent the best that is within me, however I have now translated the skills that I learned and developed throughout the duration of the Foundations of Leadership course into everyday activities. Therefore, I have revised my mission statement to the following:

My leadership philosophy for this organization is: “Enabling customer success through world-class service. I came to that by reflecting on the diverse missions of our organization. We are Subject Matter Experts who support our customers through quality control, strategic sourcing strategies, and critical analysis. We serve a variety of partner organizations including Supply Chain Management, Contracting, and Financial Management. We are expected to have the answers and serve our customers in the best way possible. Our

Simply put, a mission statement is why an organization exists, while the vision statement depicts what the organization hopes to become in the future, and values define the expected cultural norms of employees’ behavior for fulfilling its mission and vision (Ginter, Duncan, & Swayne, 2013, p.167). For these statements to serve their function, they should be concise, memorable, and consistent with the current practice. This essay provides a discussion of the fundamental elements needed to create effective mission statements, vision statements, and values statements, as described by Ginter et al. Threaded throughout the discussion is a critique of McLean Hospital’s Mission Statement, and Values Statements, which are easily found and clearly demarcated on the hospital’s public website.

I believe as a leader, I owe everyone in the organization an unwavering commitment to excellence. I must engage for impact, understanding the needs of the organization, by ensuring people are part of the process.

The new hires are exposed to history, values, principles, mission and culture of the company, and emphasized on team work and sometimes customer service

Leaders believe people have an intrinsic value beyond tangible contributions as workers. As a result, genuine interest in the spiritual, professional and personal growth of all employees is demonstrated.

However, when you can witness someone working hard to fulfill their discovered purpose, you can see them grow, and discover joy and self-confidence. When you do it, your life begins to thrive and blossom. When the organization delineates their own direction and mission, and it happens to benefit all parties of the enterprise—owners, employees, customers, the community, and the environment—not just the ones at the top, it allows positivity to spread like the light from a sunrise. As Pontefract states that “when personal, organizational, and role purpose become symbiotic, the pro’s outweigh the con’s time and time again.”

We all actively serve as leaders in our group in our own way. By defining clear goals or a vision of the future in accordance with overall organizational aims, I am able to lead my team on a successful path. Creating blueprints for action to achieve

Leaders draw people into a shared sense of purpose by creating a distinctive well crafted and compelling vision of the organisations future.