Need accurate long answer recent expert wrong answers. LEAD.301.C1 Personal Leadership Week 6 Your Sweet Spot Brand Discussion Forum PLS DO NOT GENERALIZE THE ANSWER. This week, we consider several topics to expand your awareness of what you bring to the workplace. The first is your intrinsic and extrinsic motivations. Then we'll briefly revisit articulating your strengths. It's the intersection of your motivations and strengths. With these two, we'll take a crack at defining your sweet spot. This link is in the syllabus and will give you more information on how Bill George, former Medtronic CEO and now Harvard professor, defines sweet spot: https://discoveryourtruenorth.org/finding-your-sweet-spot-as-a-leader/ Then we'll take a look at defining your personal brand. In many of the companies with which I work, the term "personal brand" or "leadership brand" is frequently used. This is another way of considering your strengths. Read the Ulrich and Smallwood article and follow the steps for creating your leadership brand. You might want to watch these videos first. How to build your personal brand—Beth Miller https://youtu.be/ETsasR8RH74 The third topic is based on the groundbreaking work of Jack Zenger and Joe Folkman. Like Tom Rath and Marcus Buckingham's Gallup research, Zenger and Folkman's research findings strongly suggest that there are 16 leadership competencies that, when performed extraordinarily well, result in higher business performance. This, by the way, is similar to research conducted by Bob Anderson and William Adams in Mastering Leadership. Read the assigned Zenger, Folkman, and Edinger article and identify one major strength and a complementary strength that you could benefit from enhancing. https://youtu.be/kHs_v6WaKgM And finally, read the short article about 10 fatal flaws. Consider where and when you have seen these in your work life. Here is a video explanation https://youtu.be/y7N_aLJixBQ our initial should cover at least one of these first three steps, and by the end of the posting week, everyone is required to createee aaaa picture or story that illustrates your sweet spot. Be creative. You can record yourself and post that. Be creative. 1. Think about the 3-5 year goal you identified. What does your personal brand need to be? Share your initial draft of your personal brand. It should be in the form of: I want to be known for _________so I can deliver___________. What are some specific ways you can test it? 2. Also thinking about your 3-5-year goal, what do you think is your one greatest strength and what is one complementary strength you can develop to amplify your effectiveness, using the Zenger Folkman process? Explain how and why. 3. Describe a leader you have known who had one of the ten fatal flaws, and based on what you know now, how would you coach him or her? 4. Put this all together by creating a picture or story or video that illustrates your sweet spot. Include: • Your personal brand • Your Values • Your Purpose • Your Strengths TO DO: You need to respond to your classmate's post in the above question. Example ( Great post, classmate. Sometimes I get the feeling that introverts are often set up for failure as leaders due to the interpersonal skill aspect. For us, that is something that we really have to work at and is not something that is natural. I needed six years in the military to even start to get there, and I still think I have plenty of room for improvement in that area. The military is a solid conduit for developing an individual as a leader because it puts you in a "sink or swim" environment that I never had, even technically when I was going to school to be a teacher before joining the military. For them, you will develop or you will not be promoted, so there is impetus to really focus on leadership development and something that I call becoming a "forced extrovert", which I am now.) Classmates #1 Personal Brand Logo: Building Connections, Leading the 90th Percentile Community. I aspire to be known as an authentic and respected community driven leader in the 90th percentile of my region who brings a lens of continuous improvement and data-driven insights to deliver high-quality work. My commitment to community embraced organization in helping drive inclusion. Goals & Vision: My journey is guided by the core values of integrity, collaboration, and adaptability. I believe in doing what is right, working together in a community to drive inclusion and diversity. Purpose: My purpose is to lead by example and inspire those around me to embrace change, fostering a culture of continuous improvement. I aim to createeee aaaa workplace where every team member feels valued, heard, and motivated to excel. Strengths: One of my greatest strengths is my strategic thinking. By using the Zenger Folkman process, I'm committed to enhancing two key competencies: "rapport building" and "energizing staff." Elevating these qualities to the 90th percentile will empower me to lead as a change agent in an agile environment. My purpose is not merely to succeed but to lead others towards a brighter future. I'm on a mission to transform the workplace, making it a hub of inspiration and innovation. At the heart of my success lies strategic thinking, my greatest strength. Through the Zenger Folkman process, I'm committed to honing my skills in rapport building and staff energizing. I'm turning my lowest points into beacons of excellence, pushing them to the 90th percentile, and in doing so, I'm evolving into a formidable change leader in our agile world. This is my sweet spot - a place where authenticity meets strategy, where respect meets collaboration, where continuous improvement meets adaptability, and where leadership meets transformation. In this space, I'll leave a lasting mark on the journey ahead, a mark that inspires others to follow and embrace the ever-evolving landscape of success. Your Response #1 Classmates #2 Hello, everyone. 1. Think about the 3-5 year goal you identified. What does your personal brand need to be? Share your initial draft of your personal brand. It should be in the form of:I want to be known for _________so I can deliver___________. What are some specific ways you can test it? I want to be known for my ability to acquire and manage a portfolio of single-family homes that provide safe, comfortable, and affordable housing for tenants while generating strong returns for investors, including myself, so I can deliver value to both tenants and investors and contribute to the growth of the real estate industry. For my personal leadership brand statement, I will conduct four specific ways to test it, including conducting surveys or interviews with tenants to understand their satisfaction levels, preferences, and needs, and use their feedback to improve the quality of the properties and services provided. Second, I will regularly track the financial performance of the properties, including rental income, expenses, and returns, and assess the effectiveness of the investment strategy and make adjustments as needed. Third, I will attend real estate conferences, seminars, and networking events to connect with other industry professionals and learn about best practices, trends, and opportunities in hopes of improving my strategy and staying ahead of local competitors. Fourth, I will regularly assess personal performance against my personal leadership brand statement and identify areas of improvement, including seeking feedback from mentors, coaches, or peers to gain insights and support to improve my personal effectiveness and leadership skills. 2. Also thinking about your 3-5-year goal, what do you think is your one greatest strength and what is one complementary strength you can develop to amplify your effectiveness, using the Zenger Folkman process? Explain how and why. Based on my 3-5 year goal, I would say that my greatest strength is strategic thinking and analysis as I have outlined some very specific criteria for selecting rental properties to maximize my income and appreciation potential. A complementary strength I could develop is influencing and persuading others. As I scale my portfolio, I will need to influence agents, contractors, tenants, and advisors to get deals one. Using the Zenger Folkman process, I would: 1. Get 360 feedback to confirm my strategic thinking is indeed a core strength. 2. Choose influencing as a complementary skill to develop as it will help amplify my analytical skills in negotiation. 3. Work on competencies like connecting emotionally, motivating, and communicating powerfully to persuade others. 4. Improve my skills through coaching, classes, conferences, and focused practice. 5. Seeking feedback to ensure I am making progress. 6. Keep developing my influencing skills until I am exceptional at persuading others. 7. Finally, I can repeat the process to build other complementary strengths over time. This process will hopefully leverage my strategic thinking strength while improving my ability to influence and persuade others and leverage them to grow my business and help me become an indispensable leader. 3. Describe a leader you have known who had one of the ten fatal flaws, and based on what you know now, how would you coach him or her? When I worked in the public relations office at the local community college, I worked with a manager named Juan who constantly resisted new ideas. When team members would propose new initiatives or process improvements, he would dismiss them quickly without considering the merits. He seemed set in his ways and unwilling to change, even when there were clear opportunities for improvement. Looking back, I can see how detrimental this was to morale and progress within our office. If I had the chance to coach Juan now, I would have open conversations with him about being more receptive to new ideas. I would encourage him to actively listen to suggestions from the team and consider how they could move us forward, even if they require changing his normal way of operating or thinking. I would also advise him to explain his rationale better if he disagrees with a proposal, rather than rejecting it outright. And I would work with him on building a culture where innovation is welcomed, not stifled. He could advance growth and innovation with more openness to change rather than suppress it. 4. Put this all together by creating a picture or story or video that illustrates your sweet spot. Include: Your personal brand Your Values Your Purpose Your Strengths Your Personal Brand: • Statement: I want to be known for my ability to acquire and manage a portfolio of single-family homes that provide safe, comfortable, and affordable housing for tenants, while generating strong returns for investors, including myself. Your Values: • Integrity: Ensuring transparent and honest management of properties and investments. • Commitment: Dedicated to providing safe, comfortable, and affordable housing. • Growth: Continuously seeking opportunities to expand and improve the portfolio. • Collaboration: Valuing feedback and insights from tenants, investors, and industry peers. Your Purpose: • Deliver value to both tenants and investors. • Contribute to the growth of the real estate industry. Your Strengths: • Strategic Thinking: Proficient in selecting rental properties to maximize income and appreciation potential. • Data Analysis: Regularly monitor the financial performance of properties. • Industry Engagement: Active participation in real estate conferences, seminars, and networking events. • Feedback and Self-Assessment: Continuously evaluate personal performance and seek feedback to enhance skills. • Influencing and Persuasion: Recognizing the need to develop this complementary strength to scale the portfolio and effectively collaborate with various stakeholders. Your Response #2 Classmates #3 Sweet Spot Brand 1. I want to be known for ethical leadership, sustainability, and innovation in the logistics industry so I can deliver positive, environmentally responsible, and efficient logistics solutions that set new industry standards. 2. One of my strongest suits, given my 3-5-year plan, is goal oriented in the context of running a sustainable logistics business. I set lofty long-term objectives and put forth a lot of effort to achieve them because of this strength. My professional journey is given a distinct sense of direction and purpose through it. Empathy is a complimentary strength that I may cultivate to increase my effectiveness by using the Zenger Folkman technique. My ability to comprehend the needs and concerns of my team, clients, and the community is improved when I have empathy, even though goal orientation is still essential for fostering creativity and success. Here is the how and why: i. By practicing self-awareness and receiving training, I may concentrate on strengthening my empathy. This could entail placing myself in other people's shoes, carefully listening to their needs and viewpoints, and trying to comprehend their emotions and worries. ii. A key element of effective leadership is empathy. It facilitates the development of solid, dependable bonds between team members and clients. I can make better judgments that are advantageous to the business and its stakeholders if I have a better grasp of their requirements and concerns. iii. Collaboration and team engagement can be improved via empathy. When team members see that their boss truly cares about their well-being and values their feedback, they are more likely to be motivated and dependable. iv. Empathy can enhance connections with clients as well. Gaining a deeper understanding of the problems and objectives of clients can help provide more specialized and successful solutions, which will ultimately help the company's expansion and reputation. v. A deeper dedication to sustainability can be facilitated by the development of empathy. Gaining an understanding of the values and environmental concerns held by different stakeholders can result in more environmentally conscious behaviors and more community support. I can develop a more effective and well-rounded leadership style that is in line with the objective of running a sustainable logistics firm by strengthening empathy as a complementary strength. It increases my efficacy while also assisting in the development of deeper bonds, the promotion of an empathetic culture, and the creation of a novel, creative, and morally sound company plan. 3. I once knew a leader who possessed the fatal defect known as "lack of self-awareness". Employee unhappiness and a lack of trust resulted from this leader's frequent decision-making without taking the team's needs into account. In order to coach this leader, I would suggest doing a 360-degree feedback evaluation to learn more about how their decisions impact the group. Then, I would advise them to aggressively solicit opinions and ideas from their teammates, focus on improving their emotional intelligence, and have a better comprehension of the effects of their leadership style on the company. This leader can forge closer bonds with others and exercise more effective leadership by becoming more self-aware and demonstrating a sincere desire to grow. 4. I found myself on a journey in the realm of logistics, where sustainability and innovation were critical. My own brand had a clear identity. In the logistics sector, I aspired to be recognized for my ethical leadership, inventiveness, and sustainability. This served as my beacon of hope. However, the trip was also a route of self-discovery, and I learned that, although my strongest suit—my steadfast goal orientation—was essential to accomplishing challenging long-term objectives, it was lacking a counterbalance. At that point, I started concentrating on empathy. My lone missing piece was empathy, which is a complementing strength. I started a path of self-improvement. I started to comprehend the wants and requirements of my staff, clients, and the community through training, active listening, and self-awareness activities. I discovered that empathy was about more than just understanding; it was also about inspiring my staff, developing solid, trustworthy connections, and customizing solutions to fit the needs of my clients. I thought of a leader I had met who had the fatal defect of "lack of self-awareness" as I worked on developing this essential talent. Team members were frequently unhappy with their decisions. This recollection motivated me to provide direction and assistance. I advised the leader to actively solicit input and feedback from the team, concentrate on developing emotional intelligence, and suggest a 360-degree feedback assessment. I discovered my sweet spot via my quest to develop empathy in my own leadership and my dedication to mentoring others. My strengths, purpose, values, and personal brand all came together beautifully. Not only was I renowned for my ethical leadership, sustainability, and innovation, but I was also dedicated to cultivating enduring bonds, creating an empathetic culture, and operating a logistics company that was inventive, sustainable, and morally sound. Throughout my journey, I became the change I wanted to see in the logistics industry. I understood that leading with both ambition and empathy was the way to success, and that's precisely where I discovered my own sweet spot. Your Response #3 Classmates #4 1. I want to be known for fairness so I can deliver a product or process that represents the whole of the team. 2. Drawing back on areas that I have learned of from the past few lessons, I think my ability to be compromise and find a balance in harmony. Perhaps people who are assertive do not value these to be such strengths, but this has always been my niche and a point where I am able to bring people together even when there are strong points of friction within critical nodes. I recognize my weaknesses, and while I have the capacity to overcome them now, I would still not call them strengths by any stretch of the imagination. They are adaptable roles that I can cover down on when a "role player" is needed, and I can provide that role in an emergency even though it is somewhat unnatural to me. 3. It is so easy to pick apart people who have these flaws. It even makes you hold a degree of contempt for them when you are directly under their chain of command with them, and that is truly not fair because being a leader that can cover down on multiple weaknesses is a challenge. Even after a month of modest interaction with a manager or leader, you can see where they are sorely lacking over time often because it affects you. If I was to pick someone recently, I felt my office at Booz Allen often had leaders that were in it for themselves who were completely focused on their own personal growth. Any attempts to develop and cultivate talent at a grassroots level with lower-level individuals was minimal to non-existent. 4. Recently, I was put in a position for fostering upward mobility on my team. I had moved up to a "team level" position, which I believe recognized me for being able to be a "pit bull" on the floor and having the respect of my crew. I was recognized as someone willing to fight for them and push back when a customer got excessively heavy handed. It felt like a high school football coach sort of role. I would motivate them before shift to get them going. I would not sugar coat things that sucked, and I would tell them when it sucked. My strength was that people would now know that I would tell them things that were going to suck, but we were going to collectively push through it regardless for each other and for the mission. Furthermore, I had some very strong "walk the walk" and "talk the talk" credibility because I believe that I constantly displayed that I would never ask someone to do something that I would never not doooo mmmmyself. I was never going to give them the "tip- of the spear" talk or anything foolish like that (even if on rare occasions that would have some validity, they would know that and I wouldn't need to tell them). Perhaps the biggest points of friction in these instances would be "changeover" with other teams. I developed a knack for diplomacy and harmony when people on oncoming shifts had an attitude of "well, on our team we do things like this." I would talk to the shift leads on other teams that it was fine to have that mindset, but let's both work together so these are not sticking points so we can get my team out the door and can get your team started on solid footing. It was not perfect, but I think everybody recognized the need for diplomacy and the need to give a little bit, and I took pride in being the conduit for situations like that. Requirement Your Response #4

Need accurate long answer recent expert wrong answers. LEAD.301.C1 Personal Leadership Week 6 Your Sweet Spot Brand Discussion Forum PLS DO NOT GENERALIZE THE ANSWER. This week, we consider several topics to expand your awareness of what you bring to the workplace. The first is your intrinsic and extrinsic motivations. Then we'll briefly revisit articulating your strengths. It's the intersection of your motivations and strengths. With these two, we'll take a crack at defining your sweet spot. This link is in the syllabus and will give you more information on how Bill George, former Medtronic CEO and now Harvard professor, defines sweet spot: https://discoveryourtruenorth.org/finding-your-sweet-spot-as-a-leader/ Then we'll take a look at defining your personal brand. In many of the companies with which I work, the term "personal brand" or "leadership brand" is frequently used. This is another way of considering your strengths. Read the Ulrich and Smallwood article and follow the steps for creating your leadership brand. You might want to watch these videos first. How to build your personal brand—Beth Miller https://youtu.be/ETsasR8RH74 The third topic is based on the groundbreaking work of Jack Zenger and Joe Folkman. Like Tom Rath and Marcus Buckingham's Gallup research, Zenger and Folkman's research findings strongly suggest that there are 16 leadership competencies that, when performed extraordinarily well, result in higher business performance. This, by the way, is similar to research conducted by Bob Anderson and William Adams in Mastering Leadership. Read the assigned Zenger, Folkman, and Edinger article and identify one major strength and a complementary strength that you could benefit from enhancing. https://youtu.be/kHs_v6WaKgM And finally, read the short article about 10 fatal flaws. Consider where and when you have seen these in your work life. Here is a video explanation https://youtu.be/y7N_aLJixBQ our initial should cover at least one of these first three steps, and by the end of the posting week, everyone is required to createee aaaa picture or story that illustrates your sweet spot. Be creative. You can record yourself and post that. Be creative. 1. Think about the 3-5 year goal you identified. What does your personal brand need to be? Share your initial draft of your personal brand. It should be in the form of: I want to be known for _________so I can deliver___________. What are some specific ways you can test it? 2. Also thinking about your 3-5-year goal, what do you think is your one greatest strength and what is one complementary strength you can develop to amplify your effectiveness, using the Zenger Folkman process? Explain how and why. 3. Describe a leader you have known who had one of the ten fatal flaws, and based on what you know now, how would you coach him or her? 4. Put this all together by creating a picture or story or video that illustrates your sweet spot. Include: • Your personal brand • Your Values • Your Purpose • Your Strengths TO DO: You need to respond to your classmate's post in the above question. Example ( Great post, classmate. Sometimes I get the feeling that introverts are often set up for failure as leaders due to the interpersonal skill aspect. For us, that is something that we really have to work at and is not something that is natural. I needed six years in the military to even start to get there, and I still think I have plenty of room for improvement in that area. The military is a solid conduit for developing an individual as a leader because it puts you in a "sink or swim" environment that I never had, even technically when I was going to school to be a teacher before joining the military. For them, you will develop or you will not be promoted, so there is impetus to really focus on leadership development and something that I call becoming a "forced extrovert", which I am now.) Classmates #1 Personal Brand Logo: Building Connections, Leading the 90th Percentile Community. I aspire to be known as an authentic and respected community driven leader in the 90th percentile of my region who brings a lens of continuous improvement and data-driven insights to deliver high-quality work. My commitment to community embraced organization in helping drive inclusion. Goals & Vision: My journey is guided by the core values of integrity, collaboration, and adaptability. I believe in doing what is right, working together in a community to drive inclusion and diversity. Purpose: My purpose is to lead by example and inspire those around me to embrace change, fostering a culture of continuous improvement. I aim to createeee aaaa workplace where every team member feels valued, heard, and motivated to excel. Strengths: One of my greatest strengths is my strategic thinking. By using the Zenger Folkman process, I'm committed to enhancing two key competencies: "rapport building" and "energizing staff." Elevating these qualities to the 90th percentile will empower me to lead as a change agent in an agile environment. My purpose is not merely to succeed but to lead others towards a brighter future. I'm on a mission to transform the workplace, making it a hub of inspiration and innovation. At the heart of my success lies strategic thinking, my greatest strength. Through the Zenger Folkman process, I'm committed to honing my skills in rapport building and staff energizing. I'm turning my lowest points into beacons of excellence, pushing them to the 90th percentile, and in doing so, I'm evolving into a formidable change leader in our agile world. This is my sweet spot - a place where authenticity meets strategy, where respect meets collaboration, where continuous improvement meets adaptability, and where leadership meets transformation. In this space, I'll leave a lasting mark on the journey ahead, a mark that inspires others to follow and embrace the ever-evolving landscape of success. Your Response #1 Classmates #2 Hello, everyone. 1. Think about the 3-5 year goal you identified. What does your personal brand need to be? Share your initial draft of your personal brand. It should be in the form of:I want to be known for _________so I can deliver___________. What are some specific ways you can test it? I want to be known for my ability to acquire and manage a portfolio of single-family homes that provide safe, comfortable, and affordable housing for tenants while generating strong returns for investors, including myself, so I can deliver value to both tenants and investors and contribute to the growth of the real estate industry. For my personal leadership brand statement, I will conduct four specific ways to test it, including conducting surveys or interviews with tenants to understand their satisfaction levels, preferences, and needs, and use their feedback to improve the quality of the properties and services provided. Second, I will regularly track the financial performance of the properties, including rental income, expenses, and returns, and assess the effectiveness of the investment strategy and make adjustments as needed. Third, I will attend real estate conferences, seminars, and networking events to connect with other industry professionals and learn about best practices, trends, and opportunities in hopes of improving my strategy and staying ahead of local competitors. Fourth, I will regularly assess personal performance against my personal leadership brand statement and identify areas of improvement, including seeking feedback from mentors, coaches, or peers to gain insights and support to improve my personal effectiveness and leadership skills. 2. Also thinking about your 3-5-year goal, what do you think is your one greatest strength and what is one complementary strength you can develop to amplify your effectiveness, using the Zenger Folkman process? Explain how and why. Based on my 3-5 year goal, I would say that my greatest strength is strategic thinking and analysis as I have outlined some very specific criteria for selecting rental properties to maximize my income and appreciation potential. A complementary strength I could develop is influencing and persuading others. As I scale my portfolio, I will need to influence agents, contractors, tenants, and advisors to get deals one. Using the Zenger Folkman process, I would: 1. Get 360 feedback to confirm my strategic thinking is indeed a core strength. 2. Choose influencing as a complementary skill to develop as it will help amplify my analytical skills in negotiation. 3. Work on competencies like connecting emotionally, motivating, and communicating powerfully to persuade others. 4. Improve my skills through coaching, classes, conferences, and focused practice. 5. Seeking feedback to ensure I am making progress. 6. Keep developing my influencing skills until I am exceptional at persuading others. 7. Finally, I can repeat the process to build other complementary strengths over time. This process will hopefully leverage my strategic thinking strength while improving my ability to influence and persuade others and leverage them to grow my business and help me become an indispensable leader. 3. Describe a leader you have known who had one of the ten fatal flaws, and based on what you know now, how would you coach him or her? When I worked in the public relations office at the local community college, I worked with a manager named Juan who constantly resisted new ideas. When team members would propose new initiatives or process improvements, he would dismiss them quickly without considering the merits. He seemed set in his ways and unwilling to change, even when there were clear opportunities for improvement. Looking back, I can see how detrimental this was to morale and progress within our office. If I had the chance to coach Juan now, I would have open conversations with him about being more receptive to new ideas. I would encourage him to actively listen to suggestions from the team and consider how they could move us forward, even if they require changing his normal way of operating or thinking. I would also advise him to explain his rationale better if he disagrees with a proposal, rather than rejecting it outright. And I would work with him on building a culture where innovation is welcomed, not stifled. He could advance growth and innovation with more openness to change rather than suppress it. 4. Put this all together by creating a picture or story or video that illustrates your sweet spot. Include: Your personal brand Your Values Your Purpose Your Strengths Your Personal Brand: • Statement: I want to be known for my ability to acquire and manage a portfolio of single-family homes that provide safe, comfortable, and affordable housing for tenants, while generating strong returns for investors, including myself. Your Values: • Integrity: Ensuring transparent and honest management of properties and investments. • Commitment: Dedicated to providing safe, comfortable, and affordable housing. • Growth: Continuously seeking opportunities to expand and improve the portfolio. • Collaboration: Valuing feedback and insights from tenants, investors, and industry peers. Your Purpose: • Deliver value to both tenants and investors. • Contribute to the growth of the real estate industry. Your Strengths: • Strategic Thinking: Proficient in selecting rental properties to maximize income and appreciation potential. • Data Analysis: Regularly monitor the financial performance of properties. • Industry Engagement: Active participation in real estate conferences, seminars, and networking events. • Feedback and Self-Assessment: Continuously evaluate personal performance and seek feedback to enhance skills. • Influencing and Persuasion: Recognizing the need to develop this complementary strength to scale the portfolio and effectively collaborate with various stakeholders. Your Response #2 Classmates #3 Sweet Spot Brand 1. I want to be known for ethical leadership, sustainability, and innovation in the logistics industry so I can deliver positive, environmentally responsible, and efficient logistics solutions that set new industry standards. 2. One of my strongest suits, given my 3-5-year plan, is goal oriented in the context of running a sustainable logistics business. I set lofty long-term objectives and put forth a lot of effort to achieve them because of this strength. My professional journey is given a distinct sense of direction and purpose through it. Empathy is a complimentary strength that I may cultivate to increase my effectiveness by using the Zenger Folkman technique. My ability to comprehend the needs and concerns of my team, clients, and the community is improved when I have empathy, even though goal orientation is still essential for fostering creativity and success. Here is the how and why: i. By practicing self-awareness and receiving training, I may concentrate on strengthening my empathy. This could entail placing myself in other people's shoes, carefully listening to their needs and viewpoints, and trying to comprehend their emotions and worries. ii. A key element of effective leadership is empathy. It facilitates the development of solid, dependable bonds between team members and clients. I can make better judgments that are advantageous to the business and its stakeholders if I have a better grasp of their requirements and concerns. iii. Collaboration and team engagement can be improved via empathy. When team members see that their boss truly cares about their well-being and values their feedback, they are more likely to be motivated and dependable. iv. Empathy can enhance connections with clients as well. Gaining a deeper understanding of the problems and objectives of clients can help provide more specialized and successful solutions, which will ultimately help the company's expansion and reputation. v. A deeper dedication to sustainability can be facilitated by the development of empathy. Gaining an understanding of the values and environmental concerns held by different stakeholders can result in more environmentally conscious behaviors and more community support. I can develop a more effective and well-rounded leadership style that is in line with the objective of running a sustainable logistics firm by strengthening empathy as a complementary strength. It increases my efficacy while also assisting in the development of deeper bonds, the promotion of an empathetic culture, and the creation of a novel, creative, and morally sound company plan. 3. I once knew a leader who possessed the fatal defect known as "lack of self-awareness". Employee unhappiness and a lack of trust resulted from this leader's frequent decision-making without taking the team's needs into account. In order to coach this leader, I would suggest doing a 360-degree feedback evaluation to learn more about how their decisions impact the group. Then, I would advise them to aggressively solicit opinions and ideas from their teammates, focus on improving their emotional intelligence, and have a better comprehension of the effects of their leadership style on the company. This leader can forge closer bonds with others and exercise more effective leadership by becoming more self-aware and demonstrating a sincere desire to grow. 4. I found myself on a journey in the realm of logistics, where sustainability and innovation were critical. My own brand had a clear identity. In the logistics sector, I aspired to be recognized for my ethical leadership, inventiveness, and sustainability. This served as my beacon of hope. However, the trip was also a route of self-discovery, and I learned that, although my strongest suit—my steadfast goal orientation—was essential to accomplishing challenging long-term objectives, it was lacking a counterbalance. At that point, I started concentrating on empathy. My lone missing piece was empathy, which is a complementing strength. I started a path of self-improvement. I started to comprehend the wants and requirements of my staff, clients, and the community through training, active listening, and self-awareness activities. I discovered that empathy was about more than just understanding; it was also about inspiring my staff, developing solid, trustworthy connections, and customizing solutions to fit the needs of my clients. I thought of a leader I had met who had the fatal defect of "lack of self-awareness" as I worked on developing this essential talent. Team members were frequently unhappy with their decisions. This recollection motivated me to provide direction and assistance. I advised the leader to actively solicit input and feedback from the team, concentrate on developing emotional intelligence, and suggest a 360-degree feedback assessment. I discovered my sweet spot via my quest to develop empathy in my own leadership and my dedication to mentoring others. My strengths, purpose, values, and personal brand all came together beautifully. Not only was I renowned for my ethical leadership, sustainability, and innovation, but I was also dedicated to cultivating enduring bonds, creating an empathetic culture, and operating a logistics company that was inventive, sustainable, and morally sound. Throughout my journey, I became the change I wanted to see in the logistics industry. I understood that leading with both ambition and empathy was the way to success, and that's precisely where I discovered my own sweet spot. Your Response #3 Classmates #4 1. I want to be known for fairness so I can deliver a product or process that represents the whole of the team. 2. Drawing back on areas that I have learned of from the past few lessons, I think my ability to be compromise and find a balance in harmony. Perhaps people who are assertive do not value these to be such strengths, but this has always been my niche and a point where I am able to bring people together even when there are strong points of friction within critical nodes. I recognize my weaknesses, and while I have the capacity to overcome them now, I would still not call them strengths by any stretch of the imagination. They are adaptable roles that I can cover down on when a "role player" is needed, and I can provide that role in an emergency even though it is somewhat unnatural to me. 3. It is so easy to pick apart people who have these flaws. It even makes you hold a degree of contempt for them when you are directly under their chain of command with them, and that is truly not fair because being a leader that can cover down on multiple weaknesses is a challenge. Even after a month of modest interaction with a manager or leader, you can see where they are sorely lacking over time often because it affects you. If I was to pick someone recently, I felt my office at Booz Allen often had leaders that were in it for themselves who were completely focused on their own personal growth. Any attempts to develop and cultivate talent at a grassroots level with lower-level individuals was minimal to non-existent. 4. Recently, I was put in a position for fostering upward mobility on my team. I had moved up to a "team level" position, which I believe recognized me for being able to be a "pit bull" on the floor and having the respect of my crew. I was recognized as someone willing to fight for them and push back when a customer got excessively heavy handed. It felt like a high school football coach sort of role. I would motivate them before shift to get them going. I would not sugar coat things that sucked, and I would tell them when it sucked. My strength was that people would now know that I would tell them things that were going to suck, but we were going to collectively push through it regardless for each other and for the mission. Furthermore, I had some very strong "walk the walk" and "talk the talk" credibility because I believe that I constantly displayed that I would never ask someone to do something that I would never not doooo mmmmyself. I was never going to give them the "tip- of the spear" talk or anything foolish like that (even if on rare occasions that would have some validity, they would know that and I wouldn't need to tell them). Perhaps the biggest points of friction in these instances would be "changeover" with other teams. I developed a knack for diplomacy and harmony when people on oncoming shifts had an attitude of "well, on our team we do things like this." I would talk to the shift leads on other teams that it was fine to have that mindset, but let's both work together so these are not sticking points so we can get my team out the door and can get your team started on solid footing. It was not perfect, but I think everybody recognized the need for diplomacy and the need to give a little bit, and I took pride in being the conduit for situations like that. Requirement Your Response #4