MY 12 WEEK PLAN:

BECOMING THE TYPE

OF LEADER THE
WORLD NEEDS
Kasey Janzen
10/8/2020
OGL 360 (assessment of leadership
effectiveness), Arizona State University
Table of Contents Slides
 Week 1 – Find Your Purpose 4 -- 7
 Week 2 - Learning Is Doing 8 -- 10
 Week 3 – Model the Way 14 -- 17
 Week 4 – Be the First to Trust (But Verify…) 18 -- 22
 Week 5 - Inspire and Create Vision 24 -- 27
 Week 6 – Look to Help Others 28 -- 32
 Week 7 – Challenge the Process / Pivot! 34 -- 37
 Week 8 – Enable Others to Act 38 -- 43
 Week 9 – Demonstrate Ubuntu 45 -- 49
 Week 10 – Welcome Possibilities/Opportunities 50 -- 55
 Week 11 – Feedback 56 -- 59
 Week 12 – Personalize Recognition 60 -- 64
 Big Picture Wrap up 65
 Authors of Quotes Included 66
 References / Works Cited Slide 67
 This plan will be a 12-week plan covering what I learn
in OGL 360 – Assessment of Leadership to make me a
more effective leader. I will be pulling quotes and
WEEK 1: things I have learned from the books “The Leadership
Challenge” by James Kouzes and Barry Posner, and
INTRODUCTION “Blue Latitudes” by Tony Horwitz. I will also be
adding/creating images and interactive elements that
TO MY PLAN are related and encourage brainstorming. This will be
my go-to material that I will use to bring me to a
leadership mindset and remind me of all that I have
learned in this class.
 “One of the greatest myths about leadership is
that some people have “it” and some don't. A
corollary myth is that if you don't have “it,” then
you can't learn “it.” Neither could be further from
the empirical truth. After reflecting on their
Personal-Best”
(Kouzes and Posner 2017, p. 12)

This quote resonates with me because almost

everything I have studied points to the fact that
anyone can become a leader and there is no
perfect set of traits you are born with that make you
one. In the past, like many, I only thought leaders to
be these outgoing, charismatic people. The more I
learn, I realize that many great leaders are introverts,
and styles of leadership are largely situational.

WEEK 1: FIND YOUR PURPOSE

 TO DO LIST:
-Meditate
-Do things you “Emotions are infectious, and positive emotions resonate throughout an
enjoy to find organization and into relationships with other constituents. To make
inspiration extraordinary things happen in extraordinary times, leaders must fuel the
-Be in the moment effort with positive emotions.”
-Uplift others (Kouzes and Posner 2017, pg. 35)

Emotions truly are infectious in my experience. When working

with a manager or shift supervisor who is always negative or
stressed, it brings our whole teams vibe down. In contrast,
when working with an upbeat supervisor who makes the best
out of any situation, we find ways to have a good time even
if we are struggling. Aside from having a better time, we are
usually more productive as well.

WEEK 1: FIND YOUR PURPOSE

(CONT’D)
WEEK 1: FIND YOUR PURPOSE
(CONT’D)
“Deeds are far more important than words when
constituents want to determine how serious leaders really
are about what they say. Words and deeds must be
consistent.”
(Kouzes and Posner 2017, p. 14)

For me to trust someone this must hold true. I have had many managers
in my lifetime who over-promise and under-deliver and eventually I just
stop trusting them. A good leader needs to be honest and follow through TO DO today:
with their promises. If they can’t for unforeseen reasons, they should at 1. Recognize ______________
least be able to be honest for the reason why – and make it right to the
best of their ability. 2. Write Thank-You note to
_______.
 TO DO today:
1. Brainstorm on _____________
2. Tell _______ I appreciate
him/her. “Leaders forge unity of purpose by showing their
3. Try to ____________________. constituents how the dream is a shared dream and how it
fulfills the common good.”

(Kouzes and Posner 2017, pg. 14)

As leaders it does not matter how strong we feel about our

purpose or vision if we cannot get others on board as well.
We need to be able to show others how it also benefits
them and others around them so they may join in on the
purpose. Instead of thinking of my current job as a barista
as “just making coffee,” I try to look at it as though I can
brighten people's days through their coffee and the
interactions I have with them.

WEEK 1: FIND YOUR

PURPOSE (CONT’D)
How effectively does this leader communicate long-term vision, or make
visionary goals known?
-If followers are not included in and inspired by a shared vision, how will they find
motivation other than keeping their job?
WEEK 2: LEARNING IS DOING TO-DO LIST (for a FUTURE
day):
---Share experiences
and ideas with ________.
“Leaders foster collaboration by building trust and facilitating ---Talk about “famous
relationships. You have to engage all those who must make the failures” and successes
project work—and in some way, all who must live with the
results.”

(Kouzes and Posner 2017, pg. 16)

The best manager I ever had was the best for this reason. He was not
the best with tasks, scheduling, etc., but he was trustworthy, you could
tell he truly cared, and he was always himself. No matter if he was
talking to his employees or people way above him, he was always was
the same authentic person. It was easy to see why he had the lowest
employee turnover rate by far in our district – everyone loved working
for him!
 WEEK 2: LEARNING IS DOING
(CONT’D)

“A leader isn't expected to be an expert I struggled a lot with having control in

in everything, because if they were, my first leadership position. I wanted to
then why would they even need do everything on my own so it would
followers? Rather, a leader is expected get done “right.” This quickly led to
to have a competent understanding of burnout, stress, and a team that was not
the organization, and be able to recruit self-sufficient. Now I think of “doing” as
and ask instructive and insightful being a real leader – taking the time to
questions to those who are experts in teach, empower, and build trust.
their fields.”
(Kouzes and Posner 2017, pg. 33)
 WEEK 2: LEARNING IS DOING
“Credibility is the foundation of leadership. People must be The leaders that I have always admired have been
able, above all else, to believe in their leaders. To willingly credible. They are trustworthy, and if they are wrong,
follow them, people must believe that the leaders' word can they own up to it. On top of that, they know what they
be trusted, that they are personally passionate and are knowledgeable in and will not pretend to be an
enthusiastic about their work, and that they have the expert on something they are not. Cocky people who
knowledge and skill to lead.” act like they know everything are never true leaders to
me. One of the most admirable qualities I find is being
(Kouzes and Posner 2017, pg. 39) able to know when you need to ask for help or do
further research into something.
 WEEK 1 AND WEEK 2 “WRAP-UP”:
These first two weeks of this 12-week plan focus on a few main themes. The first two
obvious ones are “finding your purpose” and “learning is doing.” When reading through
the first two chapters of “The Leadership Challenge,” I realized that much of what these
intro chapters are talking about relate back to these two themes. The Five Practices of
Exemplary Leadership are model the way, inspire a shared vision, challenge the process,
enable others to act, and encourage the heart (Kouzes and Posner 2017). Each one of
these five practices is about doing something and being highly engaged with your
followers. Most of these require you to know your purpose, and to grow your vision with
the inclusion of others. Learning is doing does not mean doing every task on your own,
but rather doing these important practices that will make you a better leader. I believe if
you follow these practices you will truly become a leader and not just a manager or
“boss.”
A few quotes that I included resonated with me more than others. The first is: “A
leader isn't expected to be an expert in everything, because if they were, then why
would they even need followers?” This one is important to me to remind me that being a
leader does not mean controlling and doing everything myself. Second, “Emotions are
infectious, and positive emotions resonate throughout an organization and into
relationships with other constituents” because it reminds me how my attitude can affect
those around me. Lastly, “Deeds are far more important than words when constituents
want to determine how serious leaders really are about what they say. Words and deeds
must be consistent.” This quote brings me back to the old “actions speak louder than
words” saying that has always resonated with me.
 WEEK 1 AND WEEK 2 “WRAP-UP”
CONT:
Many of these themes bring me back to my first real leadership position as
a supervisor at Starbucks. I opened a new store with mostly new employees
fresh out of training. Most people at Starbucks will tell you it takes 3-6
months before a barista fully “gets it.” I did not fully know what I was getting
myself into and how much I was going to be expected to continue to develop
these new employees, our store routines, and other hardships of a new
store. I was so task focused initially that I did not spend nearly enough time
developing my team of baristas. Because of this, I stressed myself out and
worked myself to the point of exhaustion. It took going through that to
realize that being an effective leader means using some form of the five
practices of exemplarily leadership. Once I started focusing on developing
my team and building trust/relationships with them, it felt like a completely
different job. I get that you often must learn the hard way, but I wish I would
have taken these leadership classes sooner!
 WEEK 3:
MODEL THE WAY

“People expect their leaders to speak out on matters of values and

conscience. To speak out, however, you have to have something to
speak about. To stand up for your beliefs, you have to know the
beliefs you stand for. To walk the talk, you have to have a talk to
walk. To do what you say, you have to know what you want to say.”

(Kouzes and Posner 2017, pg. 48) “The West wind which was fair for
When a leader tells to do something or act a certain way but does us did he alone let blow as it
not do it themselves, it shows a lot about their character. Why would
I trust someone who cannot practice what they preach? I have had
chose; but it all came to nothing,
professors “teaching” about the importance of active learning styles for we were lost through our own
and yet all we do is read assigned chapters and write essays. This
has made me lose interest in the class because if they do not think it folly.” (Odyssey 2018, pg. 7).
is necessary, why should I?
 WEEK 3: MODEL THE WAY
(CONT’D)

“Before you can become a credible A huge part of this quote knowing your values.
leader—one who connects “what While I have certain values that I always try to
you say” with “what you do”—you follow such as being kind, intelligent, and
first have to find your authentic trustworthy, I need to work on putting the ethics
voice, the most genuine expression and ideals that I believe in into easy to
of who you are.” (Kouzes and understand language for myself and others that I
Posner 2017, pg. 48) share them with. If someone asked me what my
leadership philosophy is currently, I would
struggle to answer it in any concise way.

To what extent does s/he usually follow through on

commitments---i.e., doing what they say they will do?
Please give two or three examples.
-For people to trust us, we must follow through with our
promises/commitments. People will quickly realize if you are all talk.
“Being clear about your values helps you perform better in difficult
circumstances. You seldom consider or act on options that run

WEEK 3: MODEL
counter to your value system. If you do, it's with a sense of
compliance rather than commitment.” (Kouzes and Posner 2017,
pg. 52)

Being clear with your values helps you make decisions that are
THE WAY
consistent with who you are. Having shared values with those you
work with motivates everyone to work together and believe in that (CONT’D)
work. If I am doing something that goes against my values, but I
am forced to do it, I am only going to put in minimal effort to get it
done. If I am doing something because I believe in it and those
around me, I am going to go above and beyond.

Clarify Values

Be Authentic

Help Others

Build Consensus
“Rather than forcing your team to make to do something on your behalf or by
basically forcing your way to get the answer that you want, which in this case was
to escape that and get away, you could really work together and try to come up
with a cohesive answer.” (Todd Sanborn)

This quote came from Todd after discussing how Odysseus and his men likely
could have had much more success on Cyclops island if they just waited to ask
Polyphemus for food/shelter rather than just digging in and hoping it will work out.
If Odysseus and his men had been good guests from the start, it could have
made their entire journey completely different (and likely better), especially
considering that Polyphemus was Poseidon’s son. I picked this quote because I
believe that especially as a leader, you cannot force people to follow you or give
you what you want. If your version of “modeling the way” is to steal, why would
you expect your followers not to? My vision of a great leader is one that gains
loyalty and success by following the five practices of exemplary leadership rather
than force or title.

TRIUMVIRATE (CO-
MENTORING TEAM)
QUOTES & REFLECTIONS
 WEEK 4: BE THE FIRST TO TRUST (BUT VERIFY…)
“You have to be the example for others to follow. “Asking for feedback gives you a perspective about yourself that
And, because you're leading a group of people—not only others can see. With this insight, you have the opportunity to
just leading yourself—you also have to make sure make improvements. (Kouzes and Posner 2017, pg. 81)
that the actions of your constituents are consistent
with the shared values of the organization.” (Kouzes Feedback is crucial to improve yourself and know how those around
and Posner 2017, pg. 72) you really feel. I used to take feedback very harshly but now I look
at it as an opportunity to grow. Even if I do not agree with the
When you are a leader in an organization, you cannot feedback, I try to look at it from their point of view and can usually
only lead by your own values. Organizations have find some truth in it, or potentially find out something that was
misinterpreted. I try not to get caught up in the wording of
their own shared values/visions/goals. As a leader in
feedback, but instead try to focus on the message behind it. It can
that organization, you must uphold them and be easy to dismiss feedback that is partly wrong, but that does not
educate others about them and why they matter. I mean you need to disregard the rest of it.
think to be able to do this you must share values with
the organization. If you do not, people are going to
realize you are not being authentic. This is clear with
my current district manager. He is always pushing us
on following our company’s mission statement yet
does not follow it himself. This not only makes him
feel fake, but also makes us less likely to care.
 WEEK 4: BE THE FIRST TO TRUST
“Every team member, partner, and colleague is a sender of signals
about what's valued. Therefore, you need to look for
(BUT VERIFY…) (CONT’D)
opportunities to teach not just by your example, but also by

To do:
taking on the role of teacher and coach.” (Kouzes and Posner
2017, pg. 84)
As a leader you are generally responsible for the actions of those that
follow you. On top of modeling the values and ethics of yourself and
organization, you need to teach others how they can do the same.
Especially when leading a large amount of people, you are not always Ask Questions
going to be available to everyone. Mentoring others ensures that your
vision and values can live on without you holding their hand.

Share Wisdom

Be Involved

Ask for Feedback

WEEK 4: BE THE FIRST TO TRUST (BUT VERIFY…) (CONT’D)

“Is it the God’s fault that bad sh*t

happens on earth, or is humanity
responsible for all that mess?”
(Thug Notes, counter number 3:16)
 WEEK 3 AND WEEK 4 “WRAP-UP”:
Trying to stick with the theme of this week's chapters, the theme of this PowerPoint is mostly focusing
on modeling the way. A large part of leadership means leading by example. Without leading by
example, how can you expect others to trust you and what you are preaching? I have had many
managers in my life that love to bark orders and even say little speeches at the beginning of a shift,
all while doing the exact opposite. One of the first things I look for when differentiating a manager
from a leader is how authentic they are. If I believe they do not care about the work and it has no
meaning, why should I? Especially in retail, managers I have had seem to change their “values”
depending on who they are around. If their superior comes in, suddenly they are all about following
company standards, values, vision, etc. but the second they are gone they are back barking orders.
To be a genuine, authentic, trustworthy leader, we must know ourselves, what we stand for, and lead
in a setting that has shared values. If we try to go along with an organizations values that do not mix
with our own, we are destined not to be our best selves.

As a supervisor at Starbucks I always tried to “model the way.” I always worked as hard as I could,
followed procedures, and treated customers with respect. I believed that if I did all of this, my baristas
would as well. While I certainly think it helped, it was not enough on its own. I quickly overworked
myself and was burning out. Instead of coaching my baristas to be self sufficient, I did a lot of their
work for them. While I certainly had some great baristas that were driven on their own, much of my
team was not improving. I eventually realized that I needed to help coach them on their skills as
baristas, as well as why it was important to improve even if this job was not their end goal. I think that
modeling the way is extremely important, but its biggest use is building up trust so you can be more
effective with the other five practices of exemplary leadership.
 WEEK 3 AND WEEK 4 “WRAP-UP”
CONT’:
There are some quotes in week 3 and 4 that stuck with me more than others.
First, “Being clear about your values helps you perform better in difficult
circumstances. You seldom consider or act on options that run counter to
your value system. If you do, it's with a sense of compliance rather than
commitment” (Kouzes and Posner 2017, pg. 52) because I have encountered
this firsthand, and I just felt like I was going through the motions at work. I
thought “The West wind which was fair for us did he alone let blow as it chose;
but it all came to nothing, for we were lost through our own folly” (Odyssey
2018, pg. 7) was a great quote from The Odyssey because it tells us how we
are often our own worst enemy.. Lastly, I chose “People expect their leaders
to speak out on matters of values and conscience. To speak out, however,
you have to have something to speak about. To stand up for your beliefs, you
have to know the beliefs you stand for. To walk the talk, you have to have a
talk to walk. To do what you say, you have to know what you want to say”
because I think it does a great job of summing up “model the way.”
 WEEK 5: INSPIRE AND CREATE VISION
 “Exemplary leaders are forward-looking—a quality
constituents clearly expect of leaders. They
envision the future, and gaze across the horizon
seeing greater opportunities to come. They imagine
that extraordinary feats are possible and that
something noble can emerge from the ordinary.
They develop an ideal and unique image of the
future for the common good.” (Kouzes and Posner
2017, pg. 97)
 I believe I have gotten quite good at forward
thinking by accident. Being an anxious person
growing up I was always thinking ahead, planning,
and analyzing potential outcomes. Now my biggest “The crew had worked nonstop, for twenty-four
issue is being present, which I think is just as hours, with “inimitable” calm and “surprising
important as a leader. I want to be a leader that is chearfullness and alacrity; no grumbling or
present in the moment, but that can envision the growling was to be heard throughout the ship.”
future and opportunities when I need to. Because Banks credited this to Cook’s “wonted coolness
the future is so uncertain, as leaders we need to and precision,” and to that of his officers.”
think ahead while also planning for multiple (Horwitz 2003, pg 185-186)
outcomes, not getting stuck on just one.
How does this leader allow freedom in the workplace and space for his/her colleagues to
accomplish their goals without micromanaging?
-I am inspired by leaders who believe in me and give me responsibility. If I am being micromanaged, I feel that
the leader does not truly trust me or my abilities.
WEEK 5: INSPIRE AND “Everyone wants tomorrow to be better than today. Shared
visions attract more people, sustain higher levels of motivation,
CREATE VISION
and withstand more challenges than those that are exclusive to
only a few. You have to make sure that what you can see is also
something that others can see.” (Kouzes and Posner 2017, pg.
(CONT’D) 97)
No matter how passionate you are about something, you need
to have others that also believe in it. In my experience, to get
people to be on board with a new idea and change their
“If there was an overriding message behaviors, minds, lifestyles, etc., they must really believe in it
in his journals, it was that people, the because changing habits is especially difficult. Even working at
Starbucks, if I want to make a minor change in our store, I must
world over, were alike in their really convince my coworkers that it will make life easier or give
essential nature—even if they ate them some other benefit to get buy-in.
their enemies, made love in public,
worshipped idols, or, like Aborigines,
cared not at all for material goods.
No matter how strange another
society might at first appear, there
were almost always grounds for
mutual understanding and respect.”
(Horwitz 2003, pg. 464)
 WEEK 5: INSPIRE AND
CREATE VISION (CONT’D)

“One night, several men assaulted

Cook’s clerk as he lay drunk in his
bed, cutting off his clothes and
severing parts of both ears. Cook
regarded this “very extraordinary
affair” as “the greatest insult that
could be offer’d to my authority.” He
promised a rich reward of fifteen
guineas and fifteen gallons of arrack
to any crewman who exposed the
perpetrators.” (Horwitz 2003, pg.
185)
TRIUMVIRATE (CO-MENTORING TEAM)
QUOTES & REFLECTIONS:
We were discussing how asking for feedback is a great thing, but like all things you must find a balance. Hannah was discussing
how she feels like she is asking for feedback too often from her employees. She was saying how she is constantly asking things
like “how do you feel about doing this” because she is avoiding being direct and wants everyone to be happy. Todd then chimed
in with this quote:

“I think there’s a point where you start to ask for so much

feedback that you are devaluing yourself, like what you
bring to the picture.” (Todd Sanborn, 1:00:31)
I really resonated with this quote from Todd and the overall situation that was brought up by Hannah, because I do it too.
Instead of asking for truly valuable feedback, I’m constantly using “feedback” as a way to avoid making a direct decision.
Knowing your follower's opinions is a great thing, but mostly when it is done in the right way. If you are asking feedback
questions about every single little ask, you are showing that you are not decisive and do not have any real plans/vision. I think as
leaders it is important that we make it clear we are open to feedback and take steps to make sure it is easy for them to feel
comfortable telling us. However, we are put in that leadership position for a reason and ultimately need to have our vision and
be able to decipher what feedback we should be taking to heart and show confidence. If we are not confident in our decisions
(while still taking feedback into account) then why should our followers be?
WEEK 6: LOOK TO HELP OTHERS
“Use your gifts to teach and help others. Acknowledge
them as gifts (even if only in your mind). Take some time
to list your strengths as well as the ways in which you
could share them with the world around you and how
that truly is a gift to others.” (Beth Bunchman, Cultivating
Gratitude, 2016)
I’ve often struggled sharing strengths in interviews
because it makes me feel like I am bragging about myself. I
love this quote because it reframes strengths in your mind
as gifts. You are not thinking about it in ways you are
better than others, but in ways that you can help other
people. As a leader my ultimate goal is to help others. For
those on my team I want to help uplift them to do better
work, advance their career, and make a work environment
that they enjoy. Leaders can also help society by creating
products/services that help people and pushing for
positive change in all aspects of life. This quote inspires
me to use my strengths and talents as gifts to help others,
rather than just “get ahead.”
To what extent has this leader pushed followers to get out of their
comfort zone when completing projects?
-Part of helping others is pushing them to meet their full potential! However, I
believe that if they are going above and beyond, they should be rewarded
appropriately.
WEEK 6: LOOK TO HELP OTHERS (CONT’D)
“When you communicate your vision of the future to your “I cannot do all the good that the world needs. But the
constituents, you need to talk about how they’re going to world needs all the good that I can do.”
make a difference in the world, how they’re going to have a ― Jana Stanfield
positive impact on people and events. You need to show
them how they can realize their long-term interests by I love this quote because sometimes the bad in the world
can feel overpowering compared to the good. It reminds me
enlisting in a common vision.” (Kouzes and Posner 2017, pg. that doing good is not about fixing the world, but rather
120) doing what we can to make our part in it better. Its easy to
feel like your deeds don’t make a difference in the vastness
A big part of helping others as a leader in an organizational of the world, but your deeds can mean the world to an
setting is having a clear vision. A vision that improves the individual.
organization, employees lives, and society can help many
people beyond even what we see directly. In contrast, a
leader with no vision or one that wants to go in a direction
that is only self-serving can cause harm, such as people
losing jobs, environmental impacts, and unethical behavior.
As leaders it is important that we have a clear vision that is
beneficial to all stakeholders and not just those at the top.
“You are all better than you think you are. You are
designed not to believe it when you hear it from yourself.”
WEEK 6: LOOK TO HELP
(Jeff Winger, Community, Season 1: Pilot)

With community being one of my favorite shows I had to

OTHERS (CONT’D)
include an inspirational line from Jeff Winger. I think we
are often our toughest critics and a big part of being able
“Constituents look for leaders who demonstrate an
to help others is to have love for and belief in ourselves.
enthusiastic, genuine belief in the capacity of others, who
strengthen people’s will, who supply the means to achieve,
and who express optimism for the future. Constituents
want leaders who remain passionate despite obstacles and
setbacks.” (Kouzes and Posner 2017, pg. 134)

While my current manager certainly has her faults, this is

one of her greatest strengths. No matter the situation our
store is in or how tough things are in her personal life, she
shows up to work with a smile and positive attitude. On top
of this, she is constantly trying to bring others to her level
by singing, encouraging people to do weird things, and
always trying to get us to focus on the positive. If there is
anything that I take away from working from her, it’s that a
positive attitude can go a long way for yourself and those
around you.
 WEEK 5 AND WEEK 6 “WRAP-UP”:
The main themes for weeks 5 and 6 are inspiring and helping others. Effective leadership does not mean
telling others what to do. To get people fully committed and on board we need to inspire them and then
help them obtain their own and the organizations goals. My main goal as a leader is to find a vision that
aligns with all stakeholders and then make it happen. I do not want to be a self-serving leader but instead
one that focuses on bringing those up around me so we can share our goals, struggles, wins, and losses.
This means I will need to iterate what makes them and their products/services special, communicate with
them about their desires for the future, be passionate, listen deeply, and involve them in decision making
(Kouzes and Posner 2017).

My favorite quotes from weeks 5 and 6:
“Use your gifts to teach and help others. Acknowledge them as gifts (even if only in your mind). Take
some time to list your strengths as well as the ways in which you could share them with the world around
you and how that truly is a gift to others.” (Beth Bunchman, Cultivating Gratitude, 2016)
“Constituents look for leaders who demonstrate an enthusiastic, genuine belief in the capacity of others,
who strengthen people’s will, who supply the means to achieve, and who express optimism for the future.
Constituents want leaders who remain passionate despite obstacles and setbacks.” (Kouzes and Posner
2017, pg. 134)
“Exemplary leaders are forward-looking—a quality constituents clearly expect of leaders. They envision
the future, and gaze across the horizon seeing greater opportunities to come. They imagine that
extraordinary feats are possible and that something noble can emerge from the ordinary. They develop
an ideal and unique image of the future for the common good.” (Kouzes and Posner 2017, pg. 97)
 WEEK 5 AND WEEK 6 “WRAP-UP”
CONT’:

An example of someone who both inspired me and helped me is my older “brother from
another mother” Daniel. We met because he was dating my sister when I was in Middle/High
School and he quickly became like a big brother to me. He saw how good I was at playing fake
drums on the game “Rock Band,” and as a drummer himself inspired me to get into
drumming. He gave me my first drum kit which was his (an incredibly nice kit at that) for free
because he believed in me so much. He taught me basics and got me through the initial
learning curve where many people give up on instruments. I still play the drums 12 years
later and it has brought so much positivity into my life including my degree in audio
engineering, my wonderful girlfriend, and my desire to learn which lead me to get my
bachelors. While he clearly had a vision for me and helped me get there, it was beneficial to
him too. At the time he was working a very corporate, soul-sucking job that he hated and was
consuming his life. Him getting me into drums reignited his love for music and other interests
which lead to him playing/going to shows again and changing to a career that made him
much happier. To me this shows how helping and believing In others helps everyone involved.
WEEK 7: CHALLENGE THE PROCESS
“Literature is open to everybody. I refuse to allow you, Beadle though you
are, to turn me off the grass. Lock up your libraries if you like; but there is no
gate, no lock, no bolt, that you can set upon the freedom of my
mind.”(Woolf 2007[1928], pg. 41)
Virginia Woolf is the definition of someone who challenges the process. She
did not agree with how women were/are treated as lesser than men, so she
did something about it and was a huge influence on women's rights
movements. If more people had the courage to stick up for what they know
is wrong, the world would be a better place.

Describe an instance when this leader/colleague failed. How did his/her

subsequent actions show a desire to learn from the experience? Please
explain.
-Virginia Woolf is a great example of someone not afraid to fail. She put her vision for
women ahead of all else even though she knew she would receive backlash and it
would be an extremely difficult battle.
 WEEK 7: CHALLENGE THE PROCESS (CONT’D)
“One must strain off what was personal and accidental in all these
impressions and so reach the pure fluid, the essential oil of truth. For
that visit to Oxbridge and the luncheon and the dinner had started a
swarm of questions. Why did men drink wine and women water? Why
was one sex so prosperous and the other so poor? What effect has
poverty on fiction? What conditions are necessary for the creation of
works of art?” (Woolf 2007[1928], pg. 15)

“Meeting new challenges always requires things to be This quote is another great example of Woolf “challenging the
different than they currently are. You can't respond process.” There are ways we are “supposed” to act in society, things
with the same old solutions. You must change the that are acceptable and are not, and sometimes we need to take a
status quo, which is what people did in their Personal- deeper look and decide what the purpose is and if that purpose is just.
Best Leadership Experiences.” (Kouzes and Posner 2017,
pg. 148)
As leaders we need to understand that change is a good
thing, and it is inevitable. When I was younger, I
struggled with change (and sometimes still do), but the
older I get, I realize that if you do not embrace change
you get left behind. In leadership positions we can bring
about positive change and solutions while also helping
get through the negative changes that cannot be
avoided.
“For groups, as well as for individuals, life itself means to
separate and to be reunited, to change form and condition,
to die and to be reborn. It is to act and to cease, to wait
and rest, and then to begin acting again, but in a different
way.” (Van Gennep, 1961[1909], pg. 189)

I never truly understood what a rite of passage was until

reading parts of “The Rites of Passage.” Now I see how
important they are so that we may separate and recognize
important stages of our lives. As leaders we can make rites
for new team members that are adjusting to their new job,
help people move through big life events, and much more.
We can also take part in and recognize these rites of
passage so we can better adapt to change.

WEEK 7: CHALLENGE
THE PROCESS
(CONT’D)
TRIUMVIRATE (CO-MENTORING TEAM)
QUOTES & REFLECTIONS:
“I
just thought of that because that might not be
something that people can necessarily see… but it is
definitely something that I can tell where I have
changed and started a new life.” – Hannah Sekovski
Before this quote Hannah was discussing how her Yoga certification journey in Europe
was a rite of passage for her. I chose it because I like how she explained that she
recognized it as a new chapter in her life and that while she noticed it, it was not some
big event that other people probably recognized was so life changing to her. Before this
week’s class I only thought of rites of passages as big events like weddings or having
some big journey to come of age. Hannah’s perspective on rites of passage helped me
realize that we go through many of these rites without fully realizing it ourselves, and
outsiders even more so. As a leader I believe we need to recognize rites of passage going
on around us and encourage people to talk about previous rites.
WEEK 8: ENABLE OTHERS TO ACT

“You can't achieve anything new or extraordinary by doing things

the way you've always done them. You have to test unproven
strategies. You have to break out of the norms that box you in,
venture beyond the limitations you usually place on yourself and
others, try new things, and take chances.” (Kouzes and Posner
2017, pg. 171)

Part of enabling others to act is by creating something that they

want to be a part of. Personally, if I am not excited about my work,
no matter how motivating my leader/manager is, I am not going
to be fully dedicated. If a leader can show that the work has
purpose, is new and exciting, I am going to go above and beyond.
The challenge I am trying to figure out is how this can be applied
to jobs that are mundane and not life changing.
“We have seen that an individual is placed in various sections of
society, synchronically and in succession; in order to pass from
one category to another and to join individuals in other sections,
he must submit, from the day of his birth to that of his death, to
ceremonies whose forms often vary but whose function is
similar.” (Van Gennep, 1961[1909], pg. 189)

It is interesting to me that regardless of culture or time period,

humans have some form of rites of passage. While they can
differ greatly, they all go through the three stages that separate
your old self from your new self.

WEEK 8: ENABLE OTHERS

TO ACT CONT.
“A society is similar to a house divided
into rooms and corridors. The more the
society resembles ours in its from of
civilization, the thinner are its internal
partition and the wider and more open
are its doors of communication.” (Van
Gennep, 1961[1909], pg. 26)

WEEK 8: ENABLE OTHERS TO

ACT (CONT’D)
 WEEK 8: ENABLE OTHERS TO ACT (CONT’D)
“Negativity can quickly become pervasive and contagious,
stifling performance. Appreciate that there are outside
influences affecting the situation—many of which you had no
control over. Reframe the outcome, emphasizing what people
are accomplishing and learning in the process. (Kouzes and
Posner 2017, pg. 179)

I see how the mood of the leader/manager can affect those

under them every day at work. If my manager or shift supervisor
is in a bad mood, it brings our whole teams vibe down. Part of
enabling others to act means uplifting them and setting the
tone, so when I am in a leadership position again one of my
main focuses will be to not let my mood bring down those
around me.

To what extent does this person actively listen when

communicating with you?
-To enable others to act we need to know their wants, needs,
and concerns. We cannot accomplish this without active
listening.
WEEK 7 AND WEEK 8 “WRAP-UP”:
There were a few major themes for week’s 7 and 8. The first is challenging the process – as leaders if we want to be
innovative and create positive change, we must not just follow the norms. Virginia Woolf is a fantastic example of a
leader who challenged what was the norm at the time. Second, an important theme focused on in week 8 was rites of
passage. At first, I did not think these rites to be related to leadership, but now I realize they are integral if we want to
help our followers' transition through big changes in their lives. Finally, enabling other’s to act was a core theme.
Enabling others to act as a leader can mean many things, but for me I primarily think of it as creating an environment
where followers can be the best they can be, creating a vision they can be excited about, and coaching them rather than
barking orders.
Favorite quotes from week’s 7 and 8:
“Literature is open to everybody. I refuse to allow you, Beadle though you are, to turn me off the grass. Lock up your
libraries if you like; but there is no gate, no lock, no bolt, that you can set upon the freedom of my mind.”(Woolf
2007[1928], pg. 41)
“You can't achieve anything new or extraordinary by doing things the way you've always done them. You have to test
unproven strategies. You have to break out of the norms that box you in, venture beyond the limitations you usually
place on yourself and others, try new things, and take chances.” (Kouzes and Posner 2017, pg. 171)
“For groups, as well as for individuals, life itself means to separate and to be reunited, to change form and condition, to
die and to be reborn. It is to act and to cease, to wait and rest, and then to begin acting again, but in a different way.”
(Van Gennep, 1961[1909], pg. 189)
WEEK 7 AND WEEK 8 “WRAP-UP” CONT’:
Working for a very large company like Starbucks means that virtually everything has a
“standard” way of doing things. Thus, innovation/challenging the process is generally not
looked at in a positive way in the lower levels of the organization. As a new shift
supervisor, this was hard for me to swallow, because working there for many years as a
barista, I saw things that could be done better. Luckily, I transferred to a new store where
my manager was much more accepting of new ideas and thought of these standards as
more of a basic guideline than a strict rule. Because of this, I was able to tailor the way I
ran my shifts to what worked for me and my team, which made us much more successful.
Even being one of the busiest stores in the district, my team could close the store in less
time than given (saving labor) and letting us get home earlier. Because of this, my manager
at the time (who is now a corporate manager) was able to share some of the ways we
worked to the higher-ups. If she had not been open to challenging the process, enabling
me to act, and giving me a sort of rite of passage to becoming a leader, things would have
remained the same.
WEEK 9: DEMONSTRATE UBUNTU
“In a more collective society, we realize, from the inside, “It is not only through other people that we get to
that our own well being is deeply tied to the wellbeing of experience our humanity, but through all the creatures
others.” (Varty, 2013, 8:50) that live on this planet.” (Varty, 2013, 12:05)
This quote made me wish that I lived in a more collective I love all animals and light up whenever I am around
society. My emotions definitely fluctuate based on the them. It’s easy for me to see how all creatures affect
emotions of those around me, so I feel that being in a our wellbeing, as whenever I am in nature I feel much
culture that helps each other more would make me more at peace. Having animals, plants, etc. at home
happier. As leaders we need to remember this so we can and at work also do a lot for my overall mood.
make sure we affecting others in a positive way rather
than negative.
WEEK 9: DEMONSTRATE UBUNTU (CONT’D)
“Leaders from all professions and economic sectors “Leaders accept and act on this paradox of power:
around the globe consistently appreciate that ‘You can't you become more powerful when you give your
do it alone.’ Exemplary leaders understand that to create power away.”
a climate of collaboration, they must determine what
(Kouzes and Posner 2017, pg. 221)
the group needs to do their work, and build the team
around a common purpose and with mutual respect.” Helping others also helps ourselves. Even if I spend
extra time helping develop someone on my team,
(Kouzes and Posner 2017, pg. 197)
ultimately that is going to pay off for me in the long
Without followers we are not leaders. Leadership is all run (as well as them). Giving to others strengthens
about the interactions we have with our followers and our relationship with them, and much of our
how we help them. If our goals are only personal, why happiness and success seems to come from the
would anyone follow us? In my view, goals and purpose relationships we have with others. Even if I found
should be centered around having the best outcomes we monetary success by screwing over others, how
can for our stakeholders. happy would I really be in the end?

How open is this leader to other perspectives and counter-arguments during

meetings? Please provide an example or two.
-A leader does not have all the answers. They must be open to outside ideas and
enlisting the help of others. For the best solutions, we need to remember our shared
humanity.
WEEK 9: DEMONSTRATE UBUNTU
(CONT’D)
“To appreciate fully the institutions of total prestation and the
potlatch we must seek to explain two complementary factors.
Total prestation not only carries with it the obligation to repay
gifts received, but it implies two others equally important: the
obligation to give presents and the obligation to receive them.”
(Mauss 1966, p. 11)

The obligation to give gifts inherently seems negative but I

believe it is not. This obligation forces us to think about who we
care about most, and how important our relationship is. For me,
gift giving is an opportunity to think about a person I care about
and how I can make them happy. When I feel obligated, it’s
because they have done the same for me, and that makes me
very lucky.
 WEEK 9: DEMONSTRATE UBUNTU
(CONT’D)
“The pattern of symmetrical and reciprocal rights is not difficult to
understand if we realize that it is first and foremost a pattern of spiritual
bonds between things which are to some extent parts of persons, and
persons and groups that behave in some measure as if they were
things.” (Mauss 1966, p. 11)

“…the exchange of presents did not serve the same purpose as trade or barter in
more developed communities. The purpose that it did serve was a moral one. The
object of the exchange was to produce a friendly feeling between the two persons
concerned, and unless it did this it failed of its purpose.” (Mauss 1966, p. 18)

I find gift giving to be one of the easiest ways to show you care about your
relationship with someone. It does not have to be extravagant, but it does have to
be thoughtful. When I give gifts, I think hard about something they mentioned in
the past that they wanted/needed or something that is sentimental to our
relationship. While I do agree with “it’s the thought that counts,” I see that phrase
meaning it is the effort put into the gift, not just remembering to grab them
something that has no meaning.
TRIUMVIRATE (CO-MENTORING TEAM) QUOTES &
REFLECTIONS:
“I am such a feeler, like I pick up on everybody's emotions in their rooms and if somebody
else isn't doing well. I will feel it and then it's the most annoying things and by proxy, I'm
not doing well.” – Hannah Sekovski
Hannah chose a quote to share from a Ted Talk on Ubuntu which led to this quote. I loved
it because I think it captures the spirit of Ubuntu, which is a word I understand as humanity
or the connection we share. Like Hannah, I am easily affected by the emotions of those
around me. If I feel like someone is not doing well, it is hard for me to be cheerful or ignore
it unless I try to help in some way, or at least let them know I am there for them. I think
that as leaders we need to recognize how much our emotions can affect those around us,
because if we are in a bad mood, there’s a good chance it will put others in a bad mood as
well. On the other side, if we are positive, encouraging, upbeat, etc., there’s a good chance
we can positively influence the emotions of those around us.
WEEK 10: WELCOME
POSSIBILITIES/OPPORTUNITIES TO DO today (in the…FUTURE!):
1. Challenge the Process by reading
Reveille for Radicals by Saul Alinsky
2. Enable Others to Act by Supporting
and Providing Opportunities
“With a hardy attitude, you can transform stressful events into positive
opportunities for growth and renewal. What's more, you can help your team
feel the same way.” (Kouzes and Posner 2017, pg. 177)
Recently at work, many of my coworkers quit because of our stressful work
environment and lack of support from management. My old manager was let
go, which led to more uncertainty and stress for all of us, but also hope. A new
manager and assistant manager got transferred to our store and really brought
us all back up, renewing our positivity and getting us excited for the future.
They sat with us one on one to hear our concerns while genuinely listening and
making real changes. After words, even when things got stressful, we were all
so much more positive and supportive oof one another. Attitude is huge, and
having a manager with a bad attitude or that has given up can make everyone
else want to do the same, while a great leader can bring everyone up and
make them excited for the future.
WEEK 10: WELCOME POSSIBILITIES/OPPORTUNITIES
“Leaders make risk safe, as paradoxical as that might
sound. They turn experiments into learning
opportunities. They don't define boldness as primarily
go-for-broke, giant-leap projects. More often than
not, they see change as starting small, using pilot
projects, and gaining momentum. The vision may be
grand and distant, but the way to reach it is by putting
one foot in front of the other.” (Kouzes and Posner
2017, pg. 171)
There is risk in everything – including playing it safe.
Playing it safe has the risk of becoming obsolete and
getting surpassed by those willing to take a chance.
When I think of taking a chance or risk, I do not think of
it as being careless. I took a risk when I became an
officer in an ASU club because it could interfere with my
work and classwork. Because it was important to build
my career, I offset some of the risk by carefully planning
and not procrastinating on my schoolwork.
 WEEK 10: WELCOME
“Research also shows that people who can maintain a
POSSIBILITIES/OPPORTUNITIES
positive outlook are more creative and innovative because
they don't wallow in setbacks and disappointments. They
continue to be open to new possibilities. At a personal level,
they have lower rates of depression and cardiovascular
disease, and hence live longer.” (Kouzes and Posner 2017,
pg. 179)
Struggling quite often with anxiety, it is easy for me to see
how much it can affect your health. After doing CBT, I
learned how to reframe negative thoughts into healthier,
more positive ones. Since I have been better able to control
anxiety, I notice I am much more open to new opportunities
and am generally much more excited about the future
rather than dreading it. It has also become much easier to
shrug off negative experiences and keep moving forward.

How well does he/she demonstrate optimism to the team when

they are faced with a difficult challenge, setback, or failure? Please
explain with one or two examples.
-Part of welcoming opportunities means being open to risk and failure. If
something does not go as planned, it can be turned into a learning
experience or a new opportunity!
 WEEK 10: WELCOME
POSSIBILITIES/OPPORTUNITIES
“Convey a belief that many more victories are at hand and
be optimistic that good fortune will be with your team for a
long time. Bolster resilience as well by assigning tasks that
are challenging but within people's skill level, focusing on
rewards rather than punishments, and encouraging people
to see change as full of possibilities.” (Kouzes and Posner
2017, pg. 190)

I’m working towards becoming someone who gets excited

by change. It is a process, but I am getting there, and I want
to be able to share it with others. Change is inevitable, so
being afraid of change leads me to be very unhappy
because I am fighting against something that can’t be won.
At work, I find that trying to help others through change and
focus on the positives, that it in turn helps me react more
positively to it as well.
The theme for week 9 follows Ubuntu, or how we are connected to those around us. We cannot do
everything on our own, and it is important that we build lasting relationships. Building up others is just
important as building up ourselves, and like gift giving, has mutual benefit. Gift giving may give us a
sense of obligation, but we can look at that obligation as a positive thing. A society that feels
obligated to help each other and do things to maintain relationships is probably going to fare better
than one where everyone only cares for themselves. I want to be able to come back to these slides
and be reminded of the importance of caring for those around us, including animals and our planet.
Week 12 is focused on welcoming possibilities, opportunity, and change. If we see change as a
negative thing, we are going to be in a constant battle that we cannot win. If we see change as a
positive thing, we can constantly find new opportunities to grow, and possibilities that never would exist
if we stayed in a stagnant mindset. We can live much more happy and successful lives by being open
to change, and helping others learn to see new opportunities. I believe that a team that is open to
new possibilities and growth can accomplish anything and will always find ways to succeed (even if
that success comes as knowledge learned from failure).
Favorite Quotes from Week’s 9 and 10:
“In a more collective society, we realize, from the inside, that our own well being is deeply tied to the
wellbeing of others.” (Varty, 2013, 8:50)
“Leadersaccept and act on this paradox of power: you become more powerful when you give your
power away.” (Kouzes and Posner 2017, pg. 221)
“Witha hardy attitude, you can transform stressful events into positive opportunities for growth and
renewal. What's more, you can help your team feel the same way.” (Kouzes and Posner 2017, pg. 177)

WEEK 9 AND WEEK 10 “WRAP-UP”:

The concept of Ubuntu really hits home for me because I am very affected
by the emotions of those around me. If there is conflict going on between
my family, it often consumes me and makes me very stressed, sad, and
worried. If my family is getting along great, I am full of love and happiness
even in other areas of my life. I notice that when I find ways to bring
positivity into hard times, it helps myself just as much as it helps those
around me. Growing up very shy and anxious, change has been extremely
difficult for me. I always hated going back to school after summer, not
because I did not want to do schoolwork, but because I had to be in a new
environment, with a new teacher, and different students. This did not benefit
me in the slightest, and the older I get, the more I realize the importance of
embracing change. Now, I am getting very excited to moving in with my
girlfriend, starting a new job, and potentially moving out of state eventually
– all things that would have terrified me in the past. Embracing and getting
excited for these changes/opportunities not only helps me be a happier
person but has opened many doors for me and my career.

WEEK 9 AND WEEK 10 “WRAP-

UP” CONT’:
 Week 11: Feedback
“When you don’t let the employees vent, these
frustrations from their side can lead to them being
not productive, kind of just stopping being good
employees, and maybe even affecting other
employees on their team.” (Beek, 2004 1:43)
I chose this quote because it was relevant to a recent
situation at work with our manager. She would ask
for feedback, but when provided, she would get
defensive and always have an excuse. If she did listen
and take it in, we would still very rarely see her
implement that feedback. This led to our store
getting very frustrated and eventually it turned into a
big thing involving upper managers where she got let
go. If she had truly listened to and implemented
TO DO today: feedback given, it likely never would have escalated
❑ Be humble that far.
❑ Show appreciation
❑ Listen to Feedback
 Week 11 cont’d: Feedback
“Meaningful performance feedback often does not occur
because in most cases of poor performance, the root cause
is not what employees did or didn’t achieve, but rather the
how they did or didn’t do their job.” (Wolowyk, 2013
1:40)
I chose this quote because It pointed out how employees
are likely not slacking but are just doing their jobs
inefficiently which could be resolved with feedback. I have
seen many co-workers who work their butts off and are
exhausted, but are not being as affective as the person who
is more efficient because of planning, organization,
communication, etc. At my job, I see many baristas
constantly running back and forth doing one thing at a time,
when they could be grouping together tasks that are near or
relevant to each other. If they are open to feedback and
someone is willing to give it, they could be much more To what extent does this leader/colleague seek feedback
effective and less exhausted at the end of the day. outside of their team? Give an example or two, please.
-I think that it is important to receive feedback from many
different sources. An outside perspective can be a great thing if it
is carefully considered.
 Week 11 cont’d: Feedback
“A side benefit of making it easy for people to give “Researchers have found that people who seek out
you feedback is that you increase the likelihood disconfirming feedback (contrary to their self-
that people will accept honest feedback from you. perceptions) perform better (in this case, more likely
You must be sincere in your desire to improve to receive financial bonuses) than those who only
yourself, and you must demonstrate that you are listen to people who see their positive qualities.”
open to knowing how others see you. However, (Kouzes and Posner 2017, pg. 81-82)
keep in mind that if you don't do anything with the
feedback you receive, people will likely stop giving
it to you.” (Kouzes and Posner 2017, pg. 83-84)
I have always found it easier to take feedback from
someone who I know will listen to my feedback as
well. Someone who takes feedback, even from those
working under them, always appears more intelligent
to me because they are willing to learn and change.
My past Starbucks manager did not do anything with
feedback given, and as a result, most of us did not
take feedback well from her either because it felt
hypocritical.
TRIUMVIRATE (CO-MENTORING TEAM)
QUOTES & REFLECTIONS:
“…my manager is very… She's, she's great at documentation and documentation is not my thing. So
I appreciate that she thinks I need to make a project plan for everything, but I will not succeed in
making a project plan. And I'll just spin on it. So it's like she gives me the feedback, and at this
point, we've worked at it for six years. I’m not connecting with emotionally anymore. It's like, I
need something different or I needed it to come across different” – Todd Sanborn
Here we were discussing one of the 360-degree assessment videos that was talking about feedback and lead
to Todd this quote about his manager. I think that it is a great reminder that everyone both works differently
and takes feedback differently. If we try a one-size-fits-all approach, we are likely not going to be effective
like Todd’s manager. Sometimes we need to realize that it is okay for people to do tasks in ways that work for
them if it is not affecting the task itself or harming anyone. A long-time friend of mine, Tina, that now works
in Starbucks corporate center told me of a similar situation. She does not do well with project plans and
lengthy task lists. Her old manager would get upset that she had sticky notes all over her desk, and would set
reminders in “strange” ways, rather than do it his way. They always clashed and she was less motivated
because of it. Her new manager sat down with them each one by one to tell her their expectations and
whatnot, and surprisingly she was open to her working in the way that worked best for her. She not only
listened to concerns and feedback but put them into affect. Because of this, Tina told us that her team was
much happier and more effective.
Week 12: Personalize Recognition
“Remember that what you reinforce will be what receives the most attention.
You have to keep score for people to know how they're doing and to improve
how they're doing it. You also must reward the appropriate behavior if you
expect people to repeat it.” (Kouzes and Posner 2017, pg. 91)
I find that balance is best when it comes to “keeping score” of people. If you
keep score too much, it can make them feel like they are always being
watched/judged which could reduce happiness and creativity at least. You also
obviously need to know what is going on in your team/organization so you may
praise and reward those doing well, as well as correct and coach those that need
it. Regarding reinforcing behavior, focusing on rewarding good behavior always
encouraged me to do my best. If only the negative behavior is focused on, I lose
motivation and often just find the easiest way to get around the negative
behavior instead of going above and beyond.

TO DO today:
❑ Create occasions to celebrate
❑ Make employees feel supported and included
❑ Create a fun, happy work environment
❑ Publicly recognize those going above and beyond
Week 12 (cont’d): Personalize Recognition
“Goals give recognition context. They give people something to strive for, something important to attain—for
example, coming in first, breaking a record, setting a new standard of excellence. Goals enhance the significance of
recognition because the acknowledgment is for something a person accomplishes or exemplifies.” (Kouzes and
Posner 2017, pg. 255)
Without goals, work and life just feel monotonous. I have a really hard time working at jobs where you do the same
thing every day with no end in sight. It has begun to feel this way at Starbucks, because nobody is awarded for hard
work, and promotions are a joke and often high-level positions are now outsourced. My manager has not done
employee of the quarter bonuses for a while now, raises are not based on merit and are basically a joke, and even
when I was promoted, the raise was not worth the amount of extra work and stress. If organizations want employees
to stay motivated, they must provide goals that come along with recognition, other wise many people will start to do
the bare-minimum to not get fired.

In what ways has this leader recognized the individual contributions

of team members in recent weeks?
-While team celebration is certainly important, we also must remember to
recognize individuals that are going above and beyond.
Week 12 (cont’d): Personalize Recognition
“If you're going to personalize recognition and make it feel genuinely special, you'll
have to look past the organizational diagrams and roles people play and see the
person inside. You need to get to know who your constituents are, how they feel,
and what they think.” (Kouzes and Posner 2017, pg. 262)

For me to truly trust and respect a manager or leader, I must believe that they care
to know at least a bit about me on a personal level. I was with a manager for over
three years and it was not until right before she left that she found out I played
drums and was in a band. For something that is such a big part of my life and that
all my coworkers knew about, you would think she would too. Even if she would ask
me personal questions, I would know she forgot because she would ask me the
same one a week later. I never fully trusted or confided in her because so much of
her “nice-ness” seemed fake.

Extend Show Concern

Trust to for Problems Listen!!!
Others and Aspirations
WEEK 11 AND WEEK 12 “WRAP-UP”:
The two main themes for weeks 11 and 12 were Feedback and Personalizing Recognition. I see self-reflection and listening as
two of the most important qualities in a leader because they directly relate to how well you can grow and adapt. Being able to
both give and receive feedback in a constructive way is imperative to growth and assessing how we can do better for those we
are leading and following. If you think you are perfect and never need to change, what incentive do you have to grow and do
better? Personalizing recognition is important because people are motivated in different ways. Some people are self motivated
and may just want monetary gains for going above and beyond and commitment. Others may be more motivated by being
publicly acknowledged and feeling appreciated on their team.
Favorite quotes from week’s 11 and 12:
“Goals give recognition context. They give people something to strive for, something important to attain—for example, coming
in first, breaking a record, setting a new standard of excellence. Goals enhance the significance of recognition because the
acknowledgment is for something a person accomplishes or exemplifies.” (Kouzes and Posner 2017, pg. 255)
“A side benefit of making it easy for people to give you feedback is that you increase the likelihood that people will accept
honest feedback from you. You must be sincere in your desire to improve yourself, and you must demonstrate that you are open
to knowing how others see you. However, keep in mind that if you don't do anything with the feedback you receive, people will
likely stop giving it to you.” (Kouzes and Posner 2017, pg. 83-84)
“If you're going to personalize recognition and make it feel genuinely special, you'll have to look past the organizational
diagrams and roles people play and see the person inside. You need to get to know who your constituents are, how they feel,
and what they think.” (Kouzes and Posner 2017, pg. 262)
WEEK 11 AND WEEK 12 “WRAP-UP”
CONT’:
I feel like my past five years at Starbucks have shown me the
types of leaders I do not want to be. Out of the 5 different store
managers I have had, only one listened to feedback, adapted to
it, and provided feedback in a great way. He was also fantastic
about getting to know us on a personal level, and still keeps in
touch even though I have not worked with him for many years
now. Every other manager I have had has basically stuck to the
“my way or the highway” approach and does next to nothing
for morale. The last two years, no birthdays or anniversaries
have been celebrated, no partner of the quarter
awards/bonuses, or internal promotions have happened at my
store. The partners do not feel supported or appreciated, and
our store has been a mess because of it. I want to be the type
of leader that can adapt to feedback given by my followers and
leaders so I can be the best I can for them. I also want them to
be motivated, supported, and happy!
 “Big Picture” 12 Week wrap-up
Being an effective leader that cares about the well-being of those around them is a lot of work. To keep up, we need to be
continuously growing and enlisting the help of others. Our job is not to boss people around and give orders, but rather to
inspire, uplift, coach, and have a vision for ourselves, followers, and organization. Trust is a huge aspect of leadership, and
sometimes we need to give it before we will receive it. My goal as a leader is to help those around me become leaders of
their own and help them love and be passionate about their career. I plan to take what I have learned from this class and
others to be the best leader I can be and show the world that you can be an effective leader while being kind, caring, and
passionate.

A video that always inspires me!

Randy Pausch’s last lecture: Achieving Your
Childhood Dreams
Authors of Quotes Slide(s)
Beek, Mike ………………………………..56
Gennep, Arnold van …………………...36, 39, 40
Hannah Sekovski………………………...33, 49
Horwitz, Tony (re. Capt. Cook)………..24, 25, 26
Homer (The Odyssey) …………………..14, 15
Jobs, Steve………………………………..46
Kouzes and Posner (6th ed.)……………4, 5, 6, 7, 8, 9, 10, 14, 15, 16, 18, 19, 24, 25, 29, 30,
35, 38, 41, 46, 50, 51, 52, 53, 58, 60, 61, 62
Mauss, Marcell …………………………..47, 48
Thug Notes………………………………..16, 20
Todd Sanborn…………………………… 17, 27,59
Varty, Boyd ……………………………... 45
Wolowyk, Sheryl………………………….57
Woolf, Virginia ………………………… 34, 35
 References (Works Cited)
*360 Degree* (Performance Appraisals) [Video file]. (2013, March 8). Retrieved September 23, 2020, from http://www.myhrpro.ca

Gennep, A. V. (1961 [1909]). The Rites of Passage. London: Routledge.

Homer, ., & Lattimore, R. (1967). The Odyssey. New York: Harper & Row.

Homer's Odyssey - Thug Notes Summary and Analysis [Video file]. (2013, October 15). Retrieved August 26, 2020, from

https://www.youtube.com/watch?v=qf3XrZW2o4I

Horowitz, T. (2002). Blue Lattitudes: Boldly Going Where Captain Cook has Gone Before. Waterville, ME:Thorndike Press.

Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen in

Organizations. Hoboken, NJ: John Wiley & Sons.

Mauss, M. (1966 [1925]). The Gift: Forms and Functions of Exchange in Archaic Societies. Translated by Ian Cunnison. With anIntroduction by E.E. Evans-

Pritchard. London: Cohen & West.: https://archive.org/details/giftformsfunctio00maus

Use 360-degree Feedback to Give Your Employees a Voice [Video file]. (2004, August 4). Retrieved September 22, 2020, from http://essessments.com

Varty, B. (2013, December). What I learned from Nelson Mandela. Retrieved September 16, 2020, from

https://www.ted.com/talks/boyd_varty_what_i_learned_from_nelson_mandela

Woolf, V. (2007 [1928]). A Room of One’s Own. Assessment of Leadership Effectiveness (OGL 360) course document with the full text downloaded March 31,

2018 from Project Gutenberg Australia: http://gutenberg.net.au/ebooks02/0200791h.html