Essay On Making A Difference Through My Values As A Leader

COVER STORY

Essays on Leadership

Bauer College Students, Faculty, Staff & Alumni Reflect

Intro By Jessica Navarro
Photography by Nicki Evans

It’s right there in the Bauer College mission statement — capitalizing on the business and professional strengths of the Houston community, the mission of the C. T. Bauer College of Business is to conduct research that will shape and address new business realities and to prepare our students for responsible leadership worldwide.

These days, the notion of what makes a good leader is up for debate. Should leaders take action now and ask questions later? Should leaders fade into the background in favor of building their team? How do leaders become leaders? Are certain people born with the attributes for leadership, or can those skills be taught and cultivated?

We enlisted the help of several Bauer students, faculty, staff and alumni to share their perspectives on leadership in the following series of essays, answering the question, “What does leadership mean to you?”

JAMIE BELINNE
ROCKWELL CAREER CENTER ASSISTANT DEAN FOR CAREER SERVICES

BIO: AS ASSISTANT DEAN FOR CAREER SERVICES, BELINNE LEADS BAUER COLLEGE’S ROCKWELL CAREER CENTER. SHE IS ALSO PRESIDENT AND FOUNDER OF THE MBA CAREER SERVICES & EMPLOYER ALLIANCE (MBA CSEA) AND IS A FREQUENT SPEAKER AND TRAINER FOR LOCAL, NATIONAL AND GLOBAL COMPANIES ON TOPICS RELATED TO CONFLICT RESOLUTION, NEGOTIATIONS, INTERPERSONAL EFFECTIVENESS AND CAREER DEVELOPMENT.

LEARN MORE: ROCKWELL CAREER CENTER →

Leadership has little to do with title and authority, and much to do with influence and inclusiveness. Over the years, I have been fortunate to meet many leaders I admire whose work and style have inspired me to be a better person and a better leader. They all have the same basic characteristics in common.

THE BEST LEADERS ARE THE BEST LISTENERS.”

Listening: First and foremost, the best leaders are the best listeners. (This is supported by much research.) I don’t just mean sitting quietly. I mean truly trying to understand the ideas and perspectives of others, which is harder than it sounds! Seek out feedback and opinions different from your own. The better you understand the thoughts and ideas of another, the easier it is to find both innovation and common ground to move forward. People can’t truly listen to your ideas until they believe you have heard and understood theirs, anyway.

Including: Embrace different styles and perspectives to find the best in each individual around you, rather than surrounding yourself with people just like you. If you value each person as a unique individual, they are more likely to share their best gifts and efforts when working for you. Also, create a safe space where people feel supported, even when they disagree.

Appreciating: Make time to thank everyone who has helped you along the way. It’s amazing how much more people are willing to do when they know their hard work is being noticed and appreciated. When you are willing to show gratitude and share success celebrations, it becomes easier to request and receive help from others, which is critical to anyone’s success. Nobody makes it to the top alone!

NOHA SAHNOUNE (BBA ’15, MSACCY ’16)
CORPORATE FINANCIAL ANALYST AT EXXONMOBIL

BIO: SAHNOUNE IS A FINANCIAL ANALYST AT THE EXXONMOBIL CORPORATION. SHE IS A TWO-TIME BAUER COLLEGE ALUMNA, AND THROUGHOUT HER UNIVERSITY CAREER, SAHNOUNE SERVED AS A STUDENT AMBASSADOR AND A MEMBER OF THE UH HONORS COLLEGE AND COMPLETED THE TED BAUER LEADERSHIP CERTIFICATE PROGRAM. SHE INTERNED AT EXXONMOBIL, DELOITTE AND NASA, AND ON CAMPUS, SHE LED AN ORGANIZATION FOCUSED ON THE PROFESSIONAL DEVELOPMENT OF WOMEN IN THE CORPORATE WORLD AND CONDUCTED RESEARCH IN BAUER’S DEPARTMENT OF MANAGEMENT.

To be a leader is to do what is uncomfortable for the benefit of the people, places and things around you — and in my time at Bauer College, that involved constantly weighing the risks of putting myself out there and failing miserably, looking like a complete fool – versus speaking my mind and heart to add value to something greater than myself (while remaining to appear a complete fool, I’m certain).

Needless to say, the latter always won out.

LEADERSHIP IS TAKING EVERYTHING THAT YOU DO ONE STEP FURTHER, TO SEE HOW FAR YOU CAN GO AND HOW FAR YOU CAN TAKE OTHERS ALONG WITH YOU.”

For me, five years at Bauer College had the potential to be five years of classes, of immense fear of rejection, of swallowing hard before I spoke, of choking on my own words, and of doubting everything I knew because I didn’t think I was strong in my own skin. And that is exactly how my journey began.

But five years at Bauer College quickly became about throwing myself into any opportunity to grow where I felt weak. I constantly sought support and advice from my professors and peers, and I embraced the discomfort of growth to prove to myself that I was capable — and that on any standing in any arena, I would be good enough to compete.

And the way that it turned out, is that five years at Bauer College became five years of remarkable classes, of one presidency of the Bauer Women Society, one year in the Ted Bauer Leadership Certificate Program, one year at NASA, one semester at Deloitte and ExxonMobil, one bachelor’s degree, one master’s degree, and one girl who wore the cap and walked the stage and proved to herself that she could.

There were some tough lessons learned along the way. Leadership is not about telling others what to do, and certainly not about taking it all into your own hands. It is about doing the right thing at all times, to stay true to what you believe in, to empower the people who believe and look up to you, and to remember that your life is a testament to something greater than, well, you. In the real world, and as a student, it is easy to become complacent — to work the hours, to study for an exam, to keep your head down, and do what is expected and no more. When I think back on my times at Bauer College, I often wonder what I could have done better to leave an impact. In retrospect, what I have learned is to do more. To be more. Leadership is taking everything that you do one step further, to see how far you can go, and how far you can take others along with you.

Through my experiences and observations of the world at large, my perspective on what it means to be a leader continues to evolve, but what I know to be true will always stay the same.

Do the right thing.

Do everything to the best of your ability. And do what you can to leave something better for the world behind.

HILARIO “ELI” YANEZ
MANAGEMENT INFORMATION SYSTEMS AND SUPPLY CHAIN MANAGEMENT SENIOR

BIO: YANEZ GRADUATES THIS SPRING AND WILL TAKE A FULL-TIME JOB AS A CONSULTING ANALYST WITH ACCENTURE. HE IS A FIRST-GENERATION COLLEGE STUDENT AND SERVED AS PRESIDENT OF THE BAUER COLLEGE MANAGEMENT INFORMATION SYSTEMS STUDENT ORGANIZATION (MISSO). IN HIS FINAL SEMESTER, YANEZ WAS AWARDED THE UNIVERSITY OF HOUSTON’S DEAN’S AWARD ALONG WITH THE TED BAUER LEADERSHIP AWARD FOR HIS FOR COMMITMENT THROUGH SERVICE, LEADERSHIP, AND SPIRIT AT THE UNIVERSITY OF HOUSTON.

Many times, we stereotype what leaders are, and we often think we are not capable of being a leader ourselves. I believe that everyone in this world has the ability to lead, no matter where they come from, how they look or how old they are. You don’t have to wait to be a leader of an organization, be the smartest in your group or be the most confident to lead. You can start now! All you have to do is look around and find a way to make a difference.

EVENTUALLY, THE MORE YOU MAKE A DIFFERENCE AROUND YOU, THE MORE PEOPLE ARE GOING TO FEEL THE PRESENCE OF LEADERSHIP IN YOU, WITHOUT YOU HAVING TO SPEAK A WORD.”

Every day before I leave the house, I ask myself: “How am I going to make a difference?” This question has always helped me lead with purpose, without falling into the stereotype of what people consider a leader. I have learned that every day, I find myself with opportunities to make a difference to my family, friends and colleagues. A small, yet powerful, example of this is that I look for opportunities to acknowledge people and ask how they are doing. This has opened many doors for me to get to know someone, but most importantly, I let them know that I am here to help them with any difficulties they are facing.

At the end of the day, it doesn’t matter how small a difference it may seem to you, but to someone else, it could mean the world. Eventually, the more you make a difference around you, the more people are going to feel the presence of leadership in you, without you having to speak a word. I encourage and challenge you to start leading today by asking yourself: “How am I going to make a difference?”

SALEHA B. KHUMAWALA
PH.D., CPA, GGMA; ROBERT GRINAKER PROFESSOR OF ACCOUNTING;
FOUNDING DIRECTOR, SURE™ PROGRAM

BIO: KHUMAWALA TEACHES AND CONDUCTS RESEARCH IN THE FIELD OF GOVERNMENT AND NONPROFIT ACCOUNTING, WITH A FOCUS IN MICROFINANCE. SHE HAS BEEN PUBLISHED IN PRESTIGIOUS JOURNALS, INCLUDING THE ACCOUNTING REVIEW, JOURNAL OF ACCOUNTING AND PUBLIC POLICY AND OTHERS. SHE LEADS THE SURE™ (STIMULATING URBAN RENEWAL THROUGH ENTREPRENEURSHIP) PROGRAM AT BAUER COLLEGE, ENLISTING BAUER MBA STUDENTS TO SERVE AS CONSULTANTS TO ASPIRING ENTREPRENEURS WHO ALSO RECEIVE TRAINING AND ACCESS TO CAPITAL.

LEARN MORE: SURE™ Program →

As a visionary and founding director of the SURE™ Program, leadership to me has always been about empowering the people I work with.

These are the Bauer students in my courses, entrepreneurs from underserved communities in Houston that are part of the SURE™ Program, and my staff and teaching assistants who work alongside me to make this program a huge success.

TO ME, LEADERS ARE ‘HOSTS,’ NOT ‘HEROES.’”

I am very passionate and enthusiastic about my work, which is the genesis of my greatest strengths. I thus feel committed and responsible and a sense of moral obligation for excelling at everything I do — dotting every ‘i’ and crossing every ‘t’ to the point of being a workaholic. In the process, I am always partnering with other thought leaders to learn, discover new approaches and consider new concepts. I solicit feedback for improvement, and implementing these changes builds greater rapport and simultaneously, their confidence and self-esteem, giving them a sense of accomplishment.

I firmly believe that recognizing the potential of every individual and offering genuine support and sincere encouragement, even at small improvements, goes a long way in their development. Their growth and success is my greatest accomplishment. To me, leaders are “hosts,” not “heroes.”

BRITNEY HUDSON
PROGRAM DIRECTOR

BIO: IN HER ROLE, HUDSON IS RESPONSIBLE FOR PROGRAM LOGISTICS FOR BAUER COLLEGE EVENTS AS WELL AS DAILY OPERATIONS FOR THE DEANS. SHE HAS WORKED AT BAUER SINCE 2010 IN DIFFERENT ROLES, INCLUDING PROGRAM MANAGER WITHIN THE COLLEGE’S OFFICE OF GRADUATE AND PROFESSIONAL PROGRAMS.

Stephen Covey is famously quoted as saying, “What you do has far greater impact than what you say.” This has had more influence on my view of leadership than any list of top qualities or formulas to follow to be a successful leader.

A LEADER IS NOT BOUND TO A TITLE OR POSITION. ANY ONE PERSON CAN BE A LEADER AT A GIVEN TIME WHEN LEADERSHIP IS NEEDED.”

Experience has shown me that leadership is about integrity, being authentic in your failures and successes, being committed to a purpose greater than yourself, and being accountable for your actions.

Leadership is also about having the courage to do what is needed and understanding it focuses on the development of others. A leader is not bound to a title or position. Any one person can be a leader at a given time when leadership is needed. It’s being able to help build confidence in someone that when the going gets tough, you’ll be in the trenches with them, encourage them to take on the task at hand, and be there to help them through.

At the end of the day, leadership is more about others than it ever is about you. If someone can work with you and leave a better person, having had the opportunity to grow and learn, that to me is leadership. It's not in the accolades for a job well done—it’s the person in the background, celebrating the achievements of others and knowing that you had a part in helping them develop to reach their potential.

ALEJANDRO SANOJA
MBA CANDIDATE

BIO: BORN AND RAISED IN VENEZUELA, SANOJA IS PURSUING AN MBA FROM BAUER COLLEGE, POISED TO GRADUATE THIS YEAR. HE EARNED AN UNDERGRADUATE DEGREE IN ECONOMICS FROM UNIVERSIDAD METROPOLITANA AND HAS FOCUSED HIS PROFESSIONAL CAREER ON FINANCE, WITH EXPERIENCE IN FINANCIAL CONSULTING, INVESTMENT BANKING AND COMMERCIAL PLANNING. DURING HIS TIME IN THE BAUER MBA PROGRAM, SANOJA HAS SERVED AS A STOCK ANALYST FOR THE COLLEGE’S COUGAR INVESTMENT FUND.

If good artists copy and great artists steal, then good leaders take the initiative and great leaders follow.

We all have what it takes to be great leaders because we have been following the greatest leader of all for most of our lives. This leader was there with us to guide our first steps, supported us and gave us the courage to create our own path. This leader had the patience to repeat the lessons until we learned. This leader has our interest above everything else, even themselves.

THE GREATEST LEADER OF ALL … IS A MOTHER.”

That leader, the greatest leader of all, would even give their life for us. To me, that leader is a real superhero. You all know this leader very well, and you call her mother.

Those first steps of our own path of leadership have led all Bauer students to another great leader. This new leader doesn’t have a human form but has the biggest heart of all, a heart with the reddest blood you have ever seen. It is a blood that flows thanks to the efforts of every individual in its system. Staff, students and faculty play a key role in the leadership creation process.

For at least two years, we have all been infused with this reddest blood — the lifeblood of being a Bauer student. Now, it is on us to make the most of what we’ve learned by following these great examples of leaders.

I am grateful for everything my mother did for me, which led me to Bauer. I haven’t graduated yet, and I can already tell being here has changed my life. I look forward to doing whatever it takes—leading or following—to change lives as much as my mother and Bauer College have changed mine.

TA-LUNG LIN
DEVELOPMENT OFFICER

BIO: A NATIVE OF HOUSTON, LIN IS A GRADUATE OF THE PROGRAM FOR EXCELLENCE IN SELLING AT BAUER COLLEGE, WHERE HE EARNED A BBA IN MARKETING. HE HAS MORE THAN 12 YEARS OF SALES EXPERIENCE IN DIFFERENT INDUSTRIES, INCLUDING INDUSTRIAL PRODUCTION AND SPORTS SPONSORSHIPS.

When you think of great leaders, whether in business, sports or politics, who comes to mind? Winston Churchill, Jack Welch, Peyton Manning? Regardless of your individual opinions on each person, we can all agree that they led their respective country, organization and teams through great adversity, coming out on top. In addition, what do all three have in common? They led by example and had the unique ability to energize others. If a leader wants their team to function at their best, they too have to be at their best.

LEADERS LEAD BY EXAMPLE AND HAVE THE UNIQUE ABILITY TO ENERGIZE OTHERS.”

Leadership to me means the ability for a leader to sympathize with their team on the difficulty of the task they are asked to do and find ways to inspire them to reach the stated goal. A great leader informs their team of what is expected and what needs to happen, then digs down in the trenches with them to help reach it. No one likes an individual that barks out orders then sits back while the rest of the team does the work before taking credit for all the accomplishments. Actions like that don’t motivate — they create discontent.

Think about the people in your lives or those you’ve studied that you want to emulate. Those are leaders. They inspire you to do more.

LEANNE ATWATER
PH.D., MANAGEMENT PROFESSOR

BIO: ATWATER RECENTLY ENDED A SIX-YEAR TERM AS EDITOR-IN-CHIEF FOR THE WORLD’S LEADING ACADEMIC LEADERSHIP JOURNAL, LEADERSHIP QUARTERLY. SHE TEACHES CLASSES IN LEADERSHIP AND ORGANIZATIONAL BEHAVIOR AT THE UNDERGRADUATE, MBA AND EXECUTIVE MBA LEVELS AND IS ALSO IS AN ACTIVE RESEARCHER, WITH SEVERAL PUBLICATIONS ON LEADERSHIP, INCLUDING A 2015 BOOK, APPLIED LEADERSHIP DEVELOPMENT: NINE ELEMENTS OF LEADERSHIP MASTERY.

As a professor of leadership development, my role is to bring out the leader in every student. I emphasize to them that leadership is everywhere, and everyone is a leader.

LEADERSHIP IS EVERYWHERE, AND EVERYONE IS A LEADER.”

Being a leader does not require a formal title or position. We see leadership everywhere — at work, at home, in our social groups, in formal and informal settings, and even among our children. Leadership is not who you are, but what you do. It is about skills that are learned and demonstrated.

While some individuals may have a greater propensity to lead, each and every one of us can become leaders. Four essential and interrelated components of outstanding leadership are honesty, integrity, authenticity and intolerance. Honest has been found to be the cornerstone of great leadership across the globe. Integrity requires honesty, but goes beyond in that it requires consistency between values and behavior. Authenticity requires honesty and integrity but also includes self-awareness and the willingness to let others see the “real” you. A leader cannot be authentic while trying to imitate someone else.

Lastly, leadership requires intolerance, which means leaders establish boundaries and enforce them. Boundaries set limits for followers to clearly know what is right and wrong. If we fail to be honest and authentic and to behave with integrity and intolerance, we cannot be a role model for others to follow.

Setting goals and making resolutions; out with the old, in with the new—some of us get downright busy charting our ambitions for a fresh year. But have you thought about writing your own personal vision and mission statement? We asked Project Manager Coach Susanne Madsen how to create a powerful and sustainable mission and vision statement to take us into the New Year.

LiquidPlanner: What is a vision and mission statement?

Susanne: A vision and mission statement is a paragraph that encapsulates everything you would like to be, do, and have in your career.

It defines what success and excellence look like to you. It expresses your vision for where you want to be in the future and it reflects your values, goals, and purpose and how you want to operate.

Can you give an example of one?

Of course—here’s one:

“My vision is to be an honest, empathetic and impactful project leader and to be recognized internationally within my industry. I am committed to growing as a leader and delivering value-added projects to the end users. My mission is to create and lead a dream team where everyone is playing to their strengths.”

Everyone’s will look and sound completely different. It’s important that it encapsulates your values and aspirations, and that it makes you feel really good and inspired when you read it aloud.

How does a vision statement differ from a mission statement?

Vision and mission statements are very similar but they have their differences. Let’s take a deeper look:

Vision statement:
  • A vision statement describes what you want to achieve in the future.
  • The vision statement answers the question “Where do I want to be?”
  • It defines the optimal desired future state—the mental picture—of what you want to achieve over time, say in five, ten or more years.
  • It inspires you to give your best and shapes your understanding of why you are doing what you do.

Example:“My vision is a world where everyone is contributing with their full potential; where each person uses their intrinsic genius and leadership to deliver outstanding value-added projects.”

Mission statement:
  • A mission statement describes what you want now and how you will achieve your long term aspiration.
  • A mission statement does not define a long term future state but is more concerned with the present state. It answers the questions of: “What do I do?”, “How do I do it?”, “Who do I do it for?”, “What makes me different”, and “What is the benefit?”
  • It talks about the present leading to the future, and how you will get to where you want to be.

Example:“My mission is to help project managers transform into impactful project leaders.”

In order to get the most value from this exercise I suggest you combine the two into a vision and mission statement. Define the overall essence of what you want to achieve and then look at what you are doing to achieve it.

What makes a good vision and mission statement?
  • A good vision and mission statement is concise and inspirational.
  • It’s easy to memorize and repeat.
  • It should be clear, engaging, and realistic, and describe a bright future.
  • It should furthermore state your intentions, summarize your values, and demonstrate your commitment to living up to these values.

Ideally, the vision and mission statement should also be aligned with the values, culture and possibilities of the organization you currently work for. If your personal values and aspirations are being matched by your employer’s, it will be much easier to progress and fulfill your dreams.

However, if your goals are far beyond what the firm can offer, you will need to be honest and assess if the job is still a good match for you. With a strong vision and mission statement, it’s easier for you to evaluate in which industry and company you should invest your time and energy.

So, how do I go about writing it? What are the steps?

When composing your own statement, find a quiet place where you feel at ease and where you will not be interrupted. Then follow the below steps and guiding questions.

Step 1: Answer the following questions as honestly as you can.
  • What personal qualities do you most want to emphasize in yourself?
  • How can you use and display these qualities in a working environment?
  • What are the most important values you want to express at work?
Step 2: Visualize yourself five years from now.
  • Imagine that you are managing and leading the project of your dreams. Envision that everything is exactly the way you want it to be: the type of project you are running, the industry it is in, its size and complexity, the people involved, and your own capabilities as a project manager and leader. Imagine that you are every bit as successful as you want to be. Feel it and see it.
  • Keep imagining yourself in the future, and be as specific as possible in your observations. Where exactly are you? Who is your client? What are you doing? Who are you interfacing with? What does the project look like? How big is it? How are you feeling? Why do you want to be exactly where you are? What is the bigger impact you are having?
  • Draw a picture of yourself and your surroundings five years from now. Draw the elements you see, feel, and hear. Use as many colors as you want and be as detailed as possible.
Step 3: Sum up your vision and mission.
  • Write to the following questions: How can you sum up your vision and mission as a project manager? What are the things you ultimately want to achieve? Who do you want to be? What do you want to do? What is the impact you would like to have and how would you like to be perceived?
  • What will need to happen in order for you to feel proud of your progress as a project manager in five years’ time?

Now, take everything—the envisioning, writing, drawing, dreaming—and use the language and imagery to write your own vision and mission statement. Give yourself as many drafts as you need to refine it. Remember it should express the values that you would like to live and work by, and that above all you must feel excited and inspired by it when you read it aloud.

Review your vision and mission statement.

As your view of yourself and the future changes, it is important that you review, update and refine your vision and mission statement at least once every six months. If you feel really inspired, you may even want to expand it with more detail and turn it into a personal development plan. So get scribbling and imagine how nice it will be to start out in January with a clear roadmap for where you want to go and how to get there!

Looking for more project management tips? Read our eBook, 5 Practical Habits for Today’s Project Manager.

Related stories:

5 Essential Organizational Habits [Inforgraphic]
5 Practical Habits for Today’s Project Manager [eBook]
How Project Managing Coaching Makes Better Leaders

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