Post by mstjuste on Jun 1, 2021 17:48:46 GMT
C. Post answers the following questions on the board:
1. In considering the overall culture in your area, what are the elements that you believe underscore a positive, can-do culture?
I am currently transitioning into a new role at Fedcap, but in my most recent role as Account Manager at Career Advance - Older Adult Program, there was a mindset that “we can do it together” or “All Hands On Deck!” attitude where whatever challenge arose, our Program Manager ensured that we cross-trained and gave room for staff to contribute openly by sharing ideas and resources. Suggestions and resources were always welcomed. This was refreshing. In corporate culture, most organizations only seek new and innovative ideas to stand out and show that others aren’t up to par. In this culture, new and innovative ideas are seen as an opportunity for team building, community growth and development and an opportunity to thrive and meet our goals.
2. What strengths do you bring as a leader that will specifically fortify a can-do culture in your area? Please give an example.
In the Six Components of a Great Corporate Culture, the first element mentioned was VISION. In my 360 tool feedback survey one of the comment strengths my managers and peers shared with me was my ability to “See the Big Picture”. This is also one of my personal brands. I feel that there is an optimum level of existence for all but it ties in to our ability to accept being part of something greater. Given my natural inclination to engage in Critical Thinking ( to usually 1) Develop a clear understanding of a goal or goals, 2) Get a clear perspective on what challenges are faced, 3) Determine what factors play a role in obtaining our objective and 4) Find out what resources and processes are needed to take us there, I tend to see the big picture, align with the vision of our leader(s) and find a way to see it through. In the past, before the Leadership Academy, I wouldn’t volunteer my ideas. Ever since I have started this module, being engaged in group presentations, PDSA’s and Stretch Assignments in addition to exceptional coaching by my mentor Shawn McCurley, the support of my Program Manager, Shakeema Parker and additional coaching and support by my Senior Director, Kelly Washburn, I have been able to “use my voice” to facilitate change and take ownership of it. This is an addition to my toolbox that I bring as a “Muscle” and potential strength in fortifying a can-do culture.
3. How do you go about influencing others (in any area of your life)? What tactics do you use to influence behavior or actions of others?
“Leading by Example”
I learned how to lead by first watching my father, an indigenous Haitian-Creole Speaking Minister who created a platform for inner city Haitian-Americans to simultaneously connect with God and culture while training and developing leadership in service with integrity and compassion. I have learned in him and in my own personal experience working from corporate to non-profit, entertainment to banking or legal compliance, from boardroom to the classroom and reverse, that speaking the vision consistently is vitally important, but living and operating as one who lives, breathes and believes the mission is indispensable. To paraphrase a common adage, ‘People don’t care what you believe until they believe that you care’. I believe and care about my mission to service and facilitate change and transformation in everyone’s life daily no matter what capacity I work or operate in because I understand that we are all connected in humanity. The breath of air that I provide is hope, optimism, and a clear understanding that all things are possible with vision and a team who’s willing to commit relentlessly to its ongoing success.
1. In considering the overall culture in your area, what are the elements that you believe underscore a positive, can-do culture?
I am currently transitioning into a new role at Fedcap, but in my most recent role as Account Manager at Career Advance - Older Adult Program, there was a mindset that “we can do it together” or “All Hands On Deck!” attitude where whatever challenge arose, our Program Manager ensured that we cross-trained and gave room for staff to contribute openly by sharing ideas and resources. Suggestions and resources were always welcomed. This was refreshing. In corporate culture, most organizations only seek new and innovative ideas to stand out and show that others aren’t up to par. In this culture, new and innovative ideas are seen as an opportunity for team building, community growth and development and an opportunity to thrive and meet our goals.
2. What strengths do you bring as a leader that will specifically fortify a can-do culture in your area? Please give an example.
In the Six Components of a Great Corporate Culture, the first element mentioned was VISION. In my 360 tool feedback survey one of the comment strengths my managers and peers shared with me was my ability to “See the Big Picture”. This is also one of my personal brands. I feel that there is an optimum level of existence for all but it ties in to our ability to accept being part of something greater. Given my natural inclination to engage in Critical Thinking ( to usually 1) Develop a clear understanding of a goal or goals, 2) Get a clear perspective on what challenges are faced, 3) Determine what factors play a role in obtaining our objective and 4) Find out what resources and processes are needed to take us there, I tend to see the big picture, align with the vision of our leader(s) and find a way to see it through. In the past, before the Leadership Academy, I wouldn’t volunteer my ideas. Ever since I have started this module, being engaged in group presentations, PDSA’s and Stretch Assignments in addition to exceptional coaching by my mentor Shawn McCurley, the support of my Program Manager, Shakeema Parker and additional coaching and support by my Senior Director, Kelly Washburn, I have been able to “use my voice” to facilitate change and take ownership of it. This is an addition to my toolbox that I bring as a “Muscle” and potential strength in fortifying a can-do culture.
3. How do you go about influencing others (in any area of your life)? What tactics do you use to influence behavior or actions of others?
“Leading by Example”
I learned how to lead by first watching my father, an indigenous Haitian-Creole Speaking Minister who created a platform for inner city Haitian-Americans to simultaneously connect with God and culture while training and developing leadership in service with integrity and compassion. I have learned in him and in my own personal experience working from corporate to non-profit, entertainment to banking or legal compliance, from boardroom to the classroom and reverse, that speaking the vision consistently is vitally important, but living and operating as one who lives, breathes and believes the mission is indispensable. To paraphrase a common adage, ‘People don’t care what you believe until they believe that you care’. I believe and care about my mission to service and facilitate change and transformation in everyone’s life daily no matter what capacity I work or operate in because I understand that we are all connected in humanity. The breath of air that I provide is hope, optimism, and a clear understanding that all things are possible with vision and a team who’s willing to commit relentlessly to its ongoing success.