The Reality Of Cornflower Skies free essay sample

At the point when I gazed toward the sky one portentous day ten years prior, a lady in a long fleece skirt and slipover sweater (trademark of the little tuition based school I joined in) said the sky was blue. I thought it looked somewhat like the shade of the cornflowers I put in my hair come spring. The shading above appeared to be a great deal more intricate than a plain, level blue-hued plane, so I just gestured my head at her answer despite everything thinking cornflower was the best approach that specific morning. Later on in the years I spent sporting dim and blue plaid skirts, I took in a great deal of things I gestured to, yet couldn't help contradicting. The entire whine of finding the diverse article in our polished exercise manuals of information pestered me. Frequently I, myself, felt like that square in a line of circles, and I delighted in it since it was an undertaking. We will compose a custom paper test on The Reality Of Cornflower Skies or on the other hand any comparable point explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page I took a gander at my own red hued dress shoes on spruce up days, looked at all different young ladies wearing about indistinguishable dark patent calfskin, and grinned in light of the fact that the shading diverted me. Maybe I was the one in particular who comprehended the magnificence of cornflower skies and red shoes. Different young ladies put a X over me, much the same as Sister Lilian had us do in our math books when there was a pear in accordance with a line of apples. I never loved ruining the article that isolated the exhausting example of mass-delivered resemblance, and it was consistently an extreme errand gulping down the X over me, however l gestured and did my math, and I gestured and wore the red shoes. The distinctive perspective I had isolated me from different young ladies and their club behind the large oak tree in the schoolyard. I saw their dark patent calfskin shoes during that time peer out at me, and I yearned for organization, so I got a book of sonnets one day and warmed up to the entirety of the characters with affection for shading who might state that the sky was cornflower, or violet, or some different option from the plain level blue the young ladies behind the tree saw. What's more, those young ladies hung out at the shopping centers and their companions rooms, putting on mak-eup and discussing the issues one hears on a week after week TV high schooler appear. I began to warm up to them, gestured to their unfilled discussion, and discovered my path home to my room or to the sea shore outside my home, to sit with my ebb and flow book to peruse respectfully, thinking in shading and saying resoundingly the extravagant words the young ladies behind the tree never utiliz ed. Very nearly four years have gone since I moved on from that little school and proceeded onward to the gigantic universe of government funded instruction. I have discovered that there are others like me, who see the world painted in various tones and hues. My perspective on the world keeps on extending as I open up to these individuals and spots who each have their story to tell, and an alternate sky to see. Before long Ill be finished with secondary school, despite everything wearing my red shoes and looking into the cornflower sky of my own world. With my history contemplates and my retention of arithmetical conditions, maybe I will likewise haul around something more significant than simply the information I gestured to and learned in classes. Maybe I will want to contact, taste, and marvel about information, never needing to ruin anything basically on the grounds that some informed individual says it doesnt have a place.

Operations Management and Supply Chain Essay Example | Topics and Well Written Essays - 750 words

Activities Management and Supply Chain - Essay Example The firm can likewise enough fulfill clients and increase a bigger piece of the pie than the organizations, which apply the customary strategies that for the most part base on designing capacities. The utilization of QDF additionally decreases deserts and adjusts separated from lessening the structure and the assembling costs (Kumar, 2014). With the utilization of QFD, examination of the item attributes happens at each phase of item improvement. While with the ordinary techniques, testing happens for the completed item toward the end. It consequently suggests that with QFD it is easy to distinguish the territory that requires improvement. For the most part, QFD as an item configuration approach supports research and development underway subsequently firms that use this technique continually change their item structures and draw in new clients and henceforth quick development and extension (Kumar, 2014). QFD depends on showcase overviews to recognize the necessities and wants of clients. To abstain from causing hurt and wrong choices the study must be precise and solid. By so doing, it is subsequently simpler for the firm to distinguish future market patterns of their clients and along these lines make early arrangements to meet the prerequisites. This will likewise help improve the proficiency underway and limit vulnerabilities which brings about high trust in the tasks of the firm that additionally lead to high resolve in putting more in the business (Kumar, 2014). They incorporate regard to different architects, truth, genuineness and staying away from all irreconcilable situations just as keeping up secrecy of all the significant data. Likewise, creator must be submitted in creating and developing just as recognizing the commitment of others and give credit when required. The Lord loathes cheating, yet takes pleasure in genuineness (Proverbs 11). QDF is a successful and moral strategy for creation that targets fulfilling client

Carl Rogers Psychologist Biography

Carl Rogers Psychologist Biography History and Biographies Print Carl Rogers Psychologist Biography By Kendra Cherry facebook twitter Kendra Cherry, MS, is an author, educational consultant, and speaker focused on helping students learn about psychology. Learn about our editorial policy Kendra Cherry Updated on September 16, 2019 Didius / Wikimedia Commons / CC-BY-2.5 More in Psychology History and Biographies Psychotherapy Basics Student Resources Theories Phobias Emotions Sleep and Dreaming In This Article Table of Contents Expand Accomplishments Birth and Death Early Life Career Theory Contributions In His Words View All Back To Top Carl Rogers was an American psychologist known for his influential psychotherapy method known as client-centered therapy. Rogers was one of the founding figures of humanistic psychology and widely regarded as one of the most eminent thinkers in psychology. In one survey of professional psychologists, Rogers was ranked as the sixth most eminent psychologist of the 20th-century. Accomplishments Carl Rogers is best-known for his nondirective approach to treatment called client-centered therapyHis concept of the actualizing tendencyDeveloping the notion of the fully-functioning personHis concept of unconditional positive regard and its importance in the therapeutic relationship Birth and Death Born January 8, 1902Died February 4, 1987 Early Life Carl Ransom Rogers was born in 1902 in Oak Park, Illinois. Rogers was the fourth of six children born to his parents, a civil engineer, and housewife. Rogers was a high achiever in school from an early age. He could already read before age 5, so he was able to skip kindergarten and first grade entirely to enter school in the second grade.   When he was 12, the family moved from the suburbs to a rural farm area. He enrolled at the University of Wisconsin in 1919 as an agriculture major but later changed to religion with plans to become a minister. It was a visit with a school group to Beijing and a bout of illness that caused him to start reconsidering these plans. After attending a 1922 Christian conference in China, Rogers began to question his career choice. He graduated from the University of Wisconsin in 1924 with a bachelors degree in History and enrolled at the Union Theological Seminary before transferring to Teachers College of Columbia University in 1926 to complete his masters degree. Part of the reason he chose to abandon his pursuit of theology and switch to the study of psychology was a course he took at Columbia University taught by the psychologist Leta Stetter Hollingworth. Rogers decided to enroll in the clinical psychology program at Columbia. He completed his doctorate at Columbia in 1931. Career After receiving his Ph.D., Rogers spent a number of years working in academia, holding positions at Ohio State University, the University of Chicago, and the University of Wisconsin. It was during this time that Rogers developed his approach to therapy, which he initially termed nondirective therapy. This approach, which involves the therapist acting as a facilitator rather than a director of the therapy session, eventually came to be known as client-centered therapy. In 1946, Rogers was elected President of the American Psychological Association. Rogers wrote 19 books and numerous articles outlining his humanistic theory. Among his best-known works are Client-Centered Therapy (1951), On Becoming a Person (1961), and A Way of Being (1980). After some conflicts within the psychology department at the University of Wisconsin, Rogers accepted a position at the Western Behavioral Studies Institute (WBSI) in La Jolla, California. Eventually, he and several colleagues left WBSI to form Center for Studies of the Person (CSP). In 1987, Rogers was nominated for a Nobel Peace Prize. He continued his work with client-centered therapy until his death in 1987. Theory Self-Actualization Rogers believed that all people possess an inherent need to grow and achieve their potential. This need to achieve self-actualization, he believed, was one of the primary motives driving behavior. Unconditional Positive Regard For psychotherapy to be successful, Rogers suggested, it was imperative for the therapist to provide unconditional positive regard to the client. This means offering support and a lack of judgment, no matter what the client feels, does, or experiences. The therapist accepts the client as they are and allows them to express both positive and negative feelings without judgment or reproach. Development of the Self Rogers believed that the formation of a healthy self-concept was an ongoing process shaped by a persons life experiences. People with a stable sense of self tend to have greater confidence and cope more effectively with lifes challenges. Rogers suggested that self-concept begins to develop during childhood and is heavily influenced by parenting. Parents who offer their children unconditional love and regard are more likely to foster a healthy self-concept. Children who feel that they have to “earn” their parents love may end of with low self-esteem and feelings of unworthiness. Congruence Rogers also suggests that people tend to have a concept of their “ideal self.” The problem is that our image of who we think we should be does not always match up with our perceptions of who we are today. When our self-image does not line up with our ideal self, we are in a state of incongruence. By receiving unconditional positive regard and by pursuing the actualizing tendency, however, people can come close to reaching a state of congruence. The Fully-Functioning Person Rogers suggested that people who continually strive to fulfill their actualizing tendency could become what he referred to as fully-functioning. A fully-functioning person is one who is completely congruent and living in the moment. Like many other aspects of his theory, unconditional positive regard plays a critical role in the development of full functioning. Those who receive nonjudgmental support and love can develop the self-esteem and confidence to be the best person they can be and live up to their full potential. Some of the key characteristics of a fully-functioning person include:Openness to experienceA flexible self-conceptUnconditional regard for the selfThe ability to live in harmony with others. Contributions to Psychology With his emphasis on human potential, Carl Rogers had an enormous influence on both psychology and education. Beyond that, he is considered by many to be one of the most influential psychologists of the 20th century. More therapists cite Rogers as their primary influence than any other psychologist. As described by his daughter Natalie Rogers, he was a model for compassion and democratic ideals in his own life, and in his work as an educator, writer, and therapist. In His Words Experience is, for me, the highest authority. The touchstone of validity is my own experience. No other persons ideas and none of my own ideas are as authoritative as my experience. It is to experience that I must return again and again, to discover a closer approximation to truth as it is in the process of becoming in me.  -Carl Rogers, On Becoming a Person You can find more great words of wisdom in the collection of Carl Rogers quotes. Selected Works By Carl Rogers Rogers, C. (1951) Client-centered Therapy: Its current practice, implications, and theory. Boston: Houghton Mifflin.Rogers, C. (1961) On Becoming A Person: A Therapists View of Psychotherapy Boston: Houghton Mifflin.Rogers, C. (1980) A Way of Being. Boston: Houghton Mifflin Biographies of Carl Rogers Cohen, D. (1997) Carl Rogers. A critical biography. London: Constable.Thorne, B. (1992) Carl Rogers. London: Sage.

Hypocrisy At Its Finest How Judaeo Churches Thrive On...

Alaysia Rising Ms.Borek AP English Literature 29th March 2016 Hypocrisy at its Finest: How Judaeo Churches thrive on Corruption In the excerpt from the novel â€Å"Jane Eyre,† Charlotte Brontà « underscores the ideas of corruption and judgment in Judaeo Churches. In the era of Instagram, Snapchat, Twitter and Facebook--although it is a bit outdated-- people are able to both publicize and hide the most significant events in their everyday lives. This gives the world the ability to pass judgment on things they know very little about. In result, bullying and shaming has become an inevitable aspect in the lives of humans around the world. Although we are taught that The Man Upstairs-God- is the only one to judge and has the†¦show more content†¦The diction was used like an insight into his mind; she is described as an â€Å"awful object,† that appears to disgust him. Being that she is a human being and not a creature of some sort; the way she is described is countering the fact that she has no control over her family traits. Commonly, humans are not compared to â€Å"objects† and in doing so, Brontà « is playing devils advocate to expose Mr. Brocklehurst’s exaggerated opinions. He went to the extreme of wanting her to have her hair cut off the next day and in my opinion, she still will not be an equal to the rest because all of the others are not bald or even close to it. He tends to take his â€Å"connection† With God to the next level when saying â€Å"I wish these girls to be children of grace,I desire the hair to be arranged closely, modestly,plainly,† is it truly his place to say that the attributes of all human beings will execute girls/women from falling short of the grace of God? His views are solely based on his own bias values and not the teaching of the bible, and in that way it shows passes judgment against things that cannot be altered. Mr. Brocklehurst is also presented as a man that hates to be seen as less than women, his â€Å" superiority† over them must be present at all times and does so under false pretenses. It is disclosed that he is short, and having a female being taller than him makes his blood boil because being taller holds a high social standing in this society. Brontà « uses a mocking tone when

Thesis About “the Effects of Curfew Hours Among Teenagers”

UNIVERSITY OF CALOOCAN CITY GEN.SAN MIGUEL ST. SANGANDAAN CALOOCAN CITY ENGLISH DEPARTMENT â€Å"THE EFFECTS OF CURFEW HOURS AMONG TEENAGERS† A Research Paper presented to Professor E. Grafilo In partial fulfillment of the requirements in ENG122 RESEARCHER Hagos, Gioress Ocenar, Mary Joy Basihan, Jovy Tan, John Patrick Ramos, Jayson TABLE OF CONTENTS METHODOLOGY †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦pg.1 ACKNOWLEDGEMENT †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦pg.3 INTRODUCTION †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦pg.5 BACKGROUND OF THE STUDY †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦pg.9 TABULATIONS OF SURVEY †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦pg.13 ANALYSIS (GRAPHS) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦pg.18 CONCLUSION †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.pg.25 RECOMMENDATION †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦pg.28 BIBLIOGRAPHY†¦show more content†¦The popularity of curfews was not limited to large cities: in 1995, 73% of cities of more than 100,000 had curfews and by 1997, 80% of communities with populations greater than 30,000 had curfews (Juvenile Curfews and the Major Confusion over Minor Rights, 2005). A teen curfew is justified in many cities or municipalities as a simple method to not only reduce opportunities for teens to commit crimes but also to protect them from becoming crime victims themselves. The popularity of a nighttime curfew continues today with cities and towns all across the United States with juvenile curfew ordinances. What are Curfew Laws? Weve all had experience with curfews: as the teenager rushing out of the house, or as the parent calling out Be home by midnight! But in legal terms, curfews are more than just house rules that can result in a firm Youre grounded! if violated. Curfews are also laws that effectively prohibit or limit the right to be out in public at certain times, or in some cases, require businesses to close their doors during certain hours. There are three main types of curfew laws: juvenile curfew laws, emergency curfew laws, and business curfew laws. These are explained in more detail below. Juvenile Curfew Laws Juvenile curfew laws are typically enacted at the state and local level, and prohibit people of a certain age (usually under 18) from being in public or in a business establishment during certainShow MoreRelatedCrime and Curfew Laws3514 Words   |  15 Pages Perception of Selected Teenagers and their Parents Regarding the Juvenile curfew in Naga City, Camarines Sur (A Research Proposal) In partial fulfillment of the requirements in Research Methodology Table of Contents I. Rationale and Background of the Study†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦......... 1 I.1 Statement of the Problem†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 I.2 Null Hypothesis/Assumption†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.... 2 I.3 Theoretical and Conceptual Framework Theoretical†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 I.4 SignificanceRead MoreMississippi River and Essay9274 Words   |  38 Pagesservice to a country and he gets wages for it and pays apart of wages as tax to the government is called work. Purpose and audience 1. What is the essay’s thesis? Why do you suppose it is never explicitly stated? Thesis-a woman who works all her life day and night is not regarded as work or not entitled for a death benefit. Thesis is not explicitly stated as it is not mentioned in the introduction part or in the conclusion part. 2. This essay appeared in ms magazine and other publicationsRead MoreMississippi River and Essay9263 Words   |  38 Pagesgives service to a country and he gets wages for it and pays apart of wages as tax to the government is called work. Purpose and audience 1. What is the essay’s thesis? Why do you suppose it is never explicitly stated? Thesis-a woman who works all her life day and night is not regarded as work or not entitled for a death benefit. Thesis is not explicitly stated as it is not mentioned in the introduction part or in the conclusion part. 2. This essay appeared in ms magazine and other publicationsRead MoreEffectiveness of Peace and Order Programs in a Barangay11307 Words   |  46 PagesRespectfully Yours, Lapada, Arthur Ibanez, Ronaldo Ruiz, Reymart Espinosa, Jeffrey Robert Ebrada, Armando Jr. RESEARCHER APPROVAL SHEET In partial fulfillment of the requirements of the degree in bachelor of Science in Criminology, this undergraduate thesis entitled: â€Å"The Effectiveness of Peace and order programs of Barangay 121, District 1, of Manila to the Safety and Protection of its residents† has been prepared and submitted by the following B.S. in Criminology students : Mr. Lapada, Arthur S.

Chuck Staley, A Case Study of Leadership Excellence Free Essays

This case study will be based upon a comparison of principles found in John C. Maxwell’s book, â€Å"The 21 Irrefutable Laws of Leadership†. This text is foundational in the development and demonstration of successful leadership. We will write a custom essay sample on Chuck Staley, A Case Study of Leadership Excellence or any similar topic only for you Order Now It is my opinion, that Charles E. Staley, commonly known as Chuck Staley, personifies many of the mandates of a great leader as suggested within the context of Maxwell’s book. It comes as no surprise that when asked by Madison County Chamber of Commerce President, Kyle Morey, â€Å"What book has inspired you the most? †, Chuck’s reply was, â€Å"Leadership† by John C. Maxwell. Although not every one of the 21 Irrefutable Laws of Leadership is Chuck’s strengths, many are. I will discuss the demonstration of those strengths in the following paragraphs. Who is Chuck Staley? Chuck Staley is a lifelong resident of Anderson, Indiana. Shortly upon graduation from high school, Chuck joined the United States Marines, serving as a Corporeal in the First Marine Division in 1964-1967 during the Viet Nam conflict . He married Lynn Vicars on July 14, 1971 and has two children, Catherine (Staley) Daniels and the late David Staley. Chuck is the current President and Chief Executive Officer of the Flagship Enterprise Center (FEC), which was created in 2003 through a partnership between Anderson University and the city of Anderson. Through Staley’s vision and guidance, the FEC has assisted in the creation of 104 companies and over 2,000 jobs. The FEC has grown steadily as it has added new businesses over the past decade and is currently located in a Center consisting of nearly 300,000 square feet. Success was not merely recognized at the local level, but in the FEC was named a U. S. Department of Commerce Center of Excellence under Chuck’s leadership. Since its beginning, the Flagship under Staley’s leadership has forged alliances with Purdue University, the Indiana Economic Development Corporation and the US Department of Commerce. In 2011, the FEC began another partnership when Staley, Frank Levinson and Ann Wilson opened the Levinson Center for Social and Faith Based Entrepreneurship. The Levinson Center is located within the Flagship and specializes in businesses and organizations that innovate in the areas of environmental, humanitarian, educational and social issues within the framework of sustainability and sound business principles. The Levinson Center has launched nine organizations to date that range from energy independence for coastal Alaskan Indian villages, to Teachers of Promise in Kenya and a new educational paradigm, called the Impact Center, for nontraditional minority students in Anderson, Indiana. With Staley in leadership, national recognition has become common for companies such as COEUS and Echo Drive as they have captured markets in the technology field. Furthermore, The Flagship has begun to have impact globally with the addition of Greenville Technology Inc. (GTI), Altairnano, an energy storage company, as well as hosting the headquarters of Keihin North America. Staley has provided growth for many small business by developing an industry leading Microloan program including small business consulting. The Microloan program has had tremendous impact on business incubation and maintains the status of issuing the most microloans of any location in Indiana, with most loans being issues to women and/ or minority owned businesses. 3 Staley has chaired several boards, including the Anderson Plan Commission, White River Development Commission and the GM Blue Ribbon Commission. He was President Elect of the Madison County Chamber of Commerce, co-chairman of the World Class City Forum, and co-founder and Director of Energize East Central Indiana. He is currently chairman of the board of directors for Community Hospital Anderson and serves on the board of the recently launched Impact Center. Staley also serves as the President and CEO of the RSI Facilities Group, a consulting, engineering and management group, which has been involved in several commercial, industrial and residential projects. Although Staley has found success in leadership, he continues to pursue lifelong learning experiences like that of the Leadership Academy of Madison County (LAMC). Not only is he an alumni of the organization, but continues to support LAMC in the development of other emerging leaders. The information compiled in this document contains data and narrative from research. It also contains information from personal interview and observation. As a citizen from Anderson and Madison County and an employee of Anderson University, I have witnessed Chuck Staley’s leadership over past decades. I have watched him develop neighborhoods, businesses, and people. This account of leadership is both objective and personal. I am not alone in my respect for his leadership. Most recently, Staley received the prestigious Sagamore of the Wabash award. The Sagamore of the Wabash award, created by Gov. Ralph Gates in the 1940s, is considered one of the highest awards that can be bestowed by the governor of Indiana. It is a personal tribute usually given to those who have provided a distinguished service to the state. (Pendleton Gazette, 2013). 4 How does Chuck Staley exemplify leadership in reference to the 21 Irrefutable Laws of Leadership? John Maxwell begins his book suggesting that there are 2 critical components leadership. Maxwell states, â€Å" Serving others and showing others the way† both essential in demonstrating successful leadership (Maxwell, 2007). Chuck Staley has done this in various ways. As mentioned earlier, he serves on many different boards and is involved in various community endeavors. Not only has Staley made it a habit of profession, but he is thoughtful and kind to many and all types of individuals he comes in contact with, young, old, educated, or challenged. A student of Robert Greenleaf’s writings and teachings from the Center for Servant Leadership as well as the teachings on servant hood from the Bible, Staley embraces opportunities to lead by â€Å"doing with and for† others. A servantleader focuses primarily on the growth and well-being of people and the communities to which they belong. â€Å"While traditional leadership generally involves the accumulation and exercise of power by one at the â€Å"top of the pyramid,† servant leadership is different. The servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible. † states Greenleaf. (2013). In organizations like the IMPACT Center in Anderson, IN, Staley assisted in the beginning of the vision for the organization. He gave of his time, influence, and expertise to make a dream a reality for many minority leaders in his community. As the CEO of the Flagship Enterprise, Staley has partnered with Masters of Business Administration (MBA) programs like Anderson University’s Falls School of Business to develop young entrepreneurs and business students by hosting them as interns at the FEC. He has assisted in developing contracts with the businesses that the FEC helps incubate that also give opportunities for students and graduates to develop their skills under the guidance of those at the FEC. Many of these students (25-30%) have gone on to incubate business of their own. 5 Law #1-Law of the Lid. Leadership ability determines a person’s level of effectiveness. The law of the lid states that one’s â€Å"leadership ability-for better or for worse-always determines your effectiveness. ( pg. 1) Chuck has proven over the years that his lid is set at a high level because his leadership has demonstrated impact. While building the momentum at the FEC, Staley built strong relationships with those in his inner circle, those he had to engage with to position the business for success, and potential clients. He built a small team of individuals who maintaine d the same leadership, vision, and passion that he had developed. Staley worked with them to manage, lead, and incubate businesses under the guidance of and team management and servant leadership. Staley always built teams that focused on organizational effectiveness but were very aware that they must also be personally effective as leaders to reach capacity as an organization. The leadership teams at the FEC have been very successful as they have become the states leading small business microloan lender even surpassing that of Bloomington and Lafayette. But when asked, Staley readily suggests, that leadership is the issue. â€Å"Creating a vision that people can get behind and supporting them as they empower others is a key element that I promote,† commented Staley, when asked about the success of the FEC. It is apparent that he takes his responsibility seriously and works with great effort to build a team that leads with the same beliefs and priorities that he holds. Law #2-Law of Influence. The true measure of leadership is influence-nothing more, nothing less. The law of influence would argue that if one doesn’t have influence, one will never be able to lead others. (pg. 11). Staley is skilled at seeing opportunities and going after them as an entrepreneur, however, his skill goes beyond entrepreneurship. In a business of taking risks, Staley is up for the task. He operates with an 80-20 philosophy, where he takes calculated risks when he hits the 80% risk reduction benchmark. Never wanting to miss opportunity that comes along, Staley will 6 allow for a standard of risk. He can only operate at that level by having influence with those around him. There is a trust factor that is afforded the decisions that Staley makes, knowing that even in the 20% risk zone where failure may occur, Chuck will take opportunity to learn and move forward, always seeing new possibilities in each failure. His influence allows him the privilege to operate a this capacity and have others support him in the effort. Economic Development Director, for the City of Anderson, Greg Winkler recognizes the influence that Staley has and invites him to be engaged with businesses and the public whenever change or challenges present themselves. Winkler recognizes Staley’s leadership and influence and keeps him in close counsel with most economic development decisions being made in the city. Law #3-Law of Process. Leadership develops daily, not in a day. â€Å"Persistence† is a word that is often used to describe Staley. As counsel for business incubation with businesses like Bright Automotive, Staley spent years visiting funding sources like the United States Department of Commerce (USDC), Economic Development Administration (EDA), and the State of Indiana to advocate for financial investment and support. Advocating is a process. Staley believes in the long haul and staying dedicated to the process. He believes that discipline in process keeps you focused and organized, professionally and personally. In a recent interview, Staley confirmed what others had observed. He has a daily routine that includes the discipline of person growth and spiritual development. Staley considers himself a lifelong learner and takes time daily to read and reflect on professional and personal issues. He recently stated, â€Å"I want to experience quality of life well into old age. That doesn’t happen by chance. † Staley realizes that change, planning, development, and growth don’t happen over night. Being committed to a process and disciplining one’s body , mind, and spirit are all an essential part of Staley’s day to day routine. 7 Law #4-Law of Navigation. Anyone can steer the ship, but it takes a leader to chart the course. When asked what experiences in life have best shaped his leadership philosophy, Staley is quick to respond about his military experience during his formative years of life. Staley began serving in the United States Marine Corps at the young age of 17. At the time he enlisted, his mother had to sign the papers because he was not yet of age. By the time that Chuck left the Marines four years later as a Corporeal Sergeant, Staley had developed leadership strategies that still play an important role in his success today. He adopted the method of working as a team. The Marines worked in teams of four men. Roles were well defined for the individual, but all effort and progress was made as a team. The team was large enough that it offered expertise, but small enough that it could move quickly. They were given responsibility and clearance in the field that enabled them to work and move in the directions they thought were best and necessary without micro-management from different levels in the chain of command. Staley learned that you never leave anyone behind, and that you look out for those on you team. You always had the good of the team in mind,† reflected Staley. â€Å"The team strategy and the need to see the big picture, was a big take away from the Marines. † he continued. This strategy and method continue to make Staley effective in charting the course for current business innovation. Maxwell states in his book, â€Å"First rate navigators always have in mind that other people are d epending on them and their ability to chart a good course. † (pg. 39) Staley learned that decades ago and applies it to his relationships today. When Staley enters into business development processes for the businesses he is assisting with, he is looking out for the team, with their agenda in mind, and not his own. He doesn’t suggest that there are not mistakes along the way, but he takes time daily to reflect on the decisions of the past in effort to inform current and future business and personal decisions. 8 Law #5-Law of Addition. Leaders add value by serving others. â€Å"I believe the bottom line in leadership isn’t how far we advance ourselves but how far we advance others. That is achieved by serving others and adding value to their lives. This statement from Maxwell is echoed by Staley in many of the messages he delivers to individuals and groups throughout the state and country. When addressing graduates of the Leadership Academy of Madison County in 2012, Staley re-enforced all that he had learned through the study of Robert Greenleaf many years prior. This philosophy of service to others regardless of title or position is implemented in every area of Staley’s influence. Not only has Staley received numerous recognitions and awards over the years for his commitment to community and service to others, he has nominated and recognized many others. Two of the Madison County Athena Award recipients in the last three years have been women nominated and supported by Staley and his belief in their ability to lead through service to others. Staley is quick to remind listeners, that his study of the Bible and the call to be like Christ, a servant to all, impacts his behavior. He is careful to reflect daily on the truth that God desire us not only to treat people with respect, but also to actively reach out to them and serve them. Law #15-Law of Victory. Leaders find a way for the team to win. Failure is not an option. It wasn’t in the Marines, and it isn’t at the FEC. In fact, when questioned about recent perceived failures in the venture with Bright Automotive, a green technology for a workforce fleet of trucks and vans, Staley defends the process by suggesting that many new relationships and business were began at the FEC as a result of the venture with Bright. To Staley, although the outcome was not what was first envisioned and hoped for, but the lessons learned and the outcomes post venture have led to new levels of success and progress. 9 Bright Automotive wasn’t left with a huge dept and forced to close it’s doors. Staley established strong relationships with other companies on their behalf, and Bright was able to join other green automotive technologies and continue to impact technology. Staley was noted as saying, â€Å"Obstacles are tests that serve to prove, or disprove a hypothesis. Nothing more, nothing less. † He has learned that obstacles and challenges provide opportunities. You reflect, learn, implement new strategy and move on. â€Å"Failure doesn’t stop you, as a leader you find a way for people to win. Law #11-Law of the Inner Circle. A leader’s potential is determined by those closest to him. Chuck Staley has opportunity to bring many individuals into his closest circle. But Staley understands the value and responsibility of maintaining relationships with those who are closest to you. Staley has a list of those he considers peers by age, expertise, or influence that h e consults with on a regular basis. Any time he is contemplating change, innovation, or entirely new ventures, Staley consults with those in his inner circle. Those individuals include: Greg Winkler, Director, Economic Development for the City of Anderson; Rob Sparks, Executive Director of the Corporation of Economic Development in Madison County; Tom Snyder, President of IVY Tech Community College; Mike Pence, Governor of the State of Indiana; Lani Czarnieki, District Director Congressman Mike Pence; Keith Trent, Vice President/Chief Foundation Officer, Community Hospital Anderson; John Watters, former CEO Bright Automotive; Sena Landey, Vice President for Finance Administration Earlham College; and his wife of over 40 years, Dr. Lynn Staley, Professor Emeritus of Ball State and current Superintendent of Liberty Christian Schools. Staley contributes all of his successful decisions and planning to the wisdom gained from the friendships and expertise of those in his inner circle. 10 Law #18-Law of Sacrifice. Leaders must give up to go up. Chuck Staley is a private man. He relishes time alone to contemplate, reflect, and create. His greatest pleasure in life comes from spending time with his family, including his newly wedded daughter and son in law. Understanding that sacrifice comes with leadership, Staley submits to the tightly filled schedule of events, meetings, speaking engagements, ground breaking ceremonies, strategic planning sessions, and media releases. He does recognize the fact that in order to be an effective leader, one must give up many things including personal space. â€Å"Keeping a low profile as a leader is not an option. † commented Staley when asked what he has had to give up in his role of CEO of the FEC. â€Å"It is difficult to be so public. Like many leaders, Staley finds that it can be isolating at the top. He works hard to remain part of the team and work from ground level, but at times when the leaders is the one to cast the vision, draw the buy in, and make hard decisions, he realized he must step up. Although Staley values his investment in people, he realizes that at times it is at the expense of those in his family. His routine and discipline allow for balance, but he acknowledges that the re are only so many hours in a day, and you must give up something to get something, even in relationships. Law # 21– Law of Legacy. A leader’s lasting value is measured by succession. Recently, upon receiving the Sagamore of the Wabash Award from Governor Mike Pence and local state legislators Terri Austin, Jack Lutz and Tim Lanane, Austin said in a press release, : I am particularly pleased that this recognition gives us a chance to recognize that Chuck Staley has been committed toward linking economic development and social awareness. Although Staley isn’t planning on walking away from the FEC in the immediate future, he is aware that day will eventually come and he is working diligently to make the connections and grow the leadership to carry on the success of the Flagship and the collaborations that exist because of its existence. 11 Staley has a goal for his life. It is to leave his community and central Indiana economically stronger and healthier by creating more opportunities for individuals and families to experience quality of life and success as a result of his service to God and others. He hopes to create a brighter future for those who come behind him. Although there are many other attributes one could demonstrate in regard to Chuck Staley’s leadership abilities in comparison to the 21 Irrefutable Laws of Leadership, time and space has permitted me to only list a few. During my interviews and research with Chuck, I discovered several things that I thought were noteworthy about his life, passions, habits, and thoughts. All of these notations could be found in the application of Maxwell’s laws of leadership. I would like to share a few of those with you now. Staley spent 12 years on the Madison County Chamber of Commerce. When asked about his impact, Staley commented that he encouraged others to think about â€Å"the bigger picture†. He promoted collaboration as a way of behaving in business, even over competing. I asked his colleague to tear down walls due to the fact that in these economic times, â€Å"one can’t build walls high enough to keep others out†. He advocated that businesses think in terms of taking a piece of the pie instead of consuming a entire pie. During his tenure, the Chamber developed two new associations; Females in Business (FAB) and the Young Professionals Association (YPA). They also developed the Mad9 Mixer. Mad(ison)9 is a partnership of nine Madison County organizations with the common mission of realizing a positive vision for the future of our business community and region. Mad9 set the standard of relationship building beyond boundaries by helping businesses and civic leaders connect, communicate, and create commerce. The partnership’s first initiative is to connect business and ivic leaders once a month around the county (north, south, east and west). 12 When asked about his proudest achievements at the FEC, Staley responded with these facts: The FEC is the #1 Microloan processor in the state of Indiana. The FEC has been recognized by the Indiana Business Journal as the #1 creator of jobs in Indiana. The FEC has loaned over 74% of it’s microloans to women, minorities, and disabled service Veterans. Staley credits his philosophy of â€Å"taking care of each other† from the Marines. He also creates an environment that rewards and recognizes hard work because of the declaration learned in the military that you â€Å"Earn what you get. Nothing is given to you. † When asked what he considers to be his strengths in leadership, Staley commented, I am visionary. I am persistent. I do not keep personal agendas. I tap into collective wisdom. I seek counsel from those smarter than myself. I lead with confidence, which allows me to elevate others and seek advise and wisdom from others. Staley’s response risk taking: â€Å"I utilize the 80-20 rule. I am confident in a decision of data at 80% suggest it’s the right decision . I am willing to risk the 20% in order to capture opportunity. If you wait until you are 100% sure you are making the right decision, the opportunity will pass you by. Opportunities at the 80-20 level will offset any losses you might endure using the rule. If I allow others to use this rule and people do make mistakes, I allow them that privilege. We just learn, recover, and move on. In the world of innovation and entrepreneurship, there is always risk involved. You must seize opportunities and refuse to play it safe 100% of the time. Staley’s favorite quote: The seven most important words in the English language, â€Å"Never give up, never, never, give up. † Winston Churchill. 13 Leaders that have had impact on Staley: Abraham Lincoln, Ronald Reagan, Winston Churchill, George Patton, Chesty Puller, Jesus Christ. The kind of individuals Staley tries to attract /recruit to his team: Compe tent Innovative Self motivated Positive Mission driven Team Players Staley’s method for change: Staley advocate that you follow the V Method. Any change, good or bad, results in a temporary negative response. Good changes eventually result in higher levels on the V, bad changes in lower levels. Poor leadership makes change more difficult. People panic and make further changes. What results is change continues down the V. It is wise to implement change slowly, carefully, and not all at once or in succession. About establishing priorities: â€Å"Life is full of nice things to do, successful people do the necessary things first. I do first things first. † In conclusion, the example that Chuck Staley has set for effective leadership has had great impact on the community and in business. He has developed his own philosophy of leadership based on his life experiences and the wisdom of other successful leaders. He lives his life in a way that creates value in others and opportunities for innovation, improvement, and success. In so many ways, Staley exemplifies the truth found in the 21 Irrefutable Laws of Leadership of John Maxwell’s book. It has been a lesson in leadership just to have researched and communicated with Staley myself. He is truly a hometown hero in leadership for the City of Anderson and Madison County. How to cite Chuck Staley, A Case Study of Leadership Excellence, Free Case study samples

Chuck Staley, A Case Study of Leadership Excellence Free Essays

This case study will be based upon a comparison of principles found in John C. Maxwell’s book, â€Å"The 21 Irrefutable Laws of Leadership†. This text is foundational in the development and demonstration of successful leadership. We will write a custom essay sample on Chuck Staley, A Case Study of Leadership Excellence or any similar topic only for you Order Now It is my opinion, that Charles E. Staley, commonly known as Chuck Staley, personifies many of the mandates of a great leader as suggested within the context of Maxwell’s book. It comes as no surprise that when asked by Madison County Chamber of Commerce President, Kyle Morey, â€Å"What book has inspired you the most? †, Chuck’s reply was, â€Å"Leadership† by John C. Maxwell. Although not every one of the 21 Irrefutable Laws of Leadership is Chuck’s strengths, many are. I will discuss the demonstration of those strengths in the following paragraphs. Who is Chuck Staley? Chuck Staley is a lifelong resident of Anderson, Indiana. Shortly upon graduation from high school, Chuck joined the United States Marines, serving as a Corporeal in the First Marine Division in 1964-1967 during the Viet Nam conflict . He married Lynn Vicars on July 14, 1971 and has two children, Catherine (Staley) Daniels and the late David Staley. Chuck is the current President and Chief Executive Officer of the Flagship Enterprise Center (FEC), which was created in 2003 through a partnership between Anderson University and the city of Anderson. Through Staley’s vision and guidance, the FEC has assisted in the creation of 104 companies and over 2,000 jobs. The FEC has grown steadily as it has added new businesses over the past decade and is currently located in a Center consisting of nearly 300,000 square feet. Success was not merely recognized at the local level, but in the FEC was named a U. S. Department of Commerce Center of Excellence under Chuck’s leadership. Since its beginning, the Flagship under Staley’s leadership has forged alliances with Purdue University, the Indiana Economic Development Corporation and the US Department of Commerce. In 2011, the FEC began another partnership when Staley, Frank Levinson and Ann Wilson opened the Levinson Center for Social and Faith Based Entrepreneurship. The Levinson Center is located within the Flagship and specializes in businesses and organizations that innovate in the areas of environmental, humanitarian, educational and social issues within the framework of sustainability and sound business principles. The Levinson Center has launched nine organizations to date that range from energy independence for coastal Alaskan Indian villages, to Teachers of Promise in Kenya and a new educational paradigm, called the Impact Center, for nontraditional minority students in Anderson, Indiana. With Staley in leadership, national recognition has become common for companies such as COEUS and Echo Drive as they have captured markets in the technology field. Furthermore, The Flagship has begun to have impact globally with the addition of Greenville Technology Inc. (GTI), Altairnano, an energy storage company, as well as hosting the headquarters of Keihin North America. Staley has provided growth for many small business by developing an industry leading Microloan program including small business consulting. The Microloan program has had tremendous impact on business incubation and maintains the status of issuing the most microloans of any location in Indiana, with most loans being issues to women and/ or minority owned businesses. 3 Staley has chaired several boards, including the Anderson Plan Commission, White River Development Commission and the GM Blue Ribbon Commission. He was President Elect of the Madison County Chamber of Commerce, co-chairman of the World Class City Forum, and co-founder and Director of Energize East Central Indiana. He is currently chairman of the board of directors for Community Hospital Anderson and serves on the board of the recently launched Impact Center. Staley also serves as the President and CEO of the RSI Facilities Group, a consulting, engineering and management group, which has been involved in several commercial, industrial and residential projects. Although Staley has found success in leadership, he continues to pursue lifelong learning experiences like that of the Leadership Academy of Madison County (LAMC). Not only is he an alumni of the organization, but continues to support LAMC in the development of other emerging leaders. The information compiled in this document contains data and narrative from research. It also contains information from personal interview and observation. As a citizen from Anderson and Madison County and an employee of Anderson University, I have witnessed Chuck Staley’s leadership over past decades. I have watched him develop neighborhoods, businesses, and people. This account of leadership is both objective and personal. I am not alone in my respect for his leadership. Most recently, Staley received the prestigious Sagamore of the Wabash award. The Sagamore of the Wabash award, created by Gov. Ralph Gates in the 1940s, is considered one of the highest awards that can be bestowed by the governor of Indiana. It is a personal tribute usually given to those who have provided a distinguished service to the state. (Pendleton Gazette, 2013). 4 How does Chuck Staley exemplify leadership in reference to the 21 Irrefutable Laws of Leadership? John Maxwell begins his book suggesting that there are 2 critical components leadership. Maxwell states, â€Å" Serving others and showing others the way† both essential in demonstrating successful leadership (Maxwell, 2007). Chuck Staley has done this in various ways. As mentioned earlier, he serves on many different boards and is involved in various community endeavors. Not only has Staley made it a habit of profession, but he is thoughtful and kind to many and all types of individuals he comes in contact with, young, old, educated, or challenged. A student of Robert Greenleaf’s writings and teachings from the Center for Servant Leadership as well as the teachings on servant hood from the Bible, Staley embraces opportunities to lead by â€Å"doing with and for† others. A servantleader focuses primarily on the growth and well-being of people and the communities to which they belong. â€Å"While traditional leadership generally involves the accumulation and exercise of power by one at the â€Å"top of the pyramid,† servant leadership is different. The servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible. † states Greenleaf. (2013). In organizations like the IMPACT Center in Anderson, IN, Staley assisted in the beginning of the vision for the organization. He gave of his time, influence, and expertise to make a dream a reality for many minority leaders in his community. As the CEO of the Flagship Enterprise, Staley has partnered with Masters of Business Administration (MBA) programs like Anderson University’s Falls School of Business to develop young entrepreneurs and business students by hosting them as interns at the FEC. He has assisted in developing contracts with the businesses that the FEC helps incubate that also give opportunities for students and graduates to develop their skills under the guidance of those at the FEC. Many of these students (25-30%) have gone on to incubate business of their own. 5 Law #1-Law of the Lid. Leadership ability determines a person’s level of effectiveness. The law of the lid states that one’s â€Å"leadership ability-for better or for worse-always determines your effectiveness. ( pg. 1) Chuck has proven over the years that his lid is set at a high level because his leadership has demonstrated impact. While building the momentum at the FEC, Staley built strong relationships with those in his inner circle, those he had to engage with to position the business for success, and potential clients. He built a small team of individuals who maintaine d the same leadership, vision, and passion that he had developed. Staley worked with them to manage, lead, and incubate businesses under the guidance of and team management and servant leadership. Staley always built teams that focused on organizational effectiveness but were very aware that they must also be personally effective as leaders to reach capacity as an organization. The leadership teams at the FEC have been very successful as they have become the states leading small business microloan lender even surpassing that of Bloomington and Lafayette. But when asked, Staley readily suggests, that leadership is the issue. â€Å"Creating a vision that people can get behind and supporting them as they empower others is a key element that I promote,† commented Staley, when asked about the success of the FEC. It is apparent that he takes his responsibility seriously and works with great effort to build a team that leads with the same beliefs and priorities that he holds. Law #2-Law of Influence. The true measure of leadership is influence-nothing more, nothing less. The law of influence would argue that if one doesn’t have influence, one will never be able to lead others. (pg. 11). Staley is skilled at seeing opportunities and going after them as an entrepreneur, however, his skill goes beyond entrepreneurship. In a business of taking risks, Staley is up for the task. He operates with an 80-20 philosophy, where he takes calculated risks when he hits the 80% risk reduction benchmark. Never wanting to miss opportunity that comes along, Staley will 6 allow for a standard of risk. He can only operate at that level by having influence with those around him. There is a trust factor that is afforded the decisions that Staley makes, knowing that even in the 20% risk zone where failure may occur, Chuck will take opportunity to learn and move forward, always seeing new possibilities in each failure. His influence allows him the privilege to operate a this capacity and have others support him in the effort. Economic Development Director, for the City of Anderson, Greg Winkler recognizes the influence that Staley has and invites him to be engaged with businesses and the public whenever change or challenges present themselves. Winkler recognizes Staley’s leadership and influence and keeps him in close counsel with most economic development decisions being made in the city. Law #3-Law of Process. Leadership develops daily, not in a day. â€Å"Persistence† is a word that is often used to describe Staley. As counsel for business incubation with businesses like Bright Automotive, Staley spent years visiting funding sources like the United States Department of Commerce (USDC), Economic Development Administration (EDA), and the State of Indiana to advocate for financial investment and support. Advocating is a process. Staley believes in the long haul and staying dedicated to the process. He believes that discipline in process keeps you focused and organized, professionally and personally. In a recent interview, Staley confirmed what others had observed. He has a daily routine that includes the discipline of person growth and spiritual development. Staley considers himself a lifelong learner and takes time daily to read and reflect on professional and personal issues. He recently stated, â€Å"I want to experience quality of life well into old age. That doesn’t happen by chance. † Staley realizes that change, planning, development, and growth don’t happen over night. Being committed to a process and disciplining one’s body , mind, and spirit are all an essential part of Staley’s day to day routine. 7 Law #4-Law of Navigation. Anyone can steer the ship, but it takes a leader to chart the course. When asked what experiences in life have best shaped his leadership philosophy, Staley is quick to respond about his military experience during his formative years of life. Staley began serving in the United States Marine Corps at the young age of 17. At the time he enlisted, his mother had to sign the papers because he was not yet of age. By the time that Chuck left the Marines four years later as a Corporeal Sergeant, Staley had developed leadership strategies that still play an important role in his success today. He adopted the method of working as a team. The Marines worked in teams of four men. Roles were well defined for the individual, but all effort and progress was made as a team. The team was large enough that it offered expertise, but small enough that it could move quickly. They were given responsibility and clearance in the field that enabled them to work and move in the directions they thought were best and necessary without micro-management from different levels in the chain of command. Staley learned that you never leave anyone behind, and that you look out for those on you team. You always had the good of the team in mind,† reflected Staley. â€Å"The team strategy and the need to see the big picture, was a big take away from the Marines. † he continued. This strategy and method continue to make Staley effective in charting the course for current business innovation. Maxwell states in his book, â€Å"First rate navigators always have in mind that other people are d epending on them and their ability to chart a good course. † (pg. 39) Staley learned that decades ago and applies it to his relationships today. When Staley enters into business development processes for the businesses he is assisting with, he is looking out for the team, with their agenda in mind, and not his own. He doesn’t suggest that there are not mistakes along the way, but he takes time daily to reflect on the decisions of the past in effort to inform current and future business and personal decisions. 8 Law #5-Law of Addition. Leaders add value by serving others. â€Å"I believe the bottom line in leadership isn’t how far we advance ourselves but how far we advance others. That is achieved by serving others and adding value to their lives. This statement from Maxwell is echoed by Staley in many of the messages he delivers to individuals and groups throughout the state and country. When addressing graduates of the Leadership Academy of Madison County in 2012, Staley re-enforced all that he had learned through the study of Robert Greenleaf many years prior. This philosophy of service to others regardless of title or position is implemented in every area of Staley’s influence. Not only has Staley received numerous recognitions and awards over the years for his commitment to community and service to others, he has nominated and recognized many others. Two of the Madison County Athena Award recipients in the last three years have been women nominated and supported by Staley and his belief in their ability to lead through service to others. Staley is quick to remind listeners, that his study of the Bible and the call to be like Christ, a servant to all, impacts his behavior. He is careful to reflect daily on the truth that God desire us not only to treat people with respect, but also to actively reach out to them and serve them. Law #15-Law of Victory. Leaders find a way for the team to win. Failure is not an option. It wasn’t in the Marines, and it isn’t at the FEC. In fact, when questioned about recent perceived failures in the venture with Bright Automotive, a green technology for a workforce fleet of trucks and vans, Staley defends the process by suggesting that many new relationships and business were began at the FEC as a result of the venture with Bright. To Staley, although the outcome was not what was first envisioned and hoped for, but the lessons learned and the outcomes post venture have led to new levels of success and progress. 9 Bright Automotive wasn’t left with a huge dept and forced to close it’s doors. Staley established strong relationships with other companies on their behalf, and Bright was able to join other green automotive technologies and continue to impact technology. Staley was noted as saying, â€Å"Obstacles are tests that serve to prove, or disprove a hypothesis. Nothing more, nothing less. † He has learned that obstacles and challenges provide opportunities. You reflect, learn, implement new strategy and move on. â€Å"Failure doesn’t stop you, as a leader you find a way for people to win. Law #11-Law of the Inner Circle. A leader’s potential is determined by those closest to him. Chuck Staley has opportunity to bring many individuals into his closest circle. But Staley understands the value and responsibility of maintaining relationships with those who are closest to you. Staley has a list of those he considers peers by age, expertise, or influence that h e consults with on a regular basis. Any time he is contemplating change, innovation, or entirely new ventures, Staley consults with those in his inner circle. Those individuals include: Greg Winkler, Director, Economic Development for the City of Anderson; Rob Sparks, Executive Director of the Corporation of Economic Development in Madison County; Tom Snyder, President of IVY Tech Community College; Mike Pence, Governor of the State of Indiana; Lani Czarnieki, District Director Congressman Mike Pence; Keith Trent, Vice President/Chief Foundation Officer, Community Hospital Anderson; John Watters, former CEO Bright Automotive; Sena Landey, Vice President for Finance Administration Earlham College; and his wife of over 40 years, Dr. Lynn Staley, Professor Emeritus of Ball State and current Superintendent of Liberty Christian Schools. Staley contributes all of his successful decisions and planning to the wisdom gained from the friendships and expertise of those in his inner circle. 10 Law #18-Law of Sacrifice. Leaders must give up to go up. Chuck Staley is a private man. He relishes time alone to contemplate, reflect, and create. His greatest pleasure in life comes from spending time with his family, including his newly wedded daughter and son in law. Understanding that sacrifice comes with leadership, Staley submits to the tightly filled schedule of events, meetings, speaking engagements, ground breaking ceremonies, strategic planning sessions, and media releases. He does recognize the fact that in order to be an effective leader, one must give up many things including personal space. â€Å"Keeping a low profile as a leader is not an option. † commented Staley when asked what he has had to give up in his role of CEO of the FEC. â€Å"It is difficult to be so public. Like many leaders, Staley finds that it can be isolating at the top. He works hard to remain part of the team and work from ground level, but at times when the leaders is the one to cast the vision, draw the buy in, and make hard decisions, he realized he must step up. Although Staley values his investment in people, he realizes that at times it is at the expense of those in his family. His routine and discipline allow for balance, but he acknowledges that the re are only so many hours in a day, and you must give up something to get something, even in relationships. Law # 21– Law of Legacy. A leader’s lasting value is measured by succession. Recently, upon receiving the Sagamore of the Wabash Award from Governor Mike Pence and local state legislators Terri Austin, Jack Lutz and Tim Lanane, Austin said in a press release, : I am particularly pleased that this recognition gives us a chance to recognize that Chuck Staley has been committed toward linking economic development and social awareness. Although Staley isn’t planning on walking away from the FEC in the immediate future, he is aware that day will eventually come and he is working diligently to make the connections and grow the leadership to carry on the success of the Flagship and the collaborations that exist because of its existence. 11 Staley has a goal for his life. It is to leave his community and central Indiana economically stronger and healthier by creating more opportunities for individuals and families to experience quality of life and success as a result of his service to God and others. He hopes to create a brighter future for those who come behind him. Although there are many other attributes one could demonstrate in regard to Chuck Staley’s leadership abilities in comparison to the 21 Irrefutable Laws of Leadership, time and space has permitted me to only list a few. During my interviews and research with Chuck, I discovered several things that I thought were noteworthy about his life, passions, habits, and thoughts. All of these notations could be found in the application of Maxwell’s laws of leadership. I would like to share a few of those with you now. Staley spent 12 years on the Madison County Chamber of Commerce. When asked about his impact, Staley commented that he encouraged others to think about â€Å"the bigger picture†. He promoted collaboration as a way of behaving in business, even over competing. I asked his colleague to tear down walls due to the fact that in these economic times, â€Å"one can’t build walls high enough to keep others out†. He advocated that businesses think in terms of taking a piece of the pie instead of consuming a entire pie. During his tenure, the Chamber developed two new associations; Females in Business (FAB) and the Young Professionals Association (YPA). They also developed the Mad9 Mixer. Mad(ison)9 is a partnership of nine Madison County organizations with the common mission of realizing a positive vision for the future of our business community and region. Mad9 set the standard of relationship building beyond boundaries by helping businesses and civic leaders connect, communicate, and create commerce. The partnership’s first initiative is to connect business and ivic leaders once a month around the county (north, south, east and west). 12 When asked about his proudest achievements at the FEC, Staley responded with these facts: The FEC is the #1 Microloan processor in the state of Indiana. The FEC has been recognized by the Indiana Business Journal as the #1 creator of jobs in Indiana. The FEC has loaned over 74% of it’s microloans to women, minorities, and disabled service Veterans. Staley credits his philosophy of â€Å"taking care of each other† from the Marines. He also creates an environment that rewards and recognizes hard work because of the declaration learned in the military that you â€Å"Earn what you get. Nothing is given to you. † When asked what he considers to be his strengths in leadership, Staley commented, I am visionary. I am persistent. I do not keep personal agendas. I tap into collective wisdom. I seek counsel from those smarter than myself. I lead with confidence, which allows me to elevate others and seek advise and wisdom from others. Staley’s response risk taking: â€Å"I utilize the 80-20 rule. I am confident in a decision of data at 80% suggest it’s the right decision . I am willing to risk the 20% in order to capture opportunity. If you wait until you are 100% sure you are making the right decision, the opportunity will pass you by. Opportunities at the 80-20 level will offset any losses you might endure using the rule. If I allow others to use this rule and people do make mistakes, I allow them that privilege. We just learn, recover, and move on. In the world of innovation and entrepreneurship, there is always risk involved. You must seize opportunities and refuse to play it safe 100% of the time. Staley’s favorite quote: The seven most important words in the English language, â€Å"Never give up, never, never, give up. † Winston Churchill. 13 Leaders that have had impact on Staley: Abraham Lincoln, Ronald Reagan, Winston Churchill, George Patton, Chesty Puller, Jesus Christ. The kind of individuals Staley tries to attract /recruit to his team: Compe tent Innovative Self motivated Positive Mission driven Team Players Staley’s method for change: Staley advocate that you follow the V Method. Any change, good or bad, results in a temporary negative response. Good changes eventually result in higher levels on the V, bad changes in lower levels. Poor leadership makes change more difficult. People panic and make further changes. What results is change continues down the V. It is wise to implement change slowly, carefully, and not all at once or in succession. About establishing priorities: â€Å"Life is full of nice things to do, successful people do the necessary things first. I do first things first. † In conclusion, the example that Chuck Staley has set for effective leadership has had great impact on the community and in business. He has developed his own philosophy of leadership based on his life experiences and the wisdom of other successful leaders. He lives his life in a way that creates value in others and opportunities for innovation, improvement, and success. In so many ways, Staley exemplifies the truth found in the 21 Irrefutable Laws of Leadership of John Maxwell’s book. It has been a lesson in leadership just to have researched and communicated with Staley myself. He is truly a hometown hero in leadership for the City of Anderson and Madison County. How to cite Chuck Staley, A Case Study of Leadership Excellence, Free Case study samples