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 In the era of Instagram, Snapchat, Twitter and Facebook--although it is a bit outdated-- people are able to both publicize and hide the most significant events in their everyday lives.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

Pediatric Physical Therapy Neuro Developmental Treatment (NDT)

Questions: a) What is the basis for utilizing this type of intervention for children with cerebral palsy? b) Why is this intervention being investigated? Is there a lack of supportive evidence or are there controversies surrounding this type of intervention? c) Do the results of the study or summary of the study adequately support the efficacy of this intervention for children with cerebral palsy? Answers: Physical Therapy Intervention used for Children with Cerebral Palsy Neuro Developmental Treatment (NDT) has been considered as one of the most well-known approach that is associated to the children suffering from cerebral palsy. One of the most effective perspective associated to Neuro Developmental Treatment (NDT) highlights towards treatment of control groups. The results, which are found to be included with innovative treatment modalities, are compared to the results of NDT applications. The effectiveness of NDT continues to be in a factor of debate (Verschuren et al., 2013). It is definitely not the only approach associated to the pediatric therapy. Thus, it is often subjected to various pros and cons which are been estimated by the researchers associated to this domain. The strength training, mainly for the children suffering from cerebral palsy along with partial body weight supported ambulation training are considered as the two contemporary approaches which are found to be allied to the development of the children. Basis for the Utilization of the Intervention for Children with Cerebral Palsy NDT is an effective and efficient approach which is mainly based on the theories of reflexes, maturation and hierarchic science. This approach is highly influenced by the factor of occupation, speech therapy and physical development of a child suffering from cerebral palsy. When a child suffers from the impairment of Central Nervous System, they tend to have an affected posture control against gravity (Figueroa Yu, 2014). Thus, the goal of establishing a normal functioning of the nervous system and thereby the prevention of the deformities and contractures are carefully monitored by the concept of Neuro Developmental Treatment (NDT). The neurodevelopmental approach generally tend to focus towards the sensorimotor components such as the reflexes, abnormal movement patters, postural control, memory and the perception. Thus, handling these techniques in order to attain an effective sensory stimuli, in order to inhibit the spasticity, abnormal patterns, abnormal reflexes are carefully m onitored for the patient in this protocol. Thus, the child would be facilitated with equilibrium responses, movement patterns and muscle tone under the supervision of Neuro Developmental Treatment (NDT). Reason for the Investigation The main reason for investigation was to provide the evidence about various intervention for management of developmental disabilities. The research which was conducted by American Academy for Cerebral Palsy and Developmental Medicine (AACPDM) which supported the intervention for medical condition, gauging the credibility of the evidence and thereby identifying the gaps of the scientific knowledge (Kaplan et al., 2013). Fourteen of the 21 studies provided results regarding the efficiency of Neuro Developmental Treatment (NDT) tentatively, which directly ponders towards its validity. However, it can be clearly analyzed that one of the biggest threat which was associated to the context was the small sample size. The small sample size often may not be considered valid for generalizing the concept. Moreover, lack of information in order to detect a true difference between the heterogeneity of the population was also an alarming factor. Moreover, it can be analyzed that there were substantial gaps which need to be addressed in the future studies. Efficacy of the Intervention Model for Children suffering from Cerebral Palsy The nature of the results attained from the study is completely not adequate as it is supported by very low sample size. Low sample size along with the factor of diversified heterogeneity often results to the factor of lack of validity. Thus, further research based on this concept need to be accommodated in order to facilitate more accuracy and adaptability of Neuro Developmental Treatment (NDT). Services provided under Part C of the IDEA or IDEIA legislation Physical therapy is considered as one the early intervention services, which directly falls under Part C of IDEA. The Physical therapy so provided may be considered as the only early intervention service where a child need to be coordinated efficiently and effectively. It is considered as a multidisciplinary program, which mainly targets for a huge sector of children that can be directly involved to the program. The Physical therapy, which is generally associated by the services of Part C of the IDEA legislation is generally provided as a part of the childs Individualized Family Service Plan (IFSP) through a family centered care philosophy. Moreover, the Physical therapy under Part C of the IDEA tend to utilize their knowledge along with their versatile skills to relate the motor and the self-care function. Apart from these perspectives, they also highlights towards the development of assistive technology, medical health care science and developing the self-care functioning of a chil d. All these parameters definitely target towards providing a unique contribution associated to the Individualized Family Service Plan (IFSP). Moreover, the Physical therapists provide a wide range of services to the clients, which includes collaborating others within a single team, integrating interventions into everyday routines, locations or activities, and efficiently exchanging information with the family members (Chen Weaver, 2014). It can be clearly analyzed that all these facilities associated to this program of Part C in IDEA legislation targets in developing an effective platform for the improvising a childs development in a systematic and a logical manner (Moody McManus, 2014). Parents are considered as an integral part of the IDEA protocol, which mainly includes the factor of development of Individualized Family Service Plan (IFSP), and the must notified of their rights. This also includes the right to due process. Secondly, IFSP is considered a process that is professionally associated to decision making along with the implementation of the early intervention of the services of families and children. Moreover, the team member tend to develop the objectives, outcomes and strategies, which would guide the provision of the early intervention service associated in the natural environment. It can be clearly analyzed that the team determines the amount along with location of the early intervention services, which includes the concept of physical therapy, supporting the family and childs objective along with monitoring the income of the family members effectively (Levitt, 2013). Thus, the management would definitely monitor towards the economical consequences of a family and thereby would lay subsequent strategies to guide the child so that there is no constraint faced. Finally, the Service coordination is found to provide the families through the IFSP protocol. Thoughts for Inclusion and its Effectiveness on the Educational Situation It can be stated that there are few issues associated to the education, which generate more confusion, discussion or apprehension than the topic of inclusion. This is considered as an issue that has outspoken advocates on all the sides, whether loyally for, avowedly against or somewhere between the two parameters. Certainly, for the purpose of school of a district change, it can be analyzed that a more inclusive approach need to be provided which provides restructuring to the student associated to various disabilities. Special education program along with regular educational staff members (and the relationships) often changes the traditional rules under which most of the things happen with the premises of campus, district of classroom (Rackauskaite et al., 2015). Thus, the understanding of various ramifications and issues such as the restructuring protocols need to be amended significantly. It can be clearly analyzed that the concept of inclusion is considered vague for most of the people. Its actual meaning, structure and its questioning regarding the mainstreaming factors. Thus, from my perspective, I can clearly define that Inclusion is not an innovative concept associated to education. However, it is in fact a related term, which is associated to a longer history including integration, normalization, mainstreaming, deinstitutionalization, least restrictive environment and the regular education initiative. It can be clearly stated that it is an inclusion stem from the lax usage of several of these related terms when important differences in meaning exists, especially among the common mainstreaming, full inclusion or integration inclusion (Schreiber et al., 2015). From the perspectives of students associated to several disabilities, this concept have definitely targeted towards the development of opportunities to be around the non disabled peers which have been effectively limited to the lunch and recess. The other also may have been subsequently integrated into the fields of physical education, art, music and vocational training program. Typically, the students having mild disabilities are also been allowed with traditional core academic content areas, such as the subjects of mathematic, language, history, science, etc. From all these perspectives, it can be clearly assumed that this program definitely targets towards the development of these affected children. These programs tend to limit the factor of discrimination to a huge extent from these children, which in turn helps to develop their internal strength. The factor of confidence is effectively boosted among these child members as they feel the sense of equality with the other children of the same age. Hence, this is one of the most effective parameter, which should be effectively monitored in order to peruse development among the mentally affected child members associated to a school or other organisation. Annual Goal and Short Term Objectives included in Childs IEP at some point in his School Years In context to the present case study that has been published on Derek, the annual goal is to enhance the activities of Derek. This would be followed in such a way that he gets to receive a consultative physical therapy at his school that will help in implementation of various kinds of educational program that will be able to address the issues that is related to his accessibility and fatigability during his school days. The annual goal is to make e Derek free from the mid gut deviation that becomes more prominent during his running (Berg et al., 2012). He shall be thus given the important physical therapies that will help him to come out of the problems that he has been presently suffering from. This includes supporting him in independent stair climbing using the suitable handrail that he has been associated in doing. He shall also need to be supported for his home program of heel cord stretching and night splint that will help the physical therapies to monitor the activities of Dere k. The short-term objectives in relation to Derek thus include: Understanding of the outcomes that will help in relating Dereks functional skills and activities Understanding of the outcome that will help in enhancing Dereks performance in school. Understanding of the outcome that may be realistic and achievable within the frame of IEP fro motivating and improving the condition of Derek that he has been associated with Derek needs to provide the suitable assistance for removing the mild gait deviations To support Derek so that he can independently get associated in stair climbing by using a suitable handrail so that he can easily transfer himself from the floor to standing by using a Gowers maneuver. Monitoring the activities of Derek at school through the use of MDA clinic that will help to focus on the home program of heel cord stretching and the implementation of night splint Natural Environment is more than just Switching from Clinic based to Home based services The IFSP has laid down the guidelines that helps in providing a childs natural environment whenever required. The term natural environment means settings and activities that are standardized for a childs peers of the same age. It is the place or event the child is likely to get engaged if he or she did not have the disability. It includes care centers for children, church, libraries or grocery stores that help in the development of the child in a natural environment. However, what seems to be natural for one child is not necessarily natural for the other child. The main question that arises here is the location for creating a natural environment. A location may not be treated as a natural environment if it is where the persons with disabilities go. For example, they should not be taken to hospitals, schools and classrooms (Bartonek, 2015). The stipulation of early interference services for any child may occur in a setting other than a natural environment only if early interference cannot be achieved satisfactorily. According to the Federal Idea Part C Regulations, the term natural environment means and includes, keeping in mind the needs of the child, natural environment community settings means home kind of environment in which children with disabilities are comfortable with. The state that is participating in Part C of Idea must ensure that early services should be provided for natural environments and ensuring that any child who cannot be a part of the natural environment easily shall be provided with an alternative in place of natural e nvironment. Natural environment means settings that are real or normal for the childs peer who otherwise have no disability. According to Nebraska Title, natural environment means arrangement that is real or natural for the child similar age peers as compared to the child without any disability. In cases if the natural setting of environment is not achieved satisfactorily then, in such cases an alternative can be achieved. The Rule 51 of the Nebraska Title states that, the school district shall establish policies and procedures to the highest extent possible. Children with disabilities are to be educated with children who do not have any disabilities. In situations where there is a need of separating the educational system of those having disabilities, then they may get separated only in cases where by the aids and services provided do not allow to achieve proper education for those with disabilities. Important Information to be Told to the Parents of a Child with Physical and Cognitive Special Needs regarding their Rights in Advocating for their Child The Individuals with Disabilities Educational Improvement Act of 2004 under Sub Part E lays down procedural safeguards. These safeguards serve to preserve the interests and rights of parents as well as children who bear a disability. The Act provides that at least once in a year, the parents of children bearing disability are entitled to Procedural Safeguard Notice from the schools in which their children are enrolled. This Act ensures that children who bear disability have proper access to education. It gives parents of children with disability a voice regarding the education of their children. The following are some of the remarkable rights laid down under the said Act; The Act serves to protect the confidentiality of education of such children by way of allowing children the right to access the records of their children. In case they come across any information, which appears to be misleading or incorrect, or in violation of the privacy rights of their children they are entitled to request for amendment of such information. The Act gives parents the right to take part in meetings concerning their children. This happens to be one of the most significant right available to the parents of children with disability (Oudenampsen et al., 2013). They are entitled to participate in meetings concerning; Identification, evaluation and educational placement of their children Application of the provisions of FAPE (free appropriate public education) to their children Development or revision of the individualised education program for their children (IEP) for their children The Act requires the school authorities to avail the consent of the parents of children with disability prior to taking certain specific actions regarding such children. There is no exhaustive list regarding such actions and would depend upon the policies of schools. These may include; Prior to conducting evaluation of such children; Prior to conducting re-evaluation of such children. Parents have also been provided with the right of disagreeing with decisions which the schools take concerning children with disability. In case parents of such children are not satisfied with the individualized evaluation of their children conducted by the school they have been accorded the right to obtain an Independent Educational Evaluation. Under this system, they have the right to get the evaluation done by an independent evaluator. Parents of children with cognitive and physical special needs must be aware of the above stated rights as well as other rights available under the Act in connection with advocacy for their children. References Bartonek, . (2015). Commentary on Foot Orthoses for Pediatric Flexible Flatfoot: Evidence and Current Practices Among Canadian Physical Therapists.Pediatric Physical Therapy,27(1), 60. Berg, P., Becker, T., Martian, A., Danielle, P. K., Wingen, J. (2012). Motor control outcomes following Nintendo Wii use by a child with Down syndrome.Pediatric Physical Therapy,24(1), 78-84. Chen, Y. P., Weaver, L. (2014). 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