Vena Alesio

EXECUTIVE ANALYSIS CONCERNING: Mr. John Doe ANALYST: Vena Genuchi Alesio, Ph.D. ABSTRACT Mr. Doe’s leadership talent is characterized by impeccable core values, dogged determination to achieve measurable outcomes, and the willingness to sacrifice self for the sake of others. Root cause analysis and effective problem solving are excellent strengths and, combined with his people skills, Mr. Doe exhibits a well-balanced executive profile. Because his core values are without question, every theme that demonstrates strength is related to integrity and honesty. And, it is through reliance on core values that Mr. Doe is able to work around any areas of improvement. Interestingly, there is a rare talent for recognizing the thought processes of both males and females, which makes Mr. Doe a true leader for the future. It is this type of leader that is vital to the forward direction of the boardroom, and Mr. Doe must focus his energies and goal orientation on creating a new generation of top performers. SELF ESTEEM This theme is one of Mr. Doe’s strongest because he has modeled his management style from exemplary leaders. Citing his strengths as determination, loyalty, honesty and the desire to “accomplish the mission,” Mr. Doe also admits that his temper can pose problems when he has not thought through a situation thoroughly. This weakness is a lifetime struggle and he has learned to pull himself back in inflammatory situations, exhibiting disappointment rather than anger. Like those who are most talented in this theme, Mr. Doe is unafraid to take risks, realizing that failure may occur, but always expecting victory through careful planning. Again, success is realized through hard work, loyalty and trust in his team, and the concept that anything less than giving one’s finest effort is unacceptable. GOAL ORIENTATION The recognition of short- and long-term goals is never absent from Mr. Doe’ mind. Each day is carefully planned, and he does not enter a situation without meticulous forethought. Consequently, this theme is also one of his strongest. Describing himself as the “go-to guy,” Mr. Doe states that he never allows others to keep him from accomplishing his goals. If lazy or dishonest individuals take him off track, he is quick to dismiss them and return to the business at hand. Wasted talent is abhorrent to Mr. Doe—he is willing to help any person who is willing to try his or her best. However, when a talented individual lacks the motivation to succeed, Mr. Doe will not waste valuable time attempting to develop their leadership. When Mr. Doe is surrounded by a team he trusts, he is able to conceptualize processes with a broad stroke. He can delegate with confidence and reap significant return on investment through the efforts of top performers. Unfortunately, his current position forces him to pay close attention to details, thus taking visionary planning out of his leadership formula. Always the “realist,” Mr. Doe must be satisfied with a concept of perfection which is at a level that makes his employees “happy with their results.” BUSINESS THINKING Because Mr. Doe is forced to focus on detail and “make the plan, put the pieces together, determine what will affect the plan, and…complete the plan,” he has less time to conceptualize a high-level strategic operation. Thus, this theme is not a leading driver at this time in his career. When a leader is able to create the vision and allow his or her subordinates to “take the bull by the horn,” so to speak [my quote], the ability to drive business and productivity is exponential. Mr. Doe receives great satisfaction in seeing other people succeed, but 90% of his time is focused on the small details that help them to realize their goals. In doing so, he sacrifices the greatest part of himself that could put top level operations into place. Therefore, Mr. Doe currently considers himself more of an “implementer” than “visionary.” CORE VALUES It is this theme that drives every facet of Mr. Doe’s life, both personally and professionally. Honor, loyalty, unwavering trust, and integrity define his philosophy and actions. It is for this reason that he cannot under any circumstances establish relationships with individuals who are not true to the highest code of ethics. His history in the military has taught him that lives depend on trusting each other unto the ultimate sacrifice, and he accepts nothing less in the corporate arena. Simply put, Mr. Doe’ word is his bond. If someone is dishonest with him, he is “repulsed.” Betrayal leads to anger on his part, because he believes that his word or actions have not been valued. Honoring each individual at every level of society is a particular talent for Mr. Doe, and it is likely that those soldiers who served with him and under him respect him and have modeled themselves after him. RELATIONSHIP This theme is one of strength for Mr. Doe because he likes people in general and enjoys building relationships of trust. However, it must be understood that relationships do not define Mr. Doe’ actions or decisions. Describing himself as an introvert, he is quiet during meetings, listening and analyzing ongoing discussions. He does not comment unless he believes what he has to say has merit and is relevant to the topic at hand. Consequently, others take note of his reflections because he does not make idle chatter. Mr. Doe’s friendships are dear to him, and trusted allies are few because he holds relationships to the high standards reflected in his core values. There is no doubt that Mr. Doe would make great sacrifices for his friends, and they for him. These are relationships that go beyond the comprehension or practice of most people. True friendship for Mr. Doe knows no bounds or limitations. PERSUASION Mr. Doe is the exemplary team player. He listens carefully to the ideas of his subordinates, carefully processing what they have to say and incorporating it into his decision-making process. When the time comes to implement the plan, Mr. Doe has the ability to gain significant buy-in, because people know he has heard them and that their input was valued. Mr. Doe’s talent in persuasion comes from the unique ability to empathize and recognize what drives each individual. Consequently, when he explains why he is moving forward in a particular direction, he is able to speak to each individual, making clear how the outcomes will benefit everyone. Persuading people to take on responsibilities they either had not thought of or did not want to do may be a difficult process, but Mr. Doe handles it deftly by relying on his exemplary core values and always approaching his discussion with honesty. While he will never “sugar coat” a difficult situation, he will also give his people the tools to be successful. Trust, a common goal, and everyone on “the same page” make Mr. Doe’s skills of persuasion effective. ROOT CAUSE ANALYSIS Those who demonstrate strength in this theme are able to see beyond the surface of a problem and ask why it occurs. Indeed, this is a significant talent for Mr. Doe because he recognizes that, if he does not understand the heart of a problem, what he has missed could lead to significant consequences. Problems are addressed “straight up,” honestly and without fear of recrimination (unless core values are involved). To date, no one has ever criticized a decision that Mr. Doe has made, but he believes that, if someone did, he would be “disappointed.” Always thinking logically about the many facets of a situation, Mr. Doe conveys performance expectations clearly, helping people map out a plan of action, and holding them accountable for their results. If they head in what he believes may be the wrong direction, he pulls them back and discusses the situation, thus making the individual part of the solution. LEADERSHIP Mr. Doe does not consider himself a “natural” leader, stating that he “doesn’t know what a natural leader is.” In his life he “learned to follow before [he] learned to lead,” and he places himself in the position of the follower as he makes certain leadership decisions. It is important for Mr. Doe to note that the greatest leaders on record consider themselves “servant leaders,” always taking into consideration the needs of others as they move forward with their decisions. Mr. Doe’ desire to build trust, set an example of core values that are beyond reproach, and consistently practice those core values are the heart and soul of true leadership. Mr. Doe exhibits a rare talent: that of individualized approach—the recognition of individual needs and how people can be developed according to their unique talents. Great leaders care about their people, and Mr. Doe demonstrates the ultimate caring for his subordinates by always setting them up for success and gaining satisfaction in their personal victories. To summarize, his leadership style may be characterized by “leading from the front, setting the example, being calm, patient and fair, and never asking someone to do something you wouldn’t do yourself.” The following recommendations are made for Mr. Doe’s personal and professional development: RECOMMENDATIONS 1. Mr. Doe is realizing significant personal and professional sacrifice in the position he currently holds, because he is unable to surround himself with a talented group of top performers on whom he can rely. There will soon come a time where he will come to a fork in the road and must choose the best path according to his true talents. 2. Mr. Doe is the consummate role model for younger leaders. Not only does he recognize that the characteristics of true leadership transcend gender, ethnicity, age and color; quite frankly, he is truly a “been there, done that” leader who can add inherent wisdom and experience to those who need it. 3. Mr. Doe is encouraged to take on a leadership position that lets him become a visionary and raise the bar on expectations for perfection from his team. This recommendation coincides with Recommendation #1. Mr. Doe’s greatest talents are considerably reduced when he is forced to focus on minute details that could be delegated to others. 4. True leaders exhibit strong self esteem encompassed by humility, the ability to set direction and gain the trust of their team, and inspire those around them. Mr. Doe may not consider himself a “natural” leader, but his stellar talent contradicts his belief. He is disassociating hard work and discipline with the strength to carry the weight of leadership on his shoulders. Great deeds are only accomplished through due diligence and determination. 5. The concept of strength management can be an effective tool for Mr. Doe. He already recognizes those individuals with whom he can and cannot spend time. When he is in a workplace where every level of talent is represented, he is encouraged to follow the “80/20 rule”: 80% of a leader’s time is spent in the development of top talent: these individuals will lead any organization to exponential gains. 5% of a leader’s time is spent on the development of average performers—they do as they are told and can be successful in many areas. It is they who must determine whether or not they want to raise the bar on their performance. While no organization wants or needs contrast performers, it must be understood that they are there and should be properly advised. 15% of a leader’s time is spent managing these individuals, and maneuvering around them, if termination is not an option. It is, however, wise to keep contrast performers to a minimum, avoiding situations where they are responsible for the welfare of others.