A631.9.2.RB - Video Debrief of Team MA

Several attributes stood out in the video that Steve Jobs demonstrated leading the NeXT Team. These corresponded to the results of my MA and debrief. Achievement characteristics include stretch goals including the use of metrics to track progress. Leaders can summarize statistics on new products, customer base, competitors and milestones. For example, Jobs emphasis was on higher education with a simulation focus with a revolutionary impact on the PC market. Though it didn’t find a market, the NeXT "cube" PC had great industrial design and showed an incredible amount of creativity and innovation. Unfortunately, Jobs was very assertive and aggressive (including overinflated ego) which contributed to the downfall of the NeXT plan. Jobs was an entrepreneur (risk taker) both personal and business as he used most of his own financial resources to finance operations at NeXT. Jobs demonstrated a drive for goal setting, a desire for the challenge to his team along with being ambitious. Innovation is the balance of three attributes: problem-solving, process creativity and inventiveness which are essential in a leadership team. On the downside, Jobs need for recognition by the computer industry, business world and public customer base was overinflated with his ego. I scored similar in these MA areas: achievement, risk, innovation and recognition. (Labreque, 2014) And by coincidence, after taking the MBTI assessment a week ago, Steve Jobs is an example including natural born leadership of famous people with ENTJ (Extravert, iNtuitive, Thinking and Judging) personality traits which just happened to be my category too. During the brainstorming session with the NeXT Team, he demonstrated most of the characteristics of ENTJs. ENTJs thrive on challenges, possibilities, opportunities, challenges and want to be the ones driving and leading the path. They are "take charge" people. ENTJs have an incredible amount of personal power along with being domineering, forceful and decisive. ENTJs have little if any patience especially with inefficiencies. Other attributes include: self-confidence, assertive, creative, innovative, strategic thinkers, dominant personalities, a natural tendency to marshall and direct, are often "larger than life" in describing their projects, ideas and proposals (story-telling etc), are decisive and are not the one to be messed with. (The Myers-Briggs Foundation, 2014) (HumanMetrics, 2014) References Steve Jobs Brainstorms with NeXT Team: Entrepreneurs (2012). [On-Line] Available https://www.youtube.com/watch?v=loQhufxiorM&feature=youtu.be HumanMetrics (2014). [On-Line] Available http://www.humanmetrics.com/cgi-win/JTypes2.asp The Myers-Briggs Foundation (2014). [On-Line] Available http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/home.htm Labreque, Tom (2014). Management Assessment Profile (Candidate: Gregory Rutbell). Alexandria, Virginia: NextSteps Research.

A631.8.4.RB - Reflective Analysis

I completed the Humanmetrics Jung Typology Test TM on Sunday, December 14, 2014. My personality type according to Jung's and Briggs Myer's is ENTJ: Extravert (11%), iNtuitive (50%), Thinking (50%) and Judging (33%). Based on the results, I have: slight preference of Extraversion over Introversion, moderate preference of Intuition over Sensing, moderate preference of Thinking over Feeling and moderate preference of Judging over Perceiving. ENTJs: have a natural tendency to marshall and direct, are often "larger than life" in describing their projects, ideas and proposals (story-telling etc), are decisive and are not the one to be trifled with. (HumanMetrics, 2014) ENTJs are natural born leaders. They live in a world of numerous possibilities and challenges and want to be the ones responsible and leading the way. They have a drive and passion for leadership to grasp the details, tasks and develop a plan. They can absorb an incredible amount of information and can make quick and decisive judgments based on this. They are "take charge" people. ENTJs have a tremendous amount of personal power and are very forceful, decisive individuals. ENTJs do not like mistakes and have little patience with inefficiency. ENTJs are career-focused and fit into the corporate world naturally. ENTJs love to interact with people and as extroverts are energized and stimulated primarily externally. Other qualities include: self-confidence, assertive, creative, innovative, strategic thinkers and dominant personalities. (The Myers-Briggs Foundation, 2014) Who are some examples including leadership of famous people with ENTJ personality traits? Adolph Hitler, Bill Gates, Carl Sagan, Donald Trump, Franklin D. Roosevelt, Harrison Ford, Jack Welch, Joseph Stalin, Julius Caesar, Margaret Thatcher, Oskar Schindler, Richard Nixon, Sean Connery, Warren Buffet and Winston Churchill. These are examples of political, business management and entertainment. It is important to emphasize that several of these examples demonstrated leadership of the wrong kind (Hitler and Stalin). (The Myers-Briggs Foundation, 2014) How can MBTI be useful to develop leadership capacity and capability? The MBTI is unique and different from other psychological and personality instruments tests. It sorts for preferences and does not measure traits, knowledge, skills, abilities or character. For example, it can identify critical leadership skills and improvement opportunities including: conceptual, critical thinking, research, creativity, reflection and experience. The best reason to choose MBTI and discover know yourself is that research and hundreds of studies over the last 40 years have proven MBTI to be both valid and reliable. In other words, it measures what it says it does (valid) and produces the same results when given several times (reliable).Develop a plan from MBTI results with the help of a mentor coach. (Quenk, 2009) References HumanMetrics (2014). [On-Line] Available http://www.humanmetrics.com/cgi-win/JTypes2.asp Quenk, Naomi L. (2009). Essentials of Myers-Briggs Type Indicator Assessment (2nd ed.). Hoboken New Jersey: John Wiley & Sons, Inc. The Myers-Briggs Foundation (2014). [On-Line] Available http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/home.htm

A631.7.4.RB - Future of OD

Together, MSLD 630 and MSLD 631 provide an overview of Organizational Development (OD). The courses present an OD view of managing change and organizational transformation. In this final chapter of your textbook, Brown presents two opposing ideas: OD is viewed by some as a rapidly changing field keeping up with the times and by others as a fad that will become irrelevant. Given what you have learned over the past two courses, what do you see as the future of the OD discipline? What do I see as the future of OD discipline? Based on what I have learned over the past two courses and my 20 plus years experience with high powered players in the defense and commercial aerospace industry, I see OD as a rapidly changing field keeping up with the times. For example, Lockheed Martin and Boeing are both big OD users practitioners along with being business industry leaders. Lockheed Martin uses an OD process is known as LM21 Operating Excellence (Lockheed Martin 21st Century) for process, lean manufacturing and six sigma. LM trains and certifies black belts and master black belts in process tools: teams, facilitation, problem-solving, lean manufacturing, six sigma, root cause analysis, value stream mapping, etc. These "process experts and consultants" lead, coach and mentor teams in these tools for productivity, quality, supply chain constraints, bottlenecks and inefficiencies. The Pentagon, Department of Defense and American taxpayer focus is on "affordability" and "producibility" process improvements which in turn lower the cost of the product and service. (Lockheed Martin, 2014) Boeing uses an OD process known as "Working Together" promoting one team working together. This is also a strategy in the vision. There are many self-directed and high-performance employee-involvement teams (EIT's) in engineering, supply chain, manufacturing etc that focus on productivity, quality and supply chain issues. Additional tools and processes include: lean manufacturing, kaizen, value stream mapping, root cause analysis, etc. Today airline customers are faced with cost and operating issues and want an affordable high quality product and service. Customer orders and build assembly rates are expanding due to the customer need for new aircraft over the next twenty years. In addition, competition especially from European Airbus is stiff. The Boeing and Airbus rivalry is the biggest in the business world. (Boeing, 2014) I am actively involved in both the LM21 and "Working Together" philosophies since 2002. I was a certified LM21 Black Belt during my career at Lockheed Martin. Presently, I am working on kaizen certification. The OD tools and processes that I use and apply focus on change from the operating environment both internal and external. Build rates are growing and expanding. New programs such as the 777X are being introduced. New plants and facilities are being built. New and advanced technologies such as composite wing are being introduced. Customer requirements are changing. Teams are being introduced in all organizational areas to become high-performance and self-directed. To survive in the 21st century there is a motto: "Nothing endures but change." References Boeing (2014). [On-Line] Available http://www.boeing.com/boeing/ Lockheed Martin (2014). [On-Line] Available http://www.lockheedmartin.com/