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Rules of Engagement

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					Models of Leadership

Professors Barron and Daly
Teaching Assistant: Chang
   September 12th.,2000
      6.00-8.50 pm.
        Rules of Engagement:
        Attendance and Seating
• Attendance and Attention Expected
• One excused cut, (e.g. family emergency, not
  recruiting soirees), plus Religious Holidays
• Unexcused absences “count”
• No recording or videotaping
• Late arrivals or early departures:grade reduced
• Keep same seat
• Name card in place
        Rules of Engagement:
            Participation
• Engaged, whether as speaker or listener
• Respect for colleagues paramount
 Raise hand and wait to be called upon
 Cogent comments, succinctly stated, adding value
 Quality, not Quantity
 Uninterrupted
• Conflict of ideas welcomed
• Difficulties? See Prof. Barron
       Rules of Engagement:
              Access
• Gdaly@stern.nyu.edu; 11thfloor,KMEC
• Pbarron@stern.nyu.edu; 9-167, KMEC;
  988-0809
• Yhc231; 6th Floor TA Office
• Meet with Prof Barron, at least once; e-mail
  to schedule
• Class Web Page
         Learning Process
        Two Class Formats
• Conventional
Lecture
Cases, Readings Analysis
Discussion
• Guest Speakers
Short presentation
Q and A
           Learning Process:
              Ingredients
• Text and Articles
 Background and Frameworks
• Cases, Profiles
 Stylistic, Situational Examples
• Class Experience
 Reality, Comparisons, Perspectives
• Guest Speakers
 Exemplars, Dialogue
          Learning Process:
          Class Preparation
• Thorough preparation goes beyond reading
  to analysis
• Prior readings and classes inform future
  classes
• Notes are helpful for class participation
• One page memo required each week on one
  of the questions posed for the readings
            Learning Process:
              Assignments
• Write Diary at end of each class
• Discussion Leaders: Teams of two
 Provide succinct analysis of subject and introduce
  class discussion
 Counts as a memo
• Weekly Memo, based on class preparation
  questions
• Two Short Essays, 2-4 pages
• Final Exam, Open Book, 10-12 pages
            Learning Process:
            Communications
• Oral and written communications should be
  structured as though addressing your CEO or
  Board
• The principles are:
 Analysis, not regurgitation of the material as
  written
 Crisp, clear, articulation of your perspective, with
  2-3 supporting arguments or points of evidence
 Avoid stream of consciousness
          Learning Process:
          Communications
• Written communications should have:
Clear and logical structure
Well articulated and supported reasoning
Grammatical soundness, including spelling
           Learning Process:
           Communications
• Verbal communications involves respect:
Listening as well as talking
Understanding different points of view
Challenging ideas without making (or
  receiving) the challenge as a personal attack
           Learning Process:
           Communications
• With Guest Speakers:
Remember….”CEO Communications”!
Focus on the Speaker’s background and
  story and prepare questions
Keep questions and comments focused on
  the leadership aspects of the speaker’s role
  and remarks
               Grading
• Class Participation 40%
• Short Papers        20%
• Final Exam Essay 40%
                   Ethics
• Outstanding Leadership is rooted in a deep
  seated belief in and application of a code of
  ethics
• The highest standards are expected of
  members of Stern Students
• The Honor Code process and procedures
  will be followed by Profs. Daly and Barron
    The Work of the Leader
          (Kotter)
•   Vision and Strategy
•   Resource Alignment
•   Measurement and Monitoring
•   Development of People, Culture
•   Communication
         Leadership Qualities
• Demonstrable Competence
• Unassailable Integrity
• High Standards
• Effective Communicator
• Sense of Group, of Common Enterprise
• Strong Sense of Self but Checks Ego at Door
• Capacity to Believe and Commit and Get Others
  to do the Same
• Willingness to Accept Risk and Conflict Arising
  from Change
   Leadership Qualities (Cont.)
• Patiently decisive
• Stays the course
     The Development of Leaders
•   Right Stuff and Right Path
•   Early Experiences Important
•   Know Thyself
•   Successive Stretch Assignments
•   Defining Moments
•   Broadening Experiences
•   Mentoring and Mentors
•   Exit and Farewell
           Churchill Overview
•   Born 1874 to prominent English family
•   Achieves fame in Boer War, 1899-1900
•   Elected to Parliament 1901, rapid ascent
•   Changes parties, achieves Cabinet rank
•   Dardanelles debacle, leaves Cabinet
•   Changes parties again, re-joins Cabinet, 1924
•   To the Wilderness, 1929-39
•   Prime Minister, 1940-45, (also 1950-55)

				
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posted:9/2/2012
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