Dear Danielle – YOUR master plan to becoming

the best version of yourself

DANIELLE DUKES
JUNE 26TH, 2020
OGL 360 (ASSESSMENT OF LEADERSHIP EFFECTIVENESS), ARIZONA STATE UNIVERSITY
Table of Contents Slides
1– Leadership Fundamentals 4--8
2- What People Desire in a Leader 9--12
3– Authentic Voice and Values 13-16
4– Walking the Walk 17-20
5- Past, Present and Future 21-- 24
6– Attracting People to a Vision 25 -- 28
7– Opportunities to Challenge 29 – 31
8– Taking Risks 32 -- 35
9– Ubuntu 36 – 40
10 – Culture of Confidence and Listening 41 – 45
11 – Forgiveness and Appreciation 46 – 51
12 – Building a Community 52 -- 56
References / Works Cited Slide 57
Authors of Quotes Slide(s)

Gennep, Arnold van ………………… 31, 32, 33

Horwitz, Tony (re. Capt. Cook)……… 21, 22, 24
Homer (The Odyssey) ………………….13, 14, 15
Kouzes and Posner (6th ed.)…………. 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 17, 18, 19, 20, 21, 22, 23, 25,
26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 37, 41, 43, 45, 48, 52, 53, 54, 55
Mauss, Marcell ………………………… 38, 39, 44
Desmond Tutu………………………….. 46
Varty, Boyd ……………………………... 36, 45
Woolf, Virginia ………………………… 29, 30
Nelson Mandela………………………. 47
 Introduction

Throughout this week I have been exposed to the practices and commitments of extraordinary
leaders. Leadership is about behaving in a way that inspires others to join your movement. My plan
is to challenge myself to be better than I was yesterday and to see my failures as learning
experiences that lead to greatness. There have been many times that I have felt defeated by my
failures but I’m moving forward with the knowledge that failure breeds success. Kouzes and
Posner said, “It’s about leadership that makes a positive difference in the workplace and
creates the climate in which people turn challenging opportunities into remarkable
successes” (Kouzes and Posner 2017, p. xi)
Reading about the difference leadership experiences in Chapter One helped me understand how
powerful the Five Practices of Exemplary Leadership are. Modeling the way, inspiring a shared
vision, challenging the process, enabling others to act and encouraging the heart are all practices
that I have added to my toolbox.
Chapter two focused on what people attracted to when looking for a leader, we learned this
importance of establishing credibility. People commonly desired to be led by leaders that are
honest, competent, inspiring, and forward-looking. Honest and Inspiring were the most desired
traits across the board in all countries.
Earning Leadership
What areas of strength would you like to
see this person continue to build on?

“You earn leadership from the people you aspire to lead. People
choose, on a daily basis, whether they are going to follow and commit
completely their talents, time, and energy. In the end, leaders don’t
decide who leads, followers do.” (Kouzes and Posner 2017, p. 28)

This quote resonates with me because it shows how important the leader-
follower relationship is. It is vital to earn trust and respect, ultimately
followers choose their leader. In my personal and professional life, I
struggle with listening to speak. My goal is to listen to learn and my plan
is to be listening to learn more about people. I have learned this week that
you must understand what people need. Building a relationship with
people and listening to them will enable me to understand what these
needs are. Helping others feel heard and a part of is my personal mission.
 Appreciation is Key Dear Danielle,
Make people feel
valued today. Let
people know how they
“Being a leader requires showing appreciation for play an important role
people’s contributions and creating a culture of in the company
celebrating the values and victories by creating a spirit
of community” (Kouzes and Posner 2017, p. 19)

This quote is meaningful to me because of how much

value I place on work culture. There is nothing worse than
dreading going to work because the environment is toxic.
Since we spend most of our time with those we work
with, it is especially important the work climate is safe
and healthy. One of the easiest ways to make someone
feel valued at work is to appreciate them. These small
recognitions, or micro actions, have a ripple effect and
have macro effects. My goal is to be diligent about
intentionally recognizing those around me.
 Leadership Fundamentals
“Leadership is not about personality. It’s about
behavior. The Five Practices are available to anyone who
takes the leadership challenge – the challenge of taking
people and organizations to places they have never been
before. It is the challenge of moving the ordinary to
extraordinary” (Kouzes and Posner 2017, p. 13).
Learning about these leadership fundamentals reminded me
how important a strong foundation is. These practices have In The Leadership Challenge, by James M. Kouzes and
shown to be effective and have withstood the test of time. Barry Z. Posner we are introduced to the 5 practices of
Part of my leadership mission is to be intentional with my exemplary leadership:
actions every single day. I hope that these micro actions will
have big affects and make people feel valued. My favorite 1) Model values and set an example
leadership model is encouraging the heart because I know 2) Inspire a shared vision and enlist others
how powerful it can be. I know that when my boss 3) Challenge the process and take risks
recognizes me, it makes me want to work harder. 4) Enable others to act and foster collaboration
Appreciating people is not hard but it is easy to overlook
and it comes down to making it a priority. 5) Encourage the heart and appreciate others

Dear Danielle,
Slow down and take the time to recognize the
people you worked with today. Write each of
them a little note of appreciation
 How to build credibility:
Credibility Honesty
Forward-Looking
Competent
“Leaders must always be diligent in guarding their Inspiring
credibility. Their capacity to take strong stands, to
challenge the status quo, and to point in new directions Dear Danielle,
Research leaders that inspire you and read
depends upon being highly credible. Leaders must books/watch movies about them. Discover
never take their credibility for granted, regardless of what it is that makes them credible. Take
the times or their positions” (Kouzes and Posner 2017, notes and put into practice what you absorb.
p. 40).

In order to build and maintain credibility I plan on

following through with what I say I will do. Also, I will
ask for feedback from people and communicate where we
are headed and WHY. I know from experience that I will
not be able to achieve results unless my vision attracts
followers.
 Integrity as a Leader
“Of all the qualities that people look for and admire in a leader, honesty is
by far the most personal. People want their leaders to be honest because a
leader’s honesty is also a reflection upon their own honesty” (Kouzes and
Posner 2017, p. 33).

Honesty has always been an important component of any relationship for me. I
strive to be honesty, even when I must own up to something. Even if it is
difficult, I will take accountability and I expect the same from others when it
comes to having positive relationships. The survey depicted that most countries
desired their leader to be honest above all else. My goal is to be transparent and
vulnerable, even when it is hard In my experience, being honest in the face of
stress creates an environment where people can grow. If you can share your
truth and hear another’s then you open the door to a stronger and more
authentic bond. Kouzes and Posner that honesty could be used to enhance or
destroy one's reputation. It is important to understand that if you are not
vigilantly honest then it will catch up with you and people will lose trust in
your character and ability to lead.
Leadership and Relationships

le,
r D aniel with
De a
r p eople ruly “Leadership is something you experience in an
fo .T
r p a ssion ple effect und interaction with another human being…Great
e you a rip those aro
Shar d create at leadership potential is discovered, and
s an ar wh re
other ct and he and desi unlocked, when you seek to understand the
conn
e eed
you n desires and expectations of your constituents,
and when you act on them in ways that are
congruent with their norms and image of what
exemplary leader is and does” (Kouzes and
Posner 2017, p. 28).

Leadership is about relationships and how we

interact with those around us. Understanding the
needs and wants of followers is crucial in order
to know what motivates them. I want people to
trust me to lead them and chapter two talks about
followers who want to follow their leader. This is
where relationship comes into play, because you
need to get to know people in order to know
what they desire and expect. At times I find
myself getting wrapped up in tasks, but I know at
the heart of what I do is people. I want people to
feel like what they are doing is meaningful and
more than just a job.
 Establishing a Vision
“Whether you call the future a vision, a dream, a
calling, a goal, a mission, or a personal agenda, the
message is clear; leaders must know where they’re
going if they expect others to willingly join them on
the journey” (Kouzes and Posner 2017, p. 37).

“It’s not enough, then, for a leader to have a dream. In what ways does this leader inspire you?
A leader must be able to communicate that vision in
ways that encourage others to sign on for the
duration” (Kouzes and Posner 2017, p. 36).
Dear Danielle,
Constantly write down your aspirations and dreams. Create a
vision board and reference it daily

Having a vision and consistently living out your values are crucial in order to lead effectively. People trust those
who are confident in what they are doing and where they are going. My goal is to walk the walk or DWYSYWD
as our book says – Do What You Say You Will Do. My actions must be congruent with my words to earn trust.
My goal is to become clearer on my destination and focus on the big picture.
 Week 1 and 2 Wrap-Up
The main themes I covered were the leadership practices and understanding what people desire in a leader. Below are a
couple of my favorite quotes from Chapter One and Two.

“Being a leader requires showing appreciation for people’s contributions and creating a culture of celebrating the values
and victories by creating a spirit of community” (Kouzes and Posner 2017, p. 19)

“You earn leadership from the people you aspire to lead. People choose, on a daily basis, whether they are going to follow
and commit completely their talents, time, and energy. In the end, leaders don’t decide who leads, followers do.” (Kouzes
and Posner 2017, p. 28)

The number one desired leadership trait is honesty and I had a situation at work that reminded me of integrity. I had
spoken poorly of a co-worker that I had poor interactions with and what I said played a game of telephone at work.
Eventually I was called by my boss and co-worker to sit down and was asked if I said these words. Instead of shying away
from the uncomfortable situation, I leaned into it and took accountability for the words I said. In doing this, my boss was
impressed with my ability to be honest in a difficult situation. Also, the conversation made my heart race and now I think
twice before saying things that I shouldn’t. This was a growing experience for me, and I believe these situations are more
common than we like to admit.
 Finding Your
Authentic Voice
Part of clarifying your values is finding your
authentic voice as a leader. Your actions can be
confusing if you don’t establish a personal
leadership philosophy. From this chapter I learned
that the most effective leaders have a clear
understanding of who they are and what they stand
for. I want to be confident in my voice so that I can
put others at ease during times of adversity and
conflict.

“To find your voice, you have to discover what

you care about, what defines you, and what
makes you who you are. You have to explore your
inner self. You can only be authentic when you
lead according to the principles that matter most
to you” (Kouzes and Posner 2017, p. 50).
“’Look here my friends,’ said I, ‘we are not going to die
so much before out time after all, and at any rate we will
not starve as long as got something to eat and drink
aboard” - Odysseus (Odyssey 2018, pg. 19)
 Clarifying Values
How much enthusiasm does she show for her personal development
and improvement within our organization?
“From the start my companions spoke to me and begged me to
take some of the cheeses, come back again, and the next time to
drive lambs and kids from their pens, and get back quickly to the
ship again, and go sailing off across the salt water; but I would not
listen to them – it would have been better their way – not until I
could see him, see if he would give me presents”(Odyssey 2018,
pg.4).
“Values are your personal bottom line. They influence every
aspect of your life: for example, moral judgement, commitments
to personal and organizational goals, the way you respond to
others. They serve as guides to action and set the parameters for
the hundreds of decisions your make every day, consciously and
subconsciously. They inform the priorities you set and the
decisions you make. They tell you when to say yes and when to
say no” (Kouzes and Posner 2017, p. 54).
What I found to be most important in this reading was being able to
communicate your values in your own voice. Our book compared
leadership to art, saying it was means of personal expression. The
clearer you are on your values, the easier it will be to lead others
toward a common vision. Work becomes more meaningful when you
feel proud of the company you work for, usually because you have
shared values. Also, sharing values creates commitment and longevity
which is valuable to a company. If you want those you lead to enjoy
their work and work life, then clarifying values would be the first
step. My values are intentional quality time with those I love,
honesty, appreciation and meaning in what I do.
 Shared Values
“We have faced a worse peril than this, when we
were penned together in the Cyclops’ cave; and
we shall escape this time also, if only ye will
keep a stout heart”
- Odysseus (Odyssey 2018, pg. 19)
“Harmony among individual, group, and organizational
values generates tremendous energy. It intensifies
commitment, enthusiasm, and drive. People have reason to
care about their work, and because of that, they are more
effective and satisfied, experiencing less stress and tension”
(Kouzes and Posner 2017, p. 63).
Giving people a reason to care about their job and what they are
doing creates meaning. By connecting with their values with the
values of the company, you get a mutually beneficial outcome.
Our book talks about the best payoff’s for leaders happen when
there is congruence between individual and organizational
values. I have always felt best when working for companies
whose mission statements paralleled my own personal mission.
The shared values made me feel like my work had purpose.
 Practicing What You Preach
“The most significant signal-sending actions you can take to
demonstrate that you live the values are: how you spend your time
and what you pay attention to, the language (words and phrases)
you use, the way you handle critical incidents, and your openness
to feedback” (Kouzes and Posner 2017, p. 75).

Practicing what you preach is a principle that this chapter focuses on.
As a leader we shouldn’t ask others to do things we wouldn’t feel
comfortable doing ourselves. These kinds of action build mutual
respect and show your commitment which will breed loyalty. Our book
says to put your money where you mouth is, and I couldn’t agree more.
“Leaders must set the pace in living in
As a shift supervisor at Starbucks, I make it a point to do everything
accordance with shared values. If they don’t live
that I would ask of my baristas, including scrubbing floors, toilets and
taking out trash. Part of my leadership philosophy is to not make others the values themselves, they have no credibility
feel like they are below me, because we are all needed in the team and when preaching them. Moreover, without
no one is better than any task. As a leader you are always in the credibility, the values become meaningless, no
spotlight and people are watching your moves. It is important to be more than mere words on a page” (Kouzes and
cognoscente about your actions because your behaviors will set a Posner 2017, p. 77).
standard that others will follow. Your actions should align with your
values and you should be purposeful about the language you use with
others.
 Asking for Feedback
“One major reason that most people, and especially those in
leadership positions, aren’t proactive in asking for feedback
is their fear of feeling exposed – exposed as not being perfect,
as not knowing everything, as not being good at leadership
as they should be, as not being up to the task. There is simply
no way to get around the fact that you can’t grow as a leader
without getting feedback” (Kouzes and Posner 2017, p. 82).
I am always looking to grow as a leader and a person but receiving
feedback can be painful at times. Like Sheila Heen mentions in her Ted To what extent does this
Talk, feedback can bring joy and pain. There have been many times that I leader/colleague seek feedback
have let feedback make me feel like a failure and I question my leadership outside of their team?
abilities. At the last partner development conversation I had with my store
manager, she encouraged me to work on my bounce back or recovery time
post-feedback. I tend to let my feelings carry with me for a few days. What
Dear Danielle,
I have realized is that it is normal to have emotions tied to feedback on
Look at your shortcomings and
performance, but it is necessary to move through them. My goal is to weaknesses as pivot points for
process feedback differently, looking at it as a tool for improvement. I will improvement. Don’t get
never be perfect, but I can be better than I was yesterday! discouraged!
 Critical Incidents
“Critical incidents – chance occurrences, particularly at a time of stress and challenge – are
a natural part of the life of every leader. They offer, however, significant moments of How effective has this leader
learning for leaders and constituents. Critical incidents present opportunities for leaders tobeen in recent stressful
teach important lessons about appropriate norms of behavior” (Kouzes and Posner 2017, p.situations?
86).

Working at Starbucks, it seems like there is always a little fire to be put out and some days it feels
like little fires everywhere. How I have handled stress has had to change but there is still work to
be done. As a leader people will be watching my actions and I need to set an example. What I
learned in Chapter 4 is that the way I handle these incidents will communicate to the team what is
important. This reminds me of one of my first jobs as a server and keyholder at a busy restaurant
downtown Seattle. The dinner crowd was a never-ending rush of people and it was easy to get
overwhelmed. One night, it seemed like everything was going wrong, the kitchen was putting out
orders wrong and all my tables seemed exceptionally needy. My general manager at the time
pulled me aside and gave me a piece of advice that I have taken with me and shared at every job.
He told me act like a duck, calm on the surface while my feet are paddling fast underwater. Even
if things feel out of control, I can compose myself and work hard while seemingly calm on the
 Week 3 and 4 Wrap-Up
As a leader it is pertinent to establish your values and align your behaviors with them. Finding your
unique voice and in turn, helping others find theirs, is key to developing a unified team. Creating an
environment where people feel heard, understood and valued ensures that people enjoy their work
atmosphere. Also, communicating values and standards makes sure everyone is on the same page
working toward a shared vision.

“Becoming an exemplary leader requires you to fully comprehend the deeply held values – the beliefs, standards,
ethics, and ideals – that drive you. You have to feely, and honestly, choose those principles you will use to guide
your decisions and actions. You have to express your authentic self, genuinely communicating your beliefs in ways
that uniquely represent who you are” (Kouzes and Posner 2017, p. 48).

“A unified voice on values results from discovery and dialogue. Leaders must provide a chance for individuals to
engage in a discussion of what the values mean and how what the organization stands for influences their personal
beliefs and behaviors” (Kouzes and Posner 2017, p. 68).
 Looking at the Past to Help Guide my Future
“You risk tearing down fences without knowing why they were
put up. Armed with insight into the history, you may indeed
find the fence is not needed and must go. Or you may find
there is a good reason to leave it where it is” (Kouzes and
Posner 2017, p. 100).
Examining my past enables me to save time by not repeating
mistakes. Like Bob Rodriguez says in Chapter 5, I must become a
good historian. We are also encouraged in Envision the Future to
be mindful about the present, to stop, look and listen. My goal is to
practice mindfulness so I can focus on being solution based. The
biggest takeaway from this section was being reminded to listen to
people and look for their “weak signals” or what they are NOT
saying. My plan is to take Kouzes and Posner’s advice and ask
myself, what are they saying that gets in the way of them doing
their best? Like James Cook, I would like not only move past
obstacles but to supersede my own expectations.
“James Cook didn’t just break this cycle;
he exploded it” (p.3)
 Dream of a Future That is Bigger Than you Imagined
“In 1978, When Cook embarked on the first
journey, roughly a third of the world’s map
remained blank, or filled with fantasies: sea
monsters, Patagonian giants, imaginary giants”
(p.3)
“the greatest gift you can give to other people is
thinking bigger than they believe” Dan Schwab
(Kouzes and Posner 2017, p. 103)
Captain James Cook is a great example of getting people
to think bigger than they think possible. I was shocked
to read that he traveled over 200,000 miles, which is
comparable to circling the equator 8 times! This had to
be inspiring for his team and it was for me. Cook
imagined something bigger for his future and went for it.
Being forward-thinking and asking myself
where I want to be in 5 and 10 years from
now is important if I want growth. As leaders,
we have a responsibility to think about what
is next and what is even after that. To become
a more forward-thinking leader, I and going
to evaluate my weaknesses and base my
growth plan on those opportunities. Kouzes
and Posner believed future is where
opportunity lies saying
“You have to spend more time today
thinking more about tomorrow if your
future is going to be an improvement over
the present” (Kouzes and Posner 2017, p.
104)
 Communicating the WHY
“Being able to envision the future is decidedly important How effectively has this leader
and has a tremendous impact on people’s motivational communicated goals to your team
levels and workplace productivity” (Kouzes and Posner recently?
2017, p. 99).
To be an exemplary leader I must be forward-looking and
inspire people toward a shared vision. This means I need to
be clear on the goal and able to communicate it in a way that
attracts people. Kouzes and Posner say that leaders master
the future by imagining possibilities and finding a common
purpose. In my experience, people are more likely to
complete a task or act in a certain way if they understand
WHY they are doing it. Understanding the WHY gives
meaning to the work. If I can clearly explain why we are
doing something, then others will feel compelled to work
toward that purpose. What I learned in Envision the Future
was that you are better able to see possibilities and discover
Dear Danielle,
a purpose when you reflect on your past, attend to the
Don’t forget to…
present and prospect the future 1) Be clear on a goal
2) Understand what people need
and desire
3) Communicate the WHY
 My Co-Mentor Group Reflections
This week my group discussed Captain Cook and Blue Latitudes, through this reading we observed strong and poor
leadership skills. One thing that resonated with my in the reading was the humane view Cook took at times. On page 6,
we read, “Even strangers to Cook and his men were Aborigines, who possessed almost nothing – not even loincloths –
yet showed a complete disdain for European good…Cook took a much more thoughtful and humane view”. We also read
about Cook’s dispassion toward his men, times when he punished them in unusually harsh ways, like cutting their hair or
whipping them. We also read that he cared more about losing chickens than his own men. I attribute Cook’s rollercoaster
leadership techniques on the fact that he is human and the stress that he must have undergone. Also, we learned that
Cook was battling illness which can affect one’s mood.

Alex said, “I feel like Cook’s ego was getting in the way”, referencing page 219 when moral was low, they were short on
food, but he still wanted to push forward on the voyage.

Annette commented, “It was like a cult on the ship”, talking about how harsh comments were exchanged and the lack of
transparency. The felt that many things were kept secret and the men treated women as objects, leaving them in fear of
the sailors.
Communicating a Shared Vision

“Exemplary leaders don’t impose their visions of the future

on people; they liberate the vision that’s already stirring in
their constituents. They awaken dreams, breathe life into
them, and arouse the belief that people can achieve
something grand. When they communicate a shared vision,
they bring these ideals into the conversation.” (Kouzes and
Posner 2017, p. 120)

In Chapter 6 I learned about how vital it is to connect and

create meaning for people in order to achieve goals. It is not
my place to force my vision on other, but rather inspire them
by appealing to their ideals. In order to understand what they
value a relationship must be built through asking questions and
actively listening. In order to go in a clear direction I need to
understand what motivates people. It is my goal to help people
realize how their individual contributions will make a positive
impact. Allowing them to see how their part is meaningful in
meaningful in the shared vision.
Enlisting Others by Appealing to Shared Values

“Enlisting others is all about igniting passion for a purpose and moving people
to persist against great odds. To make extraordinary things happen in
organizations, you have to go beyond reason, engaging the hearts as well as the
minds of your constituents. Start by understanding their strongest yearnings
for something meaningful and significant” (Kouzes and Posner 2017, p. 119)

Everyone must have a clear understanding of the shared vision and what it means to
them personally. As a leader you must get people excited about the future by
making them feel valued and apart of a larger cause. I will take the advice from
Kouzes and Posner, and be forward-looking, inspiring and wildly enthusiast! My
plan after reading about enlisting others is to make my focus about the needs and
desires of others, not just about my own dreams. By doing this I can show them
how their dreams connect to the shared vision and they will want to enlist. The end
goal is for us to have common values and goals but that can’t happen until I ask
questions and actively listen. My plan is to get others exited by understanding their
dreams and focusing on the meaning and purpose.
Enlist Others by Animating
the Vision
“You have to believe, and you have to develop the skills to
transmit your belief. Your passion is what brings the vision
to life. If you are going to lead, you have to recognize that
your enthusiasm and expressiveness are among your
strongest allies in your efforts to generate commitment in
others.” (Kouzes and Posner 2017, p. 130)

The takeaway from my reading was to not underestimate my

gifts and potential. In order to breathe life into my vision, I
must feel compelled to make a dream become a reality. Instead
of people fearful of rejection or failure, I will move forward
with confidence and passion. My goal is to develop a stronger
sense of purpose by finding my passions. Enthusiasm is
contagious and if my passion can help others in some way then
others will want to be involved. I hope that making this part of
my plan presents opportunities within my future that bring joy How effectively does this leader
and meaning. Finding a purpose that appeals to the aspiration
of others will be key when establishing a shared vision. communicate long-term vision,
or make visionary goals known?
 Week 5 and Week 6 Wrap-Up

“people who believe their lives and jobs have meaning feel more connected to others, exhibit greater
psychological well-being, are more creative and engage in their work, and perform better in their jobs than
those without a sense of meaning and purpose” (Kouzes and Posner 2017, p. 106)
My goal is to develop a stronger sense of purpose by finding my passions. Enthusiasm is contagious and if my
passion can help others in some way then others will want to be involved. I hope that making this part of my plan
presents opportunities within my future that bring joy and meaning. Finding a purpose that appeals to the aspiration of
others will be key when establishing a shared vision. Listening to the needs and desires of others is an important point
driven home in these two chapters. I learned that people want work that is challenging, meaningful and purposeful.
The main themes covered in these two chapters were inspiring others toward a vision by finding a common purpose.
We also looked at the importance of the past, present and future in relation to reaching goals. In order to share this
vision we must enlist others by appealing to their desires and needs. Understanding people’s ideals and dreams is key
when it comes to aligning them with the shared vision.

“Extraordinary things can happen when leaders listen – when they involve employees in identifying issues,
hear their frustrations and their aspirations, and find ways to respond with initiatives that address those
 Challenge the Status Quo
“Successful leaders need to encourage the sharing of
information from all stakeholders, to be receptive to
different ideas no matter the source, and to use the
collective knowledge to come up with an effective solution
to any challenge” (Kouzes and Posner 2017, p.162)
The biggest takeaway was reading about how important it is to
be receptive, specifically from people outside of your group.
Different perspectives and approaches provide you with better
information and allow you to innovate. While reading “A
Room of One’s Own” by Virginia Woolf, I was reminded of
how far we have come but also, how much farther we need to
go. There are still struggles with women and inequality, which
“But though this is possible now, such opinions
is why it is important for me to challenge the status quo.
coming from the lips of important people must
Educating myself is a small action that could create a ripple
have been formidable enough even fifty years
effect.
ago. Let us suppose that a father from the highest
motives did not wish his daughter to leave home
To what extent does she encourage the sharing and become writer, painter or scholar” (Woolf, pg.
of ideas amongst the members of your team? 30)
Opportunities Found When You Look Deeper
“Leaders must always be actively looking for the fuzziest signs and tentatively listening to the weakest signals to
anticipate the emergence of something new over the horizon…Insight without outsight is like seeing with blinders on;
you just cant get a complete picture” (Kouzes and Posner 2017, p. 158-159).

It was interesting to read about insight and outsight regarding leadership. What I learned this week was that you must scan
the internal and external realities. You must look beyond your organization to gather new ideas, keeping your mind open.
Asking people questions, exploring and observing. This week we learn about challenging the process by taking initiative and
risks. It was encouraging to read that when people think of their best leadership moments that it was in the face of adversity.
As a leader, sometimes I feel defeated by tough times, but this gave me new perspective. One thing I plan on doing is going
and observing people to see how they operate to gain new insight. To get myself out of my box and open myself up to new
ways of looking at things.

Dear Danielle,
Nothing was changed; nothing was different save only here I Challenge the process by getting out
listened with all my ears not entirely to what was being said, there and gaining insight. Take others
with you and share the experience
but to the murmur or current behind it.” (Woolf, pg. 7)
Why Challenging the Process is Important
“When challenging people to grow, innovate, and improve, explain how it will benefit
their colleagues, their customers, their families, and their communities. Connect the
challenge to the greater good. Give them reason to care” (Kouzes and Posner 2017, p.
158).
Great leaders help people see why their work is meaningful. They are passionate about what
they do, and that passion is contagious or shared. People work harder when their work is
rewarding, and I don’t mean financially. As a leader, the challenge is to search for what it is
that people are passionate about and why. My goal is always social cohesion and I love days
at work where we all enjoy our workday together. If I can show people with my actions that I
genuinely care, then perhaps it will inspire others.

“However, if we consult documents which describe in detail the ceremonies to which isolate strangers
or groups (such as caravans or scientific expeditions) are subjected, we see, beneath a variety of
forms, a surprising uniform pattern. The actions which follow an arrival of strangers in large numbers
tend to reinforce local social cohesion: the inhabitants all leave the village and take refuge in a well-
protected place such as a hill or forest” (Arnold Van Gennep, p.27)
 Taking Risks
To what degree does
she encourage
others to take
reasonable risks?
“Whoever passes from one to the other
finds himself physically and magico-
religiously in a special situation for a
certain length of time: he wavers
between two world.” (Arnold Van
Gennep, p.18)
Chapter 8 taught me the importance of getting people to
follow you. Kouzes and Posner said on page 171, “The
difference between an exemplary leader and an
individual risk-taker is that leaders create the conditions
where people want to join with them in the struggle”. I
believe that people entering teams go through rites of
passage as well before they are considered fully part of the
group. Leaders make risk taking seem worth it and not as
scary, their confidence is contagious. We know from our
reading that risks are necessary as a leader but getting others
to sign up for uncertainty with you is a big responsibility!
 Transition Periods and Adjustments
“Third, it seems important to me that the
passage from one social position to
another is identified with a territorial
passage, such as the entrance into a village
or a house, the movement from one room
to another, or the crossing of the streets
and squares” (Arnold Van Gennep, pg.
192)
How has this leader
encouraged others to
take initiative in recent
team projects?
“Being able to reflect on your experiences, and
subsequently to adjust and engage in new behaviors, is the
single best predictor of future success in new and different
managerial jobs” (Kouzes and Posner, pg. 182)
Just like the rite of passage, we need to adjust and engage in
new behaviors. There are transition periods and things
expected of us as we go through these stages. Taking these
risks are part of being a leader and learning through them is
the goal.
Experience Through Risks
“To create a climate for learning, you have to make it
safe for others to try, to be curious and ask questions,
and fail with the ultimate objective of being able to
learn from their experiences” (Kouzes and Posner, pg.
188)
I learned in Chapter 8 that are brains tend to
overestimate risk and exaggerate bad things that
could happen. Personally, I don’t consider myself a
risk taker so this is something I will have to grow
into. My plan is to talk to others who are comfortable
taking risks and ask them for advice or how they
handle difficult situations involving risk. My boss
tends to micromanage, and it prevents us from being
able to learn from mistakes. One of my previous
managers told me that if I could walk her through my
thought process that led to my decision, that she
would never be mad. She would coach me if my
approach needed fine tuning, but she was always
interested in trying new ways of doing things if they
have been thought through.
 Week 7 and 8 Wrap-Up
“Leaders must always be actively looking for the fuzziest signs and tentatively listening to the weakest signals to
anticipate the emergence of something new over the horizon…Insight without outsight is like seeing with blinders
on; you just cant get a complete picture” (Kouzes and Posner 2017, p. 158-159).

“When challenging people to grow, innovate, and improve, explain how it will benefit their colleagues, their
customers, their families, and their communities. Connect the challenge to the greater good. Give them reason to
care” (Kouzes and Posner 2017, p. 158).

This week was all about taking risks, challenging the status quo and creating opportunities. One thing that I have been
honing in on through this learning is explaining to people WHY we do things in order to achieve results. Including them
in the process gives people a sense of meaning and entices them to opt in to create value in their own lives. I love the
quote about listening to the fuzziest signs and weakest signals because I believe that is where the truth lies. Most of what
people want to say is expressed through non-verbal communication and it is important to pay attention to people’s body
language, facial expressions and change in behavior. I know that when I am frustrated, I won’t always directly express
that at work because the timing isn’t appropriate or I’m fearful of my boss's reaction. Sometimes, I hope that my uneasy
feeling is picked up on and a conversation is started. The fact that someone would know and care enough to ask would
mean the world to me. It is my goal to not overlook what people are not saying, I want people to feel heard on all levels
 Boyd Varty
Ubuntu and Varty

“People are not people without other people”

(Varty, 3:15).

This quote shows a common theme throughout Boyd’s

talk, which is humanity through the lens of human
interaction. He builds upon this by telling a story of a
young elephant named Elvis. Her deformed legs made
it difficult to make it up the hill, but a fellow elephant
used their trunk to push her up. The whole herd was
seen slowing down to accommodate her. This shows
how we are all in this together and speaks to the heart.
It makes me ask - can we be more like the
elephants? With the COVID-19 pandemic going on
many are struggling, just like Elvis struggled to get up
the hill. I see the herd as being like society or my local
community. How can I slow down and help others
around me that are in my herd? We are in this together.
Solly Mhlongo
“In a more collective society, we realize from the inside, that
our own well-being is deeply tied to the well being of others”
(Varty, 8:55)
I chose this quote because it shows how we are all connected and
that through this connection social cohesion solidifies. This quote
was referencing when Solly saved Boyd’s life after the crocodile
attacked him. Boyd encouraged us to ask ourselves how many
people we know that would go into a deep channel of water that
has a crocodile to come and help you. Ubuntu shows us that both
joy and pain are shared.
 Ubuntu - Kouzes and Posner
“Promote a sense of mutual dependence – the feeling that
everyone in the group knows he or she needs others to be
successful. Without that sense of ‘we’re in this together’, it’s
impossible to keep effective teamwork going, stimulating
people to look out for one another and do what they can to
make the whole team successful” (Kouzes and Posner,
pg.217)
Kouzes and Posner’s book relates to Ubuntu because their
mantra of a great leader is that you can’t do it alone. They
believe that everyone needs each other in order to be successful.
Ubuntu relates to the Enable others to Act behavior. Ubuntu
makes me think of my manager team at work and how different
each of us are. Our individual differences come together to
shape a well-rounded group. If we were all the same, we
wouldn’t be as strong. Also, a team is like a puzzle, it takes all
different types of pieces to complete the picture. A practice I
can commit to is writing down why I am grateful for each of my
co-workers, highlighting people’s unique roles.
“When you create a climate of trust, you create an
environment that allows people to contribute freely and to
innovate. You nurture an open exchange of ideas and an
honest discussion of issues. You motivate people to go
beyond compliance and inspire them to reach for the best
in themselves” (Kouzes and Posner, pg. 200).
In Chapter 9 my key takeaway was that I need to give others
my trust first. If I don’t then I will end up micromanaging and
people won’t want to work with me. This resonated with me
because I struggle with micromanaging and need to be less
controlling. In order to build trust and collaboration, I will be
vulnerable and ask for help. I want people to look forward to
working with me. Creating a healthy and positive work
experience is top on my priority list as a leader, for everyone’s
sake.
 Ubuntu and Marcel Mauss
“Further, what they exchange is not exclusively goods and wealth,
real and personal property, and things of economic value. They
exchange rather in courtesies, entertainments, ritual, military
assistance, women, children, dances, and feasts; and fairs in
which the market it but one element and the circulation of wealth
but one part of a wide and enduring contract” (Mauss 1966, pg. 3)

This Mauss quote zeros in on the contractual part of a gift, which

these days is usually unsaid. It also showcases that we exchange
much more than money, specifically in systems of the past. I love
receiving gifts but have always known that I “owe” the giver. The
polite thing to do is keep the circle of gift giving going. In our
society, reciprocity is key and not participating in the give and
take could be deemed as a character defect. One would be
considered tacky, greedy or perhaps not raised right if they only
take gifts. Personally, I love both the giving and receiving parts in
the cycle. Giving my time or cooking a beautiful meal are ways I
show people that I value them. I believe that in our society, time is
one of the most precious gifts you can give someone.
 Ubuntu and Marcel Mauss

“The exchange of presents did not serve the same

purpose as trade or bater in more developed
communities. The purpose it did serve was a
moral one. The object of exchange was to
“If things are given and returned it is precisely
produce a friendly feeling between the two
because one gives and returns ‘respects’ and
persons concerned, and unless it did this it failed
‘courtesies. But in addition, in giving them, a man
its purpose” (Mauss 1966, pg. 18)
gives himself, and he does so because he owes himself
– himself and his possessions – to others” (Mauss
1966, pg. 44-45)

Gift-giving represents much more than the gift itself. It tells someone that you are invested in the relationship and
communicates respect. When someone opts out of the mutual exchange, it makes me feel a little resentful (just being
honest here) and taken advantage of. There is a saying that expectations are premeditated resentments. I do agree with this
statement but would likely disengage from a relationship that is one-sided. There have been times that I have created
boundaries within friendships specifically because there was not enough give and take. The social connection dissipates
when there is no reciprocity.
 My Co-Mentor Group Reflections
This week my Co-Mentor group discussed Ubuntu, South Africa and Selma. Alex suggested we
start our meeting by defining what Ubuntu means to each of us. He described Ubuntu, saying “to
open our hearts and share. It is a way of life; without each other we are nothing”. Alex went on
to talk about the importance of helping those who are in need and struggling. Annette tied in the
commencement speech that Howard Schultz gave in 2017 regarding Ubuntu. She said, “it is that
thread that connects us all as human being, one can’t be without the other”.

Talking with Alex and Annette this week was a highlight because of the experiences we discussed. When we delved
into the Selma portion of our meeting, we talked about the current Black Lives Matter protests. I live in Seattle,
which is a diverse city, but I am practicing awareness surrounding my white privilege. Alex expressed a similar plan,
noting that his family moved into a predominately white suburban neighborhood which has inhibited his exposure to
diversity. Annette shared her experience, specifically that she is in a biracial marriage and her children deal with
racism firsthand. She encouraged Alex and I, saying the best thing we can do is educate ourselves and become more
mindful. I had never seen the film Selma before and was grateful it was part of our module since my goal is
enlightenment.
 Giving Away the Power
“Leaders accept and act on this paradox of power: you become more powerful when you give your power away” (Kouzes
and Posner, pg.221)

This is a powerful quote that promises rewards but is difficult to put into practice. Kouzes and Posner encourage us to shift from
being in control to giving over control. My takeaway from Chapter 10, was the goal as a leader is to make other leaders. Moving
forward I need to let my team members know I trust them by giving away power. This means asking for their input and letting
them decide how to tackle projects. The funny thing is, I know this will result in them feeling more significant AND
simultaneously I will learn from them. It will open my mind to new ways of doing things and take away unnecessary stress that I
carry from micromanaging. I have worked under managers who create lists and expect me to follow them without deviating. It
made me feel that I couldn’t do my job and left me looking for other employment opportunities, where I could grow. My goal is to
not make others feel incompetent and weak, but instead empowered. By creating a culture of empowerment, people will take more
risks and are enabled to act. I will have to use discretion, as new employees will need more guidance but at a certain point, I need
to let those birdies fly. Accomplishing this goal will make me feel good because I will be giving people a chance that many times I
have not gotten. I’m hoping that in return, I will not only see increased performance but also gain respect from my peers.

Dear Danielle,
You can do this! I know it will be hard but
challenge the process by giving people
choices and enabling them to take risks
 Culture of Confidence and Meaning
“When at their best, leaders never take control away from others. They leave it to their
constituents to make decisions and assume responsibility for them. When leaders coach,
educate, enhance self-determination, and otherwise share power, they’re demonstrating
deep trust in and respect for others’ abilities.” (Kouzes and Posner, pg.242)

Strengthening others means providing resources to people that build their knowledge. Having the
knowledge and skills helps people feel confident to overcome obstacles. Kouzes and Posner suggest giving
employees ample training and involving them in decisions. Including them in decision making and sharing
information, makes people feel confident. Working at Starbucks, I know how important it is to explain
WHY we do things. If I ask a barista to greet customers to raise the customer connection score, they look
annoyed and lack personal investment. However, when I present it in a way that helps them understand their
personal impact then their tune changes. Explaining why their customer engagement is important puts
things into perspective. I had a store manager share a story about her experience with Chewy once that
reignited my passion for customer service. Her family dog had just passed away and their automatic order
for dog food was in transit. Not needing the food and trying to shield the children from more pain, the store
manager called customer service at Chewy. Not only did they cancel the order and give her a refund, they
sent a handwritten note signed from multiple members on the Chewy team. This story was a reminder of
how micro actions can be impactful, you never know how you can be a light in the darkness. When you tell
someone to do something without involving them or explaining why, they will inevitably underperform.
However, when you make them apart of the process and show them why their work is meaningful, success
is on the horizon.
 Leaders Listen
“The leader of the future asks; the leader of the
past tells” Peter Drucker (Kouzes and Posner,
pg. 242)

This lesson is best learned when you are in the

position where you are not being consulted. When
you have a manager that fails to ask for your input,
it makes you feel like you aren’t apart of the
process. We all want to feel like we are
contributing, valued and apart of something bigger.
By simply asking for people’s feedback, you are
creating a space where people can be creative and
grow. Also, you cannot properly coach someone if
you don’t listen and understand their perspective.
Leadership is an art that cannot be mastered without
listening and asking questions.
 Marcel Mauss and The Theory of the Gift

The theory of the gift is hardwired into our brains, it is a social norm where one is expected to reciprocate. I see this theory show
up in my everyday life, it can be as simple as someone covered one of my shifts at work and therefore, I should cover one of theirs
if asked. One recent example that comes to mind is regarding one of my friends who is getting married. I am responsible for
throwing her a bridal shower, bachelorette party and there are also financial and time obligations within this commitment. Giving
these things to her is a gift but there is also an underlying assumption that she is obliged to doing the same for me if I get married.
If she were to not return the gift, she would break the cycle of reciprocity and her character would come into question. It is about
more than the act of the gift itself. The reciprocation shows me that values our friendship and demonstrates equality within our
relationship.
 Week 9 and 10 Wrap Up

“People are not people without other people” (Varty, 3:15).

“The leader of the future asks; the leader of the past tells” Peter Drucker (Kouzes and Posner, pg. 242)

“When at their best, leaders never take control away from others. They leave it to their constituents to make decisions and assume
responsibility for them. When leaders coach, educate, enhance self-determination, and otherwise share power, they’re demonstrating deep
trust in and respect for others’ abilities.” (Kouzes and Posner, pg.242)

 My leadership philosophy changed throughout this learning, as I was reminded how important relationships are. For me, people and their well
being will always be the bottom line. There is a quote I keep on my fridge by Henry Ward Beecher that says, “Your greatest pleasure is that
which rebounds from hearts that you have made glad”. This quote speaks to me and my personal mission, I feel successful when others around
me are happy. We learned in Chapter 9 how important it is to foster a culture of collaboration, understanding that we can’t do it alone. Not only
did Kouzes and Posner believe that we are nothing without one another, but we learn through Ubuntu that our well-being is tied to each other.
Moving forward I will put a high emphasis on trusting those I work with, giving away my power and sharing responsibility. I’m hoping that by
asking questions and actively listening, I can strengthen others and find success. Meaning, I am not only meeting goals, but I am making those
around me feel valued and apart of something bigger. I want to go to bed at night feeling like I have added value to other people’s lives as well as
growing as a person.
 Forgiveness is a Process
“We didn’t have to tell them, people generally moved on because there is
something therapeutic about telling your story. It’s that you are being
acknowledged, that you are someone” (Tutu, 6:15)

This quote came from the Truth and Reconciliation video with Desmond Tutu. The
video made me realize the power in listening and how many people have been
dehumanized by lack of acknowledgment. One main takeaway was that it is not about
how listening to the heartbreak makes me feel. As human beings, we tend to be selfish
and make things about us. The video mentions Tutu biting his hand to refrain from
having an emotional reaction that would take attention away from the issue at hand. Rem
People were always watching Tutu, but he wanted the focus to remain on the victims. emb Dear
o e D
hea ngoing r that anielle
Forgiveness was a central theme in this video and looking the past in the eye was part of ling f ,
. LI proces orgive
the road to get there. We learned that you must deal with the past by cleansing open the STEN s that ness is
mt
wounds, so they don’t fester. My favorite part was when he said that most people don’t ell t to peo leads t an
hei p o
reach forgiveness, saying that it is a continuous process. r st le and
ory let
Nelson Mandela and Leading Like a Shepherd

“A leader… is like a shepherd, he stays behind the flocks, letting the most
nimble go out ahead where upon the others follow, not realizing that all
along they are being directed from behind”
- Nelson Mandela

The best leaders inspire, not direct. They spur people to act because
they set an example, not because they tell them what to do. I notice
that when I am managing, I get the best response when I am quietly
working hard. People tend to follow suit, probably because it is a
choice and they would feel bad if they just watched me work hard. As
a shepherd, or leader, my goal is to keep my flock together. Also, I
believe as a leader you put the needs of others before your own needs.
You pay attention and listen to what they need and desire. This also
ties into the concept of giving away power. There is something to be
said for being in the back, it tells people that I am in this with you and
we are in this together.
 Appreciating Others
“When people tell us about their ‘most
One of my love languages is words of affirmation and I believe many people
meaningful recognition’, they consistently
need this as well. We live in a society that says go faster and do more, but
report that it is personal. They say that it feels
what we need is to slow down and appreciate. Giving people positive
special. You get a lot more emotional bang for
feedback encourages them to work harder and be their best because they feel
your buck when you make recognition and
recognized. Even more important than recognition, is personalized
rewards personal. That’s why it’s so important
thoughtful words of encouragement. My goal is to get to know people better
for leaders to pay attention to the likes and
and understand what type of encouragement they need.
dislikes of each individual” (Kouzes and
Posner, pg. 260)

The wonderful thing about expressing

gratitude and providing recognition is
that they aren’t hard to do, and you
don’t need to be in a hierarchical perch
to dispense them. They cost you next to
nothing, and yet pay daily dividends.
You can’t ask for a better investment
than that” (Kouzes and Posner, pg. 268)
Dear Danielle,
This is a reminder to appreciate
those around you. Simply
acknowledge their contributions
and strengths. Make people feel
valued and loved! Be a
daymaker 
Encourage the Heart
 My Co-Mentor Group Reflection

“One of the things I have found is helpful when I give feedback, is asking them ‘are you okay with me giving you some
feedback?’ or ‘can I share with you some thoughts around that?’ and it sets the tone and enrolls them in the
conversation” Annette
“Maybe if he had publicly recognized her along the way then maybe she would not have hung on to the one point of
criticism” Alex
In this weeks meeting we discussed feedback and 360-degree feedback. The video with Sheila Heen made told us that people
in every country desired more feedback. This tells me that it is critical that I learn how to deliver feedback in a manner that it
will be well received. Heen taught me about the concept of “wrong spotting”, being able to objectively analyze the feedback
and set parts aside that are unneeded. She said that even if you walk away with only 10% that is meaningful, then the
feedback is worth it. Personally, I know I suffer from the “google bias”, I tend to focus on the negative things being said about
me instead of digesting the positive. Since I am more sensitive, I have a harder time accepting feedback and applying it to my
life for growth. My goal is to take what I have learned and ask, “what is one thing I can change?” verses “is there anything I
can do better?”. I want to move forward not viewing feedback as a character attack but rather as a point of growth.
 Creating a Sense of Community
“When leaders bring people together, rejoice in collective successes, and directly display their gratitude, they
reinforce the essence of community. Being personally involved makes it clear that everyone is committed to
making extraordinary things happen” (Kouzes and Posner, pg. 273)

At Starbucks we have green apron boards that are meant to recognize partners. They are decorated and provide a
place for us to leave each other little notes and shout outs. Nothing feels better than coming to work and seeing a
little card sticking out of your name holder  Green apron cards that I received in the past that are especially
meaningful make their way on to my fridge. Once they get replaced by a new thoughtful card they go into a box
where I have been collecting them over the past four years. Sometimes when I feel down, I open the box and read all
the wonderful and uplifting things my co-workers have said to me. It reminds me why I do what I do and how I am
apart of something bigger.

Dear Danielle,
Make it a goal to write green apron cards after
every shift. Take it a step further and write
green apron cards for customers, appreciating
them. Remind people that we are in this
together and they are SEEN!
Relationships are Everything
“Supportive relationships at work – relationships characterized by
a genuine belief in and advocacy for the interests of others – are
essential in maintaining personal and organizational vitality.
People who don’t like the folks they’re working with don’t do their
best work or stick around very long” (Kouzes and Posner, pg. 278)

I have come to realize that one of the most valuable and important
things within my work life are the relationships I cultivate. There is
always hope that I love what I do but when things get tough, it is those
around me that make it seem worth it. Having worked at two different
Starbucks stores, I know how work relationships can make or break the
work culture. If the culture is negative and people gossip about each
other, the lack of cohesion bleeds into our performance. The customers
feed off our energy and when we are in good spirits, the positivity is
contagious. Especially right now, during COVID, my peers have been a
rock and there is a sense of community, knowing that we are all going
through this together. There is nothing that I desire more than enjoying
those who I work with.
 Culture of Celebration
“Exemplary leaders know that promoting a culture of celebration fuels the sense of
unity essential for retaining and motivating today’s workforce. Celebrations, the
data shows, significantly affect how people feel about their organization and their
leader. The more people report their leader finds ways to celebrate
accomplishments, the more effective they feel in meeting their objectives, and the
more highly they rate the overall effectiveness of their leader” (Kouzes and Posner,
pg. 292)

I enjoyed reading the different ideas of corporate celebrations, specifically since I work
for a huge corporation. It is easy to feel lost within the mix of a big company and
celebrations can easily be overlooked as the focus remains on meeting sales goals faster.
Some ideas that I will take with me into my store are seasonal themes and organizing
more play, or social time for partners. I will incorporate seasonal themes by changing
the green apron recognition board regularly, livening them up throughout the different
seasons. The biggest change will be organizing time for partners to bond through social
events or activities. This is something we have talked about as a management team but Dear Danielle,
haven’t made the time to implement. I know my partners are craving relaxed time Organize a social event or
outside of work to laugh and have fun together. activity for partners and
create a new green apron
board that WOWS
 Week 11 and 12 Wrap Up
The wonderful thing about expressing
gratitude and providing recognition is that
they aren’t hard to do, and you don’t need to
be in a hierarchical perch to dispense them.
They cost you next to nothing, and yet pay
daily dividends. You can’t ask for a better
investment than that” (Kouzes and Posner, pg.
268)
“When leaders bring people together,
rejoice in collective successes, and directly
display their gratitude, they reinforce the
essence of community. Being personally
involved makes it clear that everyone is
committed to making extraordinary things
happen” (Kouzes and Posner, pg. 273)
I loved the learning this week because my heart is always with
people and building a sense of belonging. Being 34 and working
as a shift supervisor at Starbucks can sometimes leave me feeling
discouraged because I feel like I should be doing more with my
life. However, my job allows me to do what I was designed to do
and that is to be a day maker. It doesn’t matter if I am doing this
as a president of a company or a barista at Starbucks, meaning
can be found in both places if I open my mind. Things change
and I know I won’t always be working in this position. My goal
is to enjoy where I am at and use this time to practice what I
have learned this session. This is an opportunity for me to
experiment as a leader, seeing what works and what doesn’t. I
have learned that the cornerstone of any team is appreciating and
recognizing their strengths and contributions.
 References

Gennep, Arnold van (1925). The Rites of Passage. London: Routledge.

Horowitz, T. (2002). Blue Latitudes: Boldly Going Where Captain Cook Has Gone Before. New York: Picador

Kouzes, J. M., & Posner, B. Z. (2007). The leadership challenge: How to keep getting extraordinary things done in
organizations. San Francisco: Jossey-Bass

Woolf, V. (n.d.). A Room of One's Own. Retrieved July 06, 2020, from http://gutenberg.net.au/pages/woolf.html

Davis, S. (2018) Brief Guide to The Gift.