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Affirmative Action

The term Affirmative Action often is associated with the Civil Rights Movement or admission into college based on race.  This is a misinterpretation of the current legislative policies surrounding "Affirmative Action."  According to the Department of Labor (2016), "For federal contractors and subcontractors, affirmative action must be taken by covered employers to recruit and advance qualified minorities, women, persons with disabilities, and covered veterans." (para. 1) The National Conference of State Legislatures (2014) defines Affirmative Action as " policies...in which an institution or organization actively engages in efforts to improve opportunities for historically excluded groups in American society" (para. 1).

Would people have such a negative view about Affirmative Action if they thought of veterans first? Why is race the main discussion point offered by many when debating Affirmative Action? LaFollette (2007) has an entire chapter devoted to the topic as it relates to ethics, even after spending an entire chapter on race. Within the text, every single page of the chapter on Affirmative Action speaks of "Blacks" as a group.  There is no focus on other qualified minorities, women, persons with disabilities or covered veterans.  If the mission of the LaFollette (2007) text is to speak solely of affirmative action and blacks, would a more appropriate title for the chapter been "Black Affirmative Action?" By focusing only on Blacks, there is a further segregation of the single race from other minority populations which have been harmed by the majority.  There is little to no mention of Native American populations, which have experienced generational harm from Anglo-Saxon Protestants for arguably an equal, if not greater, number of years.  Entire tribes of people were slaughtered, yet no mention in the text. Is this racial bias?

To provide a greater picture or understanding of Affirmative Action as it relates to ethics, it is important to discuss all groups that are covered under the legislation.  While the movement may have started during the Civil Rights era, where segregation was being conquered, it has evolved into something much greater, with a much larger impact on society in America.  Making the argument into a literal "Black and White" issue takes away from the advances achieved by the legislation for women, persons with disabilities and military veterans.

After reading the text and articles on the legislation, Affirmative Action legislation is continuing to provide opportunities for advancement among minority populations and those who otherwise may receive unequal treatment in the workplace (i.e. persons with disabilities or veterans).  Personally, I am thankful for the legislation.  LaFollette (2007) offers, "No legal regulation, no matter how valuable, is perfect" (p. 98).  There is still much to be achieved when it comes to balancing the provisions and expectations of Affirmative Action.  "A key question [about affirmative action] is the extent to which institutions should allow race and ethnicity to counterbalance the conventional measures. Of course, the same question must be raised about admission preferences granted to the children of donors or alums" (Minowitz, 2016, p. 149).

DOL. (2016). Affirmative Action. United States Department of Labor.  Retrieved from https://www.dol.gov/general/topic/hiring/affirmativeact

LaFollette, H. (2007). The Practice of Ethics. Malden, MA: Blackwell Publishing.

Minowitz, P. (2016). Rescuing "diversity" from affirmative action and campus activists. Perspectives on Political Science, 45(3), 147-162. doi:10.1080/10457097.2016.1181894

NCSL. (2014). Affirmative Action: Overview.  National Conference of State Legislatures. Retrieved from http://www.ncsl.org/research/education/affirmative-action-overview.aspx.

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The Harder They Fall

Kramer (2003) sheds light into the psychological and behavioral processes that occur when individuals increase their prominence, power and prestige.  Through the study of successful and unsuccessful leader, Kramer identified a pattern.  Leaders that engaged in continuous reflective and critical thought were able to sustain power without experiencing a plummet from the top.  It is interesting to note the contradictory behaviors in which many make it to the top as compared to those that stay at the top.

When the fast-rising entrepreneur wants to make it to the top, Kramer (2003) explains there is often a "willingness to act quickly on those impulses- often before there is time for adequate reflection" (p. 61).  This is contrasted by the behavior of the leader who not only makes it to the top, but operates within their leadership role through stable practices.  These leaders engage in a practice of "Floating trial balloons [which] helps leaders uncover the truth and prepare for the unexpected- especially when mindful scrutinization of the business environment becomes a natural part of the leader's routine" (Kramer, 2003, p. 65).  

During the MSLD program, there have been numerous reflective exercises, course assignments and discussions about the importance of critical thought.  Are the leaders that make unwise, hasty or unethical choices simply not thinking things through?  Do they abandon the thought-processes taught to satisfy temporary desires?

This week a professor at ERAU was in the news for engaging in unethical behavior including sexual acts against minors.  While he may not be a high-ranking executive, he still holds a leadership role in his classroom and in the educational community.  This is happening in the same university where we are learning ethical standards.

The following statements are not intended to excuse any of the behaviors of the individuals engaging in unethical practice, but rather to create a reflective understanding so that I may avoid the same pitfalls.  In the reading of leadership anecdotes resulting in failure due to poor decision-making, I find there are similarities to LaFollette's idea of "situation sensitivity" (2007, p. 58). While the behaviors of leaders may not be deemed as ethical to the working-class culture, it may be viewed as appropriate risk-taking by those who share their standing on lists of top world leaders.  Would fellow leaders condone the actions offering colloquial statements like, "Sometimes you got to do what you go to do?" Would these individuals help to brush the dirt under the rug?  Do we see some of this behavior in our political world today?

To bring this to a more personal level, in the past year I have had the opportunity to become a locally recognized leader.  I have been invited to the prestigious foundation dinners, the award banquets, and have been sought after for participation on local boards.  News-media outlets have broadcast and published interviews.  Well-known celebrities have posed for pictures with my family.  At the end of the day, those newspaper articles will yellow and fade with time.  The celebrities will end up likely not being remembered 50 years from now.  The galas and dinners will be forgotten.  My family, however, will be the ones I hope to spend time with in 50 years.  That is who I focus on.

At a recent speaking engagement, an executive for a large company offered me the opportunity to work at their business in a leadership position.  I explained that though there is much work to be done and it would be an honor to help the community in such a way, it is imperative that I focus on my health first.  I explained that my eagerness to help the community has often resulted in me making self-sacrificing choices which adversely impact my health and my family.  While it would be a great career-building stepping stone, at this time it is less important to occupy a title and more important to sustain life.  She admittedly stated that if I were to be in the position that it would demand most, if not all of my time, energy and quality of life. Like Kramer (2003) suggested,  I floated a balloon out there in this conversation, and uncovered the truth. The role would likely pull me away from sustaining what I hold most dear in my core values, prioritizing family and health first.  While some may feel that self-sacrifice, loss of sleep and experiencing decreased health is a given when accepting such leadership positions, I find that extreme self-sacrificing behaviors are a violation of the "Golden Rule."  If you are to treat others how you want to be treated, you need to uphold quality treatment of yourself.  This means giving yourself the grace to choose a night at home with family over sitting at a community business dinner with prominent figures.  This means choosing health over wealth.  Those choices will provide a continued level of humility needed to keep you grounded as a leader.  They will allow you to look through the photo album, smiling brightly at the family photos and quickly glancing over the newspaper clippings.

Kramer, R. (2003). The Harder They Fall.  Harvard Business Review.  Retrieved from http://web.b.ebscohost.com.ezproxy.libproxy.db.erau.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=22830cbb-df55-4976-9c6d-2360ce314a9d%40sessionmgr2

LaFollette, H. (2007). The Practice of Ethics. Malden, MA: Blackwell Publishing.

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Consequentialism vs. Deontology

Is man inherently evil?  Do we have the capacity of creating subjective arguments without compromising the overall strength of our moral fortitude? These questions are at the heart of philosophical theories of consequentialism and deontology.

When aligning my personal beliefs with each theoretical foundation, I find myself leaning more toward a deontological worldview than that of a consequentialist. This is in part due to my personal realization that my ability to debate and rationalize behavior could be of significant consequence if left unchecked.  

When looking at consequentialism, it is difficult for me to understand how one could create a standard ethical code for practical use based on this theory.  For example, if the National Association of Social Workers were to revise their Code of Ethics through a consequentialist lens, they may state that a social worker is given the right to use lethal force if it is believed that children may be faced with an imminent threat of death.  Being in the social work field for many years, and staring down the barrel of a gun pointed at me while wearing my "Sally Sunshine" social worker badge and high heels, I understand how much evil is going on in the world around us.  I also understand that it is important not to repay evil with evil.

That leads me to a Deontological perspective.  Deontology is non-consequentialist in nature.  According to May (2014), "One way for a moral principle to be non-consequentialist is for it to treat the motivation behind an action, not merely its consequences, as intrinsically relevant"(p. 746). Motive matters just as much as the action itself.  Deontology attempts to create a rule-based, unerring method of ethical standards.  As prudish as it may sound, I tend to agree with Kant's notion that "people ought to be moral, period-no matter what their desires or interests or beliefs" (LaFollette, 2007, p. 34).  

The issue that remains, however, is how one can expect the same ethical and moral conduct across cultures and across significant bio-psycho-social factors.  An example would be the life of Phineas Gage, railroad worker and famous traumatic brain injury survivor. Prior to an unfortunate incident with a tamping iron that penetrated Gage's frontal lobe, the individual was seen as a moral and just man.  He acted civilly and behaved in a manner that would not cause harm to others.  After the unexpected tragedy, Gage turned into a significantly different man.  According to Gage's friends, "The balance between his intellectual faculties and animal propensities seemed gone" (Twomey, 2010). In instances such as this, would one be able to provide judgment for immoral and unjust behavior when it is the result of a physiological trauma impacting reasoning and sound mind?  To what extent does one afford compassion?  When do such disabling conditions warrant punishment?

I have yet to find a school of ethical thought or an ethical theory which can account for these unfortunate circumstances.  Morals, judgment and ethics within both consequentialism and deontology have an underlying notion that individuals are capable of operating with a sound mind. While Kant may argue we are all fundamentally evil, he has this claim as a foundational statement to uphold his imperatives: 

"Every rational being does exist as an end in himself, not merely as a means to be used by this or that will as it pleases. In all his actions, whether they are directed to himself or to other rational beings, a human being must always be viewed at the same times as an end" (LaFollette, 2007, p. 36).

Are those with medical conditions impairing judgment no longer rational beings? Are those under the use of substances not to be held to the same standard? What of those who have cognitive delays which impair executive functioning?  While ethics may try to create a standard code of moral conduct, how do you standardize a world that is becoming increasingly diverse? For now, both consequentialism and deontology fall short.

References

LaFollette, H. (2007). The practice of ethics. Malden, MA: Blackwell Publishing.

• May, J. (2014). Moral judgment and deontology: Empirical developments: Moral judgment & rules.Philosophy Compass,9(11), 745-755. doi:10.1111/phc3.12172  

Twomey, S. (2010). Phineas Gage: Neurosciences Most Famous Patient. Smithsonian. Retrieved October 30, 2016 from http://www.smithsonianmag.com/history/phineas-gage-neurosciences-most-famous-patient-11390067/#hegDoPxLfUkfATL9.99

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The Train Dilemma: When No Choice Is a Good One

My daughter is never, ever allowed to go near train tracks for the rest of her life after reading the train dilemma.  Now that we've established that and this is a purely hypothetical discussion, I would be extremely troubled throwing any of the switches and quite honestly, I do not believe I would throw the switches at all. 

Upon first reading through the scenarios of having five children on one track and one child on the next track, I thought about switching the train to the track with only one child.  I could not push an elderly man in front of the train to save the lives of the children as that would be an act of intentional murder.  I could ask the man if he would sacrifice himself if there were enough time, but likely that would not be possible.  If the lone child on the track was my own child, I could not bring myself to throw the switch. 

So in answer to the philosophical question: I probably would chose option D.  If an elderly man could stop a train by being thrown in front of it, then it would be logical that I too could stop a train by jumping in front of it.  Now comes the ethical dilemma of sacrifice or suicide? That is decided by the lens of the individual and the intent of the person.  If I were trying to jump in front of the train to escape life by taking my own, that would be suicide.  If I were to jump in front of the train to save the lives of others, that would be sacrifice.  This is similar to the officer that rushes into the line of fire.  In order to protect others, they willingly sacrifice their own life.  

Now let us turn the dilemma into a medical scenario.  I am a doctor.  I have a patient who just became infected with a deadly and highly contagious virus.  If he lives, he will be patient-zero of an unprecedented epidemic.  I do not have the option of quarantine as that will only infect more individuals in transporting the patient to quarantine.  Do I provide a lethal injection? Do I provide the patient with the medicine and allow the patient to administer their own lethal injection?  Do I deny any treatment and let the patient die inhumanely?  I believe I would explain the situation to the patient and allow the patient to make the decision for themselves.

In all of these scenarios, my choice revolves around a very difficult and rather unclear intermixing of personal convictions, humility, humanity and sacrifice for the greater good.  Socrates (n.d.) stated, "A system of morality based on relative emotional values is a mere illusion, a thoroughly vulgar conception which has nothing sound in it and nothing true."  If you have sound ethics and sound morals, it should not matter if the situation is personal or non-personal.  Emotion should not alter the decision.  According to Fan and Yang (2012), their results from a similar trolley/train dilemma study demonstrated a significant difference in responses based on the personal and non-personal variations of the problem, denoting an emotional response to ethical problems.

Whether it be the five children, the one child, the elderly man or my own child, I would choose sacrificing my own life over doing any action or inaction to cause harm to any other life.  It is not that I do not value my own life.  It has everything to do with responsibility and putting the greater good above all else.  Probably not the answer you were looking for, but thankfully I am already aware that I don't have all the answers.

Socrates (n.d.) BrainyQuote: Socrates.  Retrieved October 23, 2016 from http://www.brainyquote.com/quotes/authors/s/socrates_2.html

Fan, Y., Yang, L. (2012). Ethics. International Journal of Psychology, 47, 356-365. 

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Heather,

Congratulations on making it to this point of your academic career.  You have not given up and you have great support through your family, professors, and friends.  You are nearing graduation and have a great future ahead of you.  In order to reach your goals you need to remain focused.  According to Goleman (2014), that requires you to engage in some delayed gratification and cognitive control.  So lets focus on some specific goals to reach your personal vision of becoming author, educator and resonant leader, Heather Taylor, Ph.D.

Goal #1- Complete Master of Science in Leadership degree program
Milestone 1- Completion of Required Coursework
Action Step- October: MSLD634 
Action Step- November: MSLD634
Milestone 2- Develop understanding of Public Policy
Action Step- January: MBAA648
Action Step- Implement coursework in practice during remainder of Ms. Wheelchair FL 2016 reign.
Milestone 3- Graduation
Action Step- Complete Capstone Course
Action Step- Apply for Graduation
Goal Accountability: Randall Taylor (Spouse) and Glenna Dollar (Sister-in-law)

Goal #2- Obtain Doctorate of Philosophy
Milestone 1- Determine field of study
Action Step- Research Graduate Programs
Action Step- Connect with Graduate Directors at Universities
Milestone 2- Apply for Admission at selected University
Action Step- Obtain Reference Letters
Action Step- Complete Application
Milestone 3- Complete Coursework and Graduate
Action Step- Maintain communication with Academic Advisor
Action Step- Pace coursework to allow for balance
Goal Accountability: Randall Taylor (Spouse) and Glenna Dollar (Sister-in-law)

Goal #3- Publish Book
Milestone 1- Create Outline of Book
Action Step- Determine Audience
Action Step- Brainstorm Chapters
Milestone 2- Write Book
Action Step- Create rough draft
Action Step- Create edited version
Milestone 3- Publish book
Action Step- Contact publishing companies
Action Step- Sign contract with publisher
Goal Accountability: Dayna Gonzales (Friend and avid reader)

While it may be tempting to move out of sequence or order with these steps, your ability to reach larger audiences would be enhanced with your doctorate.  Depending on the audience, your writings may be used in coursework to teach future generations.  In reaching these goals, maintain the larger vision that you want to reach as many people as possible with a message of hope and provide increased awareness of the need for social service improvement.  It may be best to start a journal as a chronicle of your experiences that can be used in your book.  Whether it be helping a Domestic Violence shelter, a Substance Abuse/Mental Health Clinic, making strides for Child Abuse Prevention or speaking out about Sexual Assault, your first hand experience is crucial in helping others understand the importance of your message.  You have a powerful story and it needs to be shared.  In the process of getting your Ph.D. you will have many opportunities to publish in major journals.  Learn from those experiences and develop your writing skills.  Remember to pace yourself and maintain that balance.  Remember to not be self-sacrificing but to put your health first, practicing mindfulness and creating an internal sense of peace to allow you to maintain focus.  Together we will achieve your dreams!

Boyatzis, R., McKee, A. (2005). Resonant Leadership: Renewing Yourself and Connecting with Others through Mindfulness, Hope and Compassion. Boston: MA. Harvard Business Review Press. 

Goleman, D. (2014). What Predicts Success?  It's Not Your IQ. Daniel Goleman.  Retrieved October 9, 2016 from http://www.danielgoleman.info/daniel-goleman-what-predicts-success-its-not-your-iq/

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No one is perfect, including me.  As I have grown, I have come to realize that my greatest strengths are also indications of my greatest weaknesses.  As the balance tips to one side, it loses the weight on the opposite end of the spectrum.  For example, a distinct strength that people often find in performance reviews and coaching sessions is my ability to overcome obstacles, maintain focus and the tenacity/determination displayed during a project task.  

However, this also means that I have a weakness of being ultra-focused at times, needing to become reclusive and shut out others from the world around me.  A real life instance this week was in trying to regain my health.  In order to do this, I needed to solely focus on the basic functions of my body and not add anything to the mix for the majority of the week.  

My doctor was concerned about my blood work and she said that she wanted me to start a new routine, referring to a nutritionist and then ordering a whole new set of tests.  She wanted me to make sure the second I began feeling thirsty, that I made sure to drink many fluids.  The first indication of needing to use the restroom was not to be ignored.  She wanted me to make sure I put no extra stress on my body.  If my heart started to have palpitations or if I felt I was moving into a tachycardic state, she wanted me to be completely still and try to regulate my breathing.  After several days of what appeared to be me doing nothing on the exterior (i.e. letting laundry pile up, dishes left in sink, etc.), I began to notice some improvement in my health.  The issue is I need to retrain my psyche to allow myself to not achieve a task immediately.  If I am trying to do the dishes and I get as far as washing one fork when I get an urge to go to the restroom or need to lay down, I must stop and come back to it later.  That is a huge difference in my personal balance routines of the past.  

Much like an Obsessive-Compulsive eater that only eats one item on their plate at a time, hyper-focusing on that food and then moving on to the next, I have been able to multi-task, with most successful task completion happening in the wee-hours in the morning when there are no other distractions and I have the ability to knock out the items on my to-do list.  Now I know that whether it is 2am or 2pm, and whether it means that I may not meet deadlines, I must not put the added stress on my body and must prioritize my physical needs first.

When completing the exercise in the McKee, Boyatzis & Johnson (2008) text, I arrived at the following responses to the personal balance form questions:

• Distinct Strengths:Optimistic outlook, tenacity, good communicative ability, servant leadership style
• Potential Strengths: Deepening relationships with others.  I spend very little time growing in my relationships with others or investing in those relationships outside of family.  These are so important and I should begin making time to invest in others.
• Enduring Dispositions: Smile often, desire to "never give up", pray often, light-hearted
• Liabilities: Inability to "throttle back" at times and re-center, neglecting self for purpose of achievement
• Weaknesses I want to change: I want to begin spending more time investing in my health and my relationships with others, understanding that this foundation will help me grow in my future successes
• Enduring Dispositions that Get in the Way: A behavior I would like to change is my limited eye contact when I speak with others.  Due to difficulty with cognition, I often have to either close my eyes or look into space to retrieve the words when vocalizing speech. However, this is not conducive to proper interpersonal communication and I need to begin practicing maintaining eye contact while speaking, training my brain to recall words during eye-contact.

According to Bergland (2014), "Looking someone directly in the eyes during a conversation is the key to making any social, professional, or romantic connection.  We rely on eye contact to communicate and connect with one another on a conscious and unconscious level."  While I am a wonderful listener and will maintain eye-contact during receptive communication, I need to understand and prioritize the importance of making this weakness into a strength through a balanced approach.  Goman (2014) asserts that eye contact is much like the Goldilocks and the three bears.  You need to find just the right method and delivery of affixing your gaze in order to ensure the other individual is comfortable and not feeling stared down or dismissed.  I will likely practice on my ever-willing husband and together we will likely improve our shared communication skills in the process.  I love how our courses have been helping our relationship grow and then how our improved relationship helps us become more successful in our interactions with others.  

Bergland, C. (2014). The Neuroscience of Making Eye Contact.  Psychology Today. Retrieved October 2, 2016 from https://www.psychologytoday.com/blog/the-athletes-way/201403/the-neuroscience-making-eye-contact

Goman, C. (2014). Fascinating Facts About Eye Contact. Forbes. Retrieved October 2, 2016 from http://www.forbes.com/sites/carolkinseygoman/2014/08/21/facinating-facts-about-eye-contact/#5d3fb060518b

McKee, A., Boyatzis, R. E., & Johnston, F. (2008). Becoming a resonant leader: Develop your     emotional intelligence, renew your relationships, sustain your effectiveness. Boston, MA:      Harvard Business School Pub.

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This week has been a character building experience.  It is one in which I remember looking up at the sky asking God if it was going to be my time to go soon and feeling like the answer was "Yes."  My body is not doing well and I can tell it is getting to that point where some hard life choices are going to have to be made to try to preserve the highest quality of life possible during the time that I do have. My heart is uncontrollable and doctors are trying to figure out what to do.  Meanwhile, I will continue to do my best to not give up and keep moving forward.

As I reflected on the life I am living and have lived, it has been a great life.  It has been a long life, especially since it was intended to end when I was six.  As I reflected on the lifeline I created, it was very much like the heart monitor that we watched for hours on Thursday evening.  There were many high peaks and abnormalities.  Most people do not lose their parents until much later in life.  By learning to live independently in my young childhood, it allowed me to gain many skills of independence that assisted me when my family dropped me off on the side of the road at UF's campus and handed me a folder with all of my important life information.  My social security card, a debit card (which I had never had before) and my birth certificate.  They were down the road and I heard them shout out the window, "Oh and Happy Birthday."  That still sticks with me and teaches me the importance of providing love and compassion.  As strong as I was then, my relationship with my family is still very much severed.  They were not there for the birth of my daughter and they have yet to come visit me or help me since being in a wheelchair.  That is hard.  It is also character building.

As I look at my social relationships and roles, I see the importance of putting family first.  When I was younger, I cared more about my social standing.  Was I a "good enough" person?  Was I giving back to the community?  Was I the best at my job? Was I getting the promotions I needed to climb that ladder to success?

Today, I ask myself, was I a mom?  Was I a wife?  Not was I a good wife or a good mom.  Just was I alive and able to fill that role.  If the answer is yes, then I give myself the grace for making it through the day and pray for another opportunity.  Each day I am learning how important it is not to care about being the best but just being and helping others in the process.

That is very different from the patterns prior to my becoming a person within the disabled community.  Those peaks of rapid succession were something that I used to pride myself on.  Now I realize that while they did provide me opportunities and successes, I missed out a lot on developing life-long relationships. I was driven to succeed and did not previously care as much about my role as a wife.  My first husband pales in comparison to the amazing man I have today, but I also did not show him anywhere near the type of love I show Randall.  I believe I grew and learned from that experience with divorce and hope to show Randall every single day that I am thankful to be his wife.  

In the letter I wrote to Randall in the exercises, I often thanked him for what he has sacrificed and what he has done to keep our relationship alive.  He was the one who flew me all the way up to New Hampshire to take a job which would put me over a thousand miles away from him and he was willing to support me and love me through that.  He was the only one there when Grace was born.  He was the only one there when I found out I had Dysautonomia.  Honestly, he is my best friend and my closest connection within my social world.

When it came to reflecting on strengths, I listed Dedication, Loyalty, Optimism, Christ-centered, Humble, Fast Learner, Coach-able, Communicator, Faithful, Visionary.   Many years ago those strengths would have been very different.  They would have listed "hard worker."  I am now realizing that it isn't so much how many hours you put in or how vigorously you work, but how deeply you impact others in the work you do.  For example, Randall helped me make it to the National Day of Remembrance event where I was a keynote speaker.  During my shortened speech due to health concerns, I knew I couldn't provide the message I wanted to deliver.  I had to put that energy into making my message concise and powerful.  After delivery, two survivors of the recent PULSE massacre came up to me and gave me a hug and said that the message touched them in a way to give them hope to keep going.  How powerful.  These two women had witnessed a terror I hope to never experience.  Yet, the few words I could speak provided them hope.  

Boyatzis and McKee (2005) have this to say of hope. "That magical and life-giving quality called hope is more than just optimism...and it all starts with you." (p. 204)  When I was younger, I was uncertain about the impact we could have on others around us.  I am now aware that we all play a critical role in each other's lives and the more that we own that responsibility the greater power we have in providing a positive influence of hope in this world.

Now, the next 36 hours after the delivery of that speech have been spent in bed recovering.  In retrospect I believe it was worth it.  Some would think, including the younger me, that sharing that short speech was far from hard work, but my heart and body would argue that point. That is why today I prefer to speak to the strengths that allow me to get out of bed each day.  Those are the ones that I want to continue to develop as I will need that strength for tomorrow.

McKee, Boyatzis and Johnson (2008) discuss understanding the gaps between the real self and the ideal self.  Understanding the importance of mindfulness and self-awareness.  I believe my biggest gap is still not realizing when I am overdoing it.  My body is trying to send a clear message and I am not receiving it well.  I believe I am still somewhat in denial.  I need to be more mindful of how important my health is and stop pushing myself too much.  Perhaps I need to spend more time thinking about how important it is to be here for Grace as she grows and feel less guilt about making deadlines or engagements.  For now, it is time to sleep, rest and renew.  Good night.

Boyatzis, R., McKee, A.(2005). Resonant Leadership. Boston, MA: Harvard Business School Pub.

McKee, A., Boyatzis, R. E., & Johnston, F. (2008). Becoming a resonant leader: Develop your     emotional intelligence, renew your relationships, sustain your effectiveness. Boston, MA:Harvard Business School Pub. 

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Intentional Group Development

During my undergraduate studies at the University of Florida, I experienced what it was like to be part of a sports team.  As a child and throughout my adolescence, my grandparents preferred that my sisters and I engage in no-contact sports.  They were a little protective, to say the least.  We played piano and were in the dance corps.  You can only imagine how exhilarating it was when I took the field for the first time and made contact with another player, bringing her straight to the ground.  I was hooked!  Well actually, I was a hooker.  True story.  Rugby was fascinating to me.  It was thrilling to be in a scrum, arms locked, and then hearing, "Balls out!"  

I remember a distinct tournament where we had traveled to North Carolina to compete for a national title.  It was a tensely competitive environment.  The opposing team was  fierce.  My smaller frame paled in comparison to the tiniest person in their group, but we still had a strong team.  When it came time for me to take the ball down the field, I went as fast as my feet would carry me and I was gone!  Then I felt the tackle and to the ground I went.  I watched as the opposing teammate fell to the ground with me, other teammates coming to recover the ball and then I saw as my opposition pulled her knee all the way to her chest, foot fully flexed, cleats pointed at my chest and she delivered one of the hardest blows straight to my breasts.  I, for the first time in my life, had a D-cup that day.  A few seconds went by before I was able to regain composure and I had no clue my teammates witnessed what happened.  Until I saw them go after her as bloodhounds hunting a fugitive.  She did not stand a chance.

That day taught me about how quickly a group can come together.  Our coaches had been trying to get us to unite together for months.  They tried using drills and motivational speeches.  They attempted to put us through exercises for team building.  We needed something real to be intentional.  We needed something to send us through that iteration of change needed to bond.  As Akrivou, Boyatzis and McLeod (2006) suggest, we had been progressively moving toward an intentional change goal of unity, but on that memorable day we had a spontaneous event that helped us to evolve into a tightly knit group of women who could not be beat.  Those bickering fights we had off the field were far from our view.  We now had a shared vision to protect each other and the ball.

Though we never made it to the Olympics, we had a similar level of doggedness as Mia Hamm and the 2004 Women's USA Olympic Soccer team. The group was trying to make significant gender equality gains with Mia Hamm expressing how intense the fight was during the time of her team's Olympic victories.  In an HBO documentary, the viewer is brought from a place where in the 1980's women's soccer was not even on the radar of U.S. interests to a place where it was one of the most widely televised events.  In an interview about the documentary, Hamm shares, "I think we're still kind of fighting to sell the sport and gain a foothold in the American sports fabric with soccer...We do it every day." (Associated Press, 2005)  The team had a shared vision of fighting for equality and they knew that if they acted intentionally as a group each and every day they could achieve that goal.  It was a consistent effort.  It did not happen overnight.

While the USA Women's Soccer team united together over the course of many years to overcome societal inequalities and demonstrate their dominance, the 2004 Men's Basketball Dream Team was experiencing one of the greatest failures in USA basketball history.  In an interview analyzing the reason for the team of talented individuals experiencing such great loss, NBC Announcer, Mike Breen shares, "The game is still played at its best when five players are working together, and the United States just didn't have enough of those moments, where Argentina was like five guys on a string." (Leopold & Teitelbaum, 2016)

While the Women's soccer team intentionally grew together to achieve their shared vision over time, the men's basketball team struggled to even take the court together during games.  The coach had a vision which was not shared by the inexperienced young men who would later grow into amazing leaders.  That time period of the early 2000's will go down in USA sports history demonstrating the importance of a team coming together, understanding the shared vision and intentionally taking steps to unite in achieving that goal.

Akrivou, K., Boyatzis, R. E., & McLeod, P. L. (2006). The evolving group: Towards a prescriptive theory of intentional group development. The Journal of Management Development, 25(7), 689-706. doi:http://dx.doi.org.ezproxy.libproxy.db.erau.edu/10.1108/02621710610678490

Associated Press. (2005). Fab Five Step Off the Field and Onto the TV.  New York Times.  Retrieved September 13, 2016 from http://www.nytimes.com/2005/12/11/sports/soccer/fab-five-step-off-the-field-and-onto-the-tv-screen.html

Leopold, B., & Teitelbaum, B. (2016). Red, White and Bronze:  The Death and Rebirth of USA Basketball. NBC Olympics.  NBC.  Retrieved September 13, 2016 from http://www.nbcolympics.com/news/red-white-and-bronze-2004-death-and-rebirth-usa-basketball

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At my last position I had the wonderful opportunity to take the role as a team leader among an amazing group of highly skilled implementation specialists and programmers.  In the IT world with the ever evolving, ever demanding growth of the market, there is a great deal of influence leaders have on the potential for widespread success.  By helping lead a team we have seen the evolution of products such as the Macintosh computer, the Ipad, Ipod, Iphone, Android devices.  All of those amazing technological advances were in part due to a leader that tipped the scales in the favor of advancement.

As a team leader, I experienced an incredible tipping point in which the positivity ratio far outweighed the negativity many of these workers had experienced for years.  I had a very short stint as a team leader prior to going out for medical leave, but it was a memorable time that I will cherish.  I remember exactly the point in which I realized that the positivity was paying off.

My boss, George Epstein, chairman of the Echo Group, tasked me with the duty of bringing everyone up to productivity standards and making sure they were meeting the requirements for the team.  In one week, the team not only met the standards but they far exceeded them.  All that was needed was positive and relatively immediate feedback.

I would start out the week with a highly encouraging email.  In the email, I would reiterate the wins that were made last week and I would set the tone for the week ahead by clearly providing the goals and objectives.  Throughout the week I made check-in calls, instant messages, Skype face-to-face calls and emails.  Right before the end of the week I would give a status report to the whole team to let them know how close we were to achieving the goals.

During one of our Professional Services team meetings, which included not only the team that I led, but other teams, George made specific reference to the gains that were evident both financially and reported through customer service reviews on my team.  I was dancing inside!

I then followed up immediately after the call with a specific congratulatory email to the group.  It included data that was measurable and it let everyone know how much progress was achieved due to their hard work and effort.  I then made a personal phone call to each member of the team to tell them "Thank You."

I copied George on all my communications and I distinctly remember him asking me if all that positivity was just a little over the top.  I laughed.  I said, George, it's working!  He couldn't argue that.  What these people needed was a cheerleader in their corner.  They had plenty of knowledge.  They had plenty of skill.  They needed someone to back them and providing positive, authentic, encouraging statements of unconditional regard. Meaning that they knew it was okay if they failed, but they didn't want to fail.  They wanted to do their best because they knew it was the best thing to do.

So what was the key ingredient to the success?  What influenced the tipping point in favor of improved outcomes?  It is something more than positivity and emotional intelligence.  It has to due with what Thatchenkery (2006) has termed "Appreciative Intelligence."  He states, that "Using Appreciative Intelligence, the person consciously or unconsciously reframes what is in the present, thereby shifting to a new view of reality that leads to a new outcome." (p. 6)  These amazing people were waking up each morning with a new view that they could achieve and they did.  They knew that their efforts were genuinely appreciated and it motivated them to work harder.  They didn't get a pay incentive.  They didn't get a prize.  They simply got the kudos they deserved and it was real.

When I think of my really hard days at home, the ones where Grace has been crying, I am in pain and can't breathe or think and I am counting down the minutes to when Randall walks in the door, I distinctly remember the times where he has said, "Thank you."  Maybe it is just with his eyes or maybe it is with words of gratitude, but when he hugs me and lets me know I am appreciated, I am willing to do it all again the next day.

We need that uplifting encouragement to keep us going. It refuels our tank.  It is important for leaders to understand that our positivity impact not only our followers, but it also impacts our potential for selection as next in line for a promotion.  According to Joseph et al (2015), "Leaders who stimulate positive affect in others are more likely to be selected into leadership positions." (p. 560)

At the time, I was not proving positive statements for a potential promotion.  I wasn't trying to get a raise.  I wasn't trying to land the CEO job.  I was authentically trying to bring out the best in people that are truly amazing.  It was a wonderful experience and I would love to have the opportunity to coach them again!

Joseph, D. L., Dhanani, L. Y., Shen, W., McHugh, B. C., & McCord, M. A. (2015). Is a happy leader a good leader? A meta-analytic investigation of leader trait affect and leadership. The Leadership Quarterly, 26(4), 557-576. doi:10.1016/j.leaqua.2015.04.001

Thatchenkery, T. (2006). Appreciative Intelligence: Seeing the Mighty Oak in the Acorn. San Francisco: Berrett Kohler.

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All my life I have stood out from the crowd.  Growing up, my older sister could not stand how socially-awkward I was and still is a little ashamed to be in public with me at times.  When I was young, I simply did not care what other people thought about my views, my actions or beliefs.  I was me and I was comfortable being me.  If I had a huge zit on my face, I didn't try to put makeup on it, I didn't shy away from it and if someone gawked at it, I would laugh and say, "I know!  Isn't it big!"

When it was time to go off to college, I remember the cheer captain and I were carpooling together on a trip back from our new campus and we had a group of boys drive up next to us that were making suggestive faces.  Catie and I looked at each other, giggled and then proceeded to begin picking our noses and smiling at the boys as we drove off.  We just didn't care about that stuff.

Today, in the social era of leaders taking selfies with filters, posting to LinkedIn, Facebook, Snapchat, Instagram and who knows what else, I sometimes find myself at a loss.  I see these selfies of women leaders that look flawless.  Hah! I still to this day do not have the faintest clue how to use the majority of socially accepted makeup "must haves." My goodness, if I tried this whole "contouring" thing, my husband would think I had experienced an explosion of custard, chocolate and whip cream on my face from yet another failed baking attempt.

Does this socially awkward lifestyle I live make me less effective as a leader? Am I somewhat at a loss in my level of emotional intelligence? Yes.  To some crowds.  If I am looking to win over followers that are attending a Mary Kay convention, I am sure that my poor placement of eye shadow or mismatched skin tones will be distracting and hinder my message delivery to some.  I have to be aware of what my message is, what my mission is, what social setting I am in, what expectations are among the members of the audience, and I need to weigh out what is important to create the most effective delivery.

Thankfully, I have been graced with an attitude of humility nearly all my life.  I generally find that a little self-deprecating humor can go a long way.  For example, if I were trying to discuss domestic violence prevention among Mary Kay reps who have a desire to help women across the nation, I would begin by saying something like:

"Ladies, I know we are here today to talk about some really sensitive topics, but I have to ask for your help.  The other night, I tried doing this contouring make-up thing and when my husband saw me he thought I was trying to audition for a role in Cats. (Displaying a picture similar to this to elicit laughter among the audience).  I would then ask if those who are willing to help me in my personal quest to conquer contouring would connect with me after the presentation.

 Goldman (2009) explains that an emotionally intelligent leader has to have self-awareness, master a great level of self-management, be socially aware, and have exceptional social skill. That does not mean that a leader has to fit in with their followers.  Meaning, the leader does not have to walk the same, talk the same, act the same or do the same as the followers.  There is a reason why the leader is in a position to stand out.  That being said, it is imperative to understand the role that the leader plays with his/her followers.

In my example above, I would be discussing a topic of Domestic Violence with Mary Kay consultants.  The leadership I would be embodying is that of a social advocate for change, not a cosmetologist.  I would need to make it very clear that I am not trying to be the next Pink Cadillac driving CEO at Mary Kay.  If that were the case, I would really need to spend time focusing on my cosmetic skill as this would be integral to the social skills of that cultural group.  


McKee, Boyatzis & Johnson (2008) describe this awareness as being mindful.  The ability to be attuned to your own mind, body, heart and spirit and then understand the role you play in the world around you is a critical element of being an effective leader.  While yes, I may think that spending money on cosmetics is just silly, I need to realize that I am living in a culture that values beauty.  As much as I wish the world would be filled with people that only see the inner beauty in others, I need to realize that there are people who still operate in somewhat shallow belief systems and by disregarding their need for aesthetic appeal, I could adversely impact the message I am delivering.

Will I continue to be socially awkward at times? Absolutely!  I am a 90-year-old woman in a 33-year-old woman's body.  I have lived through enough to realize what really matters and what really doesn't.  Therefore, when I am home and with those who accept me as I am, I will proudly adorn my crazy hair, my mismatched outfits and fail to hide my blemishes.  I will be silly, I will sing off tune and I will laugh loudly at my own silly jokes.  When I go in to an executive meeting or when I present in front of a large crowd with a diverse audience of differing maturity levels, I will adhere to (some) of the socially accepted norms and dress, act and even wear make-up accordingly.  You better believe as soon as I get home those clothes are going in the hamper, jewelry on the counter top, war paint on my wash rag and I will be in those ratty worn pajamas in no time flat. Hey, an effective leader needs time to reflect peacefully in pajamas too! :) 

Goleman, D. (2009). Daniel Goleman Introduces Emotional Intelligence. Hay Group Inc. Retrieved fromwww.youtube.com/watch?v=Y7m9eNoB3NU

 McKee, A., Boyatzis, R. E., & Johnston, F. (2008). Becoming a resonant leader: Develop your emotional intelligence, renew your relationships, sustain your effectiveness. Boston, MA: Harvard Business School Pub. 

 (Links to an external site.)

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     Am I a resonant leader?  Resonant leaders are said to inspire, create an atmosphere of hope and positive regard, have high emotional intelligence, demonstrate compassion and have authenticity.  In my daily life I try to meet all of these qualities and some days I succeed, some days I fall short.  The last few days have been more of the latter than the former.  On the days where my health is good, I try to expend as much energy as possible while maintaining balance to improve the world around me.  Some days are spent in bed, lights off, not able to move and wondering what type of leader I am when I can hardly get up to do daily hygiene tasks.  I do not wallow in self-pity.  I simply try to focus on the moment at hand.  When the migraines hit, I turn off all the lights and try to soothe my daughter so as to minimize the external stimuli in our home.  When the fatigue and body aches come, I  pray through them and try not to exert myself to worsen the symptoms.  It is a great balancing act and a relatively silent struggle behind the scenes of what is portrayed out in the community.
     Yet, I do not give up. Perhaps that is the inspiring part.  Perhaps that is the hope and positive influence I have on others.  I will often hear from someone that I just met that when they see me they are inspired.  I suppose they see a wheelchair and instantly think of what life would be like for them if they could no longer walk.  Would they still be able to smile through it?  I don't always smile.  Though, when I am seen smiling it is authentic happiness.  It is an attitude of gratitude for being able to have vision, hearing, tactile sensations, the ability to breathe independently and enjoy the laughter of my daughter.
    Last week I was able to share a stage with 26 amazing leaders across the nation that utilize a wheelchair for mobility.  The word "Inspire" was used countless times by the Master of Ceremonies during the event.  But what if I wasn't in a wheelchair?  Would my life still inspire?  Would my actions still resonate?
     I hope so.  I hope that when I lead, I am doing so with such optimism, with such authenticity and with such positive regard that whomever I am connecting with will leave the encounter with an improved sense of self-worth or an improved understanding of how they can reach their own goals.  Similar to Jackson's (2012) assertion, I feel that by helping someone understand their purpose and their cause, you will cultivate inspiration in the process.  People are inspired by a cause and a good leader can help create that unity of purpose among their followers.
    So what message, what cause am I supporting to unite and inspire others?  My mission is to help people look at whatever life circumstance they are currently facing as a "Perfect Opportunity To Shine" (POTS- the condition I have which requires me to use a wheelchair for mobility).  Could I narrow my focus to something that is relative to those only utilizing a wheelchair?  Sure.  Would I be as effective or resonant?  No.  One day I will get out of that chair and dance.  One day I will live a full life free of health issues.  One day there will be a cure.  In the meantime, I am charging forward in a 6 mph vehicle every single day to get us there faster.  It is reassuring that McKee, Boyatzis, and Johnston (2008), "Leadership is a conscious process, starting with clarity about one's own personal vision and hopes for the future." (p. 43)  I previously thought that a resonant leader had to be completely selfless and not geared toward their own desires.  I now understand that by focusing on what matters most to you, what drives you, what motivates you, what gives you passion, you will create such energy among your followers that others will want to join you in your efforts.  At that time, it is essential to meet the needs of fostering positive relationships by promoting compassion, empathy, authenticity and hope during your interactions.  It will not always be rainbows and butterflies, but it is the attitude that will give altitude toward the dreams and ambitions of all involved.  Each day it is my goal to continue that process of building one another up so we can reach our goals together hoping that our actions will resonate well into the lives of future generations.


Jackson, B. (2012). Give your people a cause and inspiration will follow. Human Resource Management International Digest, 20(2), 32-34. doi:http://dx.doi.org.ezproxy.libproxy.db.erau.edu/10.1108/09670731211208184

McKee, A., Boyatzis, R. E., & Johnston, F. (2008). Becoming a resonant leader: Develop your emotional intelligence, renew your relationships, sustain your effectiveness. Boston, MA: Harvard Business School Pub. 

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"What makes you think you are qualified to provide that training?"  I still hear the echoes of those words today. Words spoken by a woman I respected and even thought of as a great leader.  I thought she was a great leader because she pushed me and allowed me to grow.  Others thought she was a horrible leader.  A leader that created dissonance.  A leader that made people feel replaceable.

It took some time before I was able to realize that she truly was in need of some leadership training.  She often made people feel demeaned, unappreciated, and did not display competence in the areas she was trying to promote within the business.  For example, the company had to go through a mandated electronic health record implementation and she expected we all become proficient in the software.  However, it did not appear that she made learning the software a large priority.  While she did attend some training on the software, she often would allow herself to be pulled away by other, more important issues.  Knowing that leaders are in high demand, and realizing that she was the CEO of not one, not two, but three organizations, I am not throwing stones.  I commend her for doing as much as she did.  However, the person she appointed to be in charge also did not have competence in the software, nor did she engage the employees. The Vice President was often asleep at her large desk and would leave early to go home, never returning to work.  People would watch as her car would drive out of the parking lot, knowing they were required to stay past 5 p.m.

I could see some positive qualities in each of these leaders, but the leaders that brought out the best in me were those leaders that inspired.  The leaders that really helped you see the best in you.  That leader has been Dr. Linda Pittenger.  This incredible woman is humble and allows others to see their value through reflective processes.  Not only does she help you feel empowered and challenged, she will personally get behind your effort and support your endeavors.  She moves from a role of professor into a role of mentor and coach.  She inspires students to achieve their best.  She does not accept less than what can be delivered because she knows her students can reach the highest levels of academic success.  Her personal career has proven that she can overcome the stereotypes and inequalities in the workforce and rise to the top as an amazingly empowered female leader.  Her leadership has sparked a hope among other women that we too can climb the ladder to success, even among those that are unable to walk at all!  She has helped me personally through overcoming my disability and believing that I can continue to lead from a wheelchair. She even helped me compete in the Ms. Wheelchair America pageant and it was the hope she provided that encouraged me to keep going even when I was exhausted!

Boyatzis and McKee (2005), state, "[Resonant] leaders are moving people- powerfully, passionately, and purposefully."(p.2)  Dr. Pittenger ("Dr. P") does just that.  She motivates her students and those within her circles of influence to identify their purpose, communicate it passionately and increase their own power of influence through a resonant manner.  I hope to one day reflect this same resonance that has been modeled to me by Dr. P.!

Biography of Dr. Linda M. Pittenger. (n.d.). Retrieved August 15, 2016, from http://emr.case.edu/about/linda-pittenger.pdf

Boyatzis, Richard, & McKee, Annie (2005). Resonant Leadership (5th ed.). Harvard Business

Press.

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When looking at the startup of the NeXT Inc. company during the late 80's and early 90's following the movement of Steve Jobs from Apple, I would find myself in a high level of uncertainty as an employee.  In the video, Jobs becomes outwardly critical of those that differ in opinion or question his aggressive goals,  When developers caution the loss of functionality in the rush to meet a roll-out date or desire to put aesthetics over substance of the software, Jobs was quick to dismiss these thoughts, requesting his followers think more about the exciting new logo or focus more on the vision of the company.  I am not sure if this was a blind area (Brown, 2011, p. 247) for Jobs or if he preferred to be unbending and dismissive as a leader.  Either way, I was very turned off by this business practice and leadership style.  If I am going to be part of a team, I expect for my contributions to be at least heard and definitely not ridiculed publicly.  Critical thought should go into a response from a leader, not a knee-jerk retort.

I honestly believe the NeXT Inc. business structure was much like a rebound relationship.  Apple was the company for which Jobs had devoted his life and he knew this was going to be his baby.  With my desire to be placed in a mid-sized conservative business with some desire for risk, I could see myself abandoning ship quickly in the mood-swings and lack of structure defined at NeXT Inc.

As charasmatic as Jobs is, he did not provide the security of knowing that I would receive a paycheck to help keep the roof over my family or food on the table.  I am not in a place in my life to take the risk necessary to be part of a startup business like that of NeXT Inc.

One thing that I did learn from Jobs was his uncompromising nature for excellence.  I often will relinquish to the group if I believe that the group is overworked, underpaid or just tired.  I will make sure the project maintains the values of the company but will compromise perfection for the sake of maintaining resources.  I am still uncertain as to whether this is better to always expect excellence, as Jobs was pretty successful in the design and appeal of the IOS software and hardware.  People love the sleek nature and it has almost become a status symbol to be a Mac or Iphone consumer.

The most important thing I am learning through this, though, is that I need to be willing to evolve, change, and like Jobs, bounce back after failure or obstacles.



Brown, D. R. (2011). An Experiential Approach to Organizational Development (E. Svendsen Ed. 8th ed.). Upper Saddle River, NJ: Prentice-Hall.

Nathan/Tyler Production. (2012, January 19). Steve Jobs Brainstorms with NeXT Team. Retrieved August 01, 2016, from https://www.youtube.com/watch?v=loQhufxiorM 

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When discussing change in any organization there is some level of trepidation.  Will the change be good?  Will anyone be negatively impacted?  Will the be loss of jobs, financial security, or even more important, life?  These changes are necessary to continue the evolution of any company or business.  Yet, how do you ensure as a leader that the changes you are making are in the best interest of the company?  How do you create a strategy to help improve the odds of success?

Jim "Mattress Mack" McIngvale (2012) realized that his business was about to be out of business.  Profit margins were non-existent.  The company was spiraling downward quickly and there was nothing on the horizon to indicate upward trends in the financial strength of his company.  That is when he decided to implement strategies from a book he read titled Influencer. 

McIngvale did not just implement strategies from the book.  He looked at his current culture.  He developed skill sets, he created incentives and he promoted an all-inclusive approach to change.  Everyone knew this was going to be a transformation of the company.  He included health initiatives.  He made sure that his decisions aligned with creating strong initiatives that would manage the change in the culture of the organization, not the other way around.  He didn't just set out a memo that stated all employees must become computer literate.  He completed a training system that ensured each employee knew how to incorporate technology into their daily processes.  He did not just say, "Call the customer back." He set up incentives and reinforced those that completed the prospect/follow-up cycle to seal the deal and get the final sale.

Similarly, Retired US Army General Stanley McChrystal 2011) realized that he needed to create a strong culture and manage the change of the culture after the 9/11 attacks.  The business-as-usual techniques of paratroop jumps and practice maneuvers became real-life combat techniques and the mindset of all those enlisted or involved in the war needed to be centered on one another.  During his recollection of the War on Terror, he provided the mantra of the Army Rangers.  A mantra that he stated may be more real and true than many marriage vows.  These soldiers would go out into the battlefield and do everything in their power to help another on the force.  They would lay down their life to come to the aid of a brother or sister.  It was not longer about them, it was about being part of The Army.  That cultural mindset drove the change needed to win the battles.  When sharing about a father that watched his son on screen fighting a battle, I could not help but think of my little one out there in the line of fire.  I would want to jump through the screen and protect her.  Then I had to think about what was being delivered from the top down as a leadership message to all those on the front-line.  These soldiers knew what they were going into.  They knew their lives were on the line and cared more about my life, my daughter's life and our freedoms than their own.  That is a huge indication that they truly believed the message and there is a strong culture of bravery among the US Army and all military.

Brown (2011) explains that a "strong culture is characterized by the organization's basic values being intensely held and widely shared." (p. 426) In McChrystal account of the Army Ranger mantra, he shared about waking daily to recite a creed in which they promise that if another Ranger needs them, they will be right there no matter the cost.  That is powerful.  That is intense.  With over 2,000 rangers making that promise daily, it is definitely widely shared.  If any of those rangers needed to go into a large gun battle alone they would likely not step out onto the field with such confidence as knowing they are backed by the other 2,000 rangers willing to lay down their life for one another.  That culture is the culture that will help bring home the greatest number of lives saved in battle.  That culture will withstand the greatest attacks of terror.  That culture is deeply rooted in good and will prevail no matter what the cost.

Brown, Donald R. (2011). Experiential Approach to Organization Development. Pearson Education. 9th Edition

McChrystal. S (2011). TEDTalk. Transcript of "Listen, learn....then lead." Retrieved July 30, 2016 from http://www.ted.com/talks/stanley_mcchrystal/transcript?language=en#t-780000

McIngvale, J. (2012). VitalSmarts. "Influencer Training Helps Texas Retailer Save Millions and Prosper in Economic Recession".  Retrieved July 30, 2016 from https://www.youtube.com/watch?time_continue=1&v=E20RW75Fhu4