Createa1-year"LeadershipCommitmentsPlan"foryourlifedescribing(butnotlimitedto)thefollowing (20% of final grade):

1. Whatisyourleadershipvision, andhowisthatinformed byyourvaluespersonal,cultural,and/or generational? How will you influence others going forward?
2. Whatareyourmotivations,includingyourgoalsandnear-term priorities?
3. Howwillyouuseand/or prioritizeinputsandresourcestoachieveyourgoals(people,time, money)?
4. Howwillyoudefineandmeasure success?
5. Wheredoyouanticipatemisalignmentandconflicts?Howwillyouapproachandresolvethose challenges?
6. Whatarethe3biggest riskstoachieving yourvisionandgoals?Ifyouareunhappyin5years, what is the most likely reason why?
7. Howwillyouensure thatyouand othersaroundyoumakegood(orat leastbetter) decisions?
8. Howdothelessons ofcreatingaLeadershipCommitmentsplanapplytoleadingan organization?

LCPdeliverables will be based on depth of reflection, comprehensive integration of class content/concepts,writingclarity, the extentofaddressingtheabovequestions,andadherencetoformatting guidelines.

Note: pls use the same background of the person or furture job, you can take the same as refrence , same as sample

sample

Itissaidthatpeopleareacompositeofeveryonetheyhaveeverspenttimewith.Ifthat'strue,my leadership vision is to be a fusion of all the leaders I have ever admired: empathetic, inspirational, and effective.

Empathetic

1. Push+Pull, IQvsEQ,logic+emotion
2. InclusiveLeadership
3. LeadingbyListening
   1. Drawout answers
   2. WAIT
   3. Listeningbyunderstanding
   4. Personalvalue:empathy,dependability

...whichleadsto Inspirational

1. Empoweringothers
2. Motivatingandinspiringpeople-whoamIactingonbehalfof?
   1. Relatetoaudiencewithpersonalrelevance&meaningfor listeners
   2. Clearandconsistentendgoal
   3. Createchangebyactingonopportunities
   4. RachelWeldon@KFC
      1. Personalvisitstoeverystoreinherregion
      2. Supportedfranchiseesovercorporatepoliciestobuildtrust
      3. Opportunitytopushlaunchbecauseoftragedy(shiftedemployee motivations, right thing to do)
3. Personalvalue:integrity,collaborative,transparent

...whichleadsto Effective

1. Pressingforchange(settingdirectionthroughvisionand strategy)
2. Senseofurgency
3. Buildcoalition
4. Personalvalue:ambition,efficiency,intelligence,challenged

Next 5 year's goal is to build and lead a sourcing organization for a small to mid-size company. Priorities include completing MBAand promotion in current role. Internal motivations include accomplishment, drive, challenge to build new sourcing organization which will require trust across other departments / teammembersandbeacatalystforchange(implementingnewprocesses,policiesetc.isHARDandneed to demonstrate the "why" of procurement). New / "young blood" is hard Extrinsic motivation is financial reward, career success / power.

How do I get there? Leverage network, spend time researching roles and career paths of people in these leadership roles. Work with current boss to understand her trajectory. Figure out how others have succeededandfailed?Uselessonslearnedinleadershipclasstonegotiatebetterdeals(IQ+EQ,understand vendor motivations) and demonstrate leadership in current role with business partners (continue to build trust and optimize processes based on their feedback + "we help our business partners make better

decisions"). Complete MBAmeans balancing work, life and school - ability to say no to things and be flexiblewithpriorities.Spendtimewithpeoplewhoenrichyourlifeandprovidevaluenotjustproximal distance (Ashlin's question from LCPB). Optimize commute, hobbies, etc. to make time usage more efficient.

How to measure success? More responsibilities / spend management in procurement department (future goal).Morestrategicprojects&valuetobusinesspartners,dataanalysisprojectsatcurrentrole(near-term goal). Good feedback from junior team members about leadership characteristics. Increased network size beyond people in "procurement."

Risk factors?

1. Structuralinertia
   1. Fearoffailing togettheroleorfailingwithintherole.
2. Culturalinertia
   1. Misalignmentbetweeninternalvaluesandperceivedculturalorprofessional expectations aka not being authentic.
   2. Resilience
      1. Emotionalintelligence
      2. Authenticity
      3. Agility
   3. Drawonpastexperiencesand"runningtowardssomethingbetter(not away)"
3. Individualresistance
   1. Fearofbeingapoorleader
   2. Misalignmentbetweenweaknesses(self-critical,over-thinker)vswhat'srequiredof a leader (confidence, motivational, etc.).
   3. Potentialtoleverage"over-thinking"intothoughtfulnessandempathy?

Betterdecisionmaking?Explorehowprocurementisallaboutgooddecisionmaking.Flexthismusclein current role to get better at it in future leadership role.

1. DesignforGood Decisions
   1. Challengegroupthink/commonknowledgeinorganizations
   2. Managedecisionmakingprocessearlythenthinkabout content
   3. Don'tneedtomakeearly decisions
   4. Seeknewinformation&differentperspectives(CarterRacing,othersourcesof data, what's the worst that can happen if we don't)
   5. Devil'sadvocate&secondsolution
   6. Avoidbystandereffectbyframingitasadecisionamongstmultipleoptions
   7. Focusonaccountability(closenessandengagementmatters)
   8. ThinkaboutIvsWe
      1. Collaborativeproblemsolving
      2. Criticalthinking
      3. Balancearguments
      4. Collectiveownership
2. Individualdecisions
   1. Datadrivendecisionmaking,evidence-basedmanagement
   2. Avoidsunkcostfallacy

1. Exitrule(EverestCase)

HowdoesLCPrelatetoleadingan organization?

1. Culture,valuesandstrategyofanorganizationvsmotivations,goalsandvisionofan individual
2. Lecturearoundanorganization'sespousedvaluesvsdemonstratedvalues(similar to a person's goals and actions). Conflict that could arise when those two things are in conflict.Additionally, an organization/person could be spending a majority of time on tasks that are not in line with overarching goals instead of focusing on what is important.
3. Opensystemsmodel-Thedegreetowhichtheneeds,demands,goals,objectives,and/or structures of one component are consistent with the needs, demands, goals, objectives, and/or structures of another component
4. Inputs
5. Environment
6. Resources
7. History
8. OrgComponents
   1. Structure
   2. Culture
   3. Leadership
   4. Motivation&incentives
9. Outputs
   1. Organizational/individual/groupeffectiveness
   2. Endgoal