Leadership in Peru

Guest post by Bruce Avolio, Executive Director of the Center for Leadership and Strategic Thinking and Marion B. Ingersoll Professor of Management

Recently on a trip to the Ivey School of Business in London, Ontario, I was asked, “how does one lead when they are not sure where they are going?” Many might say, just watch our U.S. politicians if you want to see how! More seriously, the more dynamic environments become, the more likely leaders are going to need to lead not knowing exactly where they are headed. As I thought about this question I went back to a recent trip I had taken to Peru. Peru is one of those South American economies that is shedding its past – recent past in terms of military dictatorships – and growing at a healthy clip, at least for the more educated class in places like Lima. Peru has a rich history that dates back well before many of the world’s other well-known societies, starting with the Incas which are considered one of the modern ‘older’ civilizations. There are two civilizations that pre-dated the Incas going back at least 5,000 years.

As Peru accumulates wealth, it is now able to invest in discovering its past. It is not an overstatement to say the Inca culture, traditions, food and history are becoming an economic force in Peru. Just see Machu Picchu and you will understand what I mean. This is one of the most amazing cities built by the Incas high atop a mountain that is one of the true wonders of the world. Going to Peru and its many historical Inca sites, taught me a lot about how advanced this society was. For example, the Incas knew which foods to eat that had low cholesterol, they knew how to build structures to withstand earthquakes, and they knew how to do brain surgery. And the answer to that question posed to me in London, Ontario lies in how the Incas built buildings. They built buildings by seamlessly integrating them into the rock upon which they were built. The Incas saw mountains as sacred. Rather than dig a big hole and then build the foundation, they built the building into the existing foundation, which took more time and care, but as we can see, lasted longer. This was the case for all buildings throughout Peru, ranging from temples to residences for Inca workers.

How does the Inca foundations help me answer the Ivey question? One must build an authentic foundation for leadership on which the rest of the structure can be created. We see organizations that have no ‘firm or genuine’ foundation, no core values and therefore no solid basis to lead into an unknown future. Many times we have to go backwards in order to move forwards and answer where we are going, which in this case is into the unknown. And I promise I will avoid writing a pop book “7 glorious Inca Principles of Effective Leadership.”

Learning how to lead

Guest post by Staci Stratton, Evening MBA 2014
She attended the MBA “Perspectives on Leadership” Speaker Series. The speaker was Colleen Brown, CEO of Fisher Communications.

Colleen Brown shared her thoughts on leadership and her personal journey to becoming CEO of Fisher Communications. She talked about how we are a combination of both predisposition and learning how to be a leader. She also said in many cases leadership arises out of necessity. For Brown, she was the eldest girl in her very large family and took on responsibilities like grocery shopping and laundry very early on. She said these experiences helped her to develop a “get it done” attitude she still has today.

She also shared her four important characteristics of leadership:

  1. Character: understand who you are and why you are who you are.
  2. Resilience: develop, if you haven’t already, the ability to get back up after rough periods, mistakes, etc.
  3. Commitment: be committed to who you are and what you believe in. It has the effect of being contagious to others.
  4. Continuity: develop consistency and continuity in your behavior, as this helps your people to know what to expect from you-no surprises.

Brown feels the most important decisions you make on a day to day basis are about PEOPLE, which is why it’s so important to know yourself and be consistent in your behavior.

Watch highlights from Brown’s talk. Here she covers the importance of consistency, Aristotle’s leadership insights, and how to minimize office politics.

The next speaker is Howard Behar, former President of Starbucks, on December 6. Learn more.

Sell it, win it

UW undergrads Hayden Krall, Hannah Hanson, Hanna Klemm, and Megan Smith beat out 20 other schools and won the 2012 “Can’t Beat the Experience” National Team Selling Competition at the Kelley School of Business at Indiana University.

Guest post by Megan Smith, UW undergrad and Sales Certificate student

National Team Selling CompetitionWe received the case approximately two weeks before the competition. The case was an internal sale and we were a “special task team” of employees that needed to make a presentation to our company’s CEO and VP of Human Resources. Our company was a research firm called “Abaci.” As the special task team, we were charged with creating a Workplace Wellness Program that introduced a new fitness device: the GetFit wristband.

The two weeks leading up to the competition were filled with preparation, devising plans, and a lot of coaching. We had fantastic support from our coaches and advisers: Jack Rhodes, Jeff Lehman, Joe Vandahey and last year’s NTSC team (Eric Hotaling, Dorine Rassaian, Julie Reynolds, and Neil Carter).

The competition day was split into two presentations: a morning session for needs analysis (15 min) and an afternoon sales presentation (20 min). The need analysis was a meeting with the VP of HR, “Casey” whom we were able to talk to about the issues facing the company, the data we were given, and uncover any other information that wasn’t included in the case description. Discovering all of the company’s needs was vital for success in the afternoon presentation. In the three hours between our morning session and afternoon presentation, we modified our presentation to incorporate the needs uncovered in the morning session and fit in as much practice as we could. We presented our Wellness Program to the company CEO, “Doug,” and our VP of HR, Casey. We addressed all their questions and received approval to implement the program.

Winning was surreal. There are not words to describe the feeling of having many late nights and hours of practice pay off. It is impossible for us to give enough credit to our coaches for their unparalleled support and guidance. Their support in combination with how well our team was able to work together made it possible for us to create a comprehensive and creative Wellness Plan that pulled us through to win. The amount we learned and the enjoyment and excitement of the competition truly made the experience unbeatable. Watch the morning and afternoon sessions.

The Sales Certificate Program at the Foster School provides students with the knowledge and real-world experience necessary to be successful in sales.

Followership impacts leadership

Gerard Seijts interviewed Bruce Avolio, professor of management and executive director of the Center for Leadership and Strategic Thinking at the Foster School, about his research on leadership. Professor Seijts is executive director of the Institute for Leadership at the Ivey School of Business. In the interview he asked Prof. Avolio what are the big leadership questions that will advance the field.

According to Prof. Avolio, one major question is, “Is the source of leadership followership? If so, in what way?” He goes on to say this isn’t a topic we have delved into because we assume the source of leadership is the leader. But a key discovery in Prof. Avolio’s research is that followers who have a sense of ownership in their work, don’t let their leaders go off the cliff or in other words, make poor decisions.

He also said he can tell a lot about an organization’s leaders without ever meeting its leaders. This is because followers are a reflection of what they see in their leaders. “If followers are independent, willing to challenge, feel safe to do so, own what they are charged with, and feel a deep sense of making it right, they change the leadership lens of the organization.”

Another takeaway from this interview is Prof. Avolio’s finding that financial analysts consider a firm’s leadership when valuing a firm. They can discount a firm anywhere from 5% to 20% based on their perceptions of its leadership.

Watch the full interview.

Announcing Dempsey Hall

Today the Foster School held a naming dedication for its newest facility: Dempsey Hall. The building is named after Neal and Jan Dempsey, who have been incredible supporters of the Foster School. Neal is a 1964 alumnus of the Foster School and has been engaged in myriad ways over the years. He has served on the Foster School Advisory Board for more than two decades and is a past chair. Alongside Mike Garvey and Ed Fritzky, he co-chaired the successful Foster School capital campaign that raised $181 million between 2000 and 2008. He has also given over $10M to the Foster School.

Dean Jiambalvo said at the dedication, “Neal is action oriented and unwavering in principle.” When Neal spoke, he called the next generation to action and encouraged them to give their time, energy, and money to the Foster School. He asked everyone in the crowd to raise their hand if they agreed to give back to the Foster School. Everyone’s hands were in the air. Neal took it a step further and shot of video of everyone with their hands raised–proof they would do what they said. He said it’s been a, “fantastic road to the finish line.” And he looks forward to seeing the next generation of supporters give back.

Dempsey Hall from Foster School of Business.

Banking and global business: an alumna’s perspective part 2

Jennifer Wallis is the Division Manager for Chase Commercial Middle Market Banking for the Eastside, North Puget Sound and Western Canada. Jennifer is a Foster MBA alum and member of the Global Business Center’s Global Business Advisory Board.

Tell us a bit about your career in Banking. What do you like the most about your position? Which aspects are the most challenging?
I came directly out of the Foster School and went to work for Wells Fargo as a banker to Middle Market companies. Middle market is defined in this case as companies that have annual revenues between $20MM and $1B. I coordinated a team of people to provide a full suite of financial services to middle market companies including credit, investments, cash management, and international financial and trade services. Based on my education and interests I specialized in banking companies that had an international component.

Later I had the opportunity to move to London with the bank to build the Financial Institutions business in the UK, Western Europe and South Africa. In this position I traveled a great deal and was in Europe during the worst of the financial crisis.  It was an anxious time. We were all trying to understand the quality of assets held on each other’s balance sheets. Some of my banking partners in Europe had purchased US mortgage assets via special investment vehicles to invest their excess cash and many of those investments included sub-prime assets. Ireland, Greece and Italy were in my territory and each of these countries was showing signs of strain. Banks became cautious about overnight lending to one another and so the ECB and the Bank of England stepped in as did the FED in the USA. It was a fascinating, yet incredibly tense time.

In 2011 I chose to move back to Seattle to be close to my grown children. With the move I accepted a position with JPMorgan Chase back in the Middle Market and am currently the Division Manager for Commercial Middle Market Banking for the Eastside, North Puget Sound and Western Canada.

Banking financial institutions in Europe was fascinating but I also enjoy the middle market which is why I returned to it. While financial institutions are quite similar, middle market companies are quite different. They are involved in diverse industries, offer distinctive products, local and global, and large and small.  Their competition varies as does their competitive advantage in the market in which they conduct business. It is the banker’s responsibility to know his/her client’s business thoroughly – and this is the most interesting part of my job.

The most challenging part of my business is competitively providing what a client needs while maintaining an adequate risk profile for the bank.

What would you tell business students about the world of global business?
One of my managers once said, “Everyday the world is getting more global.” While that sounds a bit obvious, it is accurate! These days almost all business has some global component. We get closer and more integrated each year across borders. My advice to business students is to take advantage of opportunities to move beyond your own country and learn all you can. I’m sure they all understand that top management in most companies must have some understanding of global business. There are great opportunities out there in the world, but barriers and pitfalls remain. A strong manager is not naïve about these challenges but is aware of them so he/she can guide his/her business to take advantage of a world full of opportunities.

Read more about Jennifer’s background and experiences.

Banking and global business: an alumna’s perspective

Meet Jennifer Wallis, Division Manager for Chase Commercial Middle Market Banking for the Eastside, North Puget Sound and Western Canada. Jennifer is a Foster MBA alum and member of the Global Business Center’s Global Business Advisory Board.

What were you like as a young person that set the stage for your career?
I didn’t expect to have a career in banking. As a young person I had other interests aside from money. I loved to read and learn about places outside of the USA. We had a number of books in the house that fed this interest. As I grew older, I purchased used travel books from Fodor’s and Lonely Planet and would read them as others would read novels. Throughout school I studied language (French, Spanish, Italian, and German). I majored in International Studies at the University of Washington gaining a BA from the Jackson School.

What made you decide to get an MBA, and what were your most valuable experiences at Foster?
I decided to get an MBA because I was returning to the workforce after time off to raise a family. I felt I would be better situated for a strong career with an MBA. I concentrated on Finance, but also earned a certificate in International Business while in the program. My most valuable experiences at Foster have to be the international experiences. I studied in Bangalore, India in my second year and traveled to Indonesia with the first MBA study tour. Even though I tried to prepare by reading as much as I could prior to being on the ground, I always ran into the unexpected. The learning that takes place during these experiences is not necessarily focused on what you would expect to learn in an MBA course. That was why the experiences were so valuable to me.

Can you tell us about the international places you’ve lived, worked, or studied, and some of the things you’ve learned through your global experiences?
While in school I lived and studied in Costa Rica and India. I traveled to Indonesia and China with the Foster school MBA study tours. I worked and lived in the UK and covered the UK, Scandinavia, Western Europe, Greece, Cyprus and Africa and spend considerable amounts of time in each country. I learned that you can never underestimate the impact of culture in business or in personal interactions. I always assume that I know this, but then I will unexpectedly encounter a misunderstanding or simply a different way of looking at things that I did not expect.

Read more about Jennifer’s experience working in Europe during the financial crisis.

Study abroad photo contest winners 2012

Over 250 University of Washington Foster School of Business undergraduate and MBA students studied or interned abroad last year. These photos and short descriptions are a small taste of the transformative educational experiences these students have each year. The UW Global Business Center held a competition for the best student photos in two categories: 1) Foster Abroad: Photo that inspires others to study abroad or makes a statement about the student experience abroad; 2) My Global Lens: Views uniquely accessible to students living abroad – social issues, cultural interactions, cityscapes, landscapes, etc.

Here are the first and second place winners in each category. Enjoy them!

1st Place Foster Abroad: Chris Comley, Undergraduate; Montpellier, France

Bon Appetit, Au Revoir
Friends dining at an enchanting garden cafe, enjoying a final lunch of quiche, iced tea, and peaches and cream before the magic of a summer in the Midi ends

Experience abroad: Summer in the south of France afforded many luxuriant opportunities. Among the best were afternoons spent dining in this tiny garden area tucked discreetly behind an antiques shop where good food and company created moments to savor. The photos captures the ironic laughter of our final lunch at the cafe, a day before the end of the program.

2nd Place Foster Abroad: Ashley Matsumoto, Undergraduate; Kobe, Japan

Becoming Japanese
During summer in Japan, Yukata (summer version of kimono) is the Japanese traditional-wear for festivals and other events, but my fellow Foster friend and I decided one day near the end of our semester that we wanted to just explore the beauty of Kyoto and make memories together. We had hundreds of photos taken of us and are probably now in those tourists’ photo albums, who were shocked when we spoke to them in English – though we had been speaking the language the entire time there, this day in look we also finally became “Japanese.”

Experience abroad: Studying abroad was the most exciting, amazing, memorable experience of my life. Time became something I thought about every day. At home, most of my time was devoted to school, commute, family, friends, etc. But in Kobe, I was starting completely fresh with no established routine – and it was almost like time was something I now had complete control over, and /I/ could decide how I wanted to use it. My choice was to focus on everything happening in the here and now, so that I would never regret not doing something during these 6 months that I knew I would forever pine for but never get back no matter how many times I return to Japan. And when I look at my thousands of photos and think on the memories with the amazing friends I was able to make, I am happy to say that I regret nothing. And, I am heading back to Japan as soon as absolutely possible!

1st Place My Global Lens: Roda Barket, Undergraduate; Longji, China

Craving Fresh Air
Figuratively, craving the freshness and uniqueness of China. Literally, craving the fresh air in Longji after experiencing the pollution in Beijing and Shanghai.

Experience abroad: I had the most incredible experience of my life. Being an African immigrant young woman, I never thought I would have the opportunity to go to such an “exotic” country as China. I use the word “exotic” because I’m often referred to as exotic by Americans but never quite understood it until China. I never had the chance to go to a place or learn about a culture that was so unfamiliar to me. I had no idea what to expect. I loved every minute of my experience, it was life transforming for me and inspiring to many of the people I knew who also considered China exotic.
2nd Place My Global Lens: Alex Birch, Undergraduate; Pingyao, China

A Land That Time Has Forgotten
To describe urban and rural China as “180 degrees” from each other, would be an understatement. As much as we think of the progression made today, the rest of the world is still trying to catch up.

Experience abroad: I was able to explore many different areas in Asia while studying abroad in Shanghai. My program took me to the ancient city of Pingyao, the first city to have China’s first national bank. Here, I was able to witness rural China, something that I could never have imagined prior to arriving to the city. It truly made me realize that this is how a significant portion of the world still lives. Over my 3 months, I was able to experience the extreme ends of Chinese culture, the most modern and most dated, something I will never forget and always will cherish.

See all photos submitted for the contest. Judges included over 30 faculty and staff members. Learn more about MBA and undergraduate study abroad opportunities at the Foster School.

2012 Minority Business Award Winners

Minority Business Awards Eight Washington businesses will be recognized for their achievements at this years’ Minority Business Awards on December 6. All of these companies have demonstrated exceptional management and revenue growth and are examples all businesses can emulate. We hope you will join us at the awards banquet to congratulate these outstanding businesses from across the state of Washington. Purchase tickets now.

William D. Bradford Award
REDAPT
Redapt offers integrated IT solutions as an innovative data center infrastructure provider and hardware reseller. Their clients range from local start-ups to Citibank and game-developer giant Zynga. Recognized by the Puget Sound Business Journal as the No.1 Eastside Private Fastest-Growing Company for 2012, Redapt’s revenue has increased six-fold to $147 million in 2011, from $23.5 million in 2009.

King County Awards
JABEZ CONSTUCTION/ST FABRICATION
They are a full service design-build general contractor and a structural steel fabricator. They have contracts with the U.S. Army Corps of Engineers and in the private sector. Jabez Construction has a unique approach to their clients: the owners emphasize that while they are selling physical products, what makes them stand out is their excellent customer service. In the last 10 years their revenue has increased from $2 million to $9.6 million, while employees have increased from 6 to 35 people.

RADARWORKS
With offices in Seattle and Los Angeles, Radarworks is a creative agency that delivers integrated marketing solutions in advertising, graphic design, interactive marketing strategies, and events services. Their clients include several big corporations, including Microsoft, Sony, and AT&T. They’ve more than doubled the size of their firm in the last two years, hiring 30 additional employees and increasing revenue from $7.5 million in 2010 to $8.3 million in 2011.

Northeast Washington Award
SPOKO FUEL WEST PLAINS
Managed by the Spokane Tribe of Indians, Spoko Fuel is the second largest convenience store in Washington State. With revenues of over $27 million in 2011, they are more than just a profit-generating mechanism; they create positive influence on the youth by providing business opportunities and jobs for the local community members.

Southeast Washington Award
RJS CONSTRUCTION
Located in Yakima Valley, RJS is a general service contractor ran by Native American women. RJS has been in business over 22 years performing commercial, industrial, and residential contracts throughout the Pacific Northwest. Their revenues grew from $1.5 million in 2010 to an expected $2.5 million in 2012, and the growth will continue as they are expanding from the private market to government sector. Client satisfaction is the primary goal of RJS and the cornerstone of each project is quality of workmanship and production.

Northwest Washington Award
GLIDING EAGLE MARKETPLACE
Operated by the Port Gamble Development Authority, Gliding Eagle Marketplace is an enterprise of the Port Gamble S’Klallam Tribe. The convenience store/gas station serves the Tribal Reservation as well as the communities of Kingston, Hansville, Port Gamble, and Poulsbo. Profits are given back to the Tribe, providing funds for education, health care, mental health services, police, and transportation. Gliding Eagle Marketplace has experienced significant growth in the last three years and their 2011 revenues were $18.9 million.

Southwest Washington Award
SUNMODO CORPORATION
SunModo, a solar panel mounting company, was founded in 2009 with the mission to provide the best value racking and mounting solutions for solar power systems. SunModo has established itself as the provider of affordable, high-quality solar mounting products. The company excels at installing rooftop and ground mounted systems. One of their most successful product lines is their patented EZ roof mount systems, which accounted for over 50% of their sales in 2011. Their revenue has increased exponentially from $0.2 million in 2010 to an expected $5 million in 2012.

Rising Star Award
C2S TECHNOLOGIES
C2S Technologies located in Bellevue, WA is the winner of this year’s Fastest Growing Business award. A Minority owned Business Enterprise (MBE) technology and consulting company founded in 2005, C2S empowers strategic change in a broad range of industries and consultant specialties by constantly adapting capabilities. The company maintains a focus on agility, regularly adding new core competencies and personnel to keep ahead of the ever-evolving demands of the market and the needs of clients.