By Libby Koerbel Engaging a room of more than 100 people for two straight hours is no easy task, but the Women’s Business Association (WBA), Professor Victoria Medvec, Dean Sally Blount and an all-star panel of three female alumnae pulled it off. One of the panelists summed it up perfectly afterward when she said, “I […]
I shared a framework we discussed in a crisis management class three weeks ago – a few days after the Volkswagen emissions debacle came out in the press. I thought it was time for Part II.
I recently woke up to the following paragraph as part of my “Economist Espresso:”
“Volkswagen’s boss in America offered a congressional hearing a “sincere apology” for the company’s use of “defeat devices” which helped diesel engines cheat in emissions tests. Stressing that he was not an engineer, Michael Horn blamed “a couple of software engineers” for the modification, of which he said he had no prior knowledge. German prosecutors searched the carmaker’s headquarters.”
Not all leadership looks the same; there is no prescribed formula for what makes a good leader. Rudi Gassner believed that there are many pathways to success, so a leader is best served by being him or herself. As I think about what that means for me, I believe I am a person that values impact on individual lives and honesty. I strive to maximize my impact on people by taking time to coach and mentor and listening, truly listening. I will create room for others to coach and mentor me as well. If Paul Nasr had been more proactive in coaching Rob Parson, the damage done to their relationship could have been avoided and Parson may have been able to be promoted earlier. In addition, I want to be honest always. I want to demonstrate vulnerability by demonstrating my true feelings when asked and encouraging others to do the same. I hope not to sacrifice this for tact, pride, or fear.