A500.9.4.RB_RuggerioSteven

Title: Course Reflection

The global environment and our nation’s instability are ripe for men and women to step up and provide leadership to a society facing a complex and volatile future. Whether the issues is the fragile economy, foreign affairs, immorality, or the bankruptcy of trust between CEO and subordinate, the call for courageous leadership resonates louder than ever. In his book, The 15 Invaluable Laws of Growth, John Maxwell identified The Law of Reflection. He explained it as, “Learning to pause allows growth to catch up with you.” Here is a reflection of the past nine weeks.

In Brain Rules, John Medina said, “There are two ways to beat the cruelty of the environment: You can become stronger or you can become smarter.” The folks at Embry-Riddle Aeronautical University are relying on the latter. The course Leadership Foundations in Research unpack—in a systematic, discipline-focused fashion—the cognitive processes behind sound decision-making, the effective and authentic approach to action research, and the underlying assumptions behind a series of thought-provoking topics.

By default, most people, when facing difficult decisions, immediately look directly into the problem and try to dissect it before ever taking a moment to understand their position (assumptions, expectations, and experiences) beforehand. In Learning to Think Things Through, Gerald Nosich said, “So, a major part of learning to think critically is learning to ask the questions—to pose the problems—yourself. That means noticing that there are questions that need to be addressed and recognizing that there are problems. Often this is the hardest part of critical thinking.”

This Foundations course provided me with a confident understanding of qualitative research for future academic activities by equipping me to ask the right questions. By conducting an action research project, I’ve been exposed to a wealth of scholarly material on ethical leadership. Moreover, by participating in class discussions, practicing the skills provided by the curriculum, and being exposed to a number of current issues, I am much better prepared to continue my studies.

Unfortunately, with only 168 hours in a week, there were times the course did not provide students the time necessary to meditate on the material and explore untouched areas of understanding. I respect the course designers and realize they have a daunting task with course development; however, with a full time job, family responsibilities, and life’s commitments, it was difficult to visit academic possibilities when faced with an impending deadline and a large list of course requirements each week.

The limited amount of time coupled with the weekly workload was not the only factor affecting my learning over the past nine weeks. My own hang-ups were also contributing. While the University and the instructor could redesign some of the curriculum to allow students time to “think through” their assignments, my own perfectionism hampered my use of time.

Even with the time crunch, the studies were particularly relevant to my life and leadership. The critical-thinking lectures explaining the elements and standards will pay significant dividends toward my leadership abilities. The action research assignment was also a great benefit especially with my research and writing skills.

Lastly, one of the key areas that will remain a key function of my leadership is the creation and maintenance of my blog: A Leader’s Legacy. Conversely, while I enjoy using The Brain software and believe in its value, I remain uncertain on whether it will become a regular part of my daily/weekly routine. With eight classes remaining and a lifetime of leadership opportunities ahead, this class supplied a solid foundation on which to base decisions, interact with other professionals, and continue in authentic and relevant leadership research.  

Legacy looks back.

Steve

A500.8.3.RB_RuggerioSteven

Title: Great Presentations

“Dad, you gotta see this!”  My children are regularly showing me the latest quote or video on Pinterest or YouTube.  The excitement in their eyes mixed with the laughter in their voice compels me to stop whatever I’m doing and follow.  They show me a picture or video and narrate with laughter and delight waiting to see my reaction.  I may laugh or I may respond “Wow, that’s amazing!” and suddenly we’re on a journey enjoying a moment in time that will later become a marker or a memory etched in our minds.  This scenario plays itself out countless times in our relationship.

When people give a presentation, the same process unfolds.  Audience members, whether at work, church, a social gathering, a PTA meeting, or a sports event, are all silently whispering, “Take me somewhere.”  Captive audiences are passengers of your vehicle.  And, the power of a well-prepared presentation transports them from where they are to where you want them to go.  Bad presentations put them asleep in the backseat; great presentations motivate them to lean forward eagerly waiting for what’s around the next bend.

It’s a fact: Presentations have the potential to change a person’s life.  It is more than information sharing—it’s intellectual, emotional, and spiritually transforming!

Think about the great speakers: Abraham Lincoln, Theodore Roosevelt, Winston Churchill, Ronald Reagan, and Jesus Christ.  Legends.  The latter used illustrations, parables, and everyday life to articulate lessons designed to challenge, correct, and improve one’s position in life while inspiring right behaviors.  These individuals used words, phrases, and illustrations to awaken the desires buried in the hearts of those within earshot.

I listened to a great audio today of Derek Halpern interviewing Nancy Duarte of Duarte Design.  It was deeply insightful and inspiring!  Nancy discussed design, preparation, and structures of memorable presentations.  One of her points deeply resonated with me (interesting choice of words since I just ordered her book titled Resonate) was something I desire to do when leading men.  She described how great presentations contrast “what is and what could be.” 

I firmly believe, “To be the man you were always meant to be, you must be willing to leave the man you are today.” In other words, there is a contrast that requires an intentional engagement of the listener in the process of transformation and change.  In my opinion (echoing Nancy’s insight) the power lies in inspirational presentations. 

We must show the audience their present state and draw a picture (or give them a tangible example) of where (or who) they could be IF they implement what you offer.  It may sound like a great sales pitch but in truth, it is actually much, much more.

Everyone has the power to inspire.  Each one of us can reach, teach, and unleash the potential rumbling underneath the surface of a person’s possibility.  Break the barrier of fear, step out and join forces with others who believe in a better world.  Be part of something bigger than yourself!

Great presentations use passion, energy, and inspiration to provide hope and promise to listeners stuck in the death sentence lament of “I guess this is all there is.”  But remember, you can never take someone to a place you’ve never been or on a journey that you’re afraid to pursue.

Check out the Halpern—Duarte interview at http://socialtriggers.com/how-to-create-great-presentations/ and make the investment and order Duarte’s books at http://www.duarte.com/books/. This woman rocks.

Legacy is unlimited potential.

Steve

A500.8.5.PR_RuggerioSteven

A500.7.3.RB_RuggerioSteven

Title: Logic and Leadership: A View on Quantitative Research

Two weeks ago my daughter sent me a humorous anecdote that summed up much of my experience and accompanying anxiety perpetuated by mathematical word problems.  

It went like this:

Question: “If you have 4 pencils and I have 7 apples, how many pancakes will fit on the roof?

Answer: “Purple, because aliens don’t wear hats.”

The reason we all laugh is because we all relate.  We remember the number two pencil sliding through our sweaty hands, the increased heart rate, and tightly closing our eyes while trying to envision a train leaving Chicago going 60 mph meeting another train in New York going 70 mph…it’s brutal. What train will arrive first? But, there is hope. Welcome to math science, operations research, decision making modeling, and for the purpose of this blog, quantitative research.

Every day each one of us is bombarded with decisions. What to wear? Who to marry? Where to work? How much to invest? Life is, in itself and by definition, a conglomeration of individual decisions. Making the right decision can feel like walking through a minefield. Make the right decision and you survive to take another step. Make the wrong decision and everything changes; sometimes painfully and oftentimes with collateral damage. As a leader of an organization, we face daily decisions that either add value or cause damage to the organization’s goals and possibly, its members as well.

Tero Mamia helps explain the basis of quantitative research when he said, “quantitative research aims at (causal) explanations. It answers primarily to why? – questions.” His slide presentation helps define how research capabilities empower people to prove and disprove various theories through the delicate balance of theoretical and empirical research methods.  Quantitative research is a methodology that aids in decision making by demonstrating relationships between different variables. It offers insight into present and future possibilities through the use of regression analysis, linear regression, and other analytical methods that arm leaders with the information necessary to make better decisions.

John Kros (2009) in his book Spreadsheet Modeling for Business Decisions defined quantitative business decision making as, “The application of a scientific approach to solving management problems in order to help managers make better decisions” (p. 4).  He also added, “It is a process-driven modeling approach that forces one to think logically about the problem at hand” (p. 39).  Making decisions and solving problems are synonymous with leadership.  Quantitative research helps us do both more efficiently.

With seven billion people in the world and over three million of them living in the US, leaders understand—and Mamia points out—that conducting surveys and tests on a few folks will help reveal what’s going on with most folks. One of the best ways to accomplish this task is by utilizing sampling methods. He stated, “We study a sample of the group (population) which represents the larger whole.”  Statistics at its best.

As leaders, we’re expected to be aware of what is happening around us and what may happen in the future.  While we can’t predict the future with absolutes (short of death), there is enough data available to help us improve the decisions we must make. It is a wonderful tool. However, we must not fall prey to analysis paralysis—spending all our time reviewing statistical data. I went to see the movie Lincoln over the Thanksgiving holiday. Throughout the movie, President Lincoln—one of our nation’s most respected leaders—knew the decision of abolishing slavery was a national imperative.  He needed no analytical model to break down his decision. He only needed truth driven by passion.  Part of being a great leader is knowing when to analyze and when to act. Lincoln analyzed the consequences of the war; he acted on the amendment.  

Legacy acts.

Steve

References:

Kros, J. (2009). Spreadsheet Modeling for Business Decisions. Dubuque, IA: Kendall Hunt Publishing Company.

A500.6.3.RB_RuggerioSteven

Title: Qualitative Research: Real Life Experiments

Throughout my academic journey, I’ve completed two quantitative methods courses, also known as management science and/or operations research courses.  The use of Excel solver, regression analysis, linear programming, and the various modeling techniques were very useful in finding solutions to complex problems and scenarios.

In addition to quantitative, the emerging method known as qualitative research is an effective and useful way to uncover hidden truths about complex problems as well.  Marie Hoepfl’s article, Choosing Qualitative Research: A Primer for Technology Education Researchers defines qualitative research, as “any kind of research that produces findings not arrived at by means of statistical procedures or other means of quantification.”  She also said, “with qualitative research, the researcher seeks to observe and interpret meanings in context.”

I like her statement, "observe and interpret." One of the premier benefits of qualitative research is being exposed to a number of deep and rich insights from professionals, researchers, and a vast array of personal experiences.   Where quantitative research provides scientific results; qualitative research provides real-time, front row seats to life lived by people from all different backgrounds.  You can have all the raw data and results a research experiment can offer; however, it will never provide the level of access that an invitation to someone’s life can impart.  Hoepfl discussed this truth when she elaborated on the characteristics of qualitative research.  She said, “Naturalistic (qualitative) researchers are asking participants to “grant access to their lives, their minds, and their emotions.”

When developing and presenting the “access to people’s lives,” researchers must maintain the following four elements to be accepted as “trustworthy.”  They are:

      
Credibility: is the information rich; what are the researchers abilities?
Transferability: is the original situation similar to the transferred situation?
Dependability: does the measurement study remain stable over time?
Confirmability: realizing the information will be presented in a subjective manner?

When stories are presented with these elements they provide coherence, consensus, and instrumental utility to the data and allow the readers to understand and ultimately embrace the truths uncovered by qualitative research.

Steve

A500.5.3.RB_RuggerioSteven

Title: A Florida Point of View

I spent this past week at my parent’s house comfortably located within a quaint community of adults fifty-five and older outside of Orlando. This five-day visit would change my life. One week before I was scheduled to depart, I found out my mother was diagnosed with stage-four cancer.  As you can imagine, I traveled to Florida with a heavy heart. Prior to leaving, I assumed my mother would move to New York to live closer to family. Contrary to my initial thoughts, her choice was to stay in Florida. Even though both parents spoke highly of their close-knit community and the overwhelming support, I was somewhat skeptical. No one could care for my mother like we could.

In Learning to Think Things Through, Gerald Nosich wrote about critical thinking and said, “Whenever we reason through something, we do so within some point of view. So it always makes sense to ask, ‘From what point of view am I addressing this issue?’” (p. 60). Prior to this course, I would have stuck to my guns and argued my case to relocate my mother to New York. By integrating the circle of elements in my thinking, I learned to collect data (what is being offered at Florida, what kind of support does she have, etc.) along with evaluating my many assumptions (we can provide better support, she will be better off in New York, etc.).

Nosich also said, “Part of being a critical thinker is having the ability to bring to bear a variety of relevant points of view” (p. 60). Before the end of my first day in Florida, I realized I made a false assumption and perceived my mother’s situation through a lens of limited knowledge. Viewing the situation from her perspective, witnessing the overwhelming support from her community, and experiencing the love and understanding of her neighbors, I immediately knew she made the right decision. What I witnessed in Orlando was an incredible collection of men and women celebrating the final season of life with fellow sojourners. Similar to military members overseas, these seniors create a family environment with encouragement, life experiences, and enough food for the 22^nd Airborne.  

On the way home, I purchased John Maxwell’s new book The 15 Invaluable Laws of Growth in the Hartsfield-Jackson airport in Atlanta. Coincidentally, chapter four is titled, “The Law of Reflection.” Maxwell (2012) started the chapter by stating, “There are many different ways of growing and an infinite number of lessons to be learned in life. But there are some kinds of growth that come to us only if we are willing to stop, pause, and allow the lessons to catch up with us” (p. 51). Stopping, pausing, and allowing these truths to sink in by opening myself to a variety of other points of view will continue to develop the lasting change in my thinking that this course has started.

At the beginning of this class, I believed I’d learn tools to help me make better decisions at work and when leading men. What I didn’t know were the implications these critical thinking elements would have on such personal and life-altering situations. While I recognize the next few months are going to be difficult for my family, it helps to know in our absence my mother will be surrounded by people who love her.

Steve

References:

Maxwell, J. (2012). The 15 Invaluable Laws of Growth. New York, NY: Hachette Book Group.

Nosich, G. (2012). Learning to Think Things Through. Boston, MA: Pearson.