Leading in the global economy requires enabling high performance from a diverse set of employees, colleagues and partners. Tell us about a manager you've observed who enabled or inspired others to do their best work and analyze how this manager did it.

Sample One

Kareem Jain is probably the most inspiring manager I have encountered. He has also served as a great mentor, recently encouraging me to push forward with my proposal for a radical re-design of our demonstrator aircraft. While Kareem is not my line manager, I have worked for him on several projects and have frequently observed him interact with others whom he inspires. There are a few key ways in which I think Kareem inspires his team: his intense passion for his work, his ability to rebound from setbacks and his talent in empowering others.

First, and probably most importantly, Kareem is extraordinarily passionate about engineering (though, we engineers are all a little nerdy at heart, so we tend to fall in love with our projects). You can see this in the energy he brings to work each day, but also by the many, many photos hanging on his wall of various successful engineering feats that he has been a part of over the years. The picture he talks about the most shows him next to a mid-size rocket standing on end, with his arm casually draped around the back of it, as a guy might sling his arm around the neck of his best buddy. Not only does Kareem’s enthusiasm help him succeed at his job, but it also helps inspire others, because they can’t help but share his passion.

Working with leading-edge technologies, we often face challenges and setbacks. Kareem has a unique ability to help his team to rebound from setbacks and always seems to be able to spin a potentially devastating experience into a motivational one. On a recent project, he gave an impromptu speech to our group following the partial failure of one of our first test flights, when a dynamic system we had designed did not properly deploy. Kareem reminded us that we had still successfully gathered a lot of useful test data and that we were accomplishing feats that had never been accomplished in our industry; so while it was disappointing, an occasional failure was to be expected. He was able to recharge our spirits before we headed back to our desks to begin to analyze how we could improve the design.

Finally, I have found that Kareem is able to inspire teammates to stretch their thinking by posing questions as opposed to lecturing. I often hear Kareem ask such questions as, “So, what do you think would be best for the program?”, or “Is there a better way to solve the problem?” This empowering style is effective, as I often observe teammates’ sometimes defensive demeanor turn to contemplation as soon as Kareem pushes them to develop the solution on their own. At a recent meeting, a teammate was criticizing the decision to change the configuration of an aircraft we were working on. Instead of taking a defensive stance to this team member, Kareem simply asked him, “Well, if you were going to fix the problem with the configuration, what would your solution be?” This strategy not only halted the unhelpful criticisms of the team member, but it also generated several additional possibilities for a solution.

Sample Two

My manager, Kimberley Smith, exuded high performance.” I spent six months working for her in which she faced particularly difficult management challenges. She was responsible for an eclectic team of 15 people who were all striving to live up to the lofty expectations of an important client, IBM. Our team consisted of Deloitte employees and third party contractors from all over the country that had varying levels of experience. We were working to develop a new Deloitte service offering, and so we didn’t have the luxury of reusing existing intellectual property and had to learn along the way. Kimberley empowered our team to deliver the very best for our client by providing leadership that was both tactical and visionary.

Kimberley was committed to doing whatever she could to enhance the performance of her team. She always made herself available whether it was in our weekly one on one meeting or on the fly via instant messenger. She was tremendously knowledgeable but also honest about the limits of her expertise and would either find the necessary information or connect us to a person who could. This earned our respect while increasing the quality of our work. She was focused on professional development and provided constructive feedback while challenging us to push ourselves to take on larger roles. At the end of this project, I was promoted along with three of my teammates due in no small part to her efforts on our behalf. She also set an example with her work ethic, and though she often arrived early and left late, it was only when there was an actual need. Kimberley would take time off or work remotely when possible and encouraged us to do the same. The daily support she provided our team reflected her understanding that her leadership was key to enabling our high performance.

The most important aspect of Kimberley’s leadership was its foundation in guiding principles. When we asked for direction she would often respond with a simple question. “What is best for the client?” She ensured that we never lost sight of client service in the completion of our daily tasks. Kimberley taught us with her words and actions that our client’s success was the key to our own success. Another principle she reinforced was stewardship. She was mindful of the responsibility that we had to contribute to Deloitte as we learned about this niche in the market. It wasn’t good enough just to get the job done. She asked the team to document our work along the way so that our knowledge could be shared with future project teams. By reinforcing these principles, Kimberley not only kept us on track, but also united our diverse team in the achievement of a shared vision.

Our accomplishments ultimately exceeded our client’s high expectations and resulted in a long term multimillion dollar relationship. Kimberley lived up to Deloitte’s motto and her leadership ensured that our team did the same. Essay 3: In discussing Columbia Business School, Dean R. Glenn Hubbard remarked, "We have established the mind-set that entrepreneurship is about everything you do." Please discuss a time in your own life when you have identified and captured an opportunity. (Recommended 500 word limit) (502 words)

In my second year full time with AmeriCard, I was asked to lead a team of 15 collection specialists in consumer finance. When I showed up for my first day of work with my pinstripe suit, cuff links, and energetic attitude, I could almost hear the groans. The group had consistently missed their collection rate goals, morale was low, and I was their third manager in a year. Unlike the manager who I inherited the job from, I believed the team had potential, but in order to turn things around I would have to establish credibility, foster team spirit, and improve training. Previous managers saw a band of misfits; I saw an opportunity.

I immediately shed my jacket and cuff links, literally rolled up my sleeves, and started one-one-one meetings with each person on my team. I was honest about my lack of collections experience. To establish credibility I stressed the wealth of AmeriCard knowledge that I had gained working in each of the company’s other business units. My objective was to convince my team that with their collection experience and my broad understanding of the bank, we were sure to succeed.

My next task was to bring them together as a team. To disrupt cliques that had formed over the years, I shuffled seating and created three person sub-teams. Rather than measuring their individual productivity, I assigned sub-team and group goals. To inspire a competitive spirit, I ran contests between my group and their peers in our Maryland office. Each morning, after I recognized the top performer from the day before, I made sure to bring the group up to date on how well the team in Maryland was doing.

Education was my next step. I taught the team about the crucial function that collections played within the bank and our place in the customer lifecycle. By explaining the “why” as well as the “what” of their roles, I gave them a better appreciation of their importance to the company. I also got on the phone and called customers myself. I wanted my team to listen and learn, but I was also sending the message that I could learn from them.

I was heartened to see progress. My team began to cover for each other when they got sick, cheered on one another’s successes, and took pride in being part of a cohesive unit. We began to meet and then exceed our collection rate goal by an average of 15%. We reduced delinquency on the $11 million portfolio that I managed by 30%, and saved the company over $3 million. My manger took me aside to congratulate me on the successful turnaround. The numbers spoke for themselves, but he also shared with me positive feedback from my team members. I knew the turnaround was successful when we not only surpassed Maryland but also beat out the 13 other teams in our division and won honors as top performing team.

Sample Three

To me, an inspiring manager provides their team with opportunities for professional development by setting clear goals, imparting key knowledge and expertise, and providing constructive feedback. An inspiring manager also works to build team morale by displaying a positive attitude and praising team members’ good work. Elizabeth Willis, with whom I’ve worked for several years at FRA, is such a manager. A role model and mentor, she has demonstrated these traits and has inspired me to grow professionally.

Elizabeth’s leadership on a recent project perfectly exemplifies her inspirational management style. From the beginning of the project, Elizabeth aligned individual strengths with the team’s shared vision and goals. She met individually with every member of the team to set clear expectations about each consultant’s specific role and development opportunities. Even though I was unfamiliar with the subject content, Elizabeth encouraged me to seize this opportunity to lead the merchandising process assessment because she trusted in my ability to quickly learn new concepts. However, she was always careful to balance challenging, unfamiliar subject content with proper guidance, support, and training. In the midst of her busy schedule, Elizabeth reviewed with me past similar projects and analyses, as well as merchandising “best practices” to smooth my transition.

With Elizabeth’s continued reinforcement, I became proficient in the subject matter and gained the confidence to lead the development of the future merchandising strategy. Rather than micro-managing each of my tasks, Elizabeth gracefully delegated responsibility, giving me the opportunity to apply newfound knowledge and demonstrate quantitative skills. She continually scheduled time to provide constructive feedback. Though consultants at my level typically do not present to senior management, Elizabeth gave me the opportunity to present my work to the client team. She worked with me to review and practice my presentation until I felt entirely comfortable presenting to the client group.

Throughout the project, Elizabeth believed in balancing the client‘s needs and project demands with our team’s morale and spirit. The project necessitated many arduous work days, but Elizabeth’s contagious positive energy and sense of humor boosted team morale during our long sessions. She stayed with me during late nights at the office, displaying her sense of team camaraderie. Her presence demonstrated that she cared about my work and the impact it would have on our client, which increased my passion to create a meaningful solution. Lastly, she was always quick to acknowledge the team members’ contributions in client meetings. Elizabeth’s attitude of humility and praise for others, emblematic of her commitment to developing staff, kept spirits high and motivated us to continue working hard.

Elizabeth’s management skills—aligning team and individual goals, trusting in the ability of her team members, and providing guidance, feedback, and praise—ensured success for our team. Her guidance and encouragement also accelerated my professional development. I hope to blend what I have learned from observing Elizabeth with the management and leadership skills I will gain at CBS to develop and mentor staff in my future business endeavors.