Discuss a defining experience in your leadership development. What did you learn from this experience about your strengths and weaknesses as a leader?

Sample One

My first major project as the new store coordinator was arguably one of the largest milestones in Fossil Inc.’s history. A local Fossil Clothing concept store was undergoing a major transformation. The re-opening of this store marked the first full-fledged “lifestyle brand” site, and all corporate staff members, both domestic and global, were eyeing the implementation of this project closely. With the annual proforma rising by 200% and an unparalleled amount of money being spent on the state of the art light fixtures, wall displays, and check-out counter, this site was a very expensive testing ground and astonishing results were anticipated. The execution of this new store opening had to be airtight, and I was determined to deliver tremendous results. When I was presented with the responsibility of launching the new lifestyle brand location, I immediately took action. In order to effectively communicate critical information to my team, I needed to understand the vital tasks involved in a successful store opening. I began attending team meetings with the various departments involved in the new store process, compiled each team’s key objectives and timelines, and kept all team members updated on project progress via email and meetings. In order to balance my new leadership role and my everyday job duties, I knew serious process changes had to be made or I would find myself living at the office.

To ensure the successful execution of this project in the most efficient manner, I established new communication strategies. I created an unprecedented template that displayed the most critical projects pending completion from each team. Amended weekly and distributed to all departments, this template helped all teams involved plan and coordinate tasks better with other teams. I also arranged for the store manager to visit the corporate office, so that my team could field any merchandise questions and explain the financial objectives that needed to be met.

Two weeks prior to the store opening, I received word that the Board of Directors wished to view the space in its completed form the day before the official re-opening. To fill any inventory gaps, I enlisted the support of our wholesale and ecommerce partners. The evening before the Board visit, there were still some key items pending delivery, so I arranged a hand-carry of merchandise from the warehouse to the store and helped with last minute aesthetic touch-ups.

The presentation of the new lifestyle brand location to the Board was a huge success for all teams involved, not to mention critical in my leadership development. I needed to make a solid impression on my colleagues in order for them to fully trust my leadership and organizational skills in my new role. After the project reached completion, I was applauded by my peers for my embodiment of two of Fossil’s Core Values: “Be Resourceful,” and “Be Relentless.”

In reflecting on this experience, I initially found myself struggling with time management, working late hours and inefficiently juggling the two responsibilities. Thus I learned the power of communication in leadership and developed new communication documents and a hands-on approach to correspond with the field team. I not only streamlined my communication to all teams, but was also applauded for my entrepreneurial and resourceful abilities.

Moreover, my experience during this project taught me the ability to think strategically under pressure and take the necessary measures to react to challenges with confidence and positivity. In doing so, I demonstrated my relentless attitude and secured the confidence of my colleagues from my quick, yet calculated response to providing a seamless early viewing of the store to our Board. The store remodel was a huge accomplishment for both the Fossil brand and me. The store has far exceeded financial expectations, and since then, I have played a large role in the successful execution of 18 global Fossil sites in 2010 and will lay the critical framework to open another 50 sites in 2011.  

Sample Two

My team at Knoxland manages LOCO’s international trade operations. In early 2010, I led a project that became a defining leadership experience in that it challenged my quantitative and analytical abilities, as well as my ability to inspire innovation while managing a group of my peers.

After a long-term review of an ongoing operational problem, I presented a plan to management aimed at reducing LOCO’s risk exposure and operational costs. I asserted I could lead a small cross-functional team to analyze trade flow at boutique brokers and ultimately reduce trade risk and costs by developing customized data management solutions to meet the unique needs of broker-dealers in small and emerging markets.

Once management consented, I began the work of executing the plan. I outlined the project with colleagues from different business units, emphasizing the value it would create for our client. I gained the support of foreign broker representatives by highlighting the benefits they’d see through an improved system. And eventually, once all parties were on-board, I led the cross-functional team to orchestrate the technology review and data customization process.

The plan relied on extensive collaboration between operations specialists and IT teams from firms around the world. As project manager I managed deadlines, set goals, mediated conflicts and guided overall strategy. But the more rewarding aspects of the project centered on training my team to address problems creatively.

Each boutique broker presented a different set of technological and operational limitations. By helping my team develop unorthodox and nonstandard solutions, we overcame each broker’s unique set of challenges. I did this by empowering my team to allocate resources and time towards exploring ideas and alternative approaches to longstanding processes.

When the project was complete, LOCO’s risk exposure and operational costs were reduced and an array of longstanding problems resolved. I was pleased to have created added value for our client and proud to have left a lasting footprint on the methods my colleagues now employ when approaching operational problems and solutions.

The experience gave me a great deal of valuable insight into my strengths and weaknesses as a leader. I reaffirmed that effective communication is a key leadership skill and one that demands constant attention. Had I not successfully persuaded managers across a number of departments that the project would strengthen our client relationship, I wouldn’t have had the cross-functional support needed to carry out the project. By highlighting how the project’s success could regularly be quantified and how it would serve the ongoing mission of our division, I was able to get the project off the ground.

Another personal take-away from the experience is that I thrive in a team setting, in part, because I lead by building consensus and advocating collaboration. During each stage of the project, from the initial planning through the final stages, I made it a point to gather feedback from each member in the group in terms of how they felt we should move forward. This was especially helpful since the team was cross-functional and few of us had detailed insight into the challenges each department would face, but it was also helpful because when it came time to execute the plan, each member had a strong sense of ownership in our approach. One personal weakness that surfaced during the project was my inexperience managing direct reports. I learned I tend to rely on collaborative, consensus-building leadership because I have room to grow as a “directive” leader. While I expect leadership via collaboration to be a constant and vital aspect to any MBA program, to be a successful CEO I’ll need to be proficient leading a team of subordinates in a non-restrictive, non-authoritarian manner. I want my direct reports to thrive, personally and professionally. As a result, part of my MBA experience will be about exploring opportunities to develop my personal “directive” leadership style, such as holding leadership positions in various clubs, soliciting feedback from students and faculty, and through specific leadership classes such as Leading People and Organizations and Creating and Managing Human Capital.

Sample Three

It was June of 2005. I had just completed three long years of flight training and was on my way to my first operational squadron. I couldn’t wait to get there, start learning how to tactically employ the F-18, and go on my first deployment. After all, the war on terror was raging and that is why I had signed up three years earlier. But when I arrived, I found out there would be one more detour. I was immediately sent for three weeks to the Naval Legal Justice School where I received a crash course on the Uniformed Code of Military Justice (UCMJ), the laws that regulate behavior in the Armed Forces. After the training, my first job in the squadron would be Legal Officer. A Legal Officer handles administrative paperwork, investigates alleged violations, gathers evidence, and advises the Commanding Officer (CO) on how to best deal with sailors who have found themselves at odds with the law — specifically, what punishments could and could not be legally rendered. I initially thought the job would be no big deal — a few weeks of training and then an hour or two a day dealing with legal matters. I could not have been more wrong.

To begin with, I quickly realized that law school is three years, and not three weeks, for a very good reason. There was simply more to learn than you possibly could in three weeks. Plus, up to that point in my career, I had only been in flight school where my sole responsibility was learning to fly. Now, one month into my first operational tour, not only was I overwhelmed by the new tactics I was expected to learn and execute in the airplane, but I also had a completely different set of skills to master.

Second, it became readily apparent that being the Legal Officer entailed a lot more face time with the CO than most brand new officers were comfortable with, including me. Because violating an accused sailor’s rights can cost a CO his job, he took a great interest in mine. In fact, every time he asked me a question, he wanted the answer yesterday. I also learned that the CO had spent twenty years in the Navy waiting for his chance to be in charge, so he didn’t like being told that he couldn’t do something. While he was very knowledgeable on the inner workings of the Navy, he was unfamiliar with the rules of the UCMJ. So, as the newest member of the squadron, I had the precarious task of advising the boss on what he could do and, on occasion, telling him what he couldn’t.

My initial thought was the squadron made a mistake; someone of my rank and experience should not be given this much responsibility. After I let the overwhelmed feeling sink in, I had to step back and evaluate the situation. What weaknesses were preventing me from doing an outstanding job? I realized I had to get organized, both with my time and study management. Like it or not, I now had two very important jobs to learn. Second, I had to be more assertive when speaking to authority. I had the knack for analyzing a situation and developing a strategy; I just needed to develop my communication skills so that I could effectively convey those options to the CO without negatively affecting my career. By putting these realizations into action, I became more comfortable in my role and over time I even began to enjoy the job. About a month before I was relieved by a new Legal Officer, the CO approached me at a squadron social function. He put his hand on my shoulder, looked me in the eye and said, “Wanted you to know that you’ve done a great job,” the ultimate compliment for a new officer.