Discuss an experience that has had an impact on your development as a leader.
Sample One
As a twenty three year old with little knowledge of Portuguese in charge of Matrix’s explosive operations in Brazil, I faced a scenario beyond my control. Not only was I the youngest person in a remote site, but I was managing people decades older than I who spoke no English. Through this experience and other similar circumstances, I have learned how to lead people effectively.
It was my first time at a wellsite without an experienced engineer. I asked my lead technician if everything was ready. He nodded. While rechecking safety precautions, I measured the rig voltage. If it was too high, the explosives could detonate- killing everyone in the area and leaving ten families without fathers, and I would be held responsible.
The meter indicated the conditions were not within tolerance. When I protested, my lead technician scowled and gave two thumbs up. I hesitated. He was wrong, but I was hesitant to speak because he had twenty years’ experience with the company, and I was a novice. My technicians were sleep-deprived and wanted to go home. I knew that finding the voltage source could take hours, but I could not compromise my standards.
I drew up scenarios and explained the potential outcome if we proceeded. I then communicated how to solve the problem systematically. After overcoming stiff opposition, we began eliminating factors until the voltage source was isolated, and it was safe to continue. Following the operation, we were exhausted, but we were safe. At the end of the day, all my technicians had learned the importance of safety through my conviction, and I had learned how demanding my job would truly be.
This story demonstrates my ability to deal with high-pressure situations. Through my career I have become accustomed to pressure, but more importantly I have learned the positive effects of calm confidence under fire. The weakness I displayed was hesitance when opposing experience. I like to take my time and think over a decision before responding, but often this is not possible. In recent years I have experienced similar situations with senior employees that have helped me to overcome that hesitance. This experience and others like it have helped shape my view of leadership: to lead by example and never compromise personal beliefs, no matter the circumstances. I look forward to the challenges ahead and accept the hardships that pave the path of leadership.
Sample Two
Two months ago, I sealed a $60M deal with Innovation, displacing our number one competitor on a chip design contract that everyone inside Computer Tech (CT) had written off as a lost cause. On the way to finalize the deal with CT’s CEO, Derrick Thomas, I reflected on the eight month journey that proved to be a defining experience in my development as a leader.
When I was named Innovation’s Account Manager for CT eight months prior, CT had already lost the design contract for Innovation’s next generation smart-phone to our competitor. Upper management had resigned themselves to the loss, but I held out some hope that we could somehow manage to win the contract so I developed a strategy with a vision of unseating Intel. By leveraging my relationship with one of CT’s only advocates at Innovation, I arranged a meeting and presented a cutting edge CT processor to the engineers and operations personnel. The Innovation engineers were impressed but told us they were committed to our competitor.
Two months later we heard rumors that Innovation was experiencing problems with the competitor’s chip. I called an emergency meeting with my engineering team and told them that if we could install our new processor we might be able to unseat the competitor. Innovation agreed to allow my engineering team to test our processor as long as we paid for the third party software engineers needed to evaluate our chip. Ultimately, Innovation, pleased with the CT solution, dismissed the competitor- a $60 million win forCT. Beating the competitor was not easy, but I was successful by conquering each obstacle and aligning my actions with a vision of success. This allowed me to keep the CT team pointed in the right direction and to prevail despite numerous setbacks and multiple detractors.
The experience was also important because it showed me areas that I need to work on as well. As a leader, I need to learn to delegate authority and stay out of the day to day execution. While keeping my eye on the prize, I need to remember to reinforce and reward team performance and celebrate smaller victories along the way.
This experience highlighted my leadership strengths including developing a vision, convincing people to believe the vision, and translating that vision into action. Although I had limited formal authority, I effectively managed the team and kept everyone moving in the right direction.
Sample Three
They called it “Calcutta.” The former flower shop on Abbott Road in South Buffalo, NY, was strewn with thousands of peanut shells, had no running water or heat, and was now campaign headquarters. I walked inside my new office after checking in to my home for the next three months—the Hampton Inn off the I-90 in West Seneca, NY. I had been sent from DC as the communications director and would-be savior of this flailing, behind in the polls, Brian Higgins for Congress 2004 campaign. In Calcutta that chilly September night, twelve pairs of eyes were trained on me. The weary looks of the campaign staff revealed a longing for stewardship, someone to pick them up from the morass of a difficult congressional race and show them the path to victory.
With two years as a press secretary for a Congressman from New York City under my belt, I knew how to spin an issue like the best of them, how to get the cameras to cover our most crucial successes and stay away from our occasional pitfalls, how to pitch my press releases to the Daily News’ Bronx reporter, and how to chit-chat with the Times’ Metro Desk. With all that background preparation, those weary campaigners in the storefront on Abbott Road expected clarity, comfort, and confident leadership.
That night—and for the next three months—I took charge, unrolling the press plan that I had created and engaging each colleague as a vital member of our election team, from the finance director to the volunteers. Under my leadership, Team Higgins implemented a tenable election plan and built a press operation that excelled at rapid response and proactive communication. There were certainly some bumps—I struggled at times to build confidence in my decisions, especially as I went head to head on strategy with our seasoned 63-year-old campaign manager. I also had to gain entry into the world of proud Western New Yorkers, showing that I understood that the center of their universe was Delaware Park and not Central Park.
As election night indecisively gave way to a three-week recount, I continued my stay in snowy Buffalo, staked out in Calcutta, managing the press and finally celebrating with new friends as Brian Higgins was declared the winner by a narrow 3774 votes. The campaign allowed me to take my vision, execute it, and deliver a victory, with ramifications not only for the 27th District of New York, but also for the entire country. My efforts paved the way to one of three seats gained for the Democrats during the contentious 2004 midterm elections, and instilled a penchant for tackling and overcoming a seemingly daunting task.
Sample Four
In Hebrew the word “violence” (ELIMOT) is derived from the root of the word “dumb” (EILEM). Likewise, I have always felt that lack of communication between Israelis and Palestinians leads to violence. Also, I believe that peace must be carried out in the lives of the common people, rather than just the leaders .
In 1997 I decided to do something about this. I launched an organization aimed at promoting dialogue between Israeli and Palestinian students who would become agents of change within their communities. During this time, I encountered the myriad challenges of growing my vision into a legitimate organization.
My first challenge was building relationships with Palestinian counterparts. I learned to work in an environment that was different from what I was accustomed to. This experience taught me a great deal about opening myself up to other cultures, and creating dialogue and trust. Recruiting members was also a major initiative. In order to attract the student members I organized small groups on the major University campuses. Each group became a self-functioning unit that recruited and organized activities according to operations I designed on the enterprise level. The program quickly gained momentum and attracted 5,000 students in total. I believe my organization had an immense effect on breaking the hatred and alienation between students on both sides.
Unfortunately, the recent violence has greatly harmed the organization, and it is in “hibernation” for the time being. This winding down was also a learning experience for me, as I had to make a decision that was smart on a business front but very difficult personally.
This was a tremendous experience for my personal growth. I expanded out of my comfort zone and was able to cross lines to lead different types of people with highly contrasting cultures and beliefs. My communication skills were truly tested during this time and advanced a great deal. I have learned that what looks impossible in the beginning can be achieved through conviction and drive. This experience gave me the confidence to know that I can dream mighty goals. However, I learned that such goals cannot be reached alone. I learned how to extract the best from each contributing member in order to take my dream from vision to reality.