For those attending the summit, all hotels that were listed on aoce.msstate.edu/summit will be on the shuttle route.
The shuttle will start today (September 23) at 5:30pm and tomorrow at (september 24) at 7:30am. The shuttle will drop off and pick up every 15 minutes from any summit location. Please see the flyers at your hotel check in. Call 662-325-1891 for more information!
See you all at the SUMMIT!
Tuesday, September 23, 2008
Wednesday, September 17, 2008
SPEAKER FOCUS ON: Jim Perry
Jim Perry is an associate in the public finance department of Morgan Stanley where he provides banking support for a variety of municipal clients across the Southeast.
Prior to joining Morgan Stanley in June 2008, Mr. Perry served as Deputy Chief of Staff and Director of Policy for Mississippi Governor Haley Barbour. Mr. Perry worked with the Legislature, state agencies, the federal government, and constituents on all aspects of Governor Barbour’s policy initiatives. Active in the state’s immediate response after Hurricane Katrina, he helped manage the process to create and implement innovative recovery programs, including a $3 billion housing initiative. Mr. Perry previously served as Legislative Director for then-U.S. Congressman Roger Wicker.
Mr. Perry has worked in numerous political campaigns throughout the country, including senior roles in both of Haley Barbour’s campaigns for Governor, the 2000 George W. Bush presidential campaign, and as a staff member for the Co-Chairman of the Republican National Committee during the 1996 election cycle.
Mr. Perry received a bachelor’s degree with majors in economics and government from the University of Virginia. A seventh-generation Mississippian, he currently lives in New York with his wife Jordan.
Jim Perry's Session:
September 24, 3:00pm-4:30pm
More Notes on Jim Perry:
Barbour's losing key soldier in Jim Perry (published May 04, 2008)
http://www.leadercall.com/opinion/local_story_125134554.html
Thursday, September 11, 2008
SPEAKER FOCUS ON: Carolyn Shanks
Carolyn Shanks is now Senior Vice President, Administration and Corporate Support for Enexus Energy Corporation, "the independent, publicly traded nuclear power company that Entergy plans to spin off later this year.
Ms. Shanks joined Entergy in 1983 as an accountant with Mississippi Power & Light Company and later transferred to System Energy Resources, Inc., the subsidiary responsible for the operations of Grand Gulf Nuclear Station. At SERI, she was promoted to manager and directed internal business and budgeting processes.
In 1986, Ms. Shanks was selected to oversee the development of business plans that ultimately supported the consolidation of Entergy’s five nuclear units under one nuclear operating company.
In 1994, she was named director of business services for Entergy Operations, Inc., the subsidiary that managed Entergy’s five nuclear power plants. Ms. Shanks became Vice President - Finance and Administration of Entergy Nuclear in February 1997. In that position, she played a pivotal role in the formation of the new nuclear company. Her work with Entergy’s units laid the foundation for Entergy’s business decision to expand its nuclear organization into a national company. She helped launch the business strategies that resulted in two major firsts for the company: its first long-term contract (at Maine Yankee Atomic Power Company) and its first nuclear acquisition (PilgrimStation, located near Plymouth, Massachusetts) in 1998.
Carolyn C. Shanks was named President and CEO of Entergy Mississippi July 1, 1999. In that position, she was responsible for Entergy Mississippi’s electric distribution system, customer service, economic development, regulatory affairs and governmental affairs. Carolyn Shanks recently accepted a position with Enexus Energy Corporation, the independent, publicly traded nuclear power company that Entergy plans to spin off later this year.
In addition to her responsibilities at Enexus, Carolyn Shanks is a leader in the business and civic community. She served as co-chair of Blueprint Mississippi’s Economic Development initiative, one of the state’s most ambitious efforts ever to enhance its economic future. Prior to that role she served as co-chair, along with former Governor Ronnie Musgrove, of the Governor's Task Force for Classroom Technology.
Links on Carolyn Shanks:
Top 40 Under 40: Carolyn C. Shanks
http://www.allbusiness.com/human-resources/employee-development-leadership/1125688-1.html
Entergy
http://www.entergy-nuclear.com/content/resource_library/ESP/Shanks_Carolyn.pdf
Entergy Corp. Executive Profile
http://investing.businessweek.com/businessweek/research/stocks/private/person.asp?personId=2173355&privcapId=269764&previousCapId=5544910&previousTitle=New%20Ventures,%20Inc.
Ms. Shanks joined Entergy in 1983 as an accountant with Mississippi Power & Light Company and later transferred to System Energy Resources, Inc., the subsidiary responsible for the operations of Grand Gulf Nuclear Station. At SERI, she was promoted to manager and directed internal business and budgeting processes.
In 1986, Ms. Shanks was selected to oversee the development of business plans that ultimately supported the consolidation of Entergy’s five nuclear units under one nuclear operating company.
In 1994, she was named director of business services for Entergy Operations, Inc., the subsidiary that managed Entergy’s five nuclear power plants. Ms. Shanks became Vice President - Finance and Administration of Entergy Nuclear in February 1997. In that position, she played a pivotal role in the formation of the new nuclear company. Her work with Entergy’s units laid the foundation for Entergy’s business decision to expand its nuclear organization into a national company. She helped launch the business strategies that resulted in two major firsts for the company: its first long-term contract (at Maine Yankee Atomic Power Company) and its first nuclear acquisition (PilgrimStation, located near Plymouth, Massachusetts) in 1998.
Carolyn C. Shanks was named President and CEO of Entergy Mississippi July 1, 1999. In that position, she was responsible for Entergy Mississippi’s electric distribution system, customer service, economic development, regulatory affairs and governmental affairs. Carolyn Shanks recently accepted a position with Enexus Energy Corporation, the independent, publicly traded nuclear power company that Entergy plans to spin off later this year.
In addition to her responsibilities at Enexus, Carolyn Shanks is a leader in the business and civic community. She served as co-chair of Blueprint Mississippi’s Economic Development initiative, one of the state’s most ambitious efforts ever to enhance its economic future. Prior to that role she served as co-chair, along with former Governor Ronnie Musgrove, of the Governor's Task Force for Classroom Technology.
Links on Carolyn Shanks:
Top 40 Under 40: Carolyn C. Shanks
http://www.allbusiness.com/human-resources/employee-development-leadership/1125688-1.html
Entergy
http://www.entergy-nuclear.com/content/resource_library/ESP/Shanks_Carolyn.pdf
Entergy Corp. Executive Profile
http://investing.businessweek.com/businessweek/research/stocks/private/person.asp?personId=2173355&privcapId=269764&previousCapId=5544910&previousTitle=New%20Ventures,%20Inc.
Wednesday, September 3, 2008
NEW LOCATION: 1 DAY ONLY!
The Hump to far? Get your free Colin Powell tickets on Thursday, September 4th, in the MSU Student Union at the Information Booth (food court level). Bring a valid MSU ID.
Additional tickets can be purchased at the Coliseum ticket office, or online at
http://www.aoce.msstate.edu/summit
Additional tickets can be purchased at the Coliseum ticket office, or online at
http://www.aoce.msstate.edu/summit
Tuesday, September 2, 2008
General Colin Powell Ticket Update!
General Public tickets go on sale Sept. 3.
$10 per ticket (no limit).
Available at the HUMP ticket office, OR
online through the Leadership Summitt. http://www.aoce.msstate.edu/summit
Tuesday, August 26, 2008
GEN. COLIN POWELL TICKETS TODAY!
MSU Student, faculty, and staff tickets are available TODAY!
August 26 - 29th at the HUMP ticket office, 8:30 am - 4:30 pm. 1 FREE ticket per current MSU ID.
Thursday, August 21, 2008
TICKET INFORMATION FOR GEN. COLIN POWELL
Colin Powell will be featured as the keynote speaker at the Mississippi State University Leadership Summit. Admission to the keynote event is free for current students but space is limited. More information on ticket sales to come!http://www.youtube.com/watch?v=OuEsVm38e7s
MSU Student, facutly, and staff tickets are availalbe August 26 - 29th at the HUMP ticket office, 8:30 am - 4:30 pm. 1 FREE ticket per current MSU ID.
Additional tickets may be purchased for $10 (no limit).General Public tickets go on sale Sept. 3.$10 per ticket (no limit). Available at the HUMP ticket office, or online through the Leadership Summit. http://www.aoce.msstate.edu/summit
MSU Student, facutly, and staff tickets are availalbe August 26 - 29th at the HUMP ticket office, 8:30 am - 4:30 pm. 1 FREE ticket per current MSU ID.
Additional tickets may be purchased for $10 (no limit).General Public tickets go on sale Sept. 3.$10 per ticket (no limit). Available at the HUMP ticket office, or online through the Leadership Summit. http://www.aoce.msstate.edu/summit
Wednesday, August 20, 2008
2008 KEYNOTE SPEAKER: General Colin Powell, USA (Ret.)
Exclusively Represented by the Washington Speakers Bureau
General Colin L. Powell, USA (Ret.) became the 65th Secretary of State on January 20, 2001. As he stated at his confirmation hearing, the guiding principle of U.S. foreign policy during his tenure was that "America stands ready to help any country that wishes to join the democratic world."
General Powell brought extensive experience with him to his office. Before becoming Secretary of State, Colin Powell served as a key aide to the Secretary of Defense and as National Security Advisor to President Reagan. He also served 35 years in the United States Army, rising to the rank of Four-Star General and serving as Chairman of the Joint Chiefs of Staff (1989 – 1993). During this time he oversaw 28 crises to include the Panama intervention of 1989 and Operation Desert Storm in the victorious 1991 Persian Gulf War.
That experience served him well, both before and particularly after the events of September 11, 2001, the day of the greatest tragedy on American soil since Pearl Harbor. As Secretary he stood shoulder to shoulder with the President and the other members of the President's cabinet in fighting the war on terrorism. As he often said, "winning that war is our first priority, and it will remain so for as long as necessary."
A fervent purveyor of democratic values, Colin Powell stressed that fighting the war on terrorism is not just a military but also a diplomatic task – the two go hand in hand. He led the State Department in major efforts to solve regional and civil conflicts – in the Middle East, between Israel and its Arab neighbors; in Sudan, Congo and Liberia; in the Balkans, Cyprus, Haiti, Northern Ireland and elsewhere. He was especially concerned with the peace and security of Afghanistan and Iraq, countries where winning the peace is as important as Coalition battlefield victories. In all areas, he used the power of diplomacy and the universal ideal of democracy to build trust, forge alliances and then begin to transform these once-unstable regions into areas where societies and cultures prosper.
General Powell was devoted to grasping opportunities as well as to confronting the global and regional security challenges of the 21st century. He was at the forefront of the administration's efforts to advance economic and social development worldwide – in the fight against HIV/AIDS, in the promise of the Millennium Challenge Account, the most significant change in helping needy nations since the Marshall Plan, and in pursuing a freer trading and investment climate worldwide. These efforts, too, are not separate from the nation's security agenda. Indeed, in testimony before the Senate Foreign Relations Committee, then Secretary Powell affirmed that our main purpose is to extend democracy, prosperity, and freedom to every corner of the world. It is a process that is establishing a balance of power that favors freedom across the globe.
Born in New York City on April 5, 1937, General Powell was raised in the South Bronx. His parents, Luther and Maud Powell, immigrated to the United States from Jamaica. General Powell was educated in the New York City public schools, graduating from Morris High School and the City College of New York (CCNY), where he earned a bachelor's degree in geology. He also participated in ROTC at CCNY and received a commission as an Army second lieutenant upon graduation in June 1958. His further academic achievements include a Master of Business Administration degree from George Washington University.
General Powell is the recipient of numerous U.S. military awards and decorations including the Defense Distinguished Service Medal (with 3 Oak Leaf Clusters), the Army Distinguished Service Medal (with Oak Leaf Cluster), Defense Superior Service Medal, Legion of Merit (with Oak Leaf Cluster), Soldier's Medal, Bronze Star Medal, and the Purple Heart.
General Powell's civilian awards include two Presidential Medals of Freedom, the President's Citizens Medal, the Congressional Gold Medal and the Secretary of Energy Distinguished Service Medal. He has received awards from over two-dozen countries to include a French Legion of Honor and an honorary knighthood bestowed by H.M. Queen Elizabeth II of Great Britain.
General Powell was the founding Chairman of America’s Promise-The Alliance for Youth, a national crusade to improve the lives of our nation’s youth. Established at the Presidents’ Summit for America’s Future in Philadelphia in April of 1997, and endorsed by every living U.S. President, America’s Promise aims to ensure all children in America have access to the fundamental resources needed to build and strengthen them to become responsible, productive adults. He has also been a member of the Board of Trustees of Howard University and the Board of Directors of the United Negro College Fund. The General also served on the Board of Governors of The Boys & Girls Clubs of America and was a member of the Advisory Board of the Children's Health Fund.
Since returning to private life, General Powell has become a strategic limited partner at Kleiner Perkins Caufield & Byers, the renowned Silicon Valley venture capital firm. He is also on the Board of Directors of Revolution Health Group, a company developing strategies for consumer-directed health care. Powell is the Founder of the Colin Powell Policy Center at his alma mater, the City College of New York, and he is helping to raise funds for the Martin Luther King, Jr. Memorial in Washington, DC and for the construction of an education center for the Vietnam Veterans Memorial.
General Powell is the author of his best-selling autobiography, My American Journey.
General Powell is married to the former Alma Vivian Johnson of Birmingham, Alabama. The Powell family includes son Michael; daughters Linda and Annemarie; son-in-law Francis; daughter-in-law Jane; grandsons Jeffrey, Bryan and Patrick; and granddaughter Abigail.
General Colin L. Powell, USA (Ret.) became the 65th Secretary of State on January 20, 2001. As he stated at his confirmation hearing, the guiding principle of U.S. foreign policy during his tenure was that "America stands ready to help any country that wishes to join the democratic world."
General Powell brought extensive experience with him to his office. Before becoming Secretary of State, Colin Powell served as a key aide to the Secretary of Defense and as National Security Advisor to President Reagan. He also served 35 years in the United States Army, rising to the rank of Four-Star General and serving as Chairman of the Joint Chiefs of Staff (1989 – 1993). During this time he oversaw 28 crises to include the Panama intervention of 1989 and Operation Desert Storm in the victorious 1991 Persian Gulf War.
That experience served him well, both before and particularly after the events of September 11, 2001, the day of the greatest tragedy on American soil since Pearl Harbor. As Secretary he stood shoulder to shoulder with the President and the other members of the President's cabinet in fighting the war on terrorism. As he often said, "winning that war is our first priority, and it will remain so for as long as necessary."
A fervent purveyor of democratic values, Colin Powell stressed that fighting the war on terrorism is not just a military but also a diplomatic task – the two go hand in hand. He led the State Department in major efforts to solve regional and civil conflicts – in the Middle East, between Israel and its Arab neighbors; in Sudan, Congo and Liberia; in the Balkans, Cyprus, Haiti, Northern Ireland and elsewhere. He was especially concerned with the peace and security of Afghanistan and Iraq, countries where winning the peace is as important as Coalition battlefield victories. In all areas, he used the power of diplomacy and the universal ideal of democracy to build trust, forge alliances and then begin to transform these once-unstable regions into areas where societies and cultures prosper.
General Powell was devoted to grasping opportunities as well as to confronting the global and regional security challenges of the 21st century. He was at the forefront of the administration's efforts to advance economic and social development worldwide – in the fight against HIV/AIDS, in the promise of the Millennium Challenge Account, the most significant change in helping needy nations since the Marshall Plan, and in pursuing a freer trading and investment climate worldwide. These efforts, too, are not separate from the nation's security agenda. Indeed, in testimony before the Senate Foreign Relations Committee, then Secretary Powell affirmed that our main purpose is to extend democracy, prosperity, and freedom to every corner of the world. It is a process that is establishing a balance of power that favors freedom across the globe.
Born in New York City on April 5, 1937, General Powell was raised in the South Bronx. His parents, Luther and Maud Powell, immigrated to the United States from Jamaica. General Powell was educated in the New York City public schools, graduating from Morris High School and the City College of New York (CCNY), where he earned a bachelor's degree in geology. He also participated in ROTC at CCNY and received a commission as an Army second lieutenant upon graduation in June 1958. His further academic achievements include a Master of Business Administration degree from George Washington University.
General Powell is the recipient of numerous U.S. military awards and decorations including the Defense Distinguished Service Medal (with 3 Oak Leaf Clusters), the Army Distinguished Service Medal (with Oak Leaf Cluster), Defense Superior Service Medal, Legion of Merit (with Oak Leaf Cluster), Soldier's Medal, Bronze Star Medal, and the Purple Heart.
General Powell's civilian awards include two Presidential Medals of Freedom, the President's Citizens Medal, the Congressional Gold Medal and the Secretary of Energy Distinguished Service Medal. He has received awards from over two-dozen countries to include a French Legion of Honor and an honorary knighthood bestowed by H.M. Queen Elizabeth II of Great Britain.
General Powell was the founding Chairman of America’s Promise-The Alliance for Youth, a national crusade to improve the lives of our nation’s youth. Established at the Presidents’ Summit for America’s Future in Philadelphia in April of 1997, and endorsed by every living U.S. President, America’s Promise aims to ensure all children in America have access to the fundamental resources needed to build and strengthen them to become responsible, productive adults. He has also been a member of the Board of Trustees of Howard University and the Board of Directors of the United Negro College Fund. The General also served on the Board of Governors of The Boys & Girls Clubs of America and was a member of the Advisory Board of the Children's Health Fund.
Since returning to private life, General Powell has become a strategic limited partner at Kleiner Perkins Caufield & Byers, the renowned Silicon Valley venture capital firm. He is also on the Board of Directors of Revolution Health Group, a company developing strategies for consumer-directed health care. Powell is the Founder of the Colin Powell Policy Center at his alma mater, the City College of New York, and he is helping to raise funds for the Martin Luther King, Jr. Memorial in Washington, DC and for the construction of an education center for the Vietnam Veterans Memorial.
General Powell is the author of his best-selling autobiography, My American Journey.
General Powell is married to the former Alma Vivian Johnson of Birmingham, Alabama. The Powell family includes son Michael; daughters Linda and Annemarie; son-in-law Francis; daughter-in-law Jane; grandsons Jeffrey, Bryan and Patrick; and granddaughter Abigail.
Monday, August 18, 2008
Brainstorm: Leadership
Remember when "Leadership" was as simple as influencing people to get things done" ??
In todays business world, the above definition is not nearly enough. Read, listen, watch, what others have to say about effective leadership.
http://www.usnews.com/articles/news/best-leaders/2007/11/12/kenneth-chenault.html
Kenneth Chenault corporate executive
The ultimate trial by fire
By Michael Useem
Posted November 12, 2007 (BY US NEWS)
It was supposed to have been a routine business trip to Salt Lake City. Kenneth Chenault, CEO of American Express Co., was on a conference call with a group in AmEx's headquarters overlooking the World Trade Center when the first plane hit. Gasps, then screams came rushing over the speakerphone. Horrified as he watched the towers collapse on television, Chenault knew instantly that he was about to face one of the toughest challenges of his life. "Our leaders, including me," he says, "were going to be tested like we'd never been tested before."
"In a crisis, you can't manage by manual; you have to manage by values and beliefs."
Indeed, in the aftermath of the tragedy, AmEx's revenue went into free fall. Airline bookings and corporate entertainment expenditures tanked, card charges plummeted, and the declining stock market slashed the value of AmEx's mutual funds. Unsteady hands might have faltered. But, as Chenault himself observes, "reputations are made or lost during times of crisis." Chenault's was about to be made.
Known for his affability and integrity as much as for his discipline and drive, Chenault had already tackled two of AmEx's most vexing problems: a merchant revolt against its elevated fees and customer migration to its competitors' cards. Thanks in part to his membership rewards program, AmEx card revenue grew robustly during the 1990s. Just weeks into office, riding partly on his predecessor's success, Chenault announced record annual earnings of $2.8 billion.
But the rave reviews soon gave way to some seriously bad press. In the spring of 2001, Chenault had to write off more than $180 million in bad junk bonds, a hidden problem that he had also inherited. That July he was forced to take another $826 million write-off. Quarterly income plummeted by three quarters, stock prices by half, and staffing by 14,000. AmEx was rumored to be takeover material.
And then came 9/11.
Unable to immediately return to New York, Chenault set up a command center in his hotel room, ordering the evacuation of headquarters and a search for new office space. He instructed telephone operators to see that all AmEx employees were located and their families safe. The company assisted distressed customers, waived late fees, and raised credit limits. It even chartered buses for stranded travelers. "In a crisis," Chenault says, "you can't manage by manual; you have to manage by values and beliefs."
When Chenault returned to New York several days after 9/11 he found a company traumatized by the loss of 11 employees and dispirited by the drop in revenue. He made dozens of decisions during hourly conference calls—creating a crisis center in Phoenix, dispersing staff to seven buildings in three states—with a determination to revive the enterprise. The role of the leader, he says, is to "define reality and give hope."
Nine days after the catastrophe, Chenault convened the entire AmEx staff at Madison Square Garden. Exhibiting both compassion and command, he pledged financial support to the victims' families. And he insisted that the company would come fully back. "We are going to emerge a stronger and better company," he declared.
That pledge would require patience and considerable sacrifice. Three months after the attacks, AmEx announced that monthly travel revenues had declined by some two fifths, resulting in the elimination of 6,800 jobs and an after-tax charge of $179 million.
Yet a year later, AmEx reoccupied its headquarters, and five years later, it was reporting record earnings. Its stock price has grown ahead of the Dow Jones industrial average, and this year, Fortune magazine named AmEx one of the nation's best companies for leadership development.
Chenault insists that the success was not all about him. "Anyone at any level can be a leader," he says, which is why he is committed to giving everyone at the company a chance to become one.
Today, AmEx is a $27 billion franchise with 65,000 employees, renowned for both profitable performance and civic engagement. It faces continued challenges, to be sure, including controlling costs, gaining access to new markets, and dealing with slowing consumer spending. Chenault says he is confident those challenges can be met. But like the battles that preceded them, he says, they will be fought on high ground. "I want to win every day in the marketplace," he says. But "I want people to say that Ken Chenault is a person who, while he's focused on winning, [does so] with the highest level of integrity."
Michael Useem is director of the Center for Leadership and Change Management at the Wharton School, University of Pennsylvania.
(Extracted from US News August, 18, 2008)
http://www.usnews.com/features/news/special-reports/best-leaders.html
Read about our best leaders from 2007 (By US News) By clickin on the link above!
In todays business world, the above definition is not nearly enough. Read, listen, watch, what others have to say about effective leadership.
http://www.usnews.com/articles/news/best-leaders/2007/11/12/kenneth-chenault.html
Kenneth Chenault corporate executive
The ultimate trial by fire
By Michael Useem
Posted November 12, 2007 (BY US NEWS)
It was supposed to have been a routine business trip to Salt Lake City. Kenneth Chenault, CEO of American Express Co., was on a conference call with a group in AmEx's headquarters overlooking the World Trade Center when the first plane hit. Gasps, then screams came rushing over the speakerphone. Horrified as he watched the towers collapse on television, Chenault knew instantly that he was about to face one of the toughest challenges of his life. "Our leaders, including me," he says, "were going to be tested like we'd never been tested before."
"In a crisis, you can't manage by manual; you have to manage by values and beliefs."
Indeed, in the aftermath of the tragedy, AmEx's revenue went into free fall. Airline bookings and corporate entertainment expenditures tanked, card charges plummeted, and the declining stock market slashed the value of AmEx's mutual funds. Unsteady hands might have faltered. But, as Chenault himself observes, "reputations are made or lost during times of crisis." Chenault's was about to be made.
Known for his affability and integrity as much as for his discipline and drive, Chenault had already tackled two of AmEx's most vexing problems: a merchant revolt against its elevated fees and customer migration to its competitors' cards. Thanks in part to his membership rewards program, AmEx card revenue grew robustly during the 1990s. Just weeks into office, riding partly on his predecessor's success, Chenault announced record annual earnings of $2.8 billion.
But the rave reviews soon gave way to some seriously bad press. In the spring of 2001, Chenault had to write off more than $180 million in bad junk bonds, a hidden problem that he had also inherited. That July he was forced to take another $826 million write-off. Quarterly income plummeted by three quarters, stock prices by half, and staffing by 14,000. AmEx was rumored to be takeover material.
And then came 9/11.
Unable to immediately return to New York, Chenault set up a command center in his hotel room, ordering the evacuation of headquarters and a search for new office space. He instructed telephone operators to see that all AmEx employees were located and their families safe. The company assisted distressed customers, waived late fees, and raised credit limits. It even chartered buses for stranded travelers. "In a crisis," Chenault says, "you can't manage by manual; you have to manage by values and beliefs."
When Chenault returned to New York several days after 9/11 he found a company traumatized by the loss of 11 employees and dispirited by the drop in revenue. He made dozens of decisions during hourly conference calls—creating a crisis center in Phoenix, dispersing staff to seven buildings in three states—with a determination to revive the enterprise. The role of the leader, he says, is to "define reality and give hope."
Nine days after the catastrophe, Chenault convened the entire AmEx staff at Madison Square Garden. Exhibiting both compassion and command, he pledged financial support to the victims' families. And he insisted that the company would come fully back. "We are going to emerge a stronger and better company," he declared.
That pledge would require patience and considerable sacrifice. Three months after the attacks, AmEx announced that monthly travel revenues had declined by some two fifths, resulting in the elimination of 6,800 jobs and an after-tax charge of $179 million.
Yet a year later, AmEx reoccupied its headquarters, and five years later, it was reporting record earnings. Its stock price has grown ahead of the Dow Jones industrial average, and this year, Fortune magazine named AmEx one of the nation's best companies for leadership development.
Chenault insists that the success was not all about him. "Anyone at any level can be a leader," he says, which is why he is committed to giving everyone at the company a chance to become one.
Today, AmEx is a $27 billion franchise with 65,000 employees, renowned for both profitable performance and civic engagement. It faces continued challenges, to be sure, including controlling costs, gaining access to new markets, and dealing with slowing consumer spending. Chenault says he is confident those challenges can be met. But like the battles that preceded them, he says, they will be fought on high ground. "I want to win every day in the marketplace," he says. But "I want people to say that Ken Chenault is a person who, while he's focused on winning, [does so] with the highest level of integrity."
Michael Useem is director of the Center for Leadership and Change Management at the Wharton School, University of Pennsylvania.
(Extracted from US News August, 18, 2008)
http://www.usnews.com/features/news/special-reports/best-leaders.html
Read about our best leaders from 2007 (By US News) By clickin on the link above!
Tuesday, August 5, 2008
Monday, August 4, 2008
MSU Leadership Summit Advertisment
New for 2008. Click on the Video below for the 2008 Leadership Summit Advertisment from You Tube:
More video's from You Tube: http://www.youtube.com
More video's from You Tube: http://www.youtube.com
Friday, August 1, 2008
Focus On Speaker : Chuck Boles
Look whos coming to this years summit by visiting:http://www.aoce.msstate.edu/summit/speakers/powell.html
THE Chuck & BUDDY COLLEGE of Business Knowledge“45+ Years Teaching Leaders How To Think OUTSIDE the CIRCLE…………NEVER the BOX ! “
http://www.buddycollege.com
Chuck@BuddyCollege.com
Graduating from Kansas State University (B.A. in Theatre Education and M.A. in Communication & Public Relations), Chuck was Faculty Graduate Assistant Instructor in the Speech and Drama Department. He also graduated from the University of Michigan Graduate School for Corporate Strategic Planning. Currently, he is a Senior Faculty member on the Northern Virginia Association of REALTORS® faculty, The Mendenhall Auction School Faculty and as an Honorary Faculty member of a major real estate university.
Before opening his own business, he excelled as a nationally recognized corporate marketing director, successfully managing business operations in the Pacific Basin, West Coast, New England and Mid-Atlantic states. As the corporate officer in charge of market and product development, he pioneered the visionary development of medical stop-loss insurance and long term care insurance.
With 45+ years experience as a corporate sales manager, corporate executive, business coach, REALTOR®, Auctioneer (VA 1867), creative marketing consultant, published writer, educator and sought after convention speaker, he has successfully achieved “A Boat Load” of professional honors and designations.
Chuck is an acknowledged and published authority on strategies for building profitable businesses including financially profitable “end of career transition” strategies for business owners.
A Vietnam era veteran, a Distinguished Military Graduate, Honoree to the Kansas State University Military ROTC Wall of Fame and active Benefactor Member of the Marine Corp Memorial Association, he is a frequent motivational speaker at military events.
Chuck and his wife, Chris, reside in Virginia and are active in church and community. A recent graduate of Hospital Clown College, Chuck looks forward to bringing the “cheer and sunshine” of his hospital clown (Buddy Buck-A-Roo -THE Cupcake COWBOY) into the lives of those in need.
Sunday, July 27, 2008
Quiz: What is your Leadership Style?
Psychologist Kurt Lewin identified three major leadership styles. Learn which best describes your leadership style in this 18 question quiz from about.com by clicking the link below:
While many different leadership theories exist today, most can be classified as one of eight major types:http://psychology.about.com/od/leadership/p/leadtheories.htm
New trends in Leadership:
Hot Ticket in B-School: Bringing Life Values to Corporate Ethics:
STUDENTS talk about Stewart D. Friedman, a management professor at the Wharton School, with a mixture of earnest admiration, gratitude and rock star adoration.
When they join his class, they commit to sharing intimate details with their classmates about their most important relationships, and many of them later credit Mr. Friedman with changing their lives. At least one alumnus has asked Mr. Friedman to train an entire company in his style of leadership and living.
It may not sound like the stuff of business school education. But Mr. Friedman and other like-minded leadership educators have tapped into a desire by both students and established entrepreneurs for more integration of their careers and personal lives.
Mr. Friedman’s philosophy is fairly straightforward. The fundamental premise is that leadership can exist in every person, whether at the top, middle or bottom of any group. Mr. Friedman also teaches that leadership should not be confined to work, but extended to one’s personal life, community involvement and family life.
In his class, Mr. Friedman guides students through exercises to identify their core values and to express ways that they are feeling out of sync with those values. Students then develop experiments intended to create what Mr. Friedman calls “four-way wins,” changes that will have positive effects in all aspects of their lives.
When they join his class, they commit to sharing intimate details with their classmates about their most important relationships, and many of them later credit Mr. Friedman with changing their lives. At least one alumnus has asked Mr. Friedman to train an entire company in his style of leadership and living.
It may not sound like the stuff of business school education. But Mr. Friedman and other like-minded leadership educators have tapped into a desire by both students and established entrepreneurs for more integration of their careers and personal lives.
Mr. Friedman’s philosophy is fairly straightforward. The fundamental premise is that leadership can exist in every person, whether at the top, middle or bottom of any group. Mr. Friedman also teaches that leadership should not be confined to work, but extended to one’s personal life, community involvement and family life.
In his class, Mr. Friedman guides students through exercises to identify their core values and to express ways that they are feeling out of sync with those values. Students then develop experiments intended to create what Mr. Friedman calls “four-way wins,” changes that will have positive effects in all aspects of their lives.
Click the link for the full article from the New York Times
http://www.nytimes.com/2008/05/29/business/smallbusiness/29shift.html?_r=1&oref=slogin
http://www.nytimes.com/2008/05/29/business/smallbusiness/29shift.html?_r=1&oref=slogin
Friday, July 25, 2008
Can you name the speaker? Answer...
Name that Speaker….Answer.
If you guessed Walt Coleman than you are correct!
Mr. Coleman currently resides in Little Rock, Arkansas where he serves as controller for Coleman Dairy, a company that began in 1862 and has been passed down through the Coleman family. The award winning dairy is currently being run by the fourth and fifth generation of Coleman’s. Their commitment to excellence has made Coleman Dairy the most modern plant and laboratory known to dairy science.
In addition to his work at the dairy, Mr. Coleman serves on many local boards and is an American Football Official. In 2002, when the Patriots were hosting the Oakland Raiders in the snow, Mr. Coleman made headlines for a fumble call that he later reversed, extending the Patriots season. The rule that was applied to make this decision is known as the “Tuck Rule,” making the game known as “The Tuck Rule Game.”
Wednesday, July 23, 2008
What is HD Leadership
The theme of this year’s summit is HD Leadership. Incremental improvements are no longer enough. High definition leadership is needed now if we are to redefine ourselves, our companies and our communities in light of the rapid shifts in the economy and the world environment. Our HD theme will inspire you to look at leadership and decisions in totally new ways.How would you define an HD Leader?
Tuesday, July 22, 2008
Speaker Trivia!
Name that speaker…
Here are just a few facts about one of the speakers for the 2008 Leadership Summit.
· This speaker resides in Little Rock, Arkansas
· One of his/her lines of business has been passed down through his/her family
· He/she had something to do with the “Tuck Rule Game”
Can you name the speaker?
Here are just a few facts about one of the speakers for the 2008 Leadership Summit.
· This speaker resides in Little Rock, Arkansas
· One of his/her lines of business has been passed down through his/her family
· He/she had something to do with the “Tuck Rule Game”
Can you name the speaker?
Monday, July 21, 2008
New this year: Golf Tournament
New to this years summit is the golf scramble on tuesday, september 23rd! This addition is due to the constant requests for more networking activities during the summit. Below is information about the MSU awarding winning golf course. More information is soon to follow!
http://www.golfcourse.msstate.edu
Nominated by Golfweek and Golf Digest magazines as one of the premier public golf courses in the United States, Mississippi State's championship University Golf Course continues to be the home of the Bulldog and Lady Bulldog linksters.
Golfweek rated MSU's course the ninth-best collegiate facility in the Eastern region in a 1998 survey. One of only two SEC schools listed in the 30-team, three-region breakdown, MSU finished ahead of Georgia (10th, Eastern region).
In January, 1996, Golf Digest listed the University Golf Course as the fifth-best public course in the state of Mississippi. In a 1995 end-of-the-year supplement, Mississippi State's 18-hole course was included in the 1996-97 "Places to Play" listing, an honor also received by MSU in 1994 and 1991. Also in the December supplement, Golf Digest called the University Golf Course the "best college course in the South," adding it was "challenging, but fair" with a "fun, walkable layout."
Opened to the public in 1986, the 6,927-yard, par-72 course is equipped with a state-of-the-art computerized drainage system that enables the links to remain open throughout the winter golf season. Complete with gently rolling hills and an imposing tree line, the course offers an adventure from all three tee boxes at each hole, challenging golfers with water at nine of the 18 holes, as well as an abundance of strategically placed bunkers.
Furnished with a 5,000-square-foot clubhouse, complete with men's and women's locker rooms, snack bar, fully stocked golf shop and classroom, the MSU Golf Course also features an 18-hole cart path and a driving range. Adding to the course's amenities, a putting green as well as a chipping green have been completed and put to good use.
The MSU Golf Course was the site of a USGA regional qualifying tournament in 1990.
Widely considered one of the finest golf courses in the state of Mississippi, MSU's golf course is available to students and faculty for recreational golf and for academic activities, which include PGM training, golf instruction and golf course operations laboratories. The course serves as a fine practice facility for the MSU men's and women's golf teams.
Contact Information
Location:
MSU Golf Course1520 Old Highway 82 EastStarkville, MS 39759
Mailing Address:
MSU Golf CourseP.O. Box 6070Mississippi State, MS 39762
Phone Number:
662-325-3028
FAX Number:
662-325-5105
(extracted from golfcourse.msstate.edu 07/20/08)
Thursday, July 17, 2008
Lets Talk about Leadership Skills: Managing your Time Effectively
(Extracted from Developing Management Skills, 7th ed.)
Barry Sullivan, CEO at First Chicago, feels that he has developed the perfect system of time management. Instead of leaving his appointment calendar in the control of his secretary, he now decides what activities he wants to accomplish, then he allocates specific blocks of time to work on these activities. Only after he has made these determinations does he make his calendar available to his secretary to schedule appointments. (Whetten & Cameron, pg. 127)
Jan Timmer, recent CEO of Phillips Electronics, assigned an auditor to keep track of the way he uses his time. He reported to the entire company quarterly the percent of time he spent on key company objectives. (Whetten & Cameron, pg. 127)
Do you believe the above two examples are effective time management techniques for leaders? How are some ways that you manage your time that have proven effective in your place of work?
Participants can add comments straight to the blog, by clicking on comments, or they can email us at msuleadershipsummit@gmail.com . Participants will be entered to win a number of small prizes at the conclusion of the summit.
Barry Sullivan, CEO at First Chicago, feels that he has developed the perfect system of time management. Instead of leaving his appointment calendar in the control of his secretary, he now decides what activities he wants to accomplish, then he allocates specific blocks of time to work on these activities. Only after he has made these determinations does he make his calendar available to his secretary to schedule appointments. (Whetten & Cameron, pg. 127)
Jan Timmer, recent CEO of Phillips Electronics, assigned an auditor to keep track of the way he uses his time. He reported to the entire company quarterly the percent of time he spent on key company objectives. (Whetten & Cameron, pg. 127)
Do you believe the above two examples are effective time management techniques for leaders? How are some ways that you manage your time that have proven effective in your place of work?
Participants can add comments straight to the blog, by clicking on comments, or they can email us at msuleadershipsummit@gmail.com . Participants will be entered to win a number of small prizes at the conclusion of the summit.
Wednesday, July 16, 2008
Welcome to HD Leadership
Thank you for visiting the MSU Leadership Summit Blog.
The 2008 Leadership Summit will take place on September 23 and 24. It's an event you won't want to miss! Please check back often for a variety of new posts.
Topics will include:
-"Let's Talk" – share your thoughts on the posted topic
-"Spotlight On…" – learn a little more about the speakers and events of the Summit
"Leaders in the News"– links to news articles on exceptional leadership
"Snapshot" – view pictures of the people and places that are a part of the Summit
As well as - interviews, trivia contests, leadership tips, videos, and more… For more information about the 2008 Leadership Summit, be sure to check out http://www.aoce.msstate.edu/summit/index.html
Join our online community at
http://groups.google.com/group/msu-leadership-summit
become a member today!
Monday, June 30, 2008
Please Join Our Leadership Summit Online Community
Want to network with other members of the Leadership Summit? Sign up for our online group and have access to up-to-date leadership information with the chance to post questions/comments and learn about other members.
Visit
http://groups.google.com/group/msu-leadership-summit
To become a member today!
Visit
http://groups.google.com/group/msu-leadership-summit
To become a member today!
Friday, June 27, 2008
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