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.
Tuesday, August 26, 2008
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.
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