Blog #3 Level 5 Leader

I found the task of finding a level 5 leader to be a thousand times more difficult than expected. Although I have great interest in this industry, I unfortunately don't know a lot about it or who is in it. After a frustrating search, I recalled a figure that my mother had repeatedly spoke very highly of named Dr. Gordon Bernard. He is the assistant vice chancellor of research here at Vanderbilt, who also serves as the medical director of IRB.
I began googling his name, but could not find information other than research results and clinical trials he is/was involved in. I realized that the lack of further info about him corresponded to the idea of level 5 leaders not being very popular or dazzling to the press. This is because they tend to embody that 'normal' kinda guy notion. My mother said that Dr. Bernard is very aware of people around him and loves to meet new people. He's the type of person to remember you and/or engage you in conversation. He is known for his various assortment of hats, which is a reminder to everyone that even though he is a successful doctor and research director, he is quite simple and down to earth. She advised me to email him because he would likely meet with me to discuss anything he could help me with or to possibly even shadow him first hand. The fact that he would respond to me ('a little nobody') when he is associated with highly successful and respected doctors and scientists really gave me an idea as to how humble and how personally involved with his career he must really be. These characteristics resemble a level 5 leader in that they have a simplistic and humble nature, but are also driven by determination and dedication as Dr.Bernard seems to show.
Dr. Bernard has also done substantially significant things for Vanderbilt Research. My mother works in the research department and said he has made exciting changes to the IRB informatics infrastructure to increase efficiency and productivity. To you and I, this may sound like a mouthful, but she was very excited about it, implied that it was a very big deal, and spoke extremely highly of him and his actions. His main task is to increase quality research and improve patient care through clinical trials here at Vanderbilt . In order to support these efforts, he has stood behind the Department of Biostatistics, the Masters in Public Health, and Masters of Science in Clinical Investigation programs. To also show his true dedication to his field of work, he serves on the Advisory Council for the National Heart Lung and Blood Institute and is the NIH Steering Committee Chairman. He is also currently facilitating a new strategic plan for research which will require input from and collaboration among many departments. These activities match 'the workhorse characteristic' of a level 5 leader. Dr. Bernard has also shown "looking through the window" characteristics of a level 5 leader. In some of his studies, he attributes success to the work of others. On an end note my mother said that he is highly respected for his integrity and commitment to make Vanderbilt an overall better place to do research, which shows a collection of features that match many level 5 leaders.

Blog #2 My Ideal CEO

What's my ideal boss-man? One whose motto is 'work hard, party hard!'

Kidding :)

You know all of those "exxxtreme jobs" that people are talking about...not for me. I'd like to introduce a little word called 'balance.' When I am able to maintain a balanced work and social life, I am able to not only be more productive but also maximize the quality of my work. Because of today's work obsession, I have become hesitant to use the word balance in reference to the job world. It seems that people immediately judge you to be a slacker of some sort of fashion. I am sorry to disappoint these people but..it's most definitely not true. I can be just as committed and hard working as the next person, but if there is no eventual light at the end of the tunnel (a break, fun, sleep, etc) then I am useless. I lose my drive, motivation, excitement. Not only do I then suffer miserably, but so does my work.

Now that I've evaluated myself at a surface level, I can develop the persona of my ideal boss. My ideal CEO is one who is personable, respected, charismatic, driven, dependable, rational, and hott (haha, sorry...I felt for a minute there I was describing my ideal life partner) . I would be much more willing to push my limits for a leader who is directly interactive and not too serious. (Someone who is serious when the time is appropriate and not too serious when it's not.) My boss would create an environment that was flexible, standardized, and committed. I referred to the "Leadership Run Amok" article by Spreier in determining what leadership style would be utilized by my perfect boss. I decided that my ideals were best supported by the leadership styles 'visionary and participative'. Visionary involves an authoritative and structured work establishment, but also incorporates employee commitment and high energy. This type of work establishment would suit my work ethic very well because it is highly productive in a sufficient time manner, but also balanced by creating social power/interaction among coworkers. The participative strategy is also ideal to my work ethic in the fact that the leader is interactive with his employees and gains their respect by involving them in decision making. This often builds trust and unites the work unit. Not only do these methods support my work ethic, but also the character I've established for my boss.

It has become apparent in this short brief that finding a work environment that will best utilize your abilities and build on to your character is one that you would naturally find yourself most comfortable in. The ideal CEO and the atmosphere I've created reflects my own personal ways and character. In a nutshell, the ideal environment and boss that you seek is often somewhat a mirror image or collage of your own qualities and behaviors that you hold significant to yourself.