One thing that I think an MBA either requires or teaches is flexibility. To make time for special guests to come to class in March, Dr. Gillis is giving her two hours to Dr. Brazier, and so that means that Dr. Brazier is giving her two hours to Dr. Gillis this next week. This works to my advantage in the fact that the research paper due for Brazier is getting pushed back a week, and a case study for Dr. Gillis is getting cut. Unfortunately, it also means that the 10 chapter book, The Age of the Unthinkable, will not be spread over 2 weeks, but now must be read by next week, including the case study.
Wednesdays I've kinda carved out for me. Matt plays basketball with the guys, and I usually catch up on my TV shows and veg, since weekends are usually filled with homework. This week, that plan won't work, so last night I got into the book and began to read.
As I read, the book really resonated with me and a scripture came to mind. 2 Timothy 1:7 For He has not given us a spirit of fear, but of power, love and a sound mind.
The book starts with a shocker, as the author, a world covering journalist has coffee with a member from a "terrorist organization". While he doesn't agree with the end goal, he talks about radical groups who learn to think outside of the system for change. He talked about rebellions and how those rebels lacked fear. They aimed for change.
I notice I'm driven for constant improvement. Contentment is not a natural gifting of mine. There's always a higher mark to hit, greater refinement, and sometimes this means challenging the status quo. And it doesn't scare me to do this, to ask the questions why things are the way they are. If there's another system, another way that would greater serve the mission and purpose, why not try it? I recognize there's a balance in change for change sake and really seeing the opportunity that lies out there, but I challenge myself to not fear seeking the opportunity that may be a game changer.
The author also brings up how we can deal with an intrinsically complex world. I think sometimes we fail to grasp our hands around a problem, because we know what we don't know. I'm in the second chapter, so only a fifth of the way through this, but I'll be interested to see the author's solution. I often feel so overwhelmed with the infinite, but know there are ways of making impact- so how do we do that? How we do we know what little of the universe we know or experience and demonstrate the lack of fear, and the resolution to exert power as needed, love when undeserved, and a sound mind when the dynamics are constantly changing. I have an idea, but before I give the expected answer, I'll hear this author out.
Thursday, February 23, 2012
Wednesday, February 22, 2012
Capstone Step One: Identifying the Deliverable
After our group had our meeting with Joel, I emailed the Director of the MBA Program about where we felt we were at with the proposed capstone project. She suggested we meet briefly after class to talk details. So last night, as students filtered out of the classroom we shared about the lunch meeting with Joel, and how we'd love to begin to formalize a plan for him. We shared how we saw some opportunities, different paths this new project could take, but in order for it really to get off the ground, we need a plan.
I can't remember specifically what I shared about last semester, but one of the deliverables of the economics, marketing and competitive strategy class was to assemble a strategic plan for a start up or business who didn't have a plan. As it turned out 2 of the 4 groups did established companies, one a newly founded company one of the group members was behind, and then we did the project for a friend of mine who was retiring from Children At Heart Ministries and was transitioning to a career in international exporting. I can't speak for the breadth of the project for the other groups, but our group had several hurdles to climb.
Needless to say over 12-15 weeks this will be a great, encompassing project. If we also see the need for this to be a nonprofit or LLC (or future L3C) then perhaps we can help walk through that process, which would be a great experience to know how to do, before we actually launch anything ourselves as students. IUt also has the potential for future growth, and perhaps another MBA Capstone group will come along behind us, and take it to the next level.
When I think about the outcomes or my expectations of my MBA when I started this whole thing, I think one thing I really wanted was the ability to build a business plan. I wanted to have the experience of how to bring a company into existence. With this deliverable of a business plan, and potential establishment of an organization, it will be the cherry on my ice cream. A marvelous bookend to mark the completion of my MBA experience.
Stay tuned!
I can't remember specifically what I shared about last semester, but one of the deliverables of the economics, marketing and competitive strategy class was to assemble a strategic plan for a start up or business who didn't have a plan. As it turned out 2 of the 4 groups did established companies, one a newly founded company one of the group members was behind, and then we did the project for a friend of mine who was retiring from Children At Heart Ministries and was transitioning to a career in international exporting. I can't speak for the breadth of the project for the other groups, but our group had several hurdles to climb.
- Identifying a product- They wanted to export, but didn't know what specifically
- Surveying the market- So we looked at the country of Morocco, and what were their needs in order to make some recommendations based on trends we could see from our research
- Financials- what financials? The company was so new, we were trying to determine operational costs for the newly founded company. Without a product, this was a bridge that was a little hard to cross... We knew who the key players were, so could estimate some of the operational end, but had to base our financials off of what the country's industry averages were in our product of recommendation, and then based off of a 1% market share, what a potential income stream could look like. I wouldn't base a company off of what we had come up with, but it was a starting place.
- Getting the product to market- The company had done some research and had a couple of options for a distribution chain. They did have someone on the ground in Morocco, and the country's trade agreements made for a good international office. We made recommendations for their ground person, and determined a process for going to market, but again this was off our product recommendation, and not necessarily for their actual product. So we tried to keep it at a high level that would be easily replicable for their choice of product.
- Growth and Opportunity- It was hard to determine a starting place, so it was even more difficult to know what this would morph into in the next 3-5 years. From our research, there was alot of opportunity as the country establishes and grows in their infrastructure. We provided a current and future organizational chart, but again, everything remained at a high and flexible level to allow for shifts in development.
Needless to say over 12-15 weeks this will be a great, encompassing project. If we also see the need for this to be a nonprofit or LLC (or future L3C) then perhaps we can help walk through that process, which would be a great experience to know how to do, before we actually launch anything ourselves as students. IUt also has the potential for future growth, and perhaps another MBA Capstone group will come along behind us, and take it to the next level.
When I think about the outcomes or my expectations of my MBA when I started this whole thing, I think one thing I really wanted was the ability to build a business plan. I wanted to have the experience of how to bring a company into existence. With this deliverable of a business plan, and potential establishment of an organization, it will be the cherry on my ice cream. A marvelous bookend to mark the completion of my MBA experience.
Stay tuned!
Tuesday, February 14, 2012
Capstone Beginnings
A big thank you for the calls, emails and texts I got in support of my last posting. In just a short week, I've had to remind myself several times of the lessons of the moment. It is hard to hold yourself to carefully selected words. More than a few times this week I feel like I didn't extend as much grace as I could have or used words in the moment that later I regretted even having taken a position on. Its a learning process, and I'll be my own critic. This year I will make progress.. better yet- this week I will make progress. I should surround myself with all things Swiss and breathe in the refreshing air of neutrality. Unfortunately, my passion and quick response are things I'm still learning to master.
On another front, we met with a guy named Joel today. This was our official first meeting between capstone team and the party we're going to be "working" for. Right now, the project's still not completely solidified, and I think we left feeling that putting together a strategic plan would be a big enough project in and of itself. As a stretch- I question as to whether we could walk this group through the launch of a nonprofit (and somewhere deep inside I shudder as that sounds like nails on a chalkboard to one who knows this market is already overly saturated with nonprofits), and the detailing of an MOU between this new org and the organization Joel has officially approached to help launch the project.
The reasons I suggest considering the nonprofit status is it allows for a little more independence and creative freedom than being under a national banner that has to keep some policies in place just cause thats how you protect your branding. At the same time, to a project that has the opportunity to span out from this org's dedicated mission, it could lead to conflict and limit potential, had this project been given free reign to take on its own life. I think it needs this organization in its infant state, and thus would not even consider branching this project into its own org without the backing of this well rooted charity.
Course, then again- this project could potentially serve as a product, and thus a nonprofit isn't exactly a good match either. It would have to be some sort of quasi organization... more research needs to be done. We have a research project in my Business, Society, and Public Policy class- so, I think I've made a match and will begin on my capstone in this semester by researching options for establishement for the project.
Stay tuned- I'll try to walk through the development of our capstone in the case you can learn anything from our example/ mistakes.
On another front, we met with a guy named Joel today. This was our official first meeting between capstone team and the party we're going to be "working" for. Right now, the project's still not completely solidified, and I think we left feeling that putting together a strategic plan would be a big enough project in and of itself. As a stretch- I question as to whether we could walk this group through the launch of a nonprofit (and somewhere deep inside I shudder as that sounds like nails on a chalkboard to one who knows this market is already overly saturated with nonprofits), and the detailing of an MOU between this new org and the organization Joel has officially approached to help launch the project.
The reasons I suggest considering the nonprofit status is it allows for a little more independence and creative freedom than being under a national banner that has to keep some policies in place just cause thats how you protect your branding. At the same time, to a project that has the opportunity to span out from this org's dedicated mission, it could lead to conflict and limit potential, had this project been given free reign to take on its own life. I think it needs this organization in its infant state, and thus would not even consider branching this project into its own org without the backing of this well rooted charity.
Course, then again- this project could potentially serve as a product, and thus a nonprofit isn't exactly a good match either. It would have to be some sort of quasi organization... more research needs to be done. We have a research project in my Business, Society, and Public Policy class- so, I think I've made a match and will begin on my capstone in this semester by researching options for establishement for the project.
Stay tuned- I'll try to walk through the development of our capstone in the case you can learn anything from our example/ mistakes.
Tuesday, February 7, 2012
Silent and Spoken Leadership
This morning I joined a meeting about business advocacy. We help set priorities for the local area's agenda, and determine what might be upcoming issues. This morning amendments were being made to the prior year's agenda when we came across a debatable topic. The priority read something like we support the retraining and support of the unemployed, but at the end it threw in a qualifier for receiving unemployment services. People would have to be drug tested to be approved.
There were many points made about whether this followed a position of innocent until proven guilty, who would pay for such a profound program, or that perhaps it would be better to include suggested volunteer service to continue unemployment support. The final discussion point was in question of whether or not mandatory drug testing was a true top priority, and if not, to remove the language.
Throughout the conversation, multiple comments were made, derogatorily towards the fact that unemployment had been stretched to cover an individual for 99 weeks. Many commented that no one should require this length of the program, and it felt that they were indicting these people as free riders of the system... choosing not to go to work, because- why work, when you have unemployment?
Leut. Governor David Dewherst also came recently to Round Rock. In some of his opening statements he talked about job opportunities in Texas. How it would be hard to remain unemployed, and everyone he was talking to agreed- 99 weeks of unemployment was pretty much for the free riders.
I don't question that any system will have abuse. There should be mechanisms in place to prevent that, and technically the unemployment system does require proof of applications and job seeking. Should it be strengthened? Yes. But as I looked around the room, feeling the judgement some had, I wondered- do they have a face that goes with the program? Do they personally know someone supported by or abusing the unemployment system. Where are these thoughts founded? My heart was beating faster, and I was trying really hard to say nothing, but those 99 weekers have a face to me. It's my dad.
Where does leadership take us? What does Christian leadership call for us to do? Is it best to just hold in, and not rock the boat, or do we stand up for those who go unrepresented in the room? A lot of times, people just don't know... they may not have a face that comes to mind that makes "those people" "our people".
I hold it in my heart not to judge those who at the time were unknowingly saying things that I took personal. That's life. Sometimes its easy to assume everyone in the room holds similar perspectives, or that a popular concept may not hold truth for everyone.
As the topic here concluded I did end up saying something. I shared that my dad was one of those 99 weekers. He was looking for a job, but was overly specialized. He doesn't have a college degree, so due to a practice that tries to minimize the number of incoming resumes, immediately he's eliminated from any job opening. I shared that he was even willing to take a job at a chain pet store, but when it came down to it- the pay to clean out cages (work) just couldn't pay what 15 years of experience had earned him in unemployment that he had paid into and rightfully earned. I didn't share that even with unemployment we had to sell my childhood home. That my dad never really could find a job, and I'm so proud of him now as he goes back to school to re skill as a nurse. The people in that room didn't know what it was like to go all those 99 weeks praying something would open up. Fear that the bills would prevail, and hopes to not lose the home. Yes 99 weeks can be a long time for a free loader, but it was a very long time of praying for an opportunity to present itself... one that never did.
What can I learn from this experience? Have there been times I have unknowingly said something in a room, and it meant something deeper to someone else? I think I would challenge myself that if I'm going to make a statement or judgement about a program or a grouping of people, I need to back that up with the faces and stories those judgements represent. Will I always be able to do this? Probably not, but maybe the real tool for me to practice is the strength of silent leadership. Practicing reigning in the power of each word, and perhaps not using words when I shouldn't. I pray to God for the wisdom in the words I must use when leadership should speak.
There were many points made about whether this followed a position of innocent until proven guilty, who would pay for such a profound program, or that perhaps it would be better to include suggested volunteer service to continue unemployment support. The final discussion point was in question of whether or not mandatory drug testing was a true top priority, and if not, to remove the language.
Throughout the conversation, multiple comments were made, derogatorily towards the fact that unemployment had been stretched to cover an individual for 99 weeks. Many commented that no one should require this length of the program, and it felt that they were indicting these people as free riders of the system... choosing not to go to work, because- why work, when you have unemployment?
Leut. Governor David Dewherst also came recently to Round Rock. In some of his opening statements he talked about job opportunities in Texas. How it would be hard to remain unemployed, and everyone he was talking to agreed- 99 weeks of unemployment was pretty much for the free riders.
I don't question that any system will have abuse. There should be mechanisms in place to prevent that, and technically the unemployment system does require proof of applications and job seeking. Should it be strengthened? Yes. But as I looked around the room, feeling the judgement some had, I wondered- do they have a face that goes with the program? Do they personally know someone supported by or abusing the unemployment system. Where are these thoughts founded? My heart was beating faster, and I was trying really hard to say nothing, but those 99 weekers have a face to me. It's my dad.
Where does leadership take us? What does Christian leadership call for us to do? Is it best to just hold in, and not rock the boat, or do we stand up for those who go unrepresented in the room? A lot of times, people just don't know... they may not have a face that comes to mind that makes "those people" "our people".
I hold it in my heart not to judge those who at the time were unknowingly saying things that I took personal. That's life. Sometimes its easy to assume everyone in the room holds similar perspectives, or that a popular concept may not hold truth for everyone.
As the topic here concluded I did end up saying something. I shared that my dad was one of those 99 weekers. He was looking for a job, but was overly specialized. He doesn't have a college degree, so due to a practice that tries to minimize the number of incoming resumes, immediately he's eliminated from any job opening. I shared that he was even willing to take a job at a chain pet store, but when it came down to it- the pay to clean out cages (work) just couldn't pay what 15 years of experience had earned him in unemployment that he had paid into and rightfully earned. I didn't share that even with unemployment we had to sell my childhood home. That my dad never really could find a job, and I'm so proud of him now as he goes back to school to re skill as a nurse. The people in that room didn't know what it was like to go all those 99 weeks praying something would open up. Fear that the bills would prevail, and hopes to not lose the home. Yes 99 weeks can be a long time for a free loader, but it was a very long time of praying for an opportunity to present itself... one that never did.
What can I learn from this experience? Have there been times I have unknowingly said something in a room, and it meant something deeper to someone else? I think I would challenge myself that if I'm going to make a statement or judgement about a program or a grouping of people, I need to back that up with the faces and stories those judgements represent. Will I always be able to do this? Probably not, but maybe the real tool for me to practice is the strength of silent leadership. Practicing reigning in the power of each word, and perhaps not using words when I shouldn't. I pray to God for the wisdom in the words I must use when leadership should speak.
Monday, February 6, 2012
Case Study: Southwest Airlines presents today's hero- Colleen Barrett
This weekend was Super Bowl Sunday. Amidst the fun festivities, there were case studies to read and papers to write. This weekend, in my Strategy for Sustainability text we reviewed E in the TEN Strategy. (As you may recall, T stood for Transparency). E stands for Engagement. This reading about how an engaged workforce provides the best results and a bunch of happy campers paired nicely with a case study on Southwest Airlines. I have to admit, after reading this case study, I was filled with inspiration, and perhaps even a wee bit envious when it came to their culture development strategies. Their top three values are a warrior spirit, servant heart and fun-LUVing attitude. It was interesting to read about their first couple of presidents- one known for his love of loud luau shirts, but commended for the time he spent among the people and knowing thousands by name. It was around their third or fourth president that the first woman COO and president of a major U.S. airline was named. She received 3-4 paragraphs in the case study, and I was just a bit enamored with her. Her name is Colleen Barrett, and she served as president from 2001 to 2008. Here's what the Case Study Shared:
Colleen Barrett began working with Kelleher as his legal secretary in 1967 and had been with Southwest since 1978. As Executive vice president-customers, Barrett had a high profile among Southwest employees and spent most of her time on culture building, morale building, and customer service; her goal was to ensure that employees felt good about what they were doing and felt empowered to serve the cause of Southwest Airlines. She and Kelleher were regarded as Southwest's guiding lights, and some analysts said she was essentially functioning as the company's chief operating officer (COO) prior to her formal appointment as president. Much of the credit for the company's strong record of customer service and its strong-culture work climate belonged to Barrett.
Barrett had been the driving force behind lining the hallways at Southwest's headquarters with photos of company events and trying to create a family atmosphere at the company. Believing it was important to make the employee feel cared about and important, Barrett had put together a network of contacts across the company to help her stay in touch with what was happening with employees and their families. When network members learned about events that were worthy of acknowledgment, the word quickly got to Barrett- the information went into a database, and an appropriate greeting care or gift was sent. Barrett had a remarkable ability to give gifts that were individualized and that connected her to the recipient.
Barrett was the first woman appointed as president and COO of a major U.S. airline. In October 2001, Fortune ranked Colleen Barrett 20th on its list of the 50 most powerful women in American business. Barrett retired as president in July 2008, but was scheduled to remain as a full-time Southwest employee until 2013.
Wow- what an incredible woman- and a great role model for the type of role I'd love to someday play. (would it be too much to ask if anyone knows someone who knows this woman- to see if at all I could get a call to meet her? You never know unless you ask... and of course, I don't really know what I'd say- I might even be a little star struck!)
As this passage got me to thinking about the possibilities, I quickly came to the realization that the position I am currently in isn't so far off. I have the joy of serving in a nonprofit that serves several other nonprofits. My role does allow me opportunities to bring each group "to the table", and there are times that I am intentionally trying to build a culture of unity amongst each of these organizations, which each have such a wonderful different feel and flavor. I love to create opportunities to engage, including the creation of our representative volunteer open house. In my role I also have the opportunity to be invested in people's lives - in our community as well as our great staffers. Ms. Barrett gives me inspiration that I really could take this role to another level. I also love the part where it talks about analysts saying she was already acting in the role of COO before she was ever named that. It just goes to show the importance of how your treat your co-workers, and the name one makes for themselves.
Ms. Colleen Barrett- you are today's hero!
Colleen Barrett began working with Kelleher as his legal secretary in 1967 and had been with Southwest since 1978. As Executive vice president-customers, Barrett had a high profile among Southwest employees and spent most of her time on culture building, morale building, and customer service; her goal was to ensure that employees felt good about what they were doing and felt empowered to serve the cause of Southwest Airlines. She and Kelleher were regarded as Southwest's guiding lights, and some analysts said she was essentially functioning as the company's chief operating officer (COO) prior to her formal appointment as president. Much of the credit for the company's strong record of customer service and its strong-culture work climate belonged to Barrett.
Barrett was the first woman appointed as president and COO of a major U.S. airline. In October 2001, Fortune ranked Colleen Barrett 20th on its list of the 50 most powerful women in American business. Barrett retired as president in July 2008, but was scheduled to remain as a full-time Southwest employee until 2013.
Wow- what an incredible woman- and a great role model for the type of role I'd love to someday play. (would it be too much to ask if anyone knows someone who knows this woman- to see if at all I could get a call to meet her? You never know unless you ask... and of course, I don't really know what I'd say- I might even be a little star struck!)
As this passage got me to thinking about the possibilities, I quickly came to the realization that the position I am currently in isn't so far off. I have the joy of serving in a nonprofit that serves several other nonprofits. My role does allow me opportunities to bring each group "to the table", and there are times that I am intentionally trying to build a culture of unity amongst each of these organizations, which each have such a wonderful different feel and flavor. I love to create opportunities to engage, including the creation of our representative volunteer open house. In my role I also have the opportunity to be invested in people's lives - in our community as well as our great staffers. Ms. Barrett gives me inspiration that I really could take this role to another level. I also love the part where it talks about analysts saying she was already acting in the role of COO before she was ever named that. It just goes to show the importance of how your treat your co-workers, and the name one makes for themselves.
Ms. Colleen Barrett- you are today's hero!
Wednesday, February 1, 2012
Special Guests
Last night was a fun night of class filled with special guests!
We began the night in Decision Making and Strategy in Complex Situations, which is a complex mouthful in itself. (I don't know that without reading the title, I've ever said that class name the same twice. Generally I've just shortened it to Complex Decision Making). Moving on- We're beginning to focus on strategies for sustainability, including the TEN model from our text. Last night we focused on the T- transparency. What began as a trend, and currently a hot buzz word- we discussed whether strategies of transparency are truly sustainable, and where's the line in the appropriate disclosure. One example, was in our very own Concordia University Texas' move from the original location to our new home on 620. At one point the old campus had been sold, but the new campus was not closed on. The President had an open discussion about how if this didn't go through, the University would be, in a sense, homeless. There was quite a chain of reactions, and as a result, needless worry.
This makes me think back to our organizational change class where we discussed the processes of change- a point where the org unfreezes, works in a state of "being melted" and then is refrozen (structure to transition to new structure). In the unfreezing and melting process, there's a lot of ambiguity and concern. One realizes, perhaps in transparency there can be cases of needless transition, so it becomes a wager of being upfront, keeping everyone on the same page, but ensuring the moral of an organization doesn't take on needless bumps.
We then transitioned to focus on this week's case study of Countrywide Financial and the Sub Prime Mortgage Crisis. At this point, the Business School's Leadership Advisory Committee came in and each group took on a few extra members to discuss the case and results. I had to step out at this time, because our guest for the next class called and was there by my invitation, so I had to meet him in the parking lot, and introduce him to the Dean and Director of the MBA prior to the next class starting.
Our next class, Business, Society and Public Policy, is actually taught by the MBA Program Director and we had two special guests serve on a panel to discuss how business and policy come together. My new friend, and State Representative, Larry Gonzales served on the panel, as well as Comal County Commissioner Greg Parker.
We began the night in Decision Making and Strategy in Complex Situations, which is a complex mouthful in itself. (I don't know that without reading the title, I've ever said that class name the same twice. Generally I've just shortened it to Complex Decision Making). Moving on- We're beginning to focus on strategies for sustainability, including the TEN model from our text. Last night we focused on the T- transparency. What began as a trend, and currently a hot buzz word- we discussed whether strategies of transparency are truly sustainable, and where's the line in the appropriate disclosure. One example, was in our very own Concordia University Texas' move from the original location to our new home on 620. At one point the old campus had been sold, but the new campus was not closed on. The President had an open discussion about how if this didn't go through, the University would be, in a sense, homeless. There was quite a chain of reactions, and as a result, needless worry.
This makes me think back to our organizational change class where we discussed the processes of change- a point where the org unfreezes, works in a state of "being melted" and then is refrozen (structure to transition to new structure). In the unfreezing and melting process, there's a lot of ambiguity and concern. One realizes, perhaps in transparency there can be cases of needless transition, so it becomes a wager of being upfront, keeping everyone on the same page, but ensuring the moral of an organization doesn't take on needless bumps.
We then transitioned to focus on this week's case study of Countrywide Financial and the Sub Prime Mortgage Crisis. At this point, the Business School's Leadership Advisory Committee came in and each group took on a few extra members to discuss the case and results. I had to step out at this time, because our guest for the next class called and was there by my invitation, so I had to meet him in the parking lot, and introduce him to the Dean and Director of the MBA prior to the next class starting.
Our next class, Business, Society and Public Policy, is actually taught by the MBA Program Director and we had two special guests serve on a panel to discuss how business and policy come together. My new friend, and State Representative, Larry Gonzales served on the panel, as well as Comal County Commissioner Greg Parker.
While both serve the Republican Party, they both have distinctive ideas regarding politics and leadership. We spent an hour getting to know both of these gentlemen through questions asked by the professor, and then we got to open up for questions.
My take aways:
- The value of setting priorities (keeping family and faith before community service)
- Sometimes you don't set out for a political career, but it can happen to you!
-There is value to tenure and knowing truly what's at play, but there's a balance to understanding the usefulness of your leadership, and knowing you're not the only one who can do the job, so you need to make room for new leadership (These guys discussed term limits- one believed in them, the other didn't)
There were many good things shared, and I don't have my notes in front of me, but I am so thankful to both of these men, who have very busy days, and then took time from 7:30-9:30PM to invest in the education of others! It was truly enriching.
Today at Children At Heart Ministries we had chapel. A pastor from an Austin Baptist church came in and discussed the story of Joseph from Genesis. He talked about how some in the room may be happy and satisfied with where they are currently, and others may be in a time of transition, or wondering what's next. He likened his journey and ours to that of Joseph's, and concluded by saying, "Know that there's purpose in where you are," and "God's engineering you through this time for a future purpose." I know that message could mean alot to those in the room, but it seemed like a special message delivered for me. While, I don't have ambitions for politics, I have a drive for leadership that I JUST. CAN'T. SHAKE. I try to tell myself to slow down, enjoy the journey, know that there has to be patience and preparation. And while each one of these holds some truth... I can't help but question the norms... do I really have to be in my 30's to be open and aware that there's more to this picture- and engaged in that reality? I do not want my age to hold me back in my eagerness. Most of life is learned in participation through life- experience. Of course there is a due learning curve- but I'm not afraid of one that's steep. I'm eager to find myself in a place in life where I can begin doing as these special guests have done, and invest in the lives of others. (Deep breath)... and while there is this insatiable fire, I know my steps are guided, and I don't want to step out to where He's not leading. So I will find my purpose in the here and now... but even in a heart of contentment- I will always be a passionate, driven agent for positive change.
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