Affirmative Molding of My Personality - Personal Statement Example

Essay Please tell us about a challenging interaction you had with a person or group. (500 words or less, limited to one page) The gradual emergence of me as an authoritative leader involved much challenges and affirmative molding of my personality. When I joined as the Director of Chongqing Middle-south Rubber No 2 Factory, the challenge in front of me to be an effective leader was quite enormous as I was quite new to the industry and adding to it, most of my subordinates had more than twenty years of hands on experience. So as to assert my authority, I replaced the weekly meeting schedule with daily review meetings. In the very first meeting, I tried imposing my strategies which were based on the latest management concepts. I didn’t care to listen and accredit the much valued experience of my subordinates. A daily non-interactive reporting system was scheduled with scarce chance of consultation and negotiation. I didn’t recognize that in the trial to be an effective ‘authoritative’ leader, I turned my self to be a mere ‘authoritarian’ leader. As the interaction factor was lacking, there was no space for a healthy debate and no disagreement was expressed on the decisions made. I was also hesitant in taking help from subordinates even though I lacked the expertise in many of the technical and practical issues. Rather than looking for some wise capacity building ideas, I tried to masquerade my lack of knowledge with the authority I had, resulting in doubtful decisions. Things started to back fire as these decisions proved wrong and even led to the rejection of goods by clients. On this development, my supervisor intervened privately and we had a detailed discussion on my setbacks .He pointed out my drawbacks, and gently advised me on the qualities a good leader should have. In this process, I observed an ideal leader in him, as he heard and understood me, was inspiring and had respect for my thoughts and observations. Well blended with his experience, the discussion pointed out the lacking factors in the team and the leader. I realized the need of being more mature in leadership and collaborative team work. From there on, I ensured to accredit the experience of my team members and devised an effective communication with them. The morning meeting continued, but in a collective way discussing the issues and scopes, resulting in final plans to be put into practice. I made it a routine that each staff was heard to .The team was inspired to be bold in innovations, taking care of the quality standards. Subsequently, I developed integrity by improvising my technical understanding. All the required resources were ensured to the team and I did win their trust. Gradually, we became a warm, collaborative, and productive team. The concord of the team and the role of an authoritative leader in commanding them, inspiring and binding them with due respect, was a worthy lesson for me. When the diverse ideas of the team members were integrated by the leader and when it was given a lead, the differentiated efficacies worked together to fetch better results. Essay 2: Please tell us about a time when you defended your idea. (500 words or less, limited to one page) To produce a local alternate for a rubber product, competent to the ‘State of the art’ German technology in terms of techno-economic feasibility was the innovation proposed by me as I could foresee an enormous market scope for this product. The dream made no sense than impossibility to the technocrats around me. As I was not of the engineering background there were limitations for me to take the lead role. However I had confidence in my team, and I was sure that no matter the difference in opinions be, an innovation was possible .The challenge in front of me was to defend this idea and build confidence amongst the team members. But the prejudiced view of the team members to give up early was discouraging. Though this pulled me down in confidence, I believed in turning the impossible to possible. My prime responsibility as a leader was to infuse confidence into the team. The engineers were doubtful as the product had to be competent in terms of durability. I boosted their confidence by asserting the fact that even a two month life of our product would compete with the three month life of its German version, as the gap could be negotiated with factors like price, transportation and service. I convinced them the scope of the innovation and alleviated the fear of failure by ensuring the fullest of credit for success and not to be blamed on failures. I worked with the team, ensured the resources, and preached the forthcoming success. It was my idea to bring in the clients’ participation and their trust in the project expedited the teams’ innovative efforts. After some hard done research, the mission was accomplished. This experience proved that the integrity in the idea, when well defended amongst the group inspired the team members too to be confident. When this inspiration was backed up by the attributes of a successful leader, the whole effort turned to be a worthy innovation. The project assured me of my skills on defending my well planned ideas, bringing the whole group into to the idea, and working together for it. The team also developed an aggression to go into creative debates formulating well defended ideas which resulted in many innovative products giving the team a strategic edge. Essay 3: Please tell us about a time when you executed a plan. (500 words or less, limited to one page) When I was appointed as the Director of Chongqing Middle-South Rubber No 2 Factory in 2007, it was in a state of acute crisis. The idea behind my appointment was to convert the factory from a haphazard situation to a self sufficient profitable entity. It was bankrupt and just had started working after a 51 days’ strike. Little care was given towards resources like raw materials and energy as the management had started attending more towards the other co-located factory which contributed three fourth towards the profit. The sales growth had a downward graph despite the market potential. An extensive research was done into the possibilities of reinstating things, resulting in the formulation of an integrated Vision. The vision involved a crucial plan to take the factory out of the management’s umbrella and make it independent. The primary requirement for this was self sustainability as the management was not going to pump in any extra fund for this project .The confidence for this had to be built among all levels of the factory’s stake holders. A series of multi level discussions were held with the employees of all class, their problems and ideas were heard and understood, the scope and challenges were discussed, and resultantly the whole of the factory had an integrated vision of being independent. A research on executing the plan ended up in the idea of making a creative collaboration with an effective partner. Chongqing Yuanfang Group was found to be such a partner as it was affiliated with the powerful Chongqing Qi’nan Electric Power Bureau, whose sub-branches in metallurgy and electric equipment manufacturings were our potential clients. Negotiations were arranged with them as soon as possible. A dedicated effort in the discussions and the integrity in the concept of cooperation could convince the party to make the deal with us. Obstacles popped up before the deal could be signed, as the Vice President of Yuanfang Group was replaced with a novice to the rubber industry. He sought to terminate the deal because of the high risk involved. Critical and logical thinking helped me to suggest the creative idea of preferential shares which was uncommon in China. An assurance of profit was given to the partner on 50 % of their shares for the next five years .They were given an option of reconsideration after the said period. This innovative idea persuaded the partner to sign the agreement at an earlier date. The effectiveness in the plan was acknowledged as I was appointed as the General Manager of the joint venture. The trust which evolved among the employees and the management encouraged them to work hard for the good cause of the company. These efforts resulted in the successful execution of the plan as Chongqing Middle-South Rubber No 2 Factory became an independent profitable entity and a leading brand name. Read More