BUS FPX 4012 Assessment 3 Interviews with Leaders

Student Name

Capella University

BUS-FPX4012 Leadership in Organizations

Prof. Name:

Date

Interviews With Leaders

The interviews were conducted with the Chief Growth Officer (CGO) and Vice President (VP) of Information Technology, and both leaders were accommodating and eager to share their perspectives on change mastery. These discussions were guided by Chapter 4 of Leadership from the Inside Out by Cashman (2017), particularly the Seven Change Mastery Shifts (pp. 119–120). At the start of each interview, I introduced the shifts and asked which resonated most with their leadership styles.

The CGO aligned with Shift 2, “From Short-Term Focus to Long-Term Focus,” emphasizing that sustainable growth requires a long-term strategy. He compared growth to the resilience and potential of an oak tree rather than the fleeting nature of a vine, which can be easily pruned. Conversely, the VP identified with Shift 5, “From Self-Focus to Service.” As a leader in a service-oriented department, she views herself as the “chief servant,” ensuring that her focus remains on supporting her team and organization.

Interview Questions and Responses

Key Questions

The following questions guided the interviews:

What is your greatest skill in a crisis, and how has it improved specific situations?
What might others say is your greatest skill, and what skills do they suggest you improve? How are you addressing these areas?
How open are you to change, and under what circumstances is change preferable to stability?
What are the differences between short-term and long-term change for yourself, your company, and your industry?

Due to time constraints, questions about dealing with wasted effort and promoting adaptability were not addressed.

BUS FPX 4012 Assessment 3 Interviews with Leaders

Responses Summary

Question	CGO’s Response	VP’s Response
1. Greatest Skill in Crisis	Composure—remaining calm under pressure, especially when faced with alarmist reactions.	Synthesis—collecting, relating, and organizing ideas to enable collaboration.
2. Perceived Strengths/Weaknesses	Strength: Preparedness (“Boy Scout”). Weakness: Inattentiveness due to high demands; uses a structured communication protocol.	Strength: Synthesis. Weakness: Perceived dismissiveness, addressed by acknowledging contributions.
3. Openness to Change	Emphasizes balancing stability and growth, with a belief-driven approach to implementing changes.	Views change as an opportunity and minimizes clients’ exposure to disruptions.
4. Short-Term vs. Long-Term Change	Short-term actions require direction, but long-term success depends on individual conviction.	Focuses on experimentation and flexibility, balancing financial accountability and innovation.

Leadership Analysis

Both leaders displayed profound self-awareness and a commitment to self-improvement. The CGO’s emphasis on composure and long-term growth aligns with his strategic focus, while the VP’s dedication to synthesis fosters collaboration and a service-oriented leadership approach. Both highlighted the significance of balancing personal development and organizational responsibility, which underscores the core qualities of effective leadership.

Reflecting on these conversations, I am reminded of the importance of adaptability, continuous growth, and fostering positive change as a leader. These lessons are particularly meaningful as I prepare for a future as an attorney, business owner, and public servant. Effective leadership, regardless of context, requires a steadfast commitment to self-reflection and a collaborative spirit.