Describe and discuss the role of documentation from the perspective of you using it as an external-independent CPA auditor, Accounting Information System homework

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1) Describe and discuss the role of documentation from the perspective of you using it as an external-independent CPA auditor or consultant.

2) Describe and discuss the role of documentation from the perspective of you using it as an internal accountant or internal auditor providing services within a company to help the end users of the company’s information system with making improvements.

3)   Assume you have been given the responsibilities you have described in questions 1 and 2 (above) which documentation tools would you use for each type of responsibility?  Which ones would not be the best tools to use for each type of responsibility and why?

GLOBAL MARKETING Short essay questions

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#1: Answer the following questions about product adaptation.

(A) Discuss the pros and cons of standardizing the product versus adapting the product to a market. Use examples to illustrate.

 (B) Discuss three major components of a product and their relevance to a product adaptation strategy.

(C) Discuss the two promotional strategies available to a firm using a product adaptation strategy.

# 2: Answer the following questions about consumer and industrial goods.

(A) What are three major differences between consumer and industrial goods? Use examples to illustrate.

(B) Discuss how each major difference between consumer and industrial goods impacts the selection of an international distribution channel.

# 3: Answer the following questions about price escalation.

 (A) Discuss five causes of price escalation. Use examples to illustrate.

 (B) Discuss the challenges price escalation causes for a company wanting to use a standardized pricing strategy.

 (C) Explain five ways to reduce price escalation

Strategic Communications Plan, assignment help

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For your final paper:
Strategic
Communications Plan
Include a
mission statement for an agency, you can chose a police, corrections, or
juvenile agency.
State the
purpose of the plan.
Development/Research
–
Develop
and explain a method that you would use to research the needs of the
agency.  Who and what you are targeting.
Will you
conduct Communication Audits, Surveys, Focus Groups, or other means to
determine your needs and gaps.

Develop
your outcomes:
Goals and
Objectives for the agency. ( Be Realistic and develop goals that are specific,
measurable, agreeable to the agency, and timely.) How you would organize the
communications (create a section, assign one person, create or hire a PIO?)
What are
your agencies current strengths or weaknesses, opportunities, what is the
perception of your agency with your stakeholders?

Stakeholders:
Identify
all stakeholders both inside and outside the agency.  Include elected
officials, victims, parents, neighborhoods, minority communities, faith based
organizations, etc.

Develop a
strategy:
Identify
short and long term strategies to include style, tone, spokesperson(s) means
and methods of distributing information or communicating your message. 
Don’t just say you will use social media.  Identify what you would use and
what types of messages you would use it for. 

Create a
Brand:
What will
your Brand look like?  Will you create an image everyone can identify
with, RCMP Mounties – red uniforms on horses, Marines – clean crisp sharp, etc.

How will
you implement your strategy?
Where
will you get funding?  Will you use a network of partnerships to establish
methods of sharing or borrowing resources?

Evaluation:
At what
points will you evaluate your plan.  Checkpoints for periodic assessment
to determine if you are achieving the desired effect.  Leave some room for
flexibility and changes.

Who will
be your main communicator?  PIO or CEO?  When would the CEO be more
appropriate than the PIO? 
Who and
how will requests for information under the FOIA be handled?
Will you
have a victims advocate that can address and assist victims?

In
addition to developing this plan, make sure you also explain your points. 
Don’t just indicate what you would do, but explain why you would do it.
Use
resources such as IACP.org, PERF – police forum.org, Police Foundation and
thinktanks like the PEW Foundation, etc. 
On the
last page of your paper site the resources you used.

How to create a full Budgeting and Analysis Spreadsheet for a Company?, accounting homework help

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Shortly after the end of the year, The Ice Cream Shack has compiled its actual sales and expense data for the prior year and wants to compare it to the budget. The owner was very excited about an increase in sales but could not understand why profits decreased during the year. He wants to see what areas of his business did better than expected and what areas need improvement.

The attached documents will explain the full assignment. The Word Document is the assignment and its parameters. The Excel Document is the template for the assignment. Please only do the 2nd part. Thank you!

Rhetorical Analysis of a Cultural Artifact

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Assignment Overview

For this essay, you’ll be conducting a rhetorical analysis of a cultural artifact. A rhetorical analysis breaks down a text into its smaller elements in an attempt to show how the text “works.” Analysis, as a process, can take many forms (psychological, sociological, economic, moral, scientific). But a rhetorical analysis of a cultural artifact is specific: it explains how the cultural artifact functions as a text (how its parts create meaning), and how well it achieves its aims.

Writing a rhetorical analysis can be more challenging than it seems, because it generally asks you to do three things: (1) figure out what the artifact is trying to accomplish, (2) identify what tactics are used to accomplish this, and (3) evaluate how well the artifact executes these goals. The assignment is based on the premise that all artifacts are aimed at a specific audience for a specific purpose. Your task with this assignment is to determine the goal of your artifact and to explore the strategies and devices used to achieve these goals.

In other words, you are being asked to select a cultural artifact and consider: What ideas are embedded in this artifact? How are these messages conveyed? Through what rhetorical means? What ideas, beliefs, or stereotypes are being represented through the rhetoric of the artifact?

Evaluate this artifact using what we’ve learned about rhetoric and rhetorical appeals. Who is the target audience for this artifact? What is the purpose? Does the artifact succeed in fulfilling this purpose? Keep in mind that there can be more than one audience or purpose. Are there appeals to ethos, pathos, and/or logos? If so, describe the different ways that you see these appeals working, using details, specifics, and examples.

It may also help to think about some of the more self-evident aspects of the artifact: what do you clearly see or hear? And, perhaps more importantly, what (or who) is being left out? Note that you do not need to answer all of these questions. You may want to pick and choose the ones that work best to support your central purpose. Remember that this paper should also be focused on one central purpose that is specific. It should also include lots of details, examples, and specifics. Lastly, your paper should include some evaluation on your part: Is the rhetoric of the message effective? What is its impact? How, if at all, do you think the artifact affects its audience?

Formatting guidelines

You paper should be 1500 words in length not including endnotes and bibliography. Please include no fewer than five references. Drafts and final paper must be typed, double-spaced with one-inch margins, and stapled. Do not fold the corners of your paper in lieu of a staple. Use 12 pt. font, preferably Times New Roman. Please do not include a title page or my name. Simply include your name, the semester, and the assignment (single-spaced) at the top of the first page. Citations should be formatted in accordance with either MLA guidelines.

Grading

When grading your paper, I will be looking for the following:

1) a compelling thesis;

2) well-organized and thorough research that lends credibility to your rhetorical analysis;

3) successful organization of your research into easily readable sections;

4) no fewer than five reliable sources;

5) adherence to the formatting guidelines detailed above, including complete and correct citations for all your sources;

6) careful attention to grammar, spelling, and paragraph construction.

TIPS / GUIDELINES FOR PERFORMING RHETORICAL ANALYSES

When you are asked to do a rhetorical analysis of a text, you are being asked to apply your critical reading skills to break down the “whole” of the text into the sum of its “parts.” You try to determine what it’s trying to achieve and what strategies are used to achieve this.

Reading critically means more than just being moved, affected, informed, influenced, and persuaded by a text. Reading critically also means analyzing and understanding how the text has achieved its effect.

Below is a list of questions to ask yourself when you begin to analyze a cultural artifact. Keep in mind that you don’t need to apply all of these questions to every artifact.

Questions FOR CONSIDERATION:

  1. What is the rhetorical situation? In other words, what occasion created the need for this artifact? Is the artifact in response to a specific event?
  2. Who is the author/creator? What was his or her intent? To explain or inform? To attack or defend? To exhort or dissuade? To praise or blame? To teach, delight, or entertain? Something else? Is there more than one purpose? Does the purpose shift at all throughout the text?
  3. Who is the intended audience? What values does the intended audience share? Are there any possible secondary audiences?
  4. If the artifact is persuasive, which of the persuasive appeals (logos, ethos, or pathos) predominates, and how do these appeals strengthen or weaken the argument?
  5. What is the general subject of the artifact? What is the thesis (the overall main point)?
  6. Is the artifact unified and coherent? Are there adequate transitions? How do the transitions work?
  7. Are there any fallacies or other weaknesses in the artifact? How do they affect the viewer’s response to the artifact? What kinds of assumptions are at work here? Are they fair assumptions?
  8. How does the writer develop his/her ideas? Narration? Description? Definition? Comparison? Analogy? Cause and Effect? Example? Why does the writer use these methods of development?
  9. How does the writer arrange his/her ideas? What are the patterns of arrangement? Particular to general? Broad to specific? Spatial? Chronological? Alternating? Block?
  10. Are devices of comparison used to convey or enhance meaning? Which tropes–similes, metaphors, personification, hyperbole, etc. does the writer use? When does he/she use them? Why?
  11. Are there any particularly vivid images that stand out? What effect do these images have on the?
  12. What tone does the artifact achieve? Do you react at an emotional level to it? Are important terms repeated throughout the artifact? Why?

When you write a rhetorical analysis, all you’re really doing is putting onto paper the strategies you discovered/ideas you came up with when reading the text critically. Remember, you do not have to cover all of these aspects when writing a formal rhetorical analysis. You must choose those elements that are most worthy of your (and the reader’s) attention. Awareness of how texts work will make you both a more critical reader and a more self-aware and effective writer.

Analysis, Evaluation, and Benchmarking

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Deliverable Length: 1,200-1,500 words + Excel spreadsheet
The financial team has been properly selected and charged to proceed with their analysis of EEV’s financial statements. In the course of their evaluation, they will be assessing the firm’s operating performance, benchmarking their competitors, and looking at the industry using financial ratios as their source of measurement. However, the chief executive officer (CEO) of Electronic Equipment USA agrees with numerous practitioners who promote the use of nonfinancial measures as well as financial measurements to evaluate the performance of a given firm. Nevertheless, Tony agrees that nonfinancial measurements can be valuable, and he tends to support the premise that when evaluating operating performance, benchmarking competitors, and comparing industry results, nonfinancial measurements have little measurable value.
The CEO of the parent company agrees with numerous practitioners who promote the use of nonfinancial measures as well as financial measurements to evaluate the performance of a given firm. Nevertheless, Tony agrees that nonfinancial measurements can be valuable, and he tends to support the premise that when evaluating operating performance, benchmarking competitors, and comparing industry results, nonfinancial measurements have little measurable value.
Tony has asked you to present a position paper comparing the effectiveness and reliability of using financial measures as opposed to nonfinancial measures. Include the following:
* Provide an analysis of the utilization of assets in terms of efficiency (or inefficiency).
* What are measurements associated with returns and activity ratios?
o Explain why you selected each specific measurement.
* Then, review the electronic equipment industry using financial ratios.
o Assess the firm’s operating performance against these ratios.
* Research the financial reports of 1 company in the electronic equipment industry, and compare it with the performance of Electronic Equipment Venture.
* Include an Excel spreadsheet to support your analysis.
* Use this information to support your position, and compare the effectiveness and reliability of using financial measures as opposed to nonfinancial measures.
View both the; the EEV balance sheet and EEV income statement provided, to support your work

Module 5: The New Branch, management homework help

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Primary Discussion Response is due by Friday (11:59:59pm Central), Peer Responses are due by Tuesday (11:59:59pm Central).

Module 5: The New Branch

In this module, players have complete control over all areas of operations and are challenged to hit a net worth goal of $50,000. (50 Turns).

To gain access to this module, please log into your McGraw Hill student account and select the MGMT 345 Master (Cape & Cullen), then select “Click here to launch MH Practice.” On the next screen, select “Assign & Play” to gain access to the various modules. Find “Module 5: The New Branch” on the list and select “Play Game.” From that point, follow the instructions in the simulation.

The board has tremendous faith that you are the right person to lead this new branch and is here to support you as best it can. If you have any questions, feel free to click the advisor panel in the top right-hand corner of the screen within the simulation. Now you have the opportunity to complete this challenge to earn a net goal of $50,000. Remember, as the boss, the entire operations process (securing contracts, acquiring raw materials, controlling production, fulfilling orders and managing employees) is under your control. You have up to 50 turns to accomplish and master this challenge.

Consider your results within the simulation. Please provide the warehouse manager a summative report of the main points of focus you wish to communicate regarding the challenge you just encountered. What realizations did you come to and when? Please respond with 200–300 words to the following questions: APA FORMAT

  • When scheduling production of your products, what were the key factors considered?
  • Why is the reputation of an organization so important?
  • How do your customers differ from one another?
  • What were your holding costs?
  • When scheduling production of products, what are the key factors to consider?
  • Based on your overall performance, what are your thoughts on your overall experience of the simulation program? Did application of the skills you have learned help you to maximize your ability to meet your customer needs?

Responses to Other Students: Respond to at least 2 of your fellow classmates with at least a 100-word reply about their Primary Task Response regarding items you found to be compelling and enlightening. To help you with your discussion, please consider the following questions:

  • What did you learn from your classmate’s posting?
  • What additional questions do you have after reading the posting?
  • What clarification do you need regarding the posting?
  • What differences or similarities do you see between your posting and other classmates’ postings?

For assistance with your assignment, please use your text, Web resources, and all course materials.

Critical Thinking

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Assignment Choice #1: Training Delivery

For this option, you will explore the importance of how training is delivered. Reflect on the best training program that you have ever attended. Write a two to three page paper that highlights the skills the trainer brought to the training. Include at least three resources to support your description of what was effective. The CSU-Global Library is a good place to find these resources. Ideas might include how the trainer built a positive environment and what approaches he or she used to support training for the group. Also, address the different learning outcomes used to support the training.

Make sure your paper is formatted and cited according to the CSU-Global Guide to Writing and APA Requirements.

Manifest Destiny and Territorial Expansion, assignment help

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1. Manifest Destiny and Territorial Expansion:

How did the acquisition of territory in the West ultimately contribute to the start of the Civil War? Be sure to include such factors as slavery, railroads, popular sovereignty, free soil, statehood, and balance of power within Congress. You will want to mention important events and milestones such as The Missouri Compromise, discovery of gold in California, the transcontinental railroad, the Compromise of 1850, “bleeding Kansas,”, and the Dred Scot Decision.

2. Civil War

What were the advantages and disadvantages of the North and the South at the beginning of the Civil War? Which of these specifically led to Northern victory and Southern defeat? Why did the war last so long and come at such a high price in human life? What is the most important reason why southerners failed in their bid for independence from the United States?

follow direction

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Part 1: Please introduce yourself to your classmates and consider such items as name, location, current employment, future goals, family, and hobbies.
Part 2: Within the Unit I Podcast, Chantell, Dayna, and Dr. Rogers discuss how technological improvements have led to an increase in remote workers and ways to connect with remote team members. Do you believe leaders can (should) use the same strategies to connect with remote workers as they would with an onsite team? Why, or why not? Be sure to explain and justify your position(s).
Please be certain to address Parts 1 and 2 in your response.

Unit I Podcast Transcript

(0:00-0:59)

CHANTELL COOLEY: Hello, I’m Chantell Cooley, owner and co-founder of Columbia Southern Education Group. Throughout this course, you will be hearing from myself and a few guests on different aspects of organizational behavior and leadership. I’m so excited for this time we have together, and we’ve got some great guests planned. With us today, I have Dr. Sonya Rogers, she’s an Academic Program Director in the field of business administration in organizational leadership. Dr. Sonya, we’re glad to have you. And, we also have Dayna Fuller. She is the director of Instructional Design and Technology, and Dayna will be moderating this session. Well, how are you, Dayna?

DAYNA FULLER: I’m doing great; thanks for having me, Chantell. I’m really excited about this opportunity to put a live recording in one of our courses. I think this will be really great for our students. So, I’m going to start off by asking Dr. Rogers to define organizational behavior for us.

DR. SONYA ROGERS: Okay, organizational behavior relates to the way a member or an individual within an organization may think, feel, or behave.

(1:00-2:04)

We’ve always been told how you think will affect the way you act. So, I think it’s very important that as we hire people to fit into the culture of our organization that we also connect with them regularly, and we make sure they are comfortable with their work expectations and that they feel they are true assets to that individual department that they work for and the company as a whole.

DAYNA FULLER: That makes complete sense. I know that’s something we talk about a lot when we’re hiring people, and fit, cultural fit, is huge. You want the people that you’re hiring to be happy about coming to work, and they need to know exactly what that culture is, and different cultures, you know, affect different people. It’s not always a good fit, but you figure that out. I think it’s also good to know what you yourself are looking for. So, students should be really thinking of that as they go through this course. What type of culture will they be looking for their careers?

So, actually, you know, there’s a lot in the textbook that can be really helpful, but there were four major challenges facing organizations that were mentioned.

(2:05-3:10)

DAYNA FULLER: One was technological change; one was globalization, and we also saw emerging employment relationships, and then finally, diversity. What are some best practices a company or CEO can implement to overcome these challenges for organizational that will face?

DR. SONYA ROGERS: I’ll start. For years, we’ve noticed that technology has changed tremendously. And, in many positive ways for any business, but as it continues to improve and change, we have to make sure it is not impeding or affecting the human relationships that can occur. Interactions within each member of an organization. So, we have to take every opportunity to communicate, whether it’s through Adobe Connect, through teleconferencing, or by phone call and not just use email as a means of communicating with stakeholders or members who work for an organization. And, then we have to make sure that if we have people who work for us at a distance, as companies are more prevalent to do today, that we know the culture and the background of that person’s place where they reside, and then we know that they understand, again, what is expected within that business.

(3:11-4:10)

So, we have to reach out regularly, and then we have to make sure that we continue to connect in different ways so that we feel united as a business and not just with people always at a distance, thinking and feeling in different ways about what they’re doing.

We know that people have different skillsets, different personalities, different ideologies, and even attitudes, so we have to make sure, as we see them being diverse, that we know how we can still pull them in and make them a true quality member of the business.

DAYNA FULLER: I think that’s so important, and very well-said, Dr. Rogers. Chantell, I know you’ve talked a lot diversity in the workplace, and you focus a lot on generational differences. Can you talk about how that’s been a challenge to the organization?

CHANTELL COOLEY: Well, of course, I like what you said, Dr. Rogers, you’ve got to really stay connected, and keeping your group, your employees, all together on the same vision, on the same page because if you don’t, everyone’s going to be doing their own thing.

(4:11-5:11)

And, one of things I’m really proud of is that our organization really stays in tune with that. We do the best we can; we’re not perfect, but we stay focused on the vision, and I think that’s very important. And, of course, we have all types, all generations working together. We do training on that because we all can give something, not matter what age we are. We can all help each other out. It makes a very function place to work. It’s becoming, that’s the wave of the future. If we don’t get connected with all generations, then it’s going to be a mess, you know. And, I think I totally enjoy working with the younger generation, and I hope they enjoy working with me, because I can give things I’ve been through and save years of heartache, and if we both work together, because the younger generation, they’re always giving great, new ideas, and I love it, and I think it’s just a part of it. So, as far as our organization, we really embrace it, and we train them on it. Being intentional.

DAYNA FULLER: That’s really good. Like you said, being intentional with diversity training. It’s so important for an organization, and with so many different generations in the workplace at one time, like you said, we have to find ways to bridge those gaps and come together.

(5:12-6:19)

I’d like to circle back to what you said, Dr. Rogers, about remote workers, I mean, that is something that is very much growing, and we have to find ways to keep engagement with workers and things like that. So, how is this field looking at that? Are they doing studies, things like that, on engagement with remote workers? Or, have you heard very much in the field about that?

DR. SONYA ROGERS: Well, it just seems that businesses are trying to make sure that they not only send that weekly or daily email to connect but they are engaging members in committees of some fashion, or they are asking them to attend meetings more than they were in the past. So, if they’re at a distance, it’s almost like taking an online class; they say you have to actually provide more intentional work than if they were live or face-to-face, so we have to do that with workers as well. We have to make sure that they don’t just have questions in their head, but if they have a question, they know they can respect leadership, they can trust leadership, and that support is there for them and that we have empowered them to use the tools and equipment we have given them, so that they can be successful, even though they are at a distance.

(6:20-7:19)

DAYNA FULLER: Very nice. Thank you so much. This unit also covers the importance of decision-making. The textbook even stated that decisionmaking is vital to an organization’s health, similar to how breathing is vital to a human being. Dr. Rogers, can you discuss the importance of decisionmaking at the executive level and your experience in this role?

DR. SONYA ROGERS: Yes, in my experience, I’ve noticed there are managers, and there are effective, wise, keen leaders. And, what I mean by that is managers often focus on tasks, where leaders often focus on individuals and human interactions and how the humans can make a difference within the business. So, I think what is important is that all leaders look at not only who they have as the core of whatever task they are trying to perform but that they know the needs of those people and reach out to them to connect with them and make sure that as they lead, they don’t just make decisions at the top by themselves. You know, a wise family, if we think the man as the head of the household, doesn’t just make all the decisions. He collaborated with his wife and even with the children.

(7:20-8:21)

I was often told while teaching middle school that you don’t just make decisions about tests. You ask the students, “What type of test would you like?” So, the more that they connect with everyone, they’ll get more support down the road and more buy-in. So, therefore, when they have a decision to make, it’s not one that a decision was just made from one’s perspective, but it looks at all the decisions that were made in the past, and if there is a problem, what did the problem stem from? If they can identify where the problem stemmed from, they can make better decisions moving forward. So, it’s not just a one-man show, it’s a group effort, I think.

DAYNA FULLER: I agree. I know that Chantell, you’re probably asked to make so many decisions every day. What’s your philosophy on decisionmaking? I mean, what’s your strategy to make sure decisions are sound and are serving your teams well?

CHANTELL COOLEY: I do love this because it’s very important that you connect all the way down, like you said, from the top to the bottom. An organization that doesn’t connect, you can see it because they don’t flow well, there’s disgruntled employees, and then it’s sad when, as owners, you don’t even know what they’re disgruntled about.

(8:22-9:19)

So, we do our best, and it’s not the easiest thing if you’re on the top level. You have to really make an effort. You have to very intentional about connecting. It takes time to connect. You’re connecting not with a task, but with a heart. That’s other people. And, when you make connections like that, it really changes lives. Also, it connect everybody together. And, one thing I like to do is I go and visit a department and talk to the leadership and find out some of the things that are going on, and I am surprised that I hadn’t heard this problem. So, then I know there is a problem and a gap in connecting because some personalities don’t connect as well as others, as I’ve learned. Do you all agree?

DAYNA FULLER: Oh, yeah.

CHANTELL COOLEY: And, so you have to be intentional whether you are an introvert or extravert. if you are in a leadership position. It is very vital to connect, and I think it makes you or breaks you, meaning that you’re either an average leader or above average leader. If you want to be an above average leader, you will connect all the way down. You will take time to walk around and connect.

(9:20-10:32)

I’ll never forget Walmart. What’s the guy’s name who owns and started Walmart?

DAYNA FULLER: Sam Walton

CHANTELL COOLEY: Same Walton, was it? You know what he really did, and it’s been so long ago so forgive me, but I think you’ll like the point, is that he would fly in during the different plants and walk around and say hi to the people that maybe just started working there.

DAYNA FULLER: And just hear what they had to say.

CHANTELL COOLEY: Yes.

DAYNA FULLER: And what their feedback was.

CHANTELL COOLEY: Yes. It created buy-in. People would be like, “Hey, I like working for someone body like this.” So, I think it’s extremely important, and we can forget it, get tired of it in all our work, be so busy, but we have got to realize if we want to get any projects done, it’s the people who get the project done. And, we can’t connect with the people, nothing’s going to get done.

DAYNA FULLER: There’s a reason why they say the people are our most valuable resources because, that is like you say, if you’re not connected with them, if you’re not talking with them, you may just be missing a big part of something that’s going on. I find, also in my leadership role, that observation is not enough. You cannot just observe and think you’re understanding what’s going on. You actually have to ask questions and get there out on the floor and talk to people because they might just be heads down that day. Why are the heads down?

(10:33-11:28)

Is the workload too heavy? Is there a personal thing going on? Is there a morale issue? When you start asking questions, things have a way of coming out, and now, you can have a real conversation to solve the issues together, and there’s that beneficial, that moment, where you benefited from that knowledge, and you move onto the next thing. It just makes the team more productive but it builds trust, and trust is important.

CHANTELL COOLEY: Of course, one thing I’ve noticed you do is that you, and of course, you as well, Dr. Rogers, you treat people how we want to be treated.

DAYNA FULLER: Yes.

CHANTELL COOLEY: And, we haven’t forgotten that. No matter how high we climb on the ladder of success, I still remember what it felt like to not be treated right. And, so I’m constantly keeping myself on target with that because we have to treat people how we would want to be treated.

DAYNA FULLER: That’s right.

CHANTELL COOLEY: And, if you’re over everybody, what you’ve got to do is that you have to push that down to all the leadership staff. Do you agree with all that?

(11:29-12:49)

DR. SONYA ROGERS: I just have this one story that always comes to my mind within my current position. A janitorial worker, I guess you would call, and said, “Every day, you smile at me, and you treat me like I’m the president.”

DAYNA FULLER: That’s very, very nice.

DR. SONYA ROGERS: To me, that’s how I see everybody. We’re all the same. Another point to being trustworthy is that being visible, and I think that as we mentioned earlier about being global, if you can’t be visibly faceto-face, there for that person every day where they can’t just walk into your office and speak to you, that’s why you have to take that time Chantell was mentioning, and make those phone calls. I’ve had people say, “I did my best not because I want to succeed, but because I want you to succeed.”

DAYNA FULLER: Because they see you. See, I feel the same way. I think that that does lead to success. You know, we’re talking about connecting, but maybe someone doesn’t understand what that means. As a leader, if you don’t feel just a little bit guilty every day because you didn’t talk to one person on your team, you didn’t get to that remote worker, you didn’t pick up that phone, you passed your team because you were going to three other meetings, and you just kind of waved, but you didn’t stop to talk to them. You know, if you don’t feel guilty about those things, you’re not really an assertive leader. But, I do. I can’t do it every day, and I know there are days when I go home and think I did not connect as much as I really hoped to, but I have that sense that I can do better the next day, and I should do better the next day.

(12:50-13:50)

And, if you’re not feeling that way, you’re just shutting the door to your office, and you’re thinking that everybody can just figure it out on their own, you’re probably in the wrong role because leadership is serving. It’s serving others, and I think people forget that sometimes.

CHANTELL COOLEY: You’re hitting on something very powerful that makes you go from an average to above average leader. I really want a leader who checks on me and just makes sure I have my questions answered and then lets me work and move forward. But I can always check in and feel like I bond with them.

DAYNA FULLER: The door is always open. Because, I mean, and it really should be. You’ve got to look up from that paperwork and come around from your desk. You’ve got to sit at the table with them. Those are really important things.

This has been a great conversation. Very real. Very authentic. We know this is just a way to, hopefully, connect with students about what they’re learning. And, in this case, I think this is probably our last question for this
podcast, but Dr. Rogers or Chantelll, do either of you have any closing comments on today’s discussion?

(13:51-15:25)

CHANTELL COOLEY: I really liked what we talked about today. I think it’s really powerful, and especially if you’re going to own your own company or if you’re climbing the ladder of success, just be real. You know, and I loved what we talked about with the remote workers. Check with them. Act as if they are right with you. And, I think you do a really good job with that. Is you, Dayna, you reach out, you connect, as if they were here because it just makes a difference.

DAYNA FULLER: It really does. The thing with the remote workers is that we have a great team, and they spend so much time on the phone. I mean, you can’t walk by offices here and not see headphones on everybody and conversations going on because, it’s almost like you said, they are right in the cube next to you. You want to make them feel that even though they are in their home office, you know in another state, that they know the culture if here, they can get an answer to any question, and they feel that they are part of this organization and part of this team. Because, going back to what Dr. Rogers says, you make people feel that way, then they in turn, are going to be better performers, and they’re going to serve you well. So, your team will be strong.

DR. SONYA ROGERS: I think this is a very interesting course, and students will be able to take the concepts and apply it to any work setting. So, it will be beneficial no matter what age, no matter where they live, and no matter where they work.

DAYNA FULLER: Well, thank you both so much for being part of this great discussion. I enjoyed moderating.

CHANTELL COOLEY: I’ve enjoyed it. It’s been exciting, and I think that you can take some of these key things—they’re so simple—and you apply them, you’re definitely going to be an above average leader.