Becoming a More Complete Professional (2/2)

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professionals

Part one (1/2) is here

To improve my competency, I shall:

  • Complete Module 2 Competency 2 Assessment in text on pg. 119;
  • Read articles daily on leaders experienced in working & managing across functions;
  • Read at least one book yearly on the subject of working & managing across functions;
  • Read the book “Lift: Becoming a Positive Force in Any Situation”;
  • Research companies and plan in the next three months to interview several managers about cross-functional leadership experiences;
  • Visit companies reputed to excel in leading cross-functional teams;
  • Surround myself with seemingly positive, “purpose-centered, internally-directed, other-focused, and externally open,” talent because these people tend to catalyze team growth.
  • Work to develop a purpose-centered, internally directed, other-focused, and externally open approach for myself as I grow more versatile working across different functions. Expand my LinkedIn network—at least one new connection weekly—to perhaps include professionals with branding expertise in working & managing across functions.

Figure 1-2—Competing Values Framework for Positive Influence.

OTHER-FOC– USED

I recognize others as “people with legitimate needs.

EXTERNALLY OPEN

My malleable traits inspires eagerness to learn.

INTERNALLY DIRECTED

I identify integrity gaps and seek to close them all.

PURPOSE-CENTERED

I value the privilege to create “extraordinary results.”

(4) Career Goals
This section identifies career goals, accompanied by a short, medium, and long-term action plan for achieving each goal.

Each set of goals (short-term, medium-term, long-term) relies on an analytical framework instantiated by the acronym SMART.

SMARTSpecific, Measurable, Attainable, Relevant, and Time-Bound—formulates a “guideline”—to implement the action plan for each set of goals.

Short-Term
My short-term goal to become a financial analyst assumes the following action plan:

SMART Goals—Short-Term Implementation Plan.
  • Obtain MBA in Financial Management with Project Management Certificate by Nov. 2016;
  • Promptly read & complete every assignment for all classes each trimester;
  • Visit Rudin Center at Iona for tutoring;
  • Meet with professors weekly throughout trimester;
  • Read yearly at least 5 business/finance-related books;
  • Read daily from Wall Street Journal & E*Trade Websites;
  • Follow daily NYSE, NASDAQ, and Stock Market Watch financial trends;
  • After Spring Trimester 2016, begin preparing for Certified Financial Analyst (CFA) Exam;
  • Commence preparation after successfully completing at least two MBA Finance courses;
  • Take accredited CFA prep course, e.g. New York Society of Security Analysts (NYSSA)
  • Invest at least 300 hours of focused preparation for each level—CFA levels I-III.
  • After Spring Trimester 2016, begin seeking internships;
  • Apply for financial internships after successfully completing at least two MBA Finance courses;
  • Attend Iona career service seminars/exhibitions at the start of Summer I 2016 Trimester;
  • Visit Iona’s career development for career counseling & resume revision;
  • Follow Jim Collin’s “Good to Great” Three-Circles Strategy—cost-benefits Venn Diagram that pinpoints favorable overlap in three areas:
  • Talents;
  • Profitability.

Medium-Term
Over the next 10-20 years, my goals as a financial hedge fund analyst might include:

SMART Goals—Medium-Term Implementation Plan.
  • Start in investment banking, and after 5-7 years apply to hedge fund company;
  • Keep abreast daily of hedge funds news, e.g., Hedgeweek, FIN Alternatives, etc.
  • Consider complementing credentials with Series 7 Certification (5-7 yrs.);
  • Take accredited Series 7prep course—Agent Broker (AB) Training Center.
  • Study every single Series 7 test question available.
  • Networking with successful analysts, traders, and stockbrokers in the business
  • Receive securities training from Securities Training Corporation (STC).
  • If successful, climb echelons from trader & analyst to hedge fund manager (17+ yrs.);
  • Emulate, study, and learn from successes of company hedge fund manager;
  • Contact & network with at least one local hedge fund manager per month;
  • Read at least 5 books annually on hedge fund management.
  • If successful as hedge fund manager, possibly seek to become an accredited investor. (20+)
  • Network/learn tricks of the trade working with institutional investors in business;
  • Read daily from/about billionaire investors—e.g., Kevin O’Leary, Mark Cuban, Robert Herjavec;
  • Watch Shark Tank almost weekly, during limited leisure time.

Long-Term
If successful (and alive/healthy), goals 30+ years into career might include:

SMART Goals—Long-Term Implementation Plan.

  • Possibly advancing to CEO of a national financial company (30-35+ yrs.);
  • Re-read this PDP and consult all pertinent literature cited;
  • Repeat all earlier steps contained in this PDP;
  • Network with local CEOs and glean their expertise;
  • Read about and inquire from CEOs on leading teams before seeking CEO status;
  • Read five books yearly on successful CEOs.
  • Perhaps becoming a wealthier investor beyond mere accredited status (35-45+ yrs.);
  • Repeat all steps about accredited investors from Medium SMART goals;
  • Philanthropy—charities to churches & universities (45+ yrs.);
  • Re-familiarize with Federal Tax Code and laws involving charitable deductions;
  • Meet with tax lawyers, CPAs, successful philanthropists, e.g., Robert V. La Penta before charity;
  • Using finances to build churches & universities (45+ yrs.)
  • Entrepreneur of an investment company (45+ yrs.);
  • Applying everything learned from books, connections, and 40+ year practical experience;
  • Retirement—travel the world (50-55+ yrs.).

(5) Summary

Synopsis:
This PDP explored the following subjects:

  • Keirsey Personality Assessment—tests which helped to identify, if true, my strengths and weaknesses as consistent with the ENTJ type or Rational Fieldmarshal temperament.

If true, my ENTJ strengths perhaps include:

  • Intelligence—logical thinking, mental acuity/stamina, verbal ability;
  • Inquisitiveness—love of knowledge, intellectual growth, and all learning;
  • Industriousness­—hardworking enthusiasm in pursuing all ambitions;
  • Leadership—inspiring others via encouragement, intelligence, optimism, & work-ethic.

However, Keirsey also revealed some relevant weaknesses, which if accurate, may include:

  • Perfectionism—self-critical, workaholism which may impede time-management;
  • Aggressiveness—expressive, perhaps controlling tendency intimidating to others;
  • Communicationblunt, unfiltered speech; often abstract, complex, & verbose;
  • Dispassionateover-analytical, may seem detached, emotionally intolerant of self & others.
  • Work Suggestions for Improvement—developing strategies to overcome plausible ENTJ weaknesses in advancing toward “master manager” status while working with others.
  • Core Competencies Section—addressing key strengths/weaknesses in competencies due perhaps to suggested personality and inexperience for self-improvement. Our MBA 500 text illustrated these competencies.

Possible strengths include:

  • Negotiating Agreement & Commitment;
  • Communicating Honestly & Effectively;
  • Managing Groups & Leading Teams.

Possible weaknesses include:

  • Understanding Self & Others;
  • Mentoring & Developing Others;
  • Working & Managing Across Functions.
  • Career Goals—our concluding discussion outlined career goals, followed by SMARTSpecific, Measurable, Attainable, Relevant, & Time-Bound—action plan analysis for short, medium, and long-term periods.

Purpose:
Ultimately, this PDP provides a comprehensive self-improvement plan in my lifetime journey toward attaining near “master manager” status.

Bibliography References
See Keirsey, David, “Please Understand Me II—Temperament, Character, Intelligence”, Prometheus Nemesis Book Company, Del Mar, CA, 1998, p. 20.
See Baron Renee, What Type Am I? Penguin Books, 1998, p. 46; See Keirsey, David, “Please Understand Me II—Temperament, Character, Intelligence”, Prometheus Nemesis Book Company, Del Mar, CA, 1998, p. 20; See Schwartz, Deborah, P., Collaborate: Understanding self and others, PowerPoint—Keirsey # 2, p. 29, 32. See BSM Consulting, Inc., “Portrait of an ENTJ—The Executive,” 1998-2015, p.1, http://www.personalitypage.com/ENTJ.html; See Graphiq, Inc, “Personality ESTP v. ESTJ Personality Comparisons, pp. 1-2, http://personality-types.careertrends.com/compare/9-16/ESTP-vs-ENTJ; Keirsey.com, Portrait of the Rational (NT), p. 1, http://keirsey.com/4temps/rational_overview.asp.

See Keirsey, David, “Please Understand Me II—Temperament, Character, Intelligence”, Prometheus Nemesis Book Company, Del Mar, CA, 1998, p. 197.
See Career Planner.com, “Description of Personality Type: “ENTJ” (with Extraverted Thinking and Introverted Intuiting)—All About the ENTJ Personality Type, p. 1, http://www.careerplanner.com/MB2/PersonalityType-ENTJ.cfm.
See Keirsey, David, “Please Understand Me II—Temperament, Character, Intelligence”, Prometheus Nemesis Book Company, Del Mar, CA, 1998, p. 20.
See Merriam Webster, “Intelligence,” http://www.merriam-webster.com/dictionary/intelligence, 2015, p. 1.
See O*NET OnLine, http://online.onetcenter.org/find/descriptor/browse/Abilities/#cur (Accessed January 27, 2016).
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See Baron Renee, What Type Am I? Penguin Books, 1998, p. 46; See Schwartz, Deborah, P., Collaborate: Understanding self and others, PowerPoint—Keirsey # 2, p. 29, 32.
See Truity Psychometrics, LLC, “ENTJ The Commander—ENTJ In a Nutshell,” http://www.truity.com/personality-type/entj, 2012-2016, p. 1; See Career IQ, “ENTJ—Frank, Like to Lead, Logical, Decisive,” 2010, 2016, p. 1, http://career-iq.com/entj/.
See Keirsey, David, “Please Understand Me II—Temperament, Character, Intelligence”, Prometheus Nemesis Book Company, Del Mar, CA, 1998, p. 20.

See Schwartz, Deborah, P., Collaborate: Understanding self and others, PowerPoint—Keirsey # 2, p. 29, 32.
See Michael W. Staib—Linkedin Profile.
See O*NET OnLine, “Summary Report for: Financial Analysts,” p. 2.
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See Personality Max, ENTJ Personality—The Chief, p. 3, https://www.personalitymax.com/personality-types/entj-chief.
See Dweck, Carol, S, Ph.D, “Mindset—The New Psychology of Success, How We Can Learn to Fulfill Our Potential,” Random House, Inc., 2006, 2008.
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See BSM Consulting, Inc., “Portrait of an ENTJ—The Executive,” 1998-2015, p.1, http://www.personalitypage.com/ENTJ.html.
See Baron Renee, What Type Am I? Penguin Books, 1998, p. 107.
See James Kouzes and Barry Posner, “The Leadership Challenge”, San Francisco: Jossey-Bass Pubs, 1997, p. 22
See Jane M. Moraski, Lieutenant Commander, “Leadership: The Personality Factor,” United States Marine Corp., United States Navy, 2001, p. 15-16 http://www.dtic.mil/dtic/tr/fulltext/u2/a401567.pdf; See H. Jackson Brown, Jr., Life’s Little Instruction Book, Nashville: Rutledge Hill Press, 1991, p. 188.
See Bob Sullivan, “Memo to Work Martyrs: Long Hours Make You Less Productive,” January 26, 2015, pp. 1-2, http://www.cnbc.com/2015/01/26/working-more-than-50-hours-makes-you-less-productive.html.
See Quinn, Robert E., Sue R. Faerman, Michael P. Thompson and Michael R. McGrath, Becoming a Master Manager, Sixth Edition, John Wiley & Sons, Inc., New York, NY, 2015, p. 316, 318, 320-21.
See Steven Covey, “The Seven Habits of Highly Effective People,” Simon and Schuster, 2004; See Richard Koch, “The 80/20 Principle: The Secret to Achieving More With Less.”
See R. Kent Hughes, “Disciplines of a Godly Man” p. 147.
See Graphiq, Inc, “Personality ESTP v. ESTJ Personality Comparisons, pp. 1-2, http://personality-types.careertrends.com/compare/9-16/ESTP-vs-ENTJ.
See Schwartz, Deborah, P., Collaborate: Understanding self and others, PowerPoint—Keirsey # 2, p. 29, 33.
See Id. at 29, 33; See Schwartz, Deborah, P., Preliminary Mark-up Comments, December 11, 2015.
See Choiniere, Ray, Presidential Temperament (Keirsey Temperament Theory)—Video; See Weisman, Jerry, Presenting to Win, FT Press, 2008, p. 167.
See Baron Renee, What Type Am I? Penguin Books, 1998, p. 107.
See MyPersonality.Info, “Personality Types—ENTJ – The “Chief,” 2007-2016, pp. 1-2, http://www.mypersonality.info/personality-types/entj/; See Western Nevada College (WNC), “The 16 Personality Types,” 2016, p. 1, http://www.wnc.edu/mbti/16_personality_types.php.
See Jason A. Colquitt, Jeffery A. LePine, Michael J. Wesson, “Organizational Behavior—Improving Performance and Commitment in the Workplace,” 4th Edition, 2015, p. 39.
See Neiris Analytics Limited, 16 Personalities—ENTJ Personality (“The Commander”), 2011-2016, p. 4, http://www.16personalities.com/entj-personality.
See Personality Playbook, “ENTJ,” p. 2, 4, http://personalityplaybook.com/the-16-types/entj/.
See University of Saskatchewan—Student Employment & Career Centre,“ Myers-Briggs Type Indicator (MBTI) ENTJ,” p.7, http://www.davidson.edu/Documents/Administrative%20Department/Career%20Development/MBTI/ENTJ-Profile_072715.pdf
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See Weisman, Jerry, “The Power Presenter: Technique, Style, and Strategy from America’s Top Speaking Coach,” John Wiley & Sons, Inc., 2009, p. 222-23.
See Shirzad Chamine, “Positive Intelligence—Why Only 20% of Teams & Individuals Achieve Their True Potential And How You Can Achieve Yours,” p. 35-36; 56.
See Baron Renee, What Type Am I? Penguin Books, 1998, p. 107.
See Steven Covey, “The Seven Habits of Highly Effective People,” Simon and Schuster, 2004.
See Neiris Analytics Limited, 16 Personalities—ENTJ Personality (“The Commander”), 2011-2016, p. 1, 5, http://www.16personalities.com/entj-personality.
See Heizer, Jay and Render, Barry, Operations Management, Eleventh Edition, Pearson, 2014, p. 219.
See William Oncken, Jr. and Donald L. Wass, “Management time: Who’s got the monkey—an analogy that underscores the value of assigning, delegating, and controlling,” Harvard Business Review, 1974, pp. 75-80.

See Laura Stack, Time Management for Leaders: How to Get Everything Done and Still Leave the Office Early, Video.
See Katzenbach, Jon R. and Douglas K. Smith, The Wisdom of Teams: Creating the High Performance Organization, Harper Collins, New York, 2003, p. 140;
See University of Saskatchewan—Student Employment & Career Centre,“ Myers-Briggs Type Indicator (MBTI) ENTJ,” p.7, http://www.davidson.edu/Documents/Administrative%20Department/Career%20Development/MBTI/ENTJ-Profile_072715.pdf
See Quick, Thomas, L., “Successful Team Building,” American Management Association, New York, p. 76-77.
See Bell, Arthur, & Smith, Dayle, Learning Team Skills, 2nd Edition, Prentice Hall, 2011, pp. 36-7.
See University of Saskatchewan—Student Employment & Career Centre,“ Myers-Briggs Type Indicator (MBTI) ENTJ,” p.7, http://www.davidson.edu/Documents/Administrative%20Department/Career%20Development/MBTI/ENTJ-Profile_072715.pdf
See Baron Renee, What Type Am I? Penguin Books, 1998, p. 107.
See Quinn, Robert E., Sue R. Faerman, Michael P. Thompson and Michael R. McGrath, Becoming a Master Manager, Sixth Edition, John Wiley & Sons, Inc., New York, NY, 2015, p. 291.
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See Becoming a Master Manager 6th Ed. Instructor’s Manual: Competency Questionaire, pp. 2-15

See Quinn, Faerman, Thompson, McGrath at 48; See Truity Psychometrics, LLC, “ENTJ The Commander—ENTJ In a Nutshell,” http://www.truity.com/personality-type/entj, 2012-2016, p. 1; See Western Nevada College (WNC), “The 16 Personality Types,” 2016, p. 1, http://www.wnc.edu/mbti/16_personality_types.php.
See Schwartz, Deborah, P., Collaborate: Understanding self and others, PowerPoint—Keirsey # 2, p. 29, 32; See MyPersonality.Info, “Personality Types—ENTJ – The “Chief,” 2007-2016, pp. 1-2, http://www.mypersonality.info/personality-types/entj/; See Career IQ, “ENTJ—Frank, Like to Lead, Logical, Decisive,” 2010, 2016, p. 1, http://career-iq.com/entj/; See Investopedia, “Groupthink—Definition,” 2016, p. 1, http://www.investopedia.com/terms/g/groupthink.asp.
See Quinn, Faerman, Thompson, McGrath at 48.
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See Quinn, Faerman, Thompson, McGrath at 79.
See Becoming a Master Manager 6th Ed. Instructor’s Manual: Competency Questionaire, pp. 2-15
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See Linne, Larry G., Sitkins, Patrick, “Brand Aid—Taking Control of Your Reputation Before Everyone Else Does,” Prentice Hall Press, 2013, p. 88; See Gary Armstrong, Philip Kotler, “Principles of Marketing, sixteenth edition,” 2016, 2014, 2012, Pearson Education, Inc., p. 256-259.
See Quinn, Faerman, Thompson, McGrath at 322.
See CFA Preparation—NYSSA.
See CFA Institute, CFA Program Course of Study; See CFA Institute, CFA Exam Results.
See Collins, Jim, Good to Great—Why Some Companies Make the Leap & Others Don’t, Harper Collins, 2001, pp. 94-96.
See De Chasare, Brian, “Should You Start Out In Private Equity or at a Hedge Fund Rather Than in Investment Banking,” M&I, Mergers & Inquisitions, pp. 1-2, http://www.mergersandinquisitions.com/start-on-buy-side/.
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See Wilson, Richard, 10 Steps to a Career in Hedge Funds, Investopedia, LLC, 2016, pp. 1-4, http://www.investopedia.com/articles/financialcareers/08/hedge-fund-career.asp.
See General Rules and Regulations, Securities Act of 1933 §230.215 (1933).

1 Comment
  1. Michael W Staib says

    Thank you, always, dearest Angie, for publishing my writings! Michael

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