GGU Faculty Member Blodwen Tarter Honored by GGU and Marketing Edge

Dr. Blodwen Tarter, Professor and Chair of Marketing and Public Relations at GGU, has been writing award-winning case studies in marketing since 2007.  Case studies ask students to analyze real-world situations and develop solutions in order to apply what they learn in classes. Her work has been consistently recognized by Marketing Edge, a national nonprofit organization committed to introducing and engaging professors and university students in the thriving business of marketing.  At GGU’s Spring 2017 commencement ceremony, she was presented with the annual Scholarship award, as selected by her peers on the full-time faculty.

This recognition was based on Dr. Tarter’s long-term track record of published outstanding case studies. In 2016, she was awarded two prizes by Marketing Edge in their annual case-writing competition, winning a Silver award for a case on Save the Redwoods’ campaign “Take a walk in the redwoods—on us!” and a Bronze award for a co-authored case about Pacific Gas and Electric. Here is an example of her work from Save the Redwoods’ campaign:

Save the Redwoods League is a nonprofit dedicated to preserving the diminishing redwood forests of California. In 2015, outdoor goods retailer REI launched a marketing campaign #OptOutside, which encouraged consumers to enjoy the outdoors on the day after Thanksgiving, rather than to indulge in the shopping frenzy known as Black Friday. Save the Redwoods League leapt on the opportunity to leverage REI’s national campaign by developing Free Redwood Parks Day, offering free park passes for all 49 redwood state parks for the day after Thanksgiving.  The case study details the speedy planning and implementation of the event, provides examples of the marketing assets, and shows how metrics confirmed the enormous success of the #OptOutside#IntoTheRedwoods. campaign. Students are then challenged to develop a campaign for the following year.

A key collaborator, the Redwood League’s Chief Communications Officer, Jennifer Benito-Kowalksi, is a 2004 graduate of GGU (MS, Integrated Marketing Communications) and a veteran of Dr. Tarter’s classes. The case features videos interviewing Benito-Kowalski.  An outdoor enthusiast, Blodwen was excited to work on this project.

More Awards in 2017

This year, Dr. Tarter was notified by Marketing Edge that a case about Shinola, a lifestyle brand headquartered in Detroit, is another award-winner. She and co-author Matt Fisher, an adjunct faculty member and student in GGU’s Doctor of Business Administration program, will present the case in October at the Marketing Edge annual conference.

We asked Blodwen Tarter to describe the attributes of an effective case study. She listed:

Builds judgment skills by including ambiguities
Has a well-written and compelling story
Requires solutions from the students without a single “right” answer
Often includes extraneous information to encourage critical thinking
Incorporates real data, if possible, about the subject organization
Demonstrates relevance to current marketing issues and practices

About Blodwen Tarter, PhD

Blodwen Tarter has more than 25 years of management experience in marketing, product and systems development (including website development and e-commerce), strategic planning, and operations management with an emphasis on financial services and information technology. Her employers and clients have included Mead (now RockTenn), Knight-Ridder, Charles Schwab, Ziff Corporation, Wells Fargo, and several Silicon Valley start-ups. At Golden Gate University, she teaches a variety of marketing courses, including marketing management, direct and database marketing, digital marketing and e-commerce, as well as new product development and consumer behavior.

Dr. Tarter holds a BA with Distinction and MA from Stanford University, an MBA in marketing and finance from the University of Chicago, and a PhD from Golden Gate University. She chairs the Marketing and Public Relations department in the Ageno School of Business and has received several teaching awards.


Request information about GGU’s Marketing  degrees and certificates >>

Ranking of Best Universities for Adult Learners Is “So Needed”

For the second consecutive year, Washington Monthly ranks Golden Gate University America’s #1 School for Adult Learners in its annual College Guide and Rankings. Forbes contributor Richard Eisenberg wrote that the Washington Monthly list “is so needed” [emphasis his] because of the sheer amount adult-learner students (nearly half of higher-ed enrollees), and how different their needs are from those under 25. For example, older students want flexible scheduling, online classes that fit their busy lives, as well as credit for life experiences that have been “classes” in and of themselves.

Eisenberg highlighted a few choice quotes from Washington Monthly’s hour-plus video seminar about adult education:

  • “The best colleges for adults tend to be regional public universities, private schools, and community colleges that U.S. News doesn’t even rank.”
    — Paul Glastris, Editor in Chief of Washington Monthly
  • “Today’s students are not all 18-year-olds walking into a brick building every day, with mom and dad sending checks.”
    –Courtney Brown, Vice President of Strategic Impact at the Lumina Foundation
  • “The environment for higher-ed programs that have a focus on older adults seeking purposeful engagement is still evolving as universities try to find the business model that works for them.”
    –Marci Alboher, Vice President, Strategic Communications, at Encore.org.

The participation of Encore.org in the video seminar is significant because of the organization’s mission of supporting meaningful second careers for older adults with resources such as the Encore Career Handbook.  Supporting second  (and first!) careers for adults has been fundamental to Golden Gate University’s mission for over 100 years, which is no small part of its #1 ranking.

Why GGU Was Ranked #1 by Washington Monthly

To compile the rankings, Washington Monthly reviewed data from the Department of Education’s Integrated Postsecondary Education Data System (IPEDS) survey, the department’s new College Scorecard database and the College Board’s Annual Survey of Colleges. The metrics that determined GGU’s rating include:

  • ease of transfer/enrollment
  • flexibility of programs
  • services available for adult learners
  • percent of adult students (age 25+)
  • mean earnings of adult students ten years after entering college
  • loan repayment of adult students five years after entering repayment
  • tuition and fees for in-district students

Related postGoing Back to School in your Mid-20s, 30s, or 40s–It’s Golden Gate University’s Specialty by Jelena Ristic Kelleher, JD, Interim Associate Dean and Director of Undergraduate Programs.

Accomplished Finance Professional Stays on Top of His Game at GGU

“Why would I go back to school? That’s what everyone asks me!” It’s a legitimate question for Marc Loupé, who has more than 25 years of experience and has worked in global-level roles in accounting and finance. After a few years at Deloitte as an external auditor, he progressed from positions in internal auditing, financial planning and analysis, and controllership roles. Most recently, he was CFO of AAA of Northern California, Nevada & Utah. As he transitions from corporate financial management to a consulting practice, he wants more education to keep performing at the highest level.

“When people are younger,” Loupé says, “they think they get a degree and finish their education. As people mature, they have a better appreciation that learning is continuous. You always want to stay on the top of your game, and the best way to do that is to be in (or close to) classroom interaction with other students and business counterparts.”

There is an ongoing requirement in business to communicate effectively and use current and proven tools to accentuate a presentation. There is always a missed opportunity to improve communication skills. You don’t want to fall back into habits that may not be effective.

GGU’s reputation in the accounting field—as well as its instructors who demonstrate their real-world application of theory—persuaded Loupé to start its master’s degree in accounting program. For example, the Accounting Research and Communication course informs students how to make presentations more effective by using technical tools with clarity. Loupé also notes: “It also helps one to consider the audience’s background and familiarity with the presented content.”

Loupé’s team was challenged to present a written and oral presentation about how Chipotle could raise its stock price after the E. Coli scandal. The group presented a solution that addressed marketing, supply chain, public relations, and product development. “We were taught the specific Excel automation commands that are useful to summarize data for an audience,” says Loupé. “I also learned from other students who used some of the newer tools, such as Prezi.”

Communication in Real-World Situations

Loupé says good communication is about being clear and succinct, noting: “A presenter should never conclude with the audience saying: ‘You lost me in translation.’” To present effectively, you need to listen and communicate so clients can engage in a conversation to achieve the ultimate answer. Ultimately, as financial and business consultants, we are solution providers.”


More about Mark Loupé

Marc Loupé is a Partner at CFOs2Go, which provides CFO advisory services in finance and accounting on an interim and consulting basis and recruitment for direct hire positions.


Request information about GGU’s Master of Science in Accounting program  >>

What Is the Best Executive MBA Program for Me?

By Terry Connelly, Dean Emeritus of the Ageno School of Business

Choosing an Executive MBA (EMBA) program turns out to a “multiple choice” question – and a good one. EMBA programs are offered in multiple shapes and sizes, in large universities and small, private and public, non-profit and for-profit, distinguished and ‘not so much’, in-person, online and hybrid – with variable lengths and depths, with little or substantial travel commitments, domestic and overseas or both, expensive and more expensive.

Making the right choice would seem to require an MBA degree in and of itself, in only to sift through all the marketing claims focused on convincing you why each program is “just right for you”!

What does “Executive” really mean?

Let’s instead start with a simple matter of definition – not of the “MBA” part at first, but rather of the key term: “Executive.” Too many prospective students associate that word with an idea of a sort of mid-career shortcut to a Master’s of Business degree that will help them climb to the next, narrower zone up on their career path. They confuse the Executive MBA with something like an “Executive” Golf Course designed for less-experienced (talented?) players. If that’s what you’re looking for in an EMBA program, you know one thing for sure: you’re not ready to pursue an EMBA!

The right understanding of the “Executive” aspect requires a focus on two factors: the folks who will be accepted as your classmate, and a level of effort expectations – of both your fellow students and the teaching faculty – that is commensurate with the knowledge leverage that assures that the “MBA”-part of the program provides for real career advancement.

The term “Executive” envisions a level of responsibility that goes beyond mere management of enterprise affairs to the ability to provide leadership in those affairs.

Learning from Peers

In the right Executive MBA program, you should expect to learn not just from a faculty that has more real-world experience than you have accumulated, but also from your fellow students, whose experience, taken as a whole, should have business knowledge on par with your own. And you should also be prepared to contribute your fair share of challenging, questioning and probing insights as part of the program – or again, you are not ready for a real EMBA!

The right school will select a class by making their admissions criteria clear, compelling and challenging. Years of managerial experience will be important but the most important factor should be ready for leadership roles, as certified by employers. Look favorably on EMBA programs that interview all applicants
that you will interact with and learn from. GGU students tend to be older, so you will most likely find a cohort of individuals who have accrued a certain amount of experience and success.

Look for Road-Tested Faculty

The best Executive MBA programs are ones in which you should expect to learn not just from a faculty that has more experience in enterprise (for-profit or non-profit, governmental or NGO) than you have, rather than just academic pedigrees. Whether full-time professors or part-time adjuncts, they should show a record of leadership involvement that, in stock-trading parlance, would be an “up-tick” to yours and your classmates. If not, give their EMBA program an “Incomplete” grade and look elsewhere. Since the first job of a leader is “define the reality” that your enterprise confronts, you can only learn this skill from real-world sources.

You are far more likely to find the business experience so critical to a good EMBA faculty in a private rather than a public institution, which must prioritize its tenured faculty privileges. All the better if it’s a non-profit school so that your place as a student is not outranked as a priority by the shareholders and the marketing directors.

In the right Executive MBA program, you should expect to learn not just from a faculty that has more real-world experience than you have accumulated, but also from your fellow students, whose experience, taken as a whole, should have business knowledge on par with your own.

Finally, look for diversity in both your classmates and the faculty, in terms of experience, background, race, ethnicity, and gender – as well as foreign as well as domestic home bases. Again, this will help you define reality in the future.

Location, Location, Location

When all the above boxes are checked favorably in your search for the best EMBA program, you may be surprised to find it closer to home or your job than you expected – maybe even near a public transit hub with good nourishment sites around in the neighborhood. You are going to spend many intense hours at school and you don’t want to add any more time getting fed or to and from your destination!

Curriculum

Check to see if the EMBA program itself integrates real-world, present tense problems into the curriculum. You and your classmates will savor the chance to put theory into practice on actual enterprise challenges that have yet to find a solution. The best EMBA programs will readily find enterprises willing to share these opportunities for problem-solving with their students, precisely because those programs will have earned a reputation for being a “cut above” than the others in terms of students, faculty, and ingenuity! And a “cut above” is what you want to be when you get your EMBA, isn’t it?


About Terry Connelly

Terry Connelly is an economic expert and Dean Emeritus of the Ageno School of Business at Golden Gate University. With more than 30 years experience in investment banking, law and corporate strategy on Wall Street and abroad, Terry analyses the impact of government politics and policies on local, national and international economies, examining the interaction of global financial markets, the U.S. banking industry (and all of its regulatory agencies), the Federal Reserve, domestic employment levels and consumer reactions to the changing economic tides. Terry holds a law degree from NYU School of Law and his professional history includes positions with Ernst & Young Australia, the Queensland University of Technology Graduate School of Business, New York law firm Cravath, Swaine & Moore (corporate, securities and litigation practice in New York and London), global chief of staff at Salomon Brothers investment banking firm and Cowen & Company’s investments, where he served as CEO. In conjunction with Golden Gate University President Dan Angel, Terry co-authored Riptide: The New Normal In Higher Education (2011). Riptide deconstructs the changing landscape of higher education in the face of the for-profit debacle, graduation gridlock, and staggering student debt, and asserts a new, sustainable model for progress. Terry is a board member of the the Public Religion Research Institute, a Washington, DC think tank and polling organization, and the Cardiac Therapy Foundation in Palo Alto, California. Terry lives in Palo Alto with his wife.


Request information about GGU’s advanced degrees in business >>

Learning from – and for – the Real World

by Amina Kasumov (MBA ’16)

I enrolled in Golden Gate University in April of 2014 with the hopes of obtaining my Master of Business Administration degree. I’m proud to say that as of April 2016 I am a Golden Gate University MBA graduate. In my time at GGU, I was able to explore many different facets of business through the diverse curriculum of the program, which gave me a well-rounded perspective on how to succeed in the real-world of business.

Though I obtained a great deal of value from all of the classes I was a part of and from the instructors that I was fortunate enough to be taught by, one class greatly resonated with me. In the fall term of 2015, I was part of a Management Leadership course taught by Professor Jeffrey Yergler. One of the learning outcomes of this course was to be able to “evaluate, support, and cultivate effective leadership approaches in organizational setting.” I recall one assignment where we were tasked with evaluating the significance of leading by example, and examining the approaches taken by certain companies in the process. For this assignment, I wrote about the importance of developing practices and maintaining a company culture that is consistent with the organization’s core values. I also reflected on the importance of leading by example, ensuring that values and actions were consistent from leadership to the lower ranks.

I was able to explore many different facets of business through the diverse curriculum of the program, which gave me a well-rounded perspective on how to succeed in the real-world of business.

The appointment of Uber’s new CEO, Dara Khosrowshahi, serves as a recent example of these issues. In the article that I saw in Recode,  he admitted that after over 12 years of being a CEO for Expedia, transitioning to this new appointment was a tough decision. He was also quoted saying: “I have to tell you I am scared.” What does this transparent response say about him as a leader? A frequently quoted management consultant, Peter Shaehan, explains that, “if you want a culture of creativity and innovation, where sensible risks are embraced on both a market and individual level, start by developing the ability of managers to cultivate an openness to vulnerability in their teams.” The tone that Khosrowshahi is setting in this early stage is already vastly different from what the company experienced with the previous CEO. It may be too early to tell what this new appointment will do for the company, but it seems that he is starting off on the right foot.

In the Management Leadership class, we also focused on similar hot topics in the news such as an article in the NY Times at the time about Amazon being a “bruising workplace,”  and participated in robust discussions about them. With students from different countries, different industries, and different levels of professional experience, we heard various perspectives on issues like these. One of my favorite things about this class experience was the insightful conversations that took place among the classmates. GGU’s diverse student body presents an opportunity for students to not only learn from the professors, but also gain valuable knowledge from the perspectives of their peers.

When I read about CEOs of world-renowned corporations stepping down or being scrutinized, or of decisions made by those in political leadership roles, I consider the classroom discussions that these events would inspire. I wouldn’t have been as able to assess these events the way I do today without the knowledge I gained in this course.

Another thing I appreciated about the classroom experience at GGU is how the courses are developed to provide valuable knowledge that can be applied to the real-world by evaluating real-world examples such as Uber and Amazon. In this class, many of our conversations were around the actions of CEO’s and other C-level executives of well-known companies—such as Toyota, Johnson & Johnson, GE and many others—and applying the theories we were learning directly to these examples.

Having completed my degree, I often think back on some of the conversations that took place in the classroom. When I read about CEOs of world-renowned corporations stepping down or being scrutinized, or of decisions made by those in political leadership roles, I consider the classroom discussions that these events would inspire. I wouldn’t have been as able to assess these events the way I do today without the knowledge I gained in this course.”

Dr. Jeffrey Yergler on the Management Leadership Course
“This course offers a unique approach to understanding who the leader is, the practice of leadership, and the impact of leadership on people and performance. By examining a number of leadership approaches, students are able gain specialized knowledge not only about which leadership approach would work best in a particular organizational setting but also the degree to which a particular leadership approach would be an excellent match for the student’s own exercise of leadership in their respective organizations.”

Request information about the MBA program >>

Dr. Dave Yeske: Financial Planning Evangelist and Leading Light

Dave YeskeThrough the years, Dr. Dave Yeske, CFP® has succeeded in this mission through national TV appearances, leadership of professional organizations, and writer. The Financial Planning Association® (FPA) has recognized him as one of the profession’s leading minds by awarding him their highest honor—The P. Kemp Fain Jr. Award (2017). He continues to spread the gospel of his field as Director of the GGU’s Financial Planning programs and Distinguished Adjunct Professor.

Helping Realize Dreams

During his career at the Paul Revere Insurance Group (now part of Unum), it was Yeske’s job to call on insurance brokers, stock brokers, and financial planners, representing his company’s portfolio of products. He recalls: “I gravitated to the Certified Financial Planner® (CFP) professionals who were using the financial and economic tools I’d learned in school, but in the interest of helping individuals and families achieve their dreams and goals for their lives. The financial planners worked with their clients over time, guiding them and being part of the process as clients realized their visions for the future.

My mission is to be a financial planning evangelist. I want to share the power of financial planning to transform lives for the better, and hold my professional community to the highest standards of conduct while they practice this power with and for their clients.

Inspired by these interactions, Yeske enrolled in a CFP education program and went on to open his own financial planning office. In 2010, Dr. Yeske earned a doctorate in finance from GGU. The investment strategy he pioneered—The Yeske Buie Approach—has been profiled in the Wall Street Journal.

Dr. Yeske endeavors to, “help foster the emergence of professionals who can practice at the highest level of competence. This means not only technical competence, but also the ability to understand their clients deeply, to develop strategies that are demonstrably connected to who their clients are as human beings, and to possess and use the skills necessary to be effective change agents in their clients’ lives.”


The Yeske Buie Approach
Read about The Yeske Buie Approach >>


Teaching and Research at GGU

Overseeing the Master of Science in Financial Planning (for those entering the profession and preparing for the CFP® exam) and the Master of Science in Advanced Financial Planning (for practicing CFPs looking to advance to the next level), Dr. Yeske endeavors to “help foster the emergence of professionals who can practice at the highest level of competence. This means not only technical competence, but also the ability to understand their clients deeply, to develop strategies that are demonstrably connected to who their clients are as human beings, and to possess and use the skills necessary to be effective change agents in their clients’ lives. These include advanced communication skills, coaching and facilitation skills, and the ability to think strategically. This focus permeates all of our classes and programs.”

Moving the Profession Forward

One of Yeske’s two primary areas of focus is to educate financial planners to be better versed in research-based writing and to have the skills to incorporate the results of financial planning research. Yeske contributed to this body of knowledge by co-authoring Evidence-Based Financial Planning: To Learn . . . Like a CFP with fellow GGU professor Elissa Buie, and by creating a GGU course called Evaluating Research: Understanding and Using Applied Research in Your Practice.

Yeske’s second main area of focus has been incorporating more science into the practice of financial planning by fostering closer ties between the worlds of practice and academia. “Academics understand how to conduct formal research, while financial planners, working on the front lines with their clients, know the critical questions that need to be answered,” he says. In his roles as Chair of FPA’s Research Center Team and Academic Advisory Council, Dr. Yeske says he “strove to build the connections that I knew would be so necessary to expand our body of knowledge in an evidence-based direction. It’s an essential partnership.”


Request information about GGU’s Financial Planning programs >>

Women in Leadership Event Includes Accomplished Genentech Professional

Hazel Blackhart (JD ’08), a GGU alumnae and Product Manager at Genentech, will be a panelist at the 5th Annual Women in Leadership event in October at GGU.

A biotechnology professional for over 14 years, Blackhart’s experience includes strategic partnerships, operations, patient advocacy, communications and people engagement. Her strengths are in the areas of teamwork & collaboration, leading & influencing, and drive for results.

Blackhart has held various legal positions at Genentech including Head of Global Product Strategy and Global Medical Affairs, Contracts. She was also a member of the company’s Intellectual Property law group.

In anticipation of the Women in Leadership event, we asked her what single piece of advice she would give to women in business. She says:

My one piece of advice to a woman entering a new career or extending her career would be to consider your areas of strength—balanced by the areas you want a challenge in. The right role for me has always been one in which I could leverage my areas of strength as a solid foundation with the opportunity to stretch, grow, and learn. Finding this right balance can be tricky and can take time, but it will set you up for success in the long run!

 


5th Annual Women in Leadership Event

Join Hazel Blackhart and other distinguished panelists as they share stories, tips, and insights on how to navigate a successful career. The event is open to the GGU community and the public. Admission to this event is free and refreshments will be provided.

Date: October 25, 2017
Time: 5:30 – 8 p.m.
Location: Golden Gate University, San Francisco [directions]

Agenda:

5:30 – 6:30 pm — Registration begins / networking
6:30 – 7:30 pm — Panel discussion and Q&A
7:30 – 8:00 pm — Post-panel networking

For more information about this event, please visit www.ggu.edu/women-in-leadership.

Get updates and share with friends: #GGUWomen.


GGU Finance Chair Co-Authors Study on Investment Decisions of University Employees

Dr. Andrea Anthony, Assistant Professor and Chair of the Finance and Economics Department at GGU, has co-authored a paper that was recently covered by Reuters. The study, Does the Source of Money Determine Retirement Investment Choices?, examines whether public university employees treat their “free money” differently from their “earned money.” In other words, it analyzes how the investment choices in the optional pension plan funded by the employer differ from the investment choices funded by employees themselves in voluntary salary reduction 403(b) accounts.

Dr. Anthony says: “One of the reasons why my co-authors and I wrote this paper is because 403(b) plans, on which the nonprofit and public sectors rely, have not been studied as thoroughly as 401(k) plans.” Based on data from Oregon State University, the paper found that the level of risk associated with voluntary, salary-reduction investments in 403(b) accounts is lower than the risk those same employees are currently taking in their employer funded 401(a) accounts.

Praising Dr. Anthony’s work in Reuter’s, James Saft wrote: “The study isn’t useful just because it demonstrates that we become more risk-averse if we feel it is ‘our’ money at stake, but also that it points out some fundamental flaws in the system in the U.S., which is dominated by self-directed retirement savings accounts in which the beneficiary makes the decision about how to invest…Retirement savers should be investing in equities and other high-risk, high-reward assets if they meet their own risk profile well, not avoiding them because it would be painful to lose what feels like your own hard-earned money.”

Dr. Anthony adds: “Mr. Saft’s analogy about picking your pocket at the race track and comparing how you spend what you think is your earned money compared to your free reward money is very perceptive. Investors should not base their risk preferences for investments with money entirely funded by their employer differently than those investments with money funded by forgone take-home pay. There are a number of reasons that could contribute to suboptimal retirement allocation and this study helps in identifying another potential behavioral bias.”

Does the Source of Money Determine Retirement Investment Choices? is available is available on SSRN.

About Dr. Andrea Anthony

Dr. Andrea Anthony is an Assistant Professor and Chair of the Finance and Economics Department. Before joining Golden Gate University, she spent two years at Oregon State University in Corvallis, Oregon as a tenure-track Assistant Professor of Finance. Anthony completed her Ph.D. in June 2014 at the University of Oregon in Eugene, Oregon. She earned her BBA from Gonzaga University in Spokane, Washington. Prior to pursuing her Ph.D., Dr. Anthony worked in several corporate finance roles with The Boeing Company at the company’s Seattle and Chicago locations. These positions included New Aircraft Finance and Contract Negotiation, Financial Planning and Analysis, Cost Estimating, Revenue Management, International Accounting, and Procurement Cost Analysis.


Request information about the Master of Science in Finance program >>

My Advice for Women in Business: Know What You Want and Ask for It!

By Helen Fanucci, ‎Global Windows Sales and Digital Transformation Leader at ‎Microsoft

The most important piece of advice I could give to women hoping to advance their career is to know what you want and ask for it.  On the surface, this may seem obvious and easy. However, asking assumes you know what you want. It also presumes that you’ve built some credibility in your organization so that others want to help you.  As an example of this, some studies have shown that women do not ask for raises as frequently as men do; and when they do ask, they often do not get them.  Globally the gender pay gap is 46% less pay for women. In the U.S. the gap is 20%.

Planning and Goals

The foundation of knowing what you want requires that you’ve taken the time to create a plan and goals for yourself. Your plan should include looking out 6-12 months with detailed actions on what you need to do. It should also include a 5-10 year plan that will be an outline and become clearer and more detailed as time progresses. Your plan should be based on your goals, values, personal priorities, and life situation. It is essential for those who have ambition to define outcomes to measure themselves by.

Your plan and associated goals become the lens through which opportunities and projects are evaluated. When you are given an opportunity, ask yourself: How does this opportunity enable me to achieve the goals I have? If it does not forward your goals, it is not a good opportunity for you at that time. Your plan will also provide a framework for prioritizing projects.

I mentor a woman who grew her salary by 28% in two years (by asking for multiple raises) and defined a new role that she created based on seeing an opportunity that the organization was not capitalizing on.

Connecting with People

As you reflect on what is needed to move your goals forward, you likely will think of individuals to connect with who can help you accelerate achieving your goals. This is where it becomes important to have clarity so you can ask for what you want. Most individuals I’ve managed do not ask for what they want because they have not defined it. As Lewis Carroll famously said: “If you don’t know where you are going, any road will get you there.”

Asking for What You Want

If you are asking your manager for a raise, promotion, or have an idea that you believe in and want to pursue, it is important that you are an individual who has delivered value and has built some credibility so that people take you seriously, listen, and are inclined to say yes when you ask.

To do this, deliver on the fundamentals and basic expectations of your role. Look for opportunities to deliver above and beyond what is expected. You are uniquely positioned in your role to see things that those above you and around you cannot see. Make recommendations based on your vantage point. Propose ideas and suggest how things can be done better and more efficiently. If you see a gap that you’d like to fill, define the role and its responsibilities and expectations and then ask to do it.

This really works! I mentor a woman who grew her salary by 28% in two years (by asking for multiple raises) and defined a new role that she created based on seeing an opportunity that the organization was not capitalizing on. She then suggested that she would be an ideal candidate for the role. During a recent reorganization, she got that role.


Special Event

Helen Fanucci will be a panelist at the 5th Annual Women in Leadership event at GGU in October. Join her and other distinguished panelists as they share stories, tips, and insights on how to navigate a successful career. The event is open to the GGU community and the public. Admission to this event is free and refreshments will be provided.

Date: October 25, 2017
Time: 5:30 – 8 p.m.
Location: Golden Gate University, San Francisco [directions]

Agenda:

5:30 – 6:30 pm — Registration begins / networking
6:30 – 7:30 pm — Panel discussion and Q&A
7:30 – 8:00 pm — Post-panel networking

For more information about this event, please visit www.ggu.edu/women-in-leadership.

Get updates and share with friends: #GGUWomen.


About Helen Fanucci

Helen Fanucci leads Windows Enterprise Sales for Microsoft and has held numerous sales and marketing roles at IBM, Apple Computer, and Sun Microsystems in Silicon Valley and London.

Building Leadership and Teamwork Skills at Golden Gate University

Jatin Jaiswal (MBA, Marketing Concentration ’17) made his way from India to Golden Gate University in part to take advantage of San Francisco’s innovative technology environment. He landed an internship at a local start-up called FinTech School where he applies skills he picked up at GGU such as SEO, email marketing, and social media. But he says a big part of his education has been learning how to collaborate with people with different backgrounds and personalities.

“The team exercises in my Team Dynamics and Managerial Analysis class were transformational for me, and I could see other people change too,” he says. The class was taught by Heather Cowan, who has held senior positions at Genentech and Autodesk where she currently serves as ‎Director of Learning and Organization Development. The students were assigned to groups of six with a balance of personality styles as measured by the Myers-Briggs Type Indicator. Each group had to work through a project starting with an informal kickoff meeting and ending with a group decision on a single course of action.

Jaiswal had his turn to lead the group during the project. “As a leader, you have to get the conversation started and keep it going. For example, you have to watch people that are introverted and bring them into the dynamic and be aware of their tendency to be agreeable. You learn to see the other side of a conversation and find out if there is something blocking progress—and then unblock it! I handle situations differently after taking the class. I take more time to think about what I am doing and understand my colleagues better.”

“The class was transformational for me, and I could see other people change too.”

As for the future, Jaiswal sees a huge opportunity presented by the San Francisco Bay Area tech environment for providing specialized consulting services to companies. “My business partner is from the Ukraine, and his culture is different, but we are working together towards a common goal.”

Jaiswal on Networking in San Francisco

“Steve Jobs said that people are there to help you and all you have to do is ask. In San Francisco, I had coffee with people from Salesforce just by writing them through LinkedIn.  You may not get a job, but it leads to the next thing. San Francisco is a very welcoming city, and you have access to all kinds of companies like Microsoft, Uber, and Tesla.”


Request information about GGU’s MBA program >>