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Title: Discuss your three most significant professional accomplishments Why do you view them as such

Total Pages: 2 Words: 574 References: 0 Citation Style: APA Document Type: Essay

Essay Instructions: Discuss your three most significant professional accomplishments. Why do you view them as such?
Limit to two typed pages (double-spaced) per response

Here is some background of my work experience, let me know if you need any additional information.

The three I am most proud of would be

1. Seeking out and obtaining investment capital for 2 RE projects, one with Snake River Development and the other with Cannon Investing. This is an accomplishment because it had become increasingly difficult to find investment capital of any kind. I would have to build pro forma's and approach potentials investors with the projects explaining why in this current economic environment it was a good investment. The first one with Snake river occurred as the market was just beginning to unravel so it wasn't as difficult and it was of a smaller nature being roughly a 3 million dollar project. The Cannon Investing project would prove to be much more difficult occurring well after the market collapse and it was much larger in nature being roughly a 14.5 million dollar project.

2. Writing a piece of legislation which was adopted in to the Utah County Comprehensive Plan. I feel this is one of my accomplishments because after I went to work for Cannon Investing there was a large project which myself and another partner were working on in Utah County. This was to be a master planned community which encompassed 400 acres. Due to the lack of density in the current zoning laws it would have made the project unfeasible. After months of work with county officials and the planning office we were able to show them that changes needed to be made to the current zoning laws to make it possible. So I took the task of writing up a new code which would enable the development of such a project in the county where nothing like this had ever been done before. Eventually the language which was written was included in the comprehensive plan and our project was zoned to allow the density and the type of development we envisioned.

3. Lastly when the systemic market collapse of the Real Estate market was just beginning in 2007 I was able to see the writing on the wall, and even though funding had been obtained for the project and funds had just gone into the business accounts, I then decided to return the money to the investors because end game for the project took a dramatic turn for the worst in a very short period of time. So during Sept. 2007 after less than a month of having the money in the accounts I returned the money to the investors after we agreed that it was the best option to unravel the deal due to changing market conditions. I feel this is one of my most significant accomplishments because it shows to my character that instead of attempting to fight what regardless of what I would have done would have been a losing battle I chose to return the money. I was ultimately proven right as the RE market in Teton County (where I was working) immediately there after cratered and has been dead since with no hope for recovery on the horizon.

4. If you think this is better than any of the ones above, I would also say my rapid promotions while at wells fargo would be one. During my 16 months there I was promoted 4 times and went from making $12 an hour as a teller to making a base of $57,000 which with bonuses could move as high as $100,000. During this time frame I also obtained my securities licensing. I'm proud of this because it was a risk and a significant step down from where I was working before, but I wanted to get experience in the financial banking world and working at wells fargo would give me the experience of seeing finance from the other side of the table. I am confident in my abilities and I knew that I would be able to advance quickly. During my time there I was the top banker every quarter in which I was a banker in my district. Additionally I was always one of the top in the entire northwest region.

Wells Fargo

October 2009-February 2011

Teller - October 2009 - November 2009(They wanted to hire me as a banker but didn't have any positions available at the time so I was given a "holding" position as a teller) $12/hr big step down but it was a way to get my foot in the door

Personal Banker - November 2009- September 2010 (Was one of the top 3 bankers in the state of Washington each quarter I worked in this position, always number 1 in my district. I was put into the licensed banker program starting in July. That program is considered a promotion

Registered Personal Banker 2 - September 2010 - February 2011 (Was the top 3 in the Northwest region and number 1 in the state of Washington)

Roles -

Managing personal and business assets

Determining customer needs

Originating loan instruments

Working with my Wells Fargo partners to meet needs of the business

Recommended and referred investments


Cannon Investing & Acquisitions

October 2007-October 2009

Developer/Consultant

Creating a Pro Forma of potential cost and sales projections

Sought out and obtained initial investment capital

Worked closely with government officials on eventual zone change

Wrote and submitted a revised comprehensive plan for Utah County which was approved by the county commissioners, this was done because the existing code was not structured in a way which would have allowed the development to go as we envisioned

Worked with various aggregate companies to negotiate a mining contract for them to pay us to move soil off our project land as opposed to paying for cut and fill

Coordinated with neighboring developers in the creation of a new water district

Worked with Geo-thermal companies to explore the concept of putting a geo-thermal power plant on the hot springs which are site (prospects are good!)

Found and hired one of the best land planners in the country for the New Urbanism feel

Snake River Development Group LLC

April 2007-September 2007

Real Estate Developer

Roles-

Finding potential development sites

Creating a Pro Forma of potential cost and sales projections

Built a relationship with a local developer to partner with

Sought out and obtained investment capital

Worked closely with local government officials for zoning changes

Met with engineers to find who best fit our needs

Excerpt From Essay:

Title: Creating a Plan for Positive Influence

Total Pages: 3 Words: 1170 Works Cited: 3 Citation Style: MLA Document Type: Research Paper

Essay Instructions: Prepare a plan of 950 -1250 words that may be applied in a generic business setting and would increase your team’s motivation, satisfaction, and performance. Address specific differences in attitudes, emotions, personalities, and values in your collaboration, and how each difference influences behavior. How may those differences be effectively implemented in the plan to positively influence the team?


Below I have included the different styles that must be compared.

·

A SNAPSHOT OF YOUR SUBSTYLE
The Producer (Ds)
You are predominantly a Dominance Style.

We break each main Style down into four Substyles. Yours is the Ds, which we like to call The Producer. The Producer is LESS guarded and LESS direct than most other Dominance styles. Below is a snapshot of The Producer Substyle… as such, it’s a closer look at you!

The primary goal that motivates you is accomplishing bigger and better goals according to an internal timetable.

You prefer to be involved in your chosen activities from start to finish, and you resist people who are obstacles to your achievements. Your ability to produce makes you highly valued in situations in which an efficient, dependable, or incrementally improving rate of production is desired.

YOUR TENDENCIES INCLUDE
Disliking being told what to do, or when or how to do something
Being reluctant to change what you think or how you feel
Delegating tasks only if absolutely necessary
Acting competitively, especially when pushing yourself to new levels or in new directions
Making sure that production is completed on schedule
Depending on plans for action and follow-up routines
Becoming tenacious and focused when under pressure
YOUR GROWTH OPPORTUNITIES
With Tasks:

You're so highly focused that you can benefit by broadening your perspective. Learn to be effective outside your comfort zone by considering different points of view and other ways to achieve goals. Because you're often too "either-or" in your decision-making, practicing flexibility would help you solve problems more creatively.

With People:

Show confidence in others by delegating and giving people tasks that will be fulfilling for them. You also can benefit by creating more free time and space in your life as well as generally appreciating and tolerating differences among people.

PERSONAL EMPOWERMENT POINTERS
Ask others to share their ideas on how to accomplish tasks and on how to satisfy their expectations and yours.
When making or implementing decisions, check with at least three to five other knowledgeable people to see if there's a consensus. If you don't find a pattern, widen the search.
Be more genuinely open with others by revealing your real feelings and addressing theirs.





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Descriptions of the 16 Substyles
SUBSTYLES OF DOMINANCE STYLES
The goal that motivates The Director (or Dd) is new opportunities. You are less concerned about what other people think than many other styles; therefore, you are willing to speak your mind and to take more risks. You often question authority and prefer to arrive at your own conclusions based on the facts at hand. Rather than deal with limitations such as the status quo, you tend to ignore them or deal with them and their consequences later??"if at all.

The goal that motivates The Adventurer (or Di) is dominance and independence. Consequently, you are wary around people who may take advantage of you or beat you to a goal. Because of your results-oriented nature, you may sometimes sacrifice quality for quantity. Your innate sense of self-importance enables you to make mistakes and still feel favorably about yourself. You do not mind confrontation and are willing to challenge others.

The goal that motivates The Producer (or Ds) is accomplishing bigger and better goals according to an internal timetable. You prefer to be involved in your chosen activities from start to finish, and you resist people who are obstacles to your achievements. Your ability to produce makes you highly valued in situations in which an efficient, dependable, or incrementally improving rate of production is desired.

The goal that motivates The Pioneer (or Dc) is being in a position to direct and redirect task accomplishments. You tend to focus more on the future than on either the present or the past. You are driven by a quest for unique accomplishments and you avoid boredom. Although you are cautious and calculating, your ability to think quickly enables you to act quickly when the situation requires it. As an agent of change, you do not like to leave things as you found them.

SUBSTYLES OF INTERACTIVE STYLES
The goal that motivates The Socializer (or Ii) is social approval from others. You have a natural tendency to meet people, and others feel comfortable with you. You speak freely about your thoughts, feelings, and experiences, and expect others to do the same. You show your acceptance of others by eye contact and touching as well as by words. You are very receptive to change and adjust well to diverse ways of doing things.

The goal that motivates The Helper (or Is) is friendship. You have a natural dislike of pressuring others or telling them what to do. You seek close, personal relationships rather than popularity and have a wide range of friends and acquaintances. You communicate a low-key, casual style of caring and sharing. You are deliberate and patient in your approach to tasks. You are extremely sensitive to criticism, and allow it to affect your relationships.

The goal that motivates The Impresser (or Ic) is to win with flair. However, you do not want to win at any cost or hurt others’ feelings. Taking shortcuts seems like cheating to you, so you avoid such behaviors. You can become impatient with those who procrastinate about getting started. At times, you can get so involved with getting a job done that you stretch the truth a bit.

The goal that motivates The Enthusiast (or Id) is influencing people. You enjoy symbols of authority and prestige. You feel uncomfortable with any kind of confinement or restriction of freedom. Your high level of self-confidence enables you to withstand criticism from others. Each new person and situation is interesting to you, so life seems continually fresh.


SUBSTYLES OF STEADINESS STYLES
The goal that motivates The Relater (or Ss) is personal stability. Any change or risk that might jeopardize relationships or surroundings is threatening. Therefore, you focus on giving others what they want and on avoiding conflicts. Before you act, you think and plan ahead; you follow proven procedures in an orderly manner. You prefer dealing with concrete situations and data rather than theory, trends, or conjecture. You are most comfortable in a work environment that is pleasant, friendly, and non-competitive.

The goal that motivates The Specialist (or Sc) is to specialize: to do only what you know and know only what you do. You prefer to focus on your own interests and avoid getting involved with crowds or high-profile situations. The best conditions for you are those that are stable and allow for steady, incremental gains. Generalists complement you; you each take on the tasks that the other dislikes.

The goal that motivates The Go-Getter (or Sd) is a desire for a steady flow of more accomplishments. Despite your somewhat indirect nature, you can be very direct in situations that are task focused. Your ability to think through a project makes you a good short-term planner; you can identify the roles, resources, and time lines needed to complete a project successfully. Your search for results leads you to be highly self-reliant, rather than to depend on others to achieve the quality you want.

The goal that motivates The Harmonizer (or Si) is the acceptance and approval you gain from helping others. You want to be a person who is wanted and needed by others. You remember birthdays and anniversaries, and you sincerely appreciate thoughtfulness from others. As a good listener, you function better as a sounding board for venting frustrations than as a problem solver. Your interest is more in helping others to make do with the current situation than in suggesting change.

SUBSTYLES OF CAUTIOUS STYLES
The goal that motivates The Thinker (or Cc) is the desire to be correct. Your life style reflects your preference for privacy, and your interactions with people are formal and poised. As a naturally curious thinker, you are more inclined to identify a spectrum of interests and behaviors than people of other types. With a natural talent for methodical and deliberate decision making, you emphasize precise understanding, accurate work, proper manners, and impeccable personal habits.

The goal that motivates The Master-Minder (or Cd) is to increase opportunities for unique and significant personal accomplishments. You express yourself more by what you do than what you say. Consequently, you have strong needs to choose your own goals and to work independently. As primarily an idea-generator and developer, you have little interest in dealing with implementation details.

The goal that motivates The Assessor (or Ci) is accomplishing goals with excellence. As a quick thinker, you can deal with many inputs simultaneously; however, you may be slow to take action. The nickname of “Assessor” is based on your evaluative approach to people and tasks; you tend to have strong opinions about people and groups with whom you do not identify or agree

The goal that motivates The Perfecter (or Cs) is predictable results. You pay attention to key processes and details, as well as to proven procedures and relationships. Your methodical approach, thoroughness, and dependability make you a valued employee in many kinds of organizations, especially those that involve highly specialized and focused work. Although you are not opposed to change, you do want to be sure that the change is attainable and that it will result in the desired improvement.






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Part II

An Overview of Your Primary Behavioral Style
Dominance styles are fast-paced and goal-focused. They are also guarded and direct. They exhibit firmness in their relationships with others, are oriented toward productivity and goals, and are concerned with bottom line results.

Dominance styles accept challenges, take authority, and go head first into solving problems. They tend to exhibit great administrative and operational skills and work quickly and impressively by themselves. They tend to come on cool, independent and competitive with others, especially in a business environment. Dominance styles try to shape their environment to overcome obstacles en route to their accomplishments. They demand maximum freedom to manage themselves and others, and use their leadership skills to become a winner.

Closely allied to their positive traits are the negative ones of stubbornness, impatience and toughness. Dominance styles tend to take control of other people and can have a low tolerance for the feelings, attitudes and inadequacies of co-workers and subordinates. They like to move at a fast pace and are impatient with delays. It is not unusual for a Dominance style to call someone on the phone and, without saying hello, launch right into conversation, “You’ve got to be kidding; the shipment from Hong Kong will kill us… by the way, this is Jack.” When other people cannot keep up with their speed, Dominance styles may view them as incompetent.

Their motto might be: “I want it done right and I want it done now!” or “I want it done yesterday!” Dominance styles get things done and make things happen. They are like jugglers who like to do many things at the same time. They start juggling three things at once and when they feel comfortable with those three things, they pick up a fourth. They keep adding more until the pressure builds to the point where they let everything drop, then immediately start the whole process over again. Their theme seems to be, “Notice my accomplishments.” Their high achievement motivation gives them a tendency toward workaholism.

Their primary strengths are their ability to get things done and their leadership and decision-making abilities. Their weaknesses tend to be inflexibility, impatience, poor listening habits and failure to take time to “smell the flowers.” In fact, Dominance styles may be so competitive, when they do finally go out to “smell the flowers,” they return and say to others, “I smelled 12 today. How many did you smell?”

Their ideal occupation might be a president or CEO, an entrepreneur, owner of their own company, an executive or manager, a general contractor, politician, police officer or military officer. In a business environment, Dominance styles like others to be decisive, efficient, receptive and intelligent. In a social environment, Dominance styles want others to be quick, assertive and witty.

Their desk will be busy with paperwork, projects, and materials separated into piles. The office is decorated to suggest power. Dominance styles are formal and keep their distance physically and psychologically.

Their office may be arranged so that seating is formal; that is, face-to-face with a big power desk separating them from their visitors. Dominance styles do not appreciate people talking three inches from their nose, so becoming your friend is not a prerequisite to doing business with you.

To achieve more balance, Dominance styles need to practice active listening, pace themselves to project a more relaxed image, and develop patience, humility and sensitivity. They need to show a concern for others, use more caution, verbalize the reasons for their conclusions and participate more as team players.

DOMINANCE STYLES’ MOTIVATORS
Situations in which Dominance styles can flex their personal power may charge them up. They like to be in charge. They probably are driven to be the "top-dog" and may measure their sense of personal worth by the magnitude of their accomplishments.

Dominance styles may project an "I can do it myself and don’t need anyone else" attitude. They tend to view life as a battlefield in which the "survival of the fittest" rules. Sometimes Dominance styles may take what they need or want rather than wait for others to provide for them. They generally prefer situations in which they can act independently and explore their interests on their own terms. Their theme song could well be, "I Did It My Way" sung, of course, by Frank Sinatra.

Dominance styles, like people of all behavior patterns, have a unique source of apprehension that may not be obvious to observers. Their greatest fear tends to be loss of control or the inability to exert it. They may suspect that others will take advantage of them or interfere with their desired results. Therefore, Dominance styles may be guarded around people who threaten their need for control. They naturally avoid appearing to be an "easy mark" or a "soft touch." Instead, Dominance styles generally project a tough, thick-skinned image. When pushed, Dominance styles may react aggressively.

Dominance styles may be pioneers who like to venture into newer and bigger ventures. They are more risk-oriented than most. Their ability to focus and muster incredible self-discipline may make Dominance styles innovative entrepreneurs. They are persistent, strong-willed individuals who may become even more tenacious and over-powering when faced with obstacles that block their way. They have a practical, bottom-line approach that focuses on efficiency and decisiveness. They tend to be deductive decision-makers who focus first on the big picture, then turn to the key details required for implementation.

Dominance styles tend to be take-charge people who are highly competitive. They often project an air of confidence that may provide people with encouragement and faith. Their vision, ability to make things happen, and possible charisma make Dominance styles ideal leaders.

DOMINANCE STYLES’ GROWTH OPPORTUNITIES
When Dominance styles become distressed, they may stop listening and become dictatorial. This over-reaction reveals their tendency to take control by forcing action. Other people may view this behavior as impatience.

Dominance styles may try to influence people and organizations through their personal power, rather than with a more systematic and orderly approach to task-management or business development. They do not like routines and generally resent being bogged down by details. Therefore, Dominance styles tend to be excellent delegators. Sometimes, however, they may over-delegate to people. This can lead to performance difficulties.

Dominance styles can increase their effectiveness with people by reigning in their need to control. Self-control will help Dominance styles appear strong, sensible, and reasonable rather than demanding, argumentative, or stubborn. Their tendency to talk tough and be very direct can intimidate people and shut down communications and cooperation. In addition, their lack of tolerance for inefficiency and low performance can be counter-productive. They need to realize that performance is improved by providing positive redirection and support for everyone's efforts and progressive improvements.

Dominance styles may be natural commanders; however, they need to develop the attitudes and behaviors that will help them become effective coaches and counselors. For example, they may not like to take the time to explain how something is done or to listen to people's feelings and problems. This is a personal "blind spot" that needs more attention and flexibility. Much of the self-limiting elements in their make-up involve their over-emphasis on the external world. They need to pay more attention to their inner world. This will increase their awareness and commitment to their purpose or mission in life and clarify what they truly value.








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A Summary of the Dominance Style
IN A NUTSHELL:

Dominance styles are fast-paced and goal-focused
They styles are decisive in their actions and decisions
They styles like control, dislike inaction
They styles prefer maximum freedom to manage themselves and others
They styles are cool, independent, and competitive
They styles have a low tolerance for feelings, attitudes, and advice of others
They styles work quickly and impressively alone
They styles take initiative
They styles have good administrative skills
STRENGTHS:
High energy
Leadership
Administration
Juggling

WEAKNESSES:
Impatience
Insensitive to others
May take yourself too seriously
Poor listener

PACE:
Fast/Decisive

GOALS:
Productivity
Results
Control

FEARS:
Being hustled
Losing control
Being “soft”

MOTIVATORS:
Winning
Challenges
New opportunities

IRRITATIONS:
Indecision
Inefficiency

UNDER STRESS:
Become dictatorial

DECISIONS ARE:
Decisive

FOCUS:
Goals

WORKPLACE:
Efficient
Busy

GAINS SECURITY THROUGH:
Control
Leadership






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Dominance Styles on the Job

THE DOMINANCE STYLE’S TYPICAL BUSINESS CHARACTERISTICS
Prefer time frames
Seek personal control
Get to the point
Strive to feel important and be noteworthy in their job
Demonstrate persistence and single-mindedness to reach a goal
Express high ego strength
Prefer to downplay feelings and relationships
Focus on task actions that lead to achieving tangible outcomes
Implement changes in the workplace
Tend to freely delegate duties, enabling them to take on more projects
THE DOMINANCE STYLE’S PREFERRED BUSINESS SITUATIONS
Like to call the shots and tell others what to do
Like challenging workloads which fuel their energy levels
Tend to personally oversee, or at least know about, their employees' or co-workers' business activities
Like to say what is on their mind without being concerned about hurting anybody's feelings
Enjoy taking risks and being involved in changes
Prefer to interpret the rules and answer only to themselves
Interested in the answers to what questions, not how ones
Like to see a logical road toward increasing and ongoing advancement, since bigger is better
SUGGESTIONS FOR DOMINANCE STYLES TO BE MORE EFFECTIVE AT WORK
Take time to negotiate and clarify time frames with associates in order to avoid misunderstanding and disappointment
Recognize and acknowledge the feelings of others… remember that many people are unable to check their feelings and personal problems at the door when they enter the workplace
Accept the fact that you will not prevail on every issue that comes up… choose your battles wisely and, when appropriate, concede graciously
Acknowledge that your success is often dependent upon the work of others… be sure to acknowledge their contributions and thank them frequently
Be more accepting of the ideas and behavior of others, recognizing that your way may not be the only way





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The Dominance Styles’ Behavior and Needs Under Stress
Under stress, Dominance styles have a tendency to dictate.

An example of a typical response to a stressful situation from Dominance styles might be:
“If you can’t stand the heat, get out of the kitchen.”

UNDER STRESS DOMINANCE STYLES MAY APPEAR:
Restless
Critical
Blunt
Intrusive
Uncooperative
Irritable
Aggressive
Pushy
UNDER STRESS DOMINANCE STYLES NEED:
Control of the situation and yourself
Tangible evidence of progress
A fast pace for moving toward goals
Accomplishments





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How to Reduce Conflict
DOMINANCE STYLES’ TYPICAL BEHAVIOR IN CONFLICT
Dominance styles are quite comfortable with conflict, aggression and anger. Many times they may not realize the impact their behavior has on others. In other instances, however, they may consciously choose anger and aggression as a tactical weapon. In any case, they are likely to increase the level of aggression.
Their anger is directed at the situation and the lack of desired results, not at anyone, personally. However, their outbursts and behaviors may appear to be a personal attack. They tend to react quickly and often may fail to choose their words appropriately.
Dominance styles generally do not hold a grudge. Once an incident is over, it is generally forgotten on a personal level, although the factors that produced a lack of satisfactory results will be considered and evaluated.
Since Dominance styles tend to focus on their own results, they may tend to become autocratic in order to get their way.
Their passion to win may result in win/lose situations, making it difficult for others to work with them.
STRATEGIES TO REDUCE CONFLICT AND INCREASE HARMONY WITH OTHERS
Recognize that others may not be comfortable dealing with conflict, anger, and aggression. Therefore, reacting with your normal behavior may be counterproductive, resulting in interference with their desired results.
Dominance styles need to take time to express their ideas and instructions fully and clearly; asking questions to ensure that everyone understands. Time spent clarifying their message up front will result in more efficient operations later.
Avoid creating controversy or “stirring up the pot” just to keep things interesting. This may increase their own energy for the task; however it is likely to have a serious negative effect on many others.
Dominance styles need to include all the people involved with a project in their decision-making process. Ask for their input on a regular basis and take it into consideration. Dominance styles can still make the final decision; however, it is likely to be a more informed decision and the others are more likely to buy into it.
Be sure to share the reasoning behind decisions. Failure to do so makes them seem arbitrary. When using someone’s suggestion, acknowledge that person.







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Action Plans…
Behavioral adaptability is the key to success with different styles. It can be defined as the willingness and ability to engage in a range of behaviors not necessarily characteristic of your style in response to effectively dealing with the requirements of a situation or relationship. It involves making adjustments to your methods of communicating and behaving based on the particular needs of the relationship at a particular time. Adaptable people make the choice to go beyond their own comfort zone so others also feel more comfortable.

On the next few pages are action plans to give Dominance Styles suggestions on how to adapt their behavior, as well as ideas for others to help them be more adaptable. It will give them clues to understand the Dominance style’s behavioral tendencies.

To make the most effective use of these assessments and action plans, have all those you interact with complete an observer response form on how they see you, as well as an assessment on themselves. Then set aside some time to discuss strategies you each can use in adapting your behaviors to create greater ease and less conflict in the relationships.

Dominance Style... Dealing With Dominance Styles...
- Are concerned with being #1 - Show them how to win, new opportunities
- Think logically - Display reasoning
- Want facts and highlights - Provide concise data
- Strive for results - Agree on goals and boundaries, then support or get out of their way
- Like personal choices - Allow them to “do their thing,” within limits
- Like changes - Vary routines
- Prefer to delegate - Look for opportunities to modify their workload focus
- Want others to notice accomplishments - Compliment them on what they have done
- Need to be in charge - Let them take the lead but give them parameters
- Have a tendency towards conflict - If necessary, argue with conviction








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Action Plan…
ON THE JOB
For Dominance Styles:
Allow others to do things without excessive or untimely interference
Participate in the group without expecting always to be in command
Modify the tendency to give orders to others
Enlist others' input and support through participative, collaborative actions
Give others credit when they deserve it
Praise people for jobs well done
Let colleagues and employees know that you realize it's only natural that you and others will make mistakes
Give some authority along with the responsibility when delegating
For Others Working with Dominance styles:
Support their goals and objectives, when possible
Keep the relationship businesslike
Use facts ??" not personal feelings ??" if you disagree
Be precise and well organized
Provide alternative actions with brief supporting analysis
Get to the point quickly
Stress competitive results and growth opportunities
NOTE: To be more effective, have other people you work with take the assessment on themselves. Then set aside some time to share the results. Discuss how you each can adapt your behaviors to create more satisfying working relationships.







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Part III

Application, Application, Application
Understanding your own behavioral style is just the first step to enhancing relationships. All the knowledge in the world doesn’t mean much if you don’t know how to apply it in real life situations. That’s what the rest of this report is all about.

To really begin to use the power of behavioral styles, you also need to know how to apply the information to people and situations. Remember, people want to be treated according to their behavioral style, not yours!

This application section includes:

How To Identify Another Person’s Behavioral Style
The Four Basic Styles Overview
What is Behavioral Adaptability
How to Modify Your Directness and Openness
Tension Among The Styles
Action Plans with All Four Styles
How To Adapt To The Different Behavioral Styles
This section will help you to understand how to be more effective in relationships and situations. Good relationships can get better and challenging relationships may become good.

The Relationship from Mars

After reviewing the information, select a relationship in which things have not gone as smoothly as you would like. Make a commitment to at least take the time to gain an understanding of the other person’s behavioral style and take a few steps to adapt your behavior to improve the relationship. Here’s how to do it:

1. Identify the behavioral style of the other person using the How to Identify Another Person’s Behavioral Style section. You can read about their style in The Four Basic DISCstyles Overview. The section on What Is Behavioral Adaptability gives you an in-depth insight into what adaptability is, what it is not, and why it’s so important to all your interpersonal relationships.

2. Once you know their style and preferences for directness and/or openness, you can use the How to Modify Your Directness and Openness section to adjust these areas when relating to this person. You will be amazed at the difference.

3. To further understand the tension that may exist in the relationship, you can refer to the Tension Among the Styles section and complete the Tension Among the Styles Worksheet. Being aware of the differences in preference in pace and priority, and modifying accordingly, can make a big difference in those tension-filled relationships.

4. The Action Plans With All Four Styles section will give you a summary of needs and suggested actions to meet those needs.

5. And finally, the last section, How to Adapt to the Different Behavioral Styles, will give you suggestions when dealing with each of the four basic styles.








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How To Identify Another Person’s Behavioral Style

How do you quickly and accurately identify each of the four behavioral styles in order to practice adaptability? You do this by focusing on two areas of behavior ??" directness and openness.

So, to quickly identify the styles of other people ask these two questions:

Are they more direct and fast-paced or indirect and slower-paced?

Are they more guarded and task-oriented or open and people-oriented?

Directness


Direct/Faster-Paced People (D and I Styles above the horizontal line)

Direct Behaviors
Frequently uses gestures and voice intonation to emphasize points
Less patient; more competitive
Often makes emphatic statements
Sustained eye contact
Frequent contributor in groups
Firm handshake
Expresses opinions readily
More likely to introduce self to others









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Indirect/Slower-Paced People (S and C below the horizontal line)

Indirect Behaviors
Infrequent use of gestures and voice intonation to emphasize points
More patient and cooperative
Often makes qualified statements
Gentle handshake
Infrequent contributor in groups
More likely to wait for others to introduce themselves
Reserves expression of opinions


Openness



Open/People-Oriented People (I and S Styles right of the vertical line)

Open Behaviors
Shows feelings and enthusiasm
More relaxed and warm
Emphasizes main ideas
Goes with the flow
Conversation includes digressions
Opinion-oriented
Animated facial expressions
Friendly handshake
Initiates/accepts physical contact









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Guarded/Task-Oriented People (D and C Styles left of the vertical line)

Guarded Behaviors
Keeps feelings private
Limited range of facial expressions
More formal and proper
Avoids/minimizes physical contact
Goes with the agenda
Speaks in specifics; cites facts
Formal handshake
Conversation stays on subject


The Whole Picture



When you combine both scales, you create each of the four different behavioral styles. Individuals who exhibit guarded and direct behaviors are Dominance Styles; direct and open behaviors are Interactive Styles; open and indirect behaviors are Steadiness Styles; and indirect and guarded behaviors are Cautious Styles.





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The Four Basic DISCStyles Overview
Below is a chart to help you understand some of the characteristics of each of the four basic DISC styles, so you can interact with each style more effectively. Although behavioral style is only a partial description of personality, it is quite useful in describing how a person behaves, and is perceived in personal, social and work situations.

DOMINANCE STYLE INTERACTIVE STYLE STEADINESS STYLE CAUTIOUS STYLE
PACE Fast/Decisive Fast/Spontaneous Slower/Relaxed Slower/Systematic
PRIORITY Goal People Relationship Task
SEEKS Productivity
Control Participation
Applause Acceptance Accuracy
Precision
STRENGTHS Administration

Leadership

Pioneering
Persuading

Motivating

Entertaining
Listening

Teamwork

Follow-through
Planning

Systematizing

Orchestration

GROWTH AREAS Impatient

Insensitive to others

Poor Listener
Inattentive to detail

Short attention span

Low follow-through
Oversensitive

Slow to begin action

Lacks global perspective
Perfectionists

Critical

Unresponsive

FEARS Being taken advantage of Loss of Social recognition Sudden changes Instability
Personal criticism of their work efforts

IRRITATIONS Inefficiency

Indecision
Routines

Complexity
Insensitivity

Impatience
Disorganization

Impropriety

UNDER STRESS MAY BECOME Dictatorial

Critical
Sarcastic

Superficial
Submissive

Indecisive
Withdrawn

Headstrong

GAINS SECURITY THROUGH Control

Leadership
Playfulness

Others’ approval
Friendship,

Cooperation
Preparation

Thoroughness

MEASURES PERSONAL WORTH BY Impact or results

Track record and process
Acknowledgments

Applause

Compliments
Compatibility with others

Depth of contribution
Precision,

Accuracy

Quality of results

WORKPLACE Efficient

Busy

Structured
Interacting

Busy

Personal
Friendly

Functional

Personal
Formal

Functional

Structured









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What is Behavioral Adaptability?

Adaptability is your willingness and ability to adjust your approach or strategy based on the particular needs of the situation or relationship at a particular time. It’s something applied more to yourself (to your patterns, attitudes and habits) than to others.

No one style is naturally more adaptable than another. For any situation, the strategic adjustments that each style needs to make will vary. The decision to employ specific adaptability techniques is made on a case-by-case basis: you can choose to be adaptable with one person, and not so with others. You can choose to be quite adaptable with one person today and less adaptable with that same individual tomorrow. Adaptability concerns the way you manage your own behaviors.

You practice adaptability each time you slow down for a C or S Style; or when you move a bit faster for the D or I Styles. It occurs when the D or C Styles take the time to build the relationship with an S or I Style; or when the I or S styles focus on facts or get right to the point with D or C styles. It means adjusting your own behavior to make other people feel more at ease with you and the situation.

Adaptability does not mean “imitation” of the other person’s style. It does mean adjusting your openness, directness, pace, and priority in the direction of the other person’s preference; while maintaining your own identity.

Adaptability is important to all successful relationships. People often adopt a different style in their professional lives than they do in their social and personal lives. We tend to be more adaptable at work with people we know less; and we tend to be less adaptable at home and with people we know better.

Adaptability at its extreme could make you appear wishy-washy and two-faced. A person who maintains high adaptability in all situations may not be able to avoid stress and inefficiency. There is also the danger of developing tension from the stress of behaving in a “foreign” style. Usually, this is temporary and may be worth it if you gain rapport with others. At the other end of the continuum, no adaptability would cause others to view someone as rigid and uncompromising because they insist on behaving according to their own natural pace and priority.

Effectively adaptable people meet other people’s needs and their own. Through practice, they are able to achieve a balance: strategically managing their adaptability by recognizing when a modest compromise is appropriate, or, when the nature of the situation calls for them to totally adapt to the other person’s behavioral style, they do so. Adaptable people know how to negotiate relationships in a way that allows everyone to win. They are tactful, reasonable, understanding, and non-judgmental.

Your adaptability level influences how others judge their relationship with you. Raise your adaptability level and trust and credibility go up; lower your adaptability level and trust and credibility go down. Adaptability enables you to interact more productively with difficult people and helps you to avoid or manage tense situations. With adaptability you can treat the other people the way they want to be treated.




How to Modify Your Directness and Openness
In some interpersonal situations, you will only be able to identify another person’s directness or openness, but not both. In these situations, you need to know how to practice adaptability, one behavioral dimension at a time. With that in mind, let’s look at what you can do to modify YOUR level of Directness or Openness before looking at specific guidelines for being more adaptable with each of the four styles.

TO INCREASE DIRECTNESS
Speak and move at a faster pace
Initiate conversation and decisions
Give recommendations
Use direct statements rather than roundabout questions
Use a strong, confident voice
Challenge and tactfully disagree, when appropriate
Face conflict openly, but don’t conflict with the person
Increase your eye contact
TO DECREASE DIRECTNESS
Talk, walk and decide more slowly
Seek and acknowledge others’ opinions
Share decision-making and leadership
Lessen your energy level; be more mellow
Do not interrupt
When talking, provide pauses to give others a chance to speak
Refrain from criticizing, challenging, or acting pushy
When disagreeing, choose words carefully

TO INCREASE OPENNESS
Share feelings; show more emotion
Respond to the expression of others’ feelings
Pay personal compliments
Take time to develop the relationship
Use friendly language
Communicate more; loosen up and stand closer
Be willing to digress from the agenda
TO DECREASE OPENNESS
Get right to the task ??" the bottom line
Maintain more of a logical, factual orientation
Keep to the agenda
Do not waste the other person’s time
Do not initiate physical contact
Downplay your enthusiasm and body movement
Use businesslike language







--------------------------------------------------------------------------------





Tension Among the Styles
Each style has a unique set of priorities as to whether the relationship or the task aspect of a situation is more important; and each has its own pace in terms of the pace in which things should be done.
The Tension Among the Styles Model on the next page relates pace and priority characteristics to behavioral styles. Refer to this model while reading this section.
Notice that the Dominance Style (D) and Interactive Style (I) tend to prefer a faster pace; the Steadiness Style (S) and Cautious Style (C) both tend to prefer a slower pace. These style combinations will get along well as far as pace is concerned, but watch out for their priorities!
Take a relationship with a Dominance Style and an Interactive Style (D-I). Both are relatively fast-paced behavioral types. Yet the Interactive Style places more emphasis on people than on tasks, while the Dominance Style tends to pursue goals with less concern for relationships or feelings. Some degree of tension is likely to result in their interaction due to their difference in priority.
Where priorities are concerned, the Interactive Style does better with the Steadiness Style. These two will still be getting to know each other while the Cautious Style and the Dominance Style are headlong into the task. However, without some awareness and accommodation for their differences in pace, tension may build as well in the Interactive-Steadiness interaction when these two finally do get around to the tasks at hand. The Interactive Style usually wants it yesterday, whereas the Steadiness Style wants to take a slower and steady approach.
Consider the goal/task-oriented team of the Dominance Style and Cautious Style (D-C), another example of pace-based tension. The faster-paced Dominance Style likes to make quick decisions. The slower-paced Cautious Style gets uptight when having to make decisions without an opportunity to analyze fully all the alternatives.
When dissimilar pairings occur, as they often do in many business and social encounters, one or the other of the individuals must make adjustments in his style to avoid increasing tension in the other person. This does not mean you must sacrifice your personality or become something you are not. Ideally, both people would demonstrate some adaptability and move part of the way. Depending on the circumstances however, only one of the individuals may recognize the potential problem, or be sufficiently motivated to do something about it.
When interactions join styles that differ in both their pace and priority preferences (a diagonal relationship on the model graphic), things really get interesting! Here the probability of relationship tension is even greater. This occurs in the Dominance Style and Steadiness Style relationship, as well as in the Interactive Style and Cautious Style relationship.
Take the case of the Dominance Style and Steadiness Style interaction: the Dominance Style (D) should try to show some concern for people rather than appearing to treat them only as a resource toward goal accomplishment. The Steadiness Style (S) should try to show more concern for task completion, even if it means putting the personal relationships aside temporarily. Both individuals should also attempt adjustments in pace and perhaps, meet in the middle with a moderate pace.
The same applies to the Interactive Style and the Cautious Style (I-C) relationship. Adjustments should be made in both pace and priority.
The key to managing tension is to know when to expect pace and priority problems, and have a strategy to prevent or deal with these differences.





--------------------------------------------------------------------------------





Tension Among the Styles Model









--------------------------------------------------------------------------------






Tension among the Styles Worksheet

Everybody has a few tension-filled relationships. You can have the highest regard and/or loving feelings toward the person; but still, it seems no matter what you do, your interactions are usually stressful. If this is behavior related, applying The Platinum RuleTM??"Treat others the way they want to be treated ??" may be helpful. Complete this worksheet to gain insights on how to improve the relationship. If you feel comfortable, you may discuss with the other person things you can do to ease the tension.

First, refer to the section on How to Identify Another Person’s Style and determine their primary behavioral style. Then refer to the Tension Model to identify their pace and priority preferences. Next, see which preferences are different than yours and note the strategy you will take to modify your behavior. If both preferences are the same as yours, then determine where you will allow their needs be placed above yours. For example, if you are a High I with fast-pace and people-oriented preferences and the other person is as well, you might let them have the center stage in times when it is not as important for you. A little give and take will go a long way.











--------------------------------------------------------------------------------






Action Plans With All Four Styles...

STEADINESS STYLE TRAITS… SO YOU…
Concerned with stability - Show how your idea minimizes risk
Think logically - Show reasoning
Want documentation and facts - Provide data and proof
Like personal involvement - Demonstrate your interest in them
Need to know step-by-step sequence - Provide outline and/or one-two-three instructions as you personally “walk them through”
Want others to notice their patient perseverance - Compliment for their steady follow-through
Avoid risks and changes - Give them personal assurances
Dislike conflict - Act non-aggressively, focus on common interest or needed support
Accommodate others - Allow them to provide service or support for others
Look for calmness and peace - Provide relaxing, friendly atmosphere
Enjoy teamwork - Provide them with a cooperative group
Want sincere feedback that they’re appreciated - Acknowledge their easygoing manner and helpful efforts, when appropriate
INTERACTIVE STYLE TRAITS… SO YOU…
Concerned with approval and appearances - Show them that you admire and like them
Seek enthusiastic people and situations - Behave optimistically and provide upbeat setting
Think emotionally - Support their feelings when possible
Want to know the general expectations - Avoid involved details, focus on the "big picture”
Need involvement and people contact - Interact and participate with them
Like changes and innovations - Vary the routine; avoid requiring long-term repetition by them
Want others to notice THEM - Compliment them personally and often
Often need help getting organized - Do it together
Look for action and stimulation - Keep up a fast, lively, pace
Surround themselves with optimism” - Support their ideas and don’t poke holes in their dreams; show them your positive side
Want feedback that they “look good” - Mention their accomplishments, progress and your other genuine appreciation


CAUTIOUS STYLE TRAITS… SO YOU…
Concerned with aggressive approaches - Approach them in an indirect, non-threatening way
Think logically - Show reasoning
Seek data - Give it to them in writing
Need to know the process - Provide explanations and rationale
Utilize caution - Allow them to think, inquire and check before they make decisions
Prefer to do things themselves - When delegating, let them check on others’ progress and performance
Want others to notice their accuracy - Compliment them on their thorough-ness and correctness when appropriate
Gravitate toward quality control - Let them assess and be involved in the process when possible
Avoid conflict - Tactfully ask for clarification and assistance you may need
Need to be right - Allow them time to find the best or “correct” answer, within available limits
Like to contemplate - Tell them “why” and “how”
DOMINANCE STYLE TRAITS… SO YOU…
Concerned with being #1 - Show them how to win, new opportunities
Think logically - Display reasoning
Want facts and highlights - Provide concise data
Strive for results - Agree on goal and boundaries, then support or get out of their way
Like personal choices - Allow them to “do their thing,” within limits
Like Changes - Vary routine
Prefer to delegate - Look for opportunities to modify their work-load focus
Want others to notice accomplishments - Compliment them on what they’ve done
Need to be in charge - Let them take the lead, when appropriate, but give them parameters
Tendency towards conflict - If necessary, argue with conviction on points of disagreement, backed up with facts; don’t argue on a “personality” basis









--------------------------------------------------------------------------------






How to Adapt to the Different Behavioral Styles
THE DOMINANCE STYLE

They’re time-sensitive; so don’t waste their time. Be organized and get to the point. Give them relevant information and options, with probabilities of success. Give them written details to read at their leisure ??" all on a single page.

The Dominance Styles are goal-oriented, so appeal to their sense of accomplishment. Stroke their egos by supporting their ideas and acknowledge their power and prestige. Let the D Style call the shots. If you disagree, argue with facts, not feelings. In groups, allow them to have their say because they are not the type who will take a back seat to others.

With the Dominance Style, in general, be efficient and competent.

At Work ??" Help Them To

More realistically gauge risks
Exercise more caution and deliberation before making decisions
Follow pertinent rules, regulations, and expectations
Recognize and solicit others’ contributions
Tell others the reasons for decisions
Cultivate more attention/responsiveness to emotions
Sales and Service Strategies with Dominance Styles

Plan to be prepared, organized, fast-paced, and always to the point
Meet them in a professional and businesslike manner
Learn and study their goals and objectives- what they want to accomplish, how they currently are motivated to do things, and what they would like to change
Suggest solutions with clearly defined and agreed upon consequences as well as rewards that relate specifically to their goals
Get to the point
Provide options and let them make the decision, when possible
Let them know that you don’t intend to waste their time
In Social Settings

Convey openness and acceptance of them
Listen to their suggestions
Summarize their achievements and accomplishments
Give them your time and undivided attention
Appreciate and acknowledge them when possible







--------------------------------------------------------------------------------






THE INTERACTIVE STYLE

The Interactive Styles thrive on personal recognition, so pour it on sincerely. Support their ideas, goals, opinions, and dreams. Try not to argue with their pie-in-the-sky visions; get excited about them.

The I Styles are social-butterflies, so be ready to flutter around with them. A strong presence, stimulating and entertaining conversation, jokes, and liveliness will win them over. They are people-oriented, so give them time to socialize. Avoid rushing into tasks.

With the Interactive Styles, in general, be interested in them.

At Work ??" Help Them To

Prioritize and organize
See tasks through to completion
View people and tasks more objectively
Avoid overuse of giving and taking advice
Write things down
Sales and Service Strategies with Interactive Styles

Show that you’re interested in them, let them talk, and allow your animation and enthusiasm to emerge
Take the initiative by introducing yourself in a friendly and informal manner and be open to new topics that seem to interest them
Support their dreams and goals
Illustrate your ideas with stories and emotional descriptions that they can relate to their goals or interests
Clearly summarize details and direct these towards mutually agreeable objectives and action steps
Provide incentives to encourage quicker decisions
Give them testimonials
In Social Settings

Focus on a positive, upbeat, warm approach
Listen to their personal feelings and experiences
Respond openly and congenially
Avoid negative or messy problem discussions
Make suggestions that allow them to look good
Don’t require much follow-up, detail or long-term commitments
Give them your attention, time and presence
Publicly and privately acknowledge them
Focus on how glad you are when they succeed







--------------------------------------------------------------------------------






THE STEADINESS STYLE

They are relationship-oriented and want warm and fuzzy relationships, so take things slow, earn their trust, support their feelings, and show sincere interest. Talk in terms of feelings, not facts. The S Styles don’t want to ruffle feathers. They want to be assured that everyone will approve of them and their decisions. Give them time to solicit co-workers’ opinions. Never back a Steadiness Style into a corner. It is far more effective to apply warmth to get this chicken out of its egg than to crack the shell with a hammer.

With the Steadiness Style, in general, be non threatening and sincere.

At Work ??" Help Them To

Utilize shortcuts and discard unnecessary steps
Track their growth
Avoid doing things the same way
Realize there is more than one approach to tasks
Become more open to some risks and changes
To feel sincerely appreciated
Speak up and voice their thoughts and feelings
Modify the tendency to do what others tell them
Get and accept credit and praise, when appropriate
Sales and Service Strategies with Steadiness Styles

Get to know them more personally and approach them in a non-threatening, pleasant, and friendly, but professional way
Develop trust, friendship, and credibility at a relatively slow pace
Ask them to identify their own emotional needs as well as their task or business expectations
Get them involved by focusing on the human element… that is, how something affects them and their relationships with others
Avoid rushing them and give them personal, concrete assurances, when appropriate
Communicate with them in a consistent manner on a regular basis
In Social Settings

Focus on a slower-paced, steady approach
Avoid arguments and conflict
Respond sensitively and sensibly
Privately acknowledge them with specific, believable compliments
Allow them to follow through on concrete tasks
Show them step-by-step procedures
Behave pleasantly and optimistically
Give them stability and a minimum of change







--------------------------------------------------------------------------------






THE CAUTIOUS STYLE

They are time-disciplined, so be sensitive to their schedules. They need details, so give them data. They are task-oriented; so don’t expect to become their friend before working with them. Friendship may develop later, but, unlike the Interactive Styles, it is not a prerequisite.

Support the Cautious Styles in their organized, thoughtful approach to problem solving. Be systematic, logical, well prepared, and exact with them. Give them time to make decisions and work independently. Allow them to talk in detail. In work groups, do not expect the C Styles to be leaders or outspoken contributors, but do rely on them to conduct research, crunch numbers, and perform detailed footwork for the group. If appropriate, set guidelines and exact deadlines. The Cautious Styles like to be complimented on their brainpower, so recognize their contributions accordingly.

With the Cautious Styles, in general, be thorough, well prepared, detail-oriented, business-like, and patient.

At Work ??" Help Them To

Share their knowledge and expertise with others
Stand up for themselves with the people they prefer to avoid
Shoot for realistic deadlines and parameters
View people and tasks less seriously and critically
Balance their lives with both interaction and tasks
Keep on course with tasks, with less checking
Maintain high expectations for high priority items, not everything
Sales and Service Strategies with Cautious Styles

Prepare, so that you can answer as many of their questions as soon as possible
Greet them cordially, but proceed quickly to the task; don’t start with personal or social talk
Hone your skills in practicality and logic
Ask questions that reveal a clear direction and that fit into the overall scheme of things
Document how and why something applies
Give them time to think; avoid pushing them into a hasty decision
Tell them both the pros and cons and the complete story
Follow through and deliver what you promise
In Social Settings

Use a logical approach
Listen to their concerns, reasoning, and suggestions
Respond rather formally and politely
Negative discussions are OK, so long as they aren’t personally directed
Privately acknowledge them about their thinking
Focus on how pleased you are with their procedures
Solicit their insights and suggestions
Show them by what you do, not what you say

Excerpt From Essay:

Title: admissions essay

Total Pages: 2 Words: 664 Bibliography: 0 Citation Style: APA Document Type: Essay

Essay Instructions: I had bad grades in high school (2.9 GPA) and mediocre grades in college(3.51). I am going back to school for a Pre-Rehabilitation undergrad to become a medical professional. During my years in college I have matured and I will list my accomplishments below. When I applied in high school I wrote how going to army basic combat training shaped me and how I wanted to be in Army ROTC. Now I am graduating and commissioning into a second lieutenant into the army.

-Something important that drew me to rehab science is my passion for people and my personal experience with a physical therapist after i broke my left tibia right above my ankle. I now have a 5-inch plate in my ankle to keep it in position.


Please write a two-page essay on why I have success in my future with my passion and past experiences.

HERE IS WHAT THEY ARE LOOKING FOR:

Admissions Review
Your continued academic success is important to us and your application will be reviewed ?holistically.? Holistic review takes into consideration factors such as: grade trends, cumulative grade point average, number of credits completed, the level of challenge of your curriculum, your intended field of study, transferability of credits, coursework relevant to your school/major, and the type(s) of institution(s) you have attended. You must also be eligible to re-enroll at all prior institutions attended from the standpoint of academic, financial, and disciplinary records.

Successful candidates usually present a strong record of previous college study. The Transfer Credit/GPA Guidelines will give you an idea of what each school/college recommends. Meeting the guidelines does not guarantee admission, nor does failure to meet the guidelines preclude admission. Non-academic factors may also be considered if:
You are an adult student and/or a veteran
You have significant work-related experience
You possess particular outstanding talents

--
What I have done:
Experience
US ArmyROTC Cadet
US Army
September 2010 ? Present (3 years 8 months)
United States Army
Cadet (ROTC)
? Individual responsibility and accountability
? Detail-oriented
? Practice time management, leadership, and self-assessment
? Learning effective skills in peer assessment and delegation of work
Achievements
? Full-tuition Scholarship Cadet
? Basic Combat Training Squad leader
? Army Physical Fitness Excellence Badge
Army ROTC Culture and Language Program Ambassador in Vietnam
? Conducted English Training as an English Second Language Professor
? Received education on the social, cultural and historical aspects of the country
J&L Marketing, Inc.Promotion Coordinator
J&L Marketing, Inc.
August 2012 ? Present (1 year 9 months)Greater Pittsburgh Area
? Conduct sales meetings
? Greet and register customers
? Collect demographic information
? Track and analyze results

Needed Skills for position:

? Excellent communication skills
? Ability to work independently
? Leadership abilities
? Willingness to travel
? Customer service skills
? Enthusiastic attitude
? Upbeat personality
TEAM EnterprisesPromotions Specialist
TEAM Enterprises
December 2013 ? Present (5 months)Greater Pittsburgh Area
? Responsible for the execution of assigned promotion and events.
? ?Implements promotional activities including brand and advertising? campaigns and online initiatives.
? Works ?independently with minimal guidance.
? Usually determines own work?priorities.
? Acts as a resource for colleagues with less experience.
Robert Morris UniversityStudent
Robert Morris University
September 2010 ? Present (3 years 8 months)
Robert Morris University Diversity & Inclusion Student Representative
? Diversity & Inclusion Chief Director Search Committee
? Nominated to represent Robert Morris Student body to all 90+ candidates
? Assist in hiring new executive position at Robert Morris
Robert Morris University Multi-cultural Mentor February 2012 to present
? Part-time instructor for Multi-cultural students
? Duties include: peer-counseling, making sure students attend events, stopping students from feeling overwhelmed.
(Open)1 organization
(Open)1 course
Robert Morris UniversityMulticultural Student Services Professional Experience Intern
Robert Morris University
January 2014 ? Present (4 months)Greater Pittsburgh Area
? Design and management of programs under the Multicultural Student Services programs
? Development and implementation of trainings and workshops that foster cross-cultural sensitvity
Robert Morris UniversityFitness Instructor
Robert Morris University
August 2012 ? Present (1 year 9 months)Robert Morris University
? Spinning Instructor
? Certified Kettlebell Cardio Instructor
? Engaged learning with new fitness students
? Knowledgeable in Health and Wellness
Robert Morris UniversitySocial Media Assistant
Robert Morris University
January 2013 ? August 2013 (8 months)School of Business
? Assist in social media including regular posts on Facebook, Twitter, and LinkedIn.
? Participate in the development of social media plans
? Monitor social media performance and provide monthly reports for all social media channels
? Manage the events calendar and research relevant events/conferences
? Maintain regular and effective communication with the RMU Faculty
? Other duties as required
LA FitnessFitness Director
LA Fitness
May 2013 ? July 2013 (3 months)Greater Pittsburgh Area
? A Membership Sales Counselor will actively pursue enrollment of new members through self-generated and Company-sponsored programs, promotions and referrals.
? This includes obtain leads from existing members, give club tours and membership presentations, utilize computer programs to track appointments and sales.
CBS RadioPromotions Intern
CBS Radio
January 2013 ? February 2013 (2 months)Greater Pittsburgh Area
? Planning and creation of station promotions, in-house, on-site, and online
? Database management for station functions
? Coordination, writing and scheduling of promotional announcements
? Development of individual promotional event descriptions to be utilized by sales department
? Working with sales and programming staffs in creating client/station promotional ideas
Volunteer Experience & Causes
Event Coordinator
Make-A-Wish America
September 2013 ? December 2013 (4 months)Children
? Coordinated directly with Make-A-Wish.
? Supervised the largest Make-A-Wish Event in RMU History.
Opportunities you are looking for:
Skills-based volunteering (pro bono consulting)
Courses
Robert Morris University
Management Theory and Practice
Advertisement Stregies
Communication Theory
Public Relations and Management Technology
Robert Morris University
Desktop Publishing
Organizations
National Society of Collegiate Scholars
January 2011 ? Present
Honor Society
Arts, Culture, Creativity Term
Contributing writer for RMU Sentry Media, a student-run multimedia news source Spring 2013
Leadership Term
Hall representative for the Resident Hall Association Fall 2011
Vice President of the Army Reserves Officers Corps (ROTC) Club Fall 2011
Hall representative for the Resident Hall Association Spring 2012
Vice President of the Army Reserves Officers Corps (ROTC) Club Fall 2012
Acted as a freshmen mentor for the First-Year Studies Program Fall 2012
Served as a Multicultural Peer Mentor Fall 2012
Professional Experience Term
Participated in the "Celebrate Communications!" conference at RMU in partial fulfillment of the Professional Develeopment Portfolio Spring 2013
Completed an internship with KDKA-TV Spring 2013
Service Term
Volunteered for the Central Blood Bank Blood Drive at RMU Fall 2010
Volunteered for Military Awareness Day Fall 2010
Participated in the 9/11 Remembrance Program at RMU Fall 2011
Volunteered for the Central Blood Bank Blood Drive at RMU Fall 2011
Volunteered for the Wounded Warrior project Fall 2011
Served as part of the Color Guard for the Veteran's Day brunch Fall 2011
Volunteered for the 9/11: Never Forget Project at RMU Fall 2011
Provided assistance to new students moving into the residence halls Fall 2011
Served as part of the Color Guard for the military appreciation night at an RMU football game Fall 2011
Volunteered for Toys for Tots Fall 2011
Volunteered at Hundred Acres Manor Fall 2012
Volunteered for Celebrate Coraopolis Fall 2012
Participated in the Never Forget Project Fall 2012
Participated in the Alpha Phi Omega pledge service project Fall 2012
Completed a service-learning component of the Management Technology and Content Creation in Public Relations course, which included a partnership with Moon News Cloud Spring 2013
Wrote cards for Valentines Day Spring 2013
Completed a service-learning component of the Communications Seminar course Fall 2013
Special Recognition, Special Projects and Participation Term
Named to the School of Education and Social Sciences Dean's List Fall 2010
Participated in a university-wide survey conducted by the School of Business Fall 2010
Inducted into the National Society of Collegiate Scholars Fall 2011
Member of Voci Italiane Fall 2011
Named to the School of Communications and Information Systems Dean's List Fall 2012
Member of the Asian Student Association Fall 2012
Named to the School of Communications and Information Systems Dean's List Spring 2013
Named to the 2012-2013 Who's Who in American Colleges and Universities Spring 2013
Transcultural, Global Experience Term
Fulfilled the requirements of the Ambassador of Equality Program Spring 2014
Undergraduate Research Term
Researched and presented on leadership at the RMU Leadership Challenge Spring 2014

Excerpt From Essay:

Title: Modern Rhetoric

Total Pages: 5 Words: 1730 Sources: 0 Citation Style: MLA Document Type: Research Paper

Essay Instructions: Give this to Rose Landau if she is available due by Sunday at 9AM. If not, give to a modern rhetoric expert.

Sunday Assignment
History of Rhetoric or have a familiarity with Aristotelian concepts

Neo-Aristotelian or Situational Analysis of Barack Obama's Nobel Acceptance Speech
Lloyd Bitzer puts much emphasis on the exigency of a situation, so I thought it was appropriate to do a very recent speech of which all of us clearly remember the national and international contexts of the speech and the character and values of the audience. This current information should help us in doing either a Neo-Aristotelian analysis or an analysis using the ideas of LLoyd Bitzer's, "The Rhetorical Situation". I suppose we will call this a situational analysis. Choose either lens and write a 5 page (double spaced) (MLA style) rhetorical analysis of Obama's Nobel acceptance speech.
Things to remember:
The speech is very long. I don't expect you to cover it all. You will most likely want to focus on specific terms and specific moments in the speech that prove your points.
Try to stay focused on something important or vital that you think either makes or breaks the success of the speech.
Try to avoid extensive summary of the speech. You don't have time for that. Get to your main point quickly.
Make sure to quote theory to ground your ideas.
Make sure to quote the speech to prove your points, but don't quote more of the speech than you absolutely need.
If you are doing a Neo-Aristotelian analysis, you may have to return to Aristotle in The Rhetorical Tradition to find quotes. If you have not taken History of Rhetoric or have a familiarity with Aristotelian concepts, you may want to choose to focus on Bitzer.
Video of Speech: http://abclocal.go.com/kgo/video?id=7164514
Full text of Speech: http://www.google.com/hostednews/ap/article/ALeqM5iRWjTDaT4JuS0nFj9APZAues8vjAD9CGFID00


Text of Obama's Nobel Peace Prize speech
By The Associated Press (AP) – Dec 10, 2009
The text of President Obama's Nobel Peace Prize acceptance speech, delivered Thursday in Oslo, Norway, as provided by the White House:
Your Majesties, Your Royal Highnesses, Distinguished Members of the Norwegian Nobel Committee, citizens of America, and citizens of the world:
I receive this honor with deep gratitude and great humility. It is an award that speaks to our highest aspirations — that for all the cruelty and hardship of our world, we are not mere prisoners of fate. Our actions matter, and can bend history in the direction of justice.
And yet I would be remiss if I did not acknowledge the considerable controversy that your generous decision has generated. In part, this is because I am at the beginning, and not the end, of my labors on the world stage. Compared to some of the giants of history who have received this prize — Schweitzer and King; Marshall and Mandela — my accomplishments are slight. And then there are the men and women around the world who have been jailed and beaten in the pursuit of justice; those who toil in humanitarian organizations to relieve suffering; the unrecognized millions whose quiet acts of courage and compassion inspire even the most hardened of cynics. I cannot argue with those who find these men and women — some known, some obscure to all but those they help — to be far more deserving of this honor than I.
But perhaps the most profound issue surrounding my receipt of this prize is the fact that I am the Commander-in-Chief of a nation in the midst of two wars. One of these wars is winding down. The other is a conflict that America did not seek; one in which we are joined by 43 other countries — including Norway — in an effort to defend ourselves and all nations from further attacks.
Still, we are at war, and I am responsible for the deployment of thousands of young Americans to battle in a distant land. Some will kill. Some will be killed. And so I come here with an acute sense of the cost of armed conflict — filled with difficult questions about the relationship between war and peace, and our effort to replace one with the other.
These questions are not new. War, in one form or another, appeared with the first man. At the dawn of history, its morality was not questioned; it was simply a fact, like drought or disease — the manner in which tribes and then civilizations sought power and settled their differences.
Over time, as codes of law sought to control violence within groups, so did philosophers, clerics and statesmen seek to regulate the destructive power of war. The concept of a "just war" emerged, suggesting that war is justified only when it meets certain preconditions: if it is waged as a last resort or in self-defense; if the forced used is proportional; and if, whenever possible, civilians are spared from violence.
For most of history, this concept of just war was rarely observed. The capacity of human beings to think up new ways to kill one another proved inexhaustible, as did our capacity to exempt from mercy those who look different or pray to a different God. Wars between armies gave way to wars between nations — total wars in which the distinction between combatant and civilian became blurred. In the span of 30 years, such carnage would twice engulf this continent. And while it is hard to conceive of a cause more just than the defeat of the Third Reich and the Axis powers, World War II was a conflict in which the total number of civilians who died exceeded the number of soldiers who perished.
In the wake of such destruction, and with the advent of the nuclear age, it became clear to victor and vanquished alike that the world needed institutions to prevent another World War. And so, a quarter century after the United States Senate rejected the League of Nations — an idea for which Woodrow Wilson received this Prize — America led the world in constructing an architecture to keep the peace: a Marshall Plan and a United Nations, mechanisms to govern the waging of war, treaties to protect human rights, prevent genocide and restrict the most dangerous weapons.
In many ways, these efforts succeeded. Yes, terrible wars have been fought, and atrocities committed. But there has been no Third World War. The Cold War ended with jubilant crowds dismantling a wall. Commerce has stitched much of the world together. Billions have been lifted from poverty. The ideals of liberty, self-determination, equality and the rule of law have haltingly advanced. We are the heirs of the fortitude and foresight of generations past, and it is a legacy for which my own country is rightfully proud.
A decade into a new century, this old architecture is buckling under the weight of new threats. The world may no longer shudder at the prospect of war between two nuclear superpowers, but proliferation may increase the risk of catastrophe. Terrorism has long been a tactic, but modern technology allows a few small men with outsized rage to murder innocents on a horrific scale.
Moreover, wars between nations have increasingly given way to wars within nations. The resurgence of ethnic or sectarian conflicts, the growth of secessionist movements, insurgencies and failed states have increasingly trapped civilians in unending chaos. In today's wars, many more civilians are killed than soldiers; the seeds of future conflict are sown, economies are wrecked, civil societies torn asunder, refugees amassed and children scarred.
I do not bring with me today a definitive solution to the problems of war. What I do know is that meeting these challenges will require the same vision, hard work and persistence of those men and women who acted so boldly decades ago. And it will require us to think in new ways about the notions of just war and the imperatives of a just peace.
We must begin by acknowledging the hard truth that we will not eradicate violent conflict in our lifetimes. There will be times when nations — acting individually or in concert — will find the use of force not only necessary but morally justified.
I make this statement mindful of what Martin Luther King said in this same ceremony years ago: "Violence never brings permanent peace. It solves no social problem: It merely creates new and more complicated ones." As someone who stands here as a direct consequence of Dr. King's life's work, I am living testimony to the moral force of non-violence. I know there is nothing weak, nothing passive, nothing naive in the creed and lives of Gandhi and King.
But as a head of state sworn to protect and defend my nation, I cannot be guided by their examples alone. I face the world as it is, and cannot stand idle in the face of threats to the American people. For make no mistake: Evil does exist in the world. A nonviolent movement could not have halted Hitler's armies. Negotiations cannot convince al-Qaidas leaders to lay down their arms. To say that force is sometimes necessary is not a call to cynicism — it is a recognition of history, the imperfections of man and the limits of reason.
I raise this point because in many countries there is a deep ambivalence about military action today, no matter the cause. At times, this is joined by a reflexive suspicion of America, the worlds sole military superpower.
Yet the world must remember that it was not simply international institutions — not just treaties and declarations — that brought stability to a post-World War II world. Whatever mistakes we have made, the plain fact is this: The United States of America has helped underwrite global security for more than six decades with the blood of our citizens and the strength of our arms. The service and sacrifice of our men and women in uniform has promoted peace and prosperity from Germany to Korea, and enabled democracy to take hold in places like the Balkans. We have borne this burden not because we seek to impose our will. We have done so out of enlightened self-interest — because we seek a better future for our children and grandchildren, and we believe that their lives will be better if other people's children and grandchildren can live in freedom and prosperity.
So yes, the instruments of war do have a role to play in preserving the peace. And yet this truth must coexist with another — that no matter how justified, war promises human tragedy. The soldiers courage and sacrifice is full of glory, expressing devotion to country, to cause and to comrades in arms. But war itself is never glorious, and we must never trumpet it as such.
So part of our challenge is reconciling these two seemingly irreconcilable truths — that war is sometimes necessary, and war is at some level an expression of human folly. Concretely, we must direct our effort to the task that President Kennedy called for long ago. "Let us focus," he said, "on a more practical, more attainable peace, based not on a sudden revolution in human nature but on a gradual evolution in human institutions."
What might this evolution look like? What might these practical steps be?
To begin with, I believe that all nations — strong and weak alike — must adhere to standards that govern the use of force. I — like any head of state — reserve the right to act unilaterally if necessary to defend my nation. Nevertheless, I am convinced that adhering to standards strengthens those who do, and isolates — and weakens — those who dont.
The world rallied around America after the 9/11 attacks, and continues to support our efforts in Afghanistan, because of the horror of those senseless attacks and the recognized principle of self-defense. Likewise, the world recognized the need to confront Saddam Hussein when he invaded Kuwait — a consensus that sent a clear message to all about the cost of aggression.
Furthermore, America cannot insist that others follow the rules of the road if we refuse to follow them ourselves. For when we don't, our action can appear arbitrary, and undercut the legitimacy of future intervention — no matter how justified.
This becomes particularly important when the purpose of military action extends beyond self-defense or the defense of one nation against an aggressor. More and more, we all confront difficult questions about how to prevent the slaughter of civilians by their own government, or to stop a civil war whose violence and suffering can engulf an entire region.
I believe that force can be justified on humanitarian grounds, as it was in the Balkans, or in other places that have been scarred by war. Inaction tears at our conscience and can lead to more costly intervention later. That is why all responsible nations must embrace the role that militaries with a clear mandate can play to keep the peace.
America's commitment to global security will never waver. But in a world in which threats are more diffuse, and missions more complex, America cannot act alone. This is true in Afghanistan. This is true in failed states like Somalia, where terrorism and piracy is joined by famine and human suffering. And sadly, it will continue to be true in unstable regions for years to come.
The leaders and soldiers of NATO countries — and other friends and allies — demonstrate this truth through the capacity and courage they have shown in Afghanistan. But in many countries, there is a disconnect between the efforts of those who serve and the ambivalence of the broader public. I understand why war is not popular. But I also know this: The belief that peace is desirable is rarely enough to achieve it. Peace requires responsibility. Peace entails sacrifice. That is why NATO continues to be indispensable. That is why we must strengthen U.N. and regional peacekeeping, and not leave the task to a few countries. That is why we honor those who return home from peacekeeping and training abroad to Oslo and Rome; to Ottawa and Sydney; to Dhaka and Kigali — we honor them not as makers of war, but as wagers of peace.
Let me make one final point about the use of force. Even as we make difficult decisions about going to war, we must also think clearly about how we fight it. The Nobel Committee recognized this truth in awarding its first prize for peace to Henry Dunant — the founder of the Red Cross, and a driving force behind the Geneva Conventions.
Where force is necessary, we have a moral and strategic interest in binding ourselves to certain rules of conduct. And even as we confront a vicious adversary that abides by no rules, I believe that the United States of America must remain a standard bearer in the conduct of war. That is what makes us different from those whom we fight. That is a source of our strength. That is why I prohibited torture. That is why I ordered the prison at Guantanamo Bay closed. And that is why I have reaffirmed America's commitment to abide by the Geneva Conventions. We lose ourselves when we compromise the very ideals that we fight to defend. And we honor those ideals by upholding them not just when it is easy, but when it is hard.
I have spoken to the questions that must weigh on our minds and our hearts as we choose to wage war. But let me turn now to our effort to avoid such tragic choices, and speak of three ways that we can build a just and lasting peace.
First, in dealing with those nations that break rules and laws, I believe that we must develop alternatives to violence that are tough enough to change behavior — for if we want a lasting peace, then the words of the international community must mean something. Those regimes that break the rules must be held accountable. Sanctions must exact a real price. Intransigence must be met with increased pressure — and such pressure exists only when the world stands together as one.
One urgent example is the effort to prevent the spread of nuclear weapons, and to seek a world without them. In the middle of the last century, nations agreed to be bound by a treaty whose bargain is clear: All will have access to peaceful nuclear power; those without nuclear weapons will forsake them; and those with nuclear weapons will work toward disarmament. I am committed to upholding this treaty. It is a centerpiece of my foreign policy. And I am working with President Medvedev to reduce America and Russia's nuclear stockpiles.
But it is also incumbent upon all of us to insist that nations like Iran and North Korea do not game the system. Those who claim to respect international law cannot avert their eyes when those laws are flouted. Those who care for their own security cannot ignore the danger of an arms race in the Middle East or East Asia. Those who seek peace cannot stand idly by as nations arm themselves for nuclear war.
The same principle applies to those who violate international law by brutalizing their own people. When there is genocide in Darfur, systematic rape in Congo or repression in Burma — there must be consequences. And the closer we stand together, the less likely we will be faced with the choice between armed intervention and complicity in oppression.
This brings me to a second point — the nature of the peace that we seek. For peace is not merely the absence of visible conflict. Only a just peace based upon the inherent rights and dignity of every individual can truly be lasting.
It was this insight that drove drafters of the Universal Declaration of Human Rights after the Second World War. In the wake of devastation, they recognized that if human rights are not protected, peace is a hollow promise.
And yet all too often, these words are ignored. In some countries, the failure to uphold human rights is excused by the false suggestion that these are Western principles, foreign to local cultures or stages of a nation's development. And within America, there has long been a tension between those who describe themselves as realists or idealists — a tension that suggests a stark choice between the narrow pursuit of interests or an endless campaign to impose our values.
I reject this choice. I believe that peace is unstable where citizens are denied the right to speak freely or worship as they please, choose their own leaders or assemble without fear. Pent up grievances fester, and the suppression of tribal and religious identity can lead to violence. We also know that the opposite is true. Only when Europe became free did it finally find peace. America has never fought a war against a democracy, and our closest friends are governments that protect the rights of their citizens. No matter how callously defined, neither America's interests — nor the worlds — are served by the denial of human aspirations.
So even as we respect the unique culture and traditions of different countries, America will always be a voice for those aspirations that are universal. We will bear witness to the quiet dignity of reformers like Aung Sang Suu Kyi; to the bravery of Zimbabweans who cast their ballots in the face of beatings; to the hundreds of thousands who have marched silently through the streets of Iran. It is telling that the leaders of these governments fear the aspirations of their own people more than the power of any other nation. And it is the responsibility of all free people and free nations to make clear to these movements that hope and history are on their side.
Let me also say this: The promotion of human rights cannot be about exhortation alone. At times, it must be coupled with painstaking diplomacy. I know that engagement with repressive regimes lacks the satisfying purity of indignation. But I also know that sanctions without outreach — and condemnation without discussion — can carry forward a crippling status quo. No repressive regime can move down a new path unless it has the choice of an open door.
In light of the Cultural Revolution's horrors, Nixon's meeting with Mao appeared inexcusable — and yet it surely helped set China on a path where millions of its citizens have been lifted from poverty, and connected to open societies. Pope John Paul's engagement with Poland created space not just for the Catholic Church, but for labor leaders like Lech Walesa. Ronald Reagan's efforts on arms control and embrace of perestroika not only improved relations with the Soviet Union, but empowered dissidents throughout Eastern Europe. There is no simple formula here. But we must try as best we can to balance isolation and engagement, pressure and incentives, so that human rights and dignity are advanced over time.
Third, a just peace includes not only civil and political rights — it must encompass economic security and opportunity. For true peace is not just freedom from fear, but freedom from want.
It is undoubtedly true that development rarely takes root without security; it is also true that security does not exist where human beings do not have access to enough food, or clean water, or the medicine they need to survive. It does not exist where children cannot aspire to a decent education or a job that supports a family. The absence of hope can rot a society from within.
And that is why helping farmers feed their own people — or nations educate their children and care for the sick — is not mere charity. It is also why the world must come together to confront climate change. There is little scientific dispute that if we do nothing, we will face more drought, famine and mass displacement that will fuel more conflict for decades. For this reason, it is not merely scientists and activists who call for swift and forceful action — it is military leaders in my country and others who understand that our common security hangs in the balance.
Agreements among nations. Strong institutions. Support for human rights. Investments in development. All of these are vital ingredients in bringing about the evolution that President Kennedy spoke about. And yet, I do not believe that we will have the will, or the staying power, to complete this work without something more — and that is the continued expansion of our moral imagination, an insistence that there is something irreducible that we all share.
As the world grows smaller, you might think it would be easier for human beings to recognize how similar we are, to understand that we all basically want the same things, that we all hope for the chance to live out our lives with some measure of happiness and fulfillment for ourselves and our families.
And yet, given the dizzying pace of globalization, and the cultural leveling of modernity, it should come as no surprise that people fear the loss of what they cherish about their particular identities — their race, their tribe and, perhaps most powerfully, their religion. In some places, this fear has led to conflict. At times, it even feels like we are moving backwards. We see it in the Middle East, as the conflict between Arabs and Jews seems to harden. We see it in nations that are torn asunder by tribal lines.
Most dangerously, we see it in the way that religion is used to justify the murder of innocents by those who have distorted and defiled the great religion of Islam, and who attacked my country from Afghanistan. These extremists are not the first to kill in the name of God; the cruelties of the Crusades are amply recorded. But they remind us that no Holy War can ever be a just war. For if you truly believe that you are carrying out divine will, then there is no need for restraint — no need to spare the pregnant mother, or the medic, or even a person of one's own faith. Such a warped view of religion is not just incompatible with the concept of peace, but the purpose of faith — for the one rule that lies at the heart of every major religion is that we do unto others as we would have them do unto us.
Adhering to this law of love has always been the core struggle of human nature. We are fallible. We make mistakes, and fall victim to the temptations of pride, and power, and sometimes evil. Even those of us with the best intentions will at times fail to right the wrongs before us.
But we do not have to think that human nature is perfect for us to still believe that the human condition can be perfected. We do not have to live in an idealized world to still reach for those ideals that will make it a better place. The nonviolence practiced by men like Gandhi and King may not have been practical or possible in every circumstance, but the love that they preached — their faith in human progress — must always be the North Star that guides us on our journey.
For if we lose that faith — if we dismiss it as silly or naive, if we divorce it from the decisions that we make on issues of war and peace — then we lose what is best about humanity. We lose our sense of possibility. We lose our moral compass.
Like generations have before us, we must reject that future. As Dr. King said at this occasion so many years ago: "I refuse to accept despair as the final response to the ambiguities of history. I refuse to accept the idea that the 'isness' of man's present nature makes him morally incapable of reaching up for the eternal 'oughtness' that forever confronts him."
So let us reach for the world that ought to be — that spark of the divine that still stirs within each of our souls. Somewhere today, in the here and now, a soldier sees he's outgunned but stands firm to keep the peace. Somewhere today, in this world, a young protestor awaits the brutality of her government, but has the courage to march on. Somewhere today, a mother facing punishing poverty still takes the time to teach her child, who believes that a cruel world still has a place for his dreams.
Let us live by their example. We can acknowledge that oppression will always be with us, and still strive for justice. We can admit the intractability of deprivation, and still strive for dignity. We can understand that there will be war, and still strive for peace. We can do that — for that is the story of human progress; that is the hope of all the world; and at this moment of challenge, that must be our work here on Earth.

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