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Helzberg School

Learn about Mensch Management™, an ethics-driven approach to leadership focused on self-awareness, servant leadership, and positive organizational scholarship. Discover how to build relationships, develop resilience, and create a sense of purpose in your personal and professional life.

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Helzberg School

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Presentation Transcript

  1. CJBE Conference July 2009 “Managing as a Mensch” Barnett Helzberg George Ferguson Rockhurst University Helzberg School of Management Helzberg School

  2. Presentation Outcomes • Understand Mensch Management™ • Ideas on applying Positive Organizational Scholarship • Aware of other ways of approaching servant leadership

  3. Mensch • A person having admirable characteristics, such as fortitude and firmness of purpose; a decent, upright, mature, responsible person

  4. Course Beginnings • “I want someone who manages as a mensch.” • (Barnett Helzberg) • Researched concept • Conducted two test classes • Designed three-hour elective Mensch Management™

  5. Conceptual Aspects • A focus on people • An ethics-driven approach to leadership • Self-awareness and reflection • Servant leadership concepts (listening, empathy, healing, awareness, foresight, stewardship, growth of others, building community) • Focusing on the positive • Personal and professional student development and growth

  6. POS • Exposed to Positive Organizational Scholarship • Met with Drs. Wayne Baker and Jane Dutton from University of Michigan’s Ross School of Business • Adopted POS aspects into Mensch Management™ • Reflected Best Self • Work as a calling • Resilience • Compassion • Building relationships and high quality connections

  7. Learning Process & Materials • Students create own Mensch Management™ “text” • Feedback and reflection • Research Questions • Speakers • Class Discussions • Student Outputs

  8. Feedback and Reflection • Self-scored and 360 instruments • Leadership Practices Inventory • Reflected Best Self • INSIGHT • Locus of Control • Reflection paper with learnings and action plans

  9. Research Questions • A series of short research papers (avg. 5 pages) • Mixture of academic and “pop-press” sources • Deeper thought required – holistically, deeply, behaviorally • “What is a mensch?” • “How can work be a calling?” • “How and in what ways is a mensch resilient?” • “How and in what situations is a mensch compassionate?” • “How does a mensch build relationships and high quality connections?”

  10. Speakers • Utilize variety of speakers to share wisdom on: • Work as a calling • Compassion • Relationships and listening • Community feedback on businesses and leadership

  11. Class Discussions • Students “quizzed” each class • Topical discussions • “Barnett Book Club” • Celebratory dinner

  12. Student Outputs • Student Mensch Management™ “text” with answers to research questions • Feedback and reflection paper • Long-term development plan • Students send drafts of papers to instructors for feedback throughout the semester

  13. Impact on Learning

  14. Student Responses “Throughout this semester I have learned a lot about myself through the LPI and Best Self exercises, and have thought about ways in which I can be a better person, both in my professional and personal life, through the different class discussions. I’ve learned to be less judgmental and have seen the advantages of taking the time to listen to others... I strive to be a role model for others and I think it would be one of the greatest compliments to one day be described as a Mensch.”

  15. Student Responses “One of the most important messages from class this semester was the message that we can behave as a mensch without doing something heroic. We all have the ability to choose to look inside to identify our true values through self awareness. We all have the ability to live by those values and lead authentically, and finally, we can make the choice to ask ourselves ‘What would a mensch do?’”

  16. Student Responses “I went home after the first night of class and sat both of my children down. The lesson is that no matter how successful you are you should always remember how you treat people. The secret is you don’t need to flaunt your success; most people will already know your achievements and respect you for those without your ego reminding them.”

  17. Leadership Credo • As a leader; • I am first and foremost a servant to those whom I lead, genuinely caring for the good of all stakeholders. • I believe I become a leader the day I accept my lack of real power over others. • I practice leadership when I properly balance influence, courage and humility. • I constantly challenge others to go beyond their comfort zone to become more than they are. • I am creative, not accepting the Tyranny of OR but striving to find the AND that meets all needs. • I have the inner strength to stand alone and make tough decisions, and the wisdom and compassion to listen to all viewpoints. • I am responsible for my actions understanding that quality of actions make a leader.

  18. Leadership Credo • Leadership Credo • I will be passionate about what I do. • I believe that my integrity is paramount to relating to those who answer to me. • My leadership will be based on service to others. • I will strive to do what is right.

  19. Conclusion

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