ARM: Human Relations Approach

By: Kenzie Fischer

The Human Relationarms Approach to management is defined as “a management approach that promotes focusing on meeting the emotional needs of the worker with less focus on production.  It is based on the idea that employees are motivated not only by financial reward but also by a range of social factors (i.e. a sense of belonging, feelings of achievement). This theory holds that attitudes, relationships, and leadership styles play an important role in the performance of an organization (Human Relations Theory, 2016). The human relations approach theory began development in the early 1920’s. At that time, productivity was the primary focus of business. Elton Mayo, Fritz Roethlisberger, and William Dickson were the researchers who conducted the Hawthorne Studies.

The Hawthorne Studies is a series of experiments that were conducted to determine the effect of lighting on productivity at the Western Electric Company’s Hawthorne Plant. The plant workers were separated into either the experimental group or the control group. The experimental group assembled the coils in varied lighting situations, while the control group assembled the coils under normal lighting conditions. Manipulations during this experiment included additional work breaks, raises based on the worker’s performance, and altering work schedules. Mayo and his team conducted several variations of this experiment to figure out why workers in the experimental group were more productive than the workers in the control group. They soon found that the reason for increased production was due to the attention given to the workers by the experimenter and their supervisors. His studies found that if the company and/or managers took an interest in employees and cared for them, it had a positive effect on their motivation. When managers were interested in their employees, they felt more appreciated and valued. Mayo identified the importance of the ‘human factor’ in organizations. This meant that workers were now recognized as having social needs and interests (Human Relations Theory and People Management, 1953).

Mayo believed that an employee’s need for supportive work relationships was a result of losing close attachments they shared with family and friends. Therefore, their unfulfilled needs must be fulfilled by the organization. Because of this, Mayo believed that one of the most important function was to provide spontaneous cooperation; the fostering of relationships and teamwork (Organizational Communications: Strategies for Success, 2012). This perspective focuses on relationships as opposed to production. It was eventually found that organizations that used the human relations approach usually experienced lower productivity because the main focus was the workers’ psychological well- being. It was recently found in a re- analysis of the original data found that managerial discipline, financial incentives, and increased break times significantly predicted worker productivity.

Advanced RISC Machine (ARM) is a company of reduced instruction set computing (RISC) architectures for computer processors. ARM develops the architecture and licenses it to other companies, who design their own products that implement one of those architectures. It also designs cores that implement this instruction set and licenses these designs to different companies that incorporate those designs into their own products. ARM was founded in 1990 and now has offices around the world. ARM’s main technology is its microprocessor. Technology from ARM is used in 95% of the world’s mobile headsets, and in over a quarter of all electronic devices including computers, smart phones, digital cameras, and televisions.

ARM has a very diverse workforce. 2,050 employees work across 30 sites in 15 different countries. ARM is a business focused on innovation. This innovation comes from the entire business, not just its research team. ARM relies on its people to achieve this innovation. The business is focused on global learning and development, talent management, and appropriate rewards in order to develop and maintain the skills its employees need. Due to technological advances, the organization is constantly changing. Managing change requires effective employee engagement. ARM defines engagement as, “Commitment to the job, manager, team and organization which drives effort and intent to stay, resulting in improved performance and retention” (ARM, 2016). Collaborating with other employees allows them to develop practical solutions to problems. Research has shown that a 10% increase in employee commitment can lead to a 6% increase in employee effort. Ensuring high levels of motivation within its employees is vital to ARM’s marketing strategy. Teamwork is one of the most important factors within its innovative environment.

Motivation is the level of commitment an individual has to what they are doing. The motivation theory focuses on how individuals behave in the workplace. By understanding what motivates employees, it is possible to create a fun and efficient workplace. It is also important to ensure that employees are happy at work. This will create satisfied employees who will work with more enthusiasm and focus on the goals of the company. Research has found that about 75% of an organization’s employees are neither engaged nor disengaged. Considering ARM’s description of how engagement can drive performance, this means that, if more employees were engaged, the organization could expect improved performance. Motivating people does not only benefit the individual, but the business as well. A variety of values help to build ARM’s approach to motivation. These include respecting and involving others, being proactive, and adopting a positive attitude in order to solve problems. For example, ARM employees work in teams where they are encouraged to produce solutions to problems. This not only helps the business, but also their personal development.

ARM explained how the company gains employee engagement through various elements of its HR strategy of team working. Buying into and sharing common values supports a collaborative approach to innovation. Sharing knowledge helps to develop relationships and networks within the business and leads to the creation of new ideas. Developing talent through training to improve expertise benefits individuals but also helps to ensure ARM will have key skills despite global shortages in some areas. Providing opportunities for individuals to grow into new roles also supports succession planning for future leadership. Various reward systems recognize individual and team effort. ARM provides employees with opportunities for fulfill needs such as esteem and self- actualization through interesting and challenging work.

Teamwork within ARM provides employees the opportunity to share their knowledge and ideas across the entire organization. Open and honest communication is key to team work. ARM has an ‘open door’ policy where employees can go to managers at any time with questions or issues. This supports the spotlight on information and knowledge sharing. ARM uses employee engagement as a key factor in motivation. This is a satisfier as employees begin to develop a genuine relationship with their teammates. A number of other motivators are used at ARM, such as employees receiving shares in the company as well as bonuses based on how well the company is doing.

Mayo’s beliefs are parallel to ARM’s focus on developing its employees as part of its business strategy. Employees at ARM work best within learning and development teams. Managers at ARM have responsibility for motivating individuals and their teams. Important elements of this include: 1. Communicating and explaining the ARM goal, values, and strategy to all team members so everyone is working at the same level. 2. Providing appropriate training and induction for new employees as well as coaching for all in order to develop skills, confidence, and self- reliance. 3. Carrying out one- to- one meetings and employee reviews to assess performance and set personal and team objectives. 4. Putting in place succession planning for the team and manager roles to ensure long term performance. Personal development is crucial to the HR strategy at ARM. Employee reviews allow the individual to reflect on the contributions they made while giving feedback and support.

ARM’s strategy places great importance on employee engagement to create a motivated team. This is crucial given the innovative and highly skilled nature of the company. By emphasizing training and development, open communication, and a fun approach, ARM has created a productive and committed global workforce.







Avtgis, T. A., Rancer, A. S., & Liberman, C. J. (2012). Organizational Communication: Strategies for Success. Dubuque, IA: Kendall Hunt.

(2016). Human relations theory – Oxford Reference. Retrieved October 31, 2016, from

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Ltd., A. (n.d.). Home – ARM. Retrieved October 31, 2016, from


USAA: Working Military Style

By Kenzie Fischer

The United Services Automobile Association (USAA) is a Texas- based financial services group that offers banking, investing, and insurance to people and families that serve, or who have served, in the United States military. The purpose of this case study is to look deeper into the USAA and find what their qualities are and to also describe the training USAA employees undergo.

One of the main qualities of USAA is “Keep our membership and mission first.” This means that the company aims to protect enterprise performance and prioritize and make smart adjustments to best support their membership and mission. They also want to achieve their goals with personal accountability. The second aspect of USAA is, “Live our core values: Service, Loyalty, Honesty, and Integrity.” USAA wants to embrace their values as common ground with their members, co- workers, and community. They expect their employees to be a positive representative for USAA inside and outside of the workplace (The USAA Standard, 2015).


The third quality is, “Be authentic and build trust.” USAA’s employees should be aware that their words and actions should be consistent throughout all situations, communicating with honesty and empathy. In order to build trust between employees, they need to keep all of their commitments. “Create conditions for people to succeed” is the next quality of USAA. In order to make their company the best it can be, their employees need to have clear communication, and share their ideas within the team, encouraging others to problem- solve (The USAA Standard, 2015).

The fifth quality is “Purposefully include diverse perspectives for superior result.” USAA employees are divided into equally diverse teams to include different perspectives and viewpoints. The company then tests the new ideas and alternative viewpoints. The final standard is to “Innovate and build for the future.” While in their teams, the employees discuss problems and brainstorm questions that improve or simplify work, which makes it easier for co- workers and members to do business with the company (The USAA Standard, 2015).

The USAA standard incorporates aspects of all perspectives of ethical decision making. Although all of the USAA’s qualities coincide with ethical decision making, they seem to mostly align with the Relationship- Based perspective. This perspective means that ethical behavior is achieved through open and honest communication within the workplace. The long- term relationships replace the commonly competitive buyer/ seller markets with “domesticated” markets; instead of competing with one another, the companies behave like team members (Sharma, 2001).

The most unique style USAA uses to teach their standards to their employees is called the “boot camp” program. This ten week program forces employees to undergo military style exercise sessions multiple times a day and eat military meals for lunch (Fleurke, 2009). This “boot camp” program’s goal is to help employees understand what their customers go through/ went through and build respect.

For my critical analysis, I have designed a code of ethics for Pizzazz, Baton, Pom, and Dance Studio, where I work for my mom as a professional dance coach. This code is made up of seven ethical standards:

  1. The teacher must create and maintain a professional image. The creation and maintenance of a professional image imposes on the teacher a number of professional and ethical responsibilities, some of which I will explain later in this Code of Ethics.
  2. An educator’s first professional duty is to the enhancement of the quality of dance education provided to the students in his/ her charge. The educator must strive to improve his/ her techniques for teaching all types of dance, especially as modified or revised in accordance with the progress of dance education. Teachers should make a constant effort to improve professionally through continual study.
  3. The teacher shares a collective responsibility by working for Pizzazz, to uphold its goals and standards, and to abide by its policies. A teacher or group of teachers cannot make unauthorized representations to outside people or other organizations.
  4. It is the educator’s responsibility to maintain relationships with students, assistants, and employees on a professional basis. Pizzazz recognizes the unique trust placed in the student- teacher relationship. This relationship should also include the teacher’s assistants and employees.
  5. All forms of sexual behavior or harassment with students are unethical, even when students invite or consent to such behavior.
  6. Pizzazz recognizes that a higher standard of personal behavior is expected of an educator because students, assistants, and employees perceive the teacher as an example of integrity. The personal behavior of a teacher should be legal, ethical, and moral; appropriate assistance should be sought by the teacher for personal problems or conflicts. The teacher’s behavior should always reflect that the teacher is aware that he/ she is considered an example to students, assistants, and employees.
  7. Any advertising, including announcements, public statements, or promotional activities, should not misrepresent professional qualifications or contain any false, misleading, deceptive, or unfair statements.

The objective of this Code of Ethics is to enable dance educators and their students to meet for a cooperative and collective session. We aim to advance the art of dance and improve the practices. Pizzazz strives for the mutual interest and cooperation of its students.


Fleurke, X., (January, 2009). Walking a mile in the shoes of your customer. Business Roundtable: Institute for Corporate Ethics. Retrieved from

McGregor, J., (1, September, 2005). Employee innovator: USAA. Fast Company Magazine. Retrieved from

Sharma, M. V., (2001). Industrial and Organizational Salesforce Roles: A Relationship- Based Perspective. Retrieved from

Shevory, K., (1, September, 2014). Boot camp for bankers. The New York Times. Retrieved from

The USAA standard (2015) [PDF Document]. Retrieved from


By: Kenzie Fischer

Photo Credit:

The purpose of this case study is to look at Netflix’s unique culture and the company’s philosophies that they think are important. I will describe and analyze the seven aspects of Netflix culture and I will give personal input of those seven aspects.

The first aspect of Netflix’s culture is “Values are what we Value”. This means that the company searches for these nine behaviors in their employees: judgement, communication, impact, curiosity, innovation, courage, passion, honesty, and selflessness. Hastings goes into further detail why exactly Netflix wants each characteristic. They want employees to make wise decisions “despite ambiguity” and can separate what must be done immediately and what can be improved for future projects. They want employees who can communicate well with other colleagues who treat people with respect, regardless of their position within the company. Netflix wants their employees to make an impact. They focus on results rather than focusing on the actual process (Hastings, 2009).

The second aspect of Netflix’s culture is high performance. Netflix compares themselves to a pro sports team. “Netflix leaders hire, develop and cut smartly, so we have stars in every position” (Hastings, 2009). The managers at Netflix ask themselves “Which of my employees would I fight hard to keep?” If they would not fight for a certain employee to stay, Netflix gives them a severance package so that role can be filled by a better worker. This just goes to show how much Netflix values their employees. Even when they lay off an employee, they offer them a severance. Netflix only wants the best of the best so everyone can help each other succeed and be the best they can be. If the company hits a temporary rough spot, they want employees who will stick with them (Hastings, 2009).

The third aspect of the company’s culture is freedom and responsibility. Netflix wants their employees to be self- motivating, self- disciplined, and self- improving. Their goal is to increase their workers’ freedom to continue to engage innovative people. Meanwhile, as other companies expand, their employees’ freedom usually decreases. This results in increased complexity, which leads to the quality of employees going down. Netflix is aiming to increase the percentage of high performance employees faster than the growth of complexity. “As we grow, minimize rules. Flexibility is more important than efficiency in the long term” (Hastings, 2009).

The fourth trait is “Context, not Control”. This trait explains how Netflix wants its managers to behave with employees. Instead of being a controlling manager, they aim to support their employees and suggest goals for them. This aspect aims to avoid top- down decision making and committees. Instead of blaming their employees, the managers ask themselves what context they could set instead. High performing people will do better work if they understand the context (Hastings, 2009). Netflix wants their managers to clearly explain the goals they are expecting of their employees and be able to trust them with the amount of freedom that is given to them. The managers trust that their employees will get the job done without being forced to finish the task (Hastings, 2009).

The fifth aspect is “Highly Aligned, Loosely Coupled”. Netflix believes that there are two models of corporate teamwork; Tightly Coupled Monolith and Independent Silos. Tightly Coupled Monolith is a management style that reviews all tactics. This model is highly coordinated through centralization, but slow (Hastings, 2009). The Independent Silos model is when each department works on their own. This says that work that requires coordination suffers. Netflix combines these two models and eliminated all of the disadvantages. Their model includes strategies and goals that are clear and understood by everyone. Their teams focus on the goals rather than tactics. Trust between groups is essential in order for them to move fast (Hastings, 2009).

The sixth aspect of Netflix’s culture is “Pay Top of Market”. Netflix aspires to pay their employees top of the market as they expect high quality work. With different job descriptions come different salaries, but Netflix aims to pay their employees on individual worth. This results in raises when the individual’s worth increases (Hastings, 2009).

The final aspect of Netflix’s culture is “Promotions & Development”. Netflix’s goal is to continue growing and keep their best talent. Sometimes there is no room for an employee to get a promotion because there is no open position in the company. If someone leaves for a bigger job, Netflix applauds them since they did not have a bigger and better position to offer the employee. “We want people to manage their own career growth, and not rely on a corporation for “planning” their careers” (Hastings, 2009). Netflix constantly tries to provide their employees opportunities to grow by surrounding them with only the best talent.

I have personally never experienced a management style such as Netflix’s. Most places I have worked have valued control over context. Everywhere I’ve worked, I’ve gotten paid quantity over quality. To my manager, it didn’t matter what I got done or how well I did it, I got paid by the hour. Because of this, my desire to keep working for them dwindled. Netflix’s values are parallel to mine, so I feel that I would be a more effective worker at Netflix. I have never liked being controlled and told what to do, and I love that about Netflix’s management style. Because of the fact that Netflix treats every employee with the utmost respect, I think that I would easily adapt working for the company and also enjoy my time working there.




@. (2016). How Netflix Reinvented HR. Retrieved October 09, 2016, from

Reed Hastings, Working   Keynote Author Follow. (2009). Culture. Retrieved October 09, 2016, from




Google: Project Aristotle

By: Kenzie Fischer

In order to accomplish difficult tasks and brainstorm new ideas, large firms usually divide their workers into teams. Working together in groups has been proven to be more effective than working individually; assuming you have a productive group that gets along well. What exactly makes an “effective team”? According to (re:Work, 2016) teams are interdependent. The team members plan work, solve problems, make decisions, and review progress in service of a specific project. When Google launched Project Aristotle, they looked at over 100 teams of workers within their own company to figure out what exactly makes an efficient team.

In google-search2012, Google conducted a study called Project Aristotle. The main goal of Project Aristotle was to look at teams and figure out why certain groups worked while others did not. The study included Google’s top employees such as, psychologists, sociologists, and engineers. These employees believed that making the best teams meant combining the best people. The teams soon learned that this was not the case. At first, researchers found no patterns as to what made a team sink or swim; the composition of a team seemed to make no difference. While looking at past research, they continuously found that groups have norms that they followed. Norms are the “traditions, behavioral standards and unwritten rules that govern how we function when we gather” (Duhigg, 2016). When researchers began looking for norms within a group, they found there was inappropriate behavior within the groups. Some said that teammates interrupted each other constantly and that the team leaders would reinforce them by interrupting others themselves. After looking at over 100 groups for more than a year, Project Aristotle’s researchers found that understanding group norms were essential to improving Google’s teams.

In 2008, Harvard conducted a study to see if a group’s success had anything to do with the overall IQ of the group members. They divided over 600 people into small groups and gave them each a series of assignments. Some teams came up with numerous different uses. Other teams just kept describing the same ideas in different ways. What the researchers found was that teams that did well on one study typically did well on all the others. Therefore, teams that did poorly on one assignment seemed to fail at everything. Eventually they found that the success of the group was not dependent on the overall IQ and that a group full of average intelligence members could out- perform groups with all high IQ members (Duhigg, 2016).

Researchers soon found an important trend within the high performing groups in Project Aristotle; they all had high psychological safety. Psychological safety is defined as “a sense of confidence that the team will not embarrass, reject, or punish someone for speaking up” (Duhigg, 2016). With this discovery, everyone just suddenly understood. Another characteristic that was found to lead groups to success was their connection with each other. For example; one of the team’s leaders, Matt Sakaguchi, confessed that he has been struggling with cancer. This led others feel comfortable enough to bring up their own personal issues, which led to the connection with one another. This then led to more success within the team.

I found the results from Project Aristotle fascinating. I am not surprised that team members that have a connection will out- perform those who do not. Some people have that connection, and others just don’t. What really caught my attention was the example of Team A and Team B. It was difficult for me to choose what team I would want to join. I eventually settled for Team B. I think it is important to stay on track and get everything done that needs to be done, but I found that it would be hard for me to participate in Group A. Like the studies found, I would be more comfortable in a group with people I have a good connection with and who I would not be afraid to share my ideas with.



Duhigg, C. (2016). What Google Learned From Its Quest to Build the Perfect Team. Retrieved October 02, 2016, from

National Geographic – Inside Google (High-Definition). (n.d.). Retrieved October 02, 2016, from

Re:Work – Guide: Understand team effectiveness. (n.d.). Retrieved October 02, 2016, from

Holacracy Management Style at Zappos

by Kenzie Fischer is an online clothing store based in Las Vegas, Nevada. The CEO at Zappos, Tony Hsieh, learned about Holacracy style management in 2012 and decided it was exactly what the company needed. Some companies have undergone the changes of the holacratic system of management and have come out successful. But other companies, like Zappos, have not been so lucky.

The Holacracy system was developed by Brian Robertson, the founder of Ternary Software in 2007. A Holacracy is defined as a system of organizational governance where everyone is in charge (Holacracy, 2016). In this organizational structure, employees have roles instead of job descriptions. An employee’s role follows a format, a purpose, and certain activities to perform. Although a Holacracy has a flexible structure, it does provide a clear, formal system. It still features organizational “roles”. These roles are differentiated from the people filling them and no manager decides what roles are created. Once each role is filled, each person has the authority to execute their position accordingly.

So far, a number of firms across the US have decided to go holacratic. Holacracy is believed to increase agility, efficiency, innovation, and accountability within the company. This approach encourages the employees to take initiative and gives them the chance to express their concerns or ideas. Managers have said that this system has reduced the burden on leaders to make every single decision. According to Tony Hsieh, Holacracy makes individuals more responsible for their own thoughts and actions. Kristy Meade, an employee at Zappos, believes that Holacracy helps prevent usual gender- biased behaviors. It “provides protections that create an environment in which some actions based on unconscious bias are not possible” (Gelle, 2015). Another advantage of the holacratic model are fewer conflicts within the company. By removing the job titles, it prevents the risk of conflicts between employees and managers.


Tony Hsieh has lead Zappos for the past sixteen years; he was the visionary who pushed the idea of developing the Holacratic system. Mr. Hsieh has managed to make Zappos a fun and creative place to work. As the company grew, innovation decreased. “We had gone from being a fast speedboat to a cruise ship,” one long- time employee said (Gelle, 2015). Hsieh knew the company needed to mix things up a bit, so when he stumbled on Holacracy, he knew it was exactly what he wanted.

The changes were made at Zappos in 2013. At first, the transition was going really well. Hsieh explained, “Once you have that level of friendship, there’s higher levels of trust. Communication is better; people do favors for one another” (Gelle, 2015). Another employee claimed that it empowers the employees to have the same voice. As time went on with this approach, the workers began to show their true feelings. “It’s taking time away from getting the actual work done,” said Kelly, an employee (Gelle, 2015). Nonetheless, Zappos is continuing the Holacracy. Holacracy has empowered some people and hamstrung others (Reingold, 2016). One Zappos employee called Holacracy a social experiment that created chaos and uncertainty.

While Zappos is a very creative company searching for a unique image to differentiate them from others, it is obvious that most employees are much happier with the traditional management setting. Within all the havoc, there are signs of optimism at Zappos. Employees are keeping an open mind about this approach and are doing their best to work with the company. Holacracy is a new idea for management, but is only effective when everyone is interested. While Zappos is now a fun work environment, it also allows employees ideas and concerns to be heard by the company.


Gelles, D. (2015, July 17). At Zappos, Pushing Shoes and a Vision. Retrieved September 21, 2016, from

How It Works. (n.d.) Retrieved September 21, 2016, from

Reingold, J. (2016, March 4). How a Radical Shift Left Zappos Reeling. Retrieved September 21, 2016, from

Kenzie Fischer- StrengthsFinder 2.0 Analysis

by Kenzie Fischer

Taking StrengthsFinder 2.0 has not only allowed me to learn my top strengths, it has also taught me how to utilize them. It is usually difficult for me to look at myself and analyze my strengths. However, after taking StrengthsFinder 2.0 and reading about my top five strengths, it is easy for me to identify these strengths and how to use them in the near future.

One: Empathy

When one is empathetic, they can sense the emotions of people around them. They can feel what others are feeling as if the emotions were their own. They can see the world through others’ eyes and share their perspectives. They perceive people’s pain or joy, sometimes before it has even been expressed. Their ability to understand is extremely powerful; they can hear unvoiced questions and anticipate needs. They help people give voice to their emotional lives.

I feel that this trait represents me perfectly. While others struggle to find the words, I always seem to find exactly the right things to say and strike the right tone. I’m the person my friends come to with advice or if they just want to vent about their day. I always help people express their feelings, to themselves as well as to others. Ever since I was young, I have had a knack for sensing how people are feeling even before they have expressed it out loud. Having this trait has made people very trustworthy of me. People trust me because I let that person know that I know how they are feeling. If someone is lying to me, I can always catch on. All I have to do is look at their face or listen to their tone of voice, and I know instantly whether or not they are telling me the truth.

My friends always feel understood by me and seek my company. I have been told all my life that I am too sensitive, overly emotional, or that I wear my heart on my sleeve. Personally, I do not think that is a bad thing. People have told me that I pick up on feelings that even they don’t notice. I’ve noticed before how sensitive I am to others’ emotions. I can enter a room and have a sense of the general mood of the environment.

In a group setting, I feel like being empathetic can be helpful because I seem to know things without being told. I sense what needs to be done or what is about to happen. My gut feeling almost always proves to be correct. I can also help my colleagues be aware of the feelings of coworkers. Possessing this trait, I must have my alone time at the very least once a day. I have routines at the end of each day that allow me to destress.

Although being empathetic has many strengths, it also has several weaknesses. Negativity overwhelms me. I cannot stand raised voices, conflict, or anger. I feel physically sick as a result of negative energy. I also often show up with the symptoms of people around me. If someone close to me is depressed, I will develop the same thing. Although I love listening to people and giving them advice, I am too often the dumping ground for other people’s problems. People always gravitate towards me and unload all of their pain and problems on me. I feel compelled to help, but sometimes it can be too much for me.

Two: Restorative

People who are restorative love to solve problems. They enjoy the challenge of analyzing symptoms, identifying what is wrong, and finding the solution. While some are unsettled when they encounter yet another breakdown, people with strong restorative talents are energized by it. They like bringing things back to life by fixing them or rekindling their value. They bring courage and creativity to problematic situations.

When I first read that my second trait was restorative, I was confused. I thought that there must have been a mistake, that isn’t me. But as I started to read further, I now understand why being restorative is one of my strengths. I bring a solution oriented mindset to daily problems. I am always ready to take on new projects, no matter how difficult they might be. I know I’ll find a way to succeed. I can analyze a situation, identify potential limitations, and make necessary accommodations.

In the work force, my success depends on my ability to look to problems, and resolve them. Whether this happens with people, organizations, or intellectual problems, I always do the same thing: 1. I discover what is not working for me. 2. I look for resolution. 3. I guide people. 4. I increase my performance. Solving problems has just always come naturally to me. I can always help.

Three: Harmony

Harmonious people want peace and to try to bring others together. Not much can be gained from conflict. Those with strong harmony see what people have in common, even during conflict. They try to steer others way from confrontation and toward reconciliation. They seek to help individuals, families, and organizations work together. When others argue, they steer clear of the debate, wanting to talk about practical, down- to- earth matters on which everyone can agree.

I feel that harmony is a great representation of my personality. I believe that when people work together, everything goes a lot more smoothly. Having a group of friends with differing perspectives is important to me because I feel that having an open mind to other points of view will help me learn. In everyday life, I do everything in my power to achieve my goals. It is proved that harmonious people are excellent problem solvers, much like my restorative trait. If my friends are having a problem, I like to get to the root of issue. I ask them to share their thoughts about the problem. When people voice their side of the story, I can find things where everyone can agree.

Four: Input

People who have the input trait are inquisitive. They always want to know more. They crave information. They like to collect certain things, such as ideas, books, or membookorabilia. Whatever they collect, they do it because it interests them they find many things interesting and have a natural curiosity. The world is exciting precisely because of its infinite variety and complexity. Their pursuits keep their mind fresh and they know that one day some of the information they have in their minds will prove valuable.

While I love adding to my knowledge, I also enjoy collecting books. I have been collecting books ever since I was ten years old. I have a collection of books in many different genres, but my favorite books are about mental illness and eating disorders. These books have helped me store knowledge and will be helpful in the future when I intern with the National Eating Disorder Association.

I recognize my strengths and always try to find more information about them. In my busy schedule during the day, I try my best to read a book for at least an hour if I have time. While I’m reading, if I stumble upon an interesting fact or quote, I write it down and look back and think about it later on.

Five: Consistency

Balance is important to people with consistency. They are aware that they need to treat people the same, no matter what. They see themselves as guardians of what is right and fair. They believe that people function best in a consistent atmosphere with clear rules that apply to everyone. They know what is expected and it is predictable.

I am diagnosed with ADHD, so I feel that consistency suits me well. I can easily make judgements on people and situations. As a result of this, people have confidence in me and see me as trustworthy. I am always realistic about the situation. Whatever the issue is, I always try my best not to jump to conclusions. I sit down and think about the best solution for everyone involved. My actions always match my words. Although sometimes it is hard not to be a hypocrite, I treat myself and other people equally. I try to do what I can to eliminate negative thinking. This is my biggest weakness. If I get stressed out about schoolwork, it is easy for me to get in a negative mindset. But I calm myself down and turn those thoughts around.  I set goals. Setting goals for myself is one of my biggest values. Whenever I set a goal for myself, I stay focused on my performance. I slowly make change. I learned a few years ago that if I try to do everything at once, all I’m going to do is overwhelm myself. I now make gradual changes in my life instead of jumping in head first. I hold myself accountable. Even though it hurts me to do so sometimes, I make sure that I recognize when I don’t come up to the standards and goals that I have set for myself. I increase my motivation. If I don’t stay motivated, I won’t make changes. I have learned to sort my different goals out one at a time and I remind myself why these things are important to me.

Critical Analysis:

After looking and reading through my five strengths, it is very helpful for me to see my leadership styles and how I will be able to use my strengths and succeed in my future career. All of my strengths tie into each other and I am able to achieve the goals that I set for myself and accomplish whatever I set my mind to. Although all of my strengths come with weaknesses, all of them come together and pertain greatly to me.

MacKenzie Fischer

Mimg_1530acKenzie Fischer is a junior here at Ashland University. She is a double major in Public Relations/ Strategic Communications and Health and Risk Communications. She is an AU cheerleader and a member of Epsilon Alpha chapter of Alpha Phi sorority. MacKenzie joined Alpha Phi in the fall of her sophomore year. She wanted to step out of her comfort zone and do something she had never considered before. Alpha Phi has increased her communication skills and her confidence in herself. She has many expectations and responsibilities within the chapter, but they only inspire her to grow and succeed.

MacKenzie has been with several past employers all at different places. She has been a dance coach for the past 5 years alongside her mom who owns the dance studio. Since her sophomore year of high school, she has worked at Strip Steakhouse and Nemo Grille. At both restaurants, she worked as a hostess and a waitress. This past summer, MacKenzie worked at Bath & Body Works and Victoria’s Secret, where she was the leading saleswoman.

MacKenzie has struggled with an eating disorder since she was 12 years old and is extremely proud to say that she is recovered. She has struggled with anxiety since a very young age, which affected her schooling drastically, as well as her social life. MacKenzie has since then overcome her anxieties and has held positions in her sorority where she has also met some of her closest friends.

Some of MacKenzie’s personal hobbies include shopping, going out for coffee, and hanging out with her friends. Her friends and family are the most important people to her because they are the ones who are always there for her and always support her. Her family always keeps her grounded and remind her where she comes from. For the past three years, she has volunteered for the National Eating Disorder Association at their annual walks to raise money and is continuing this tradition by volunteering at the walk in Cleveland on October 15th.

MacKenzie’s ultimate goal in life is to work for the National Eating Disorder Association (NEDA). In the summer of 2017, she plans to move to New York and intern at NEDA as the public relations intern, where she will attend department meetings to increase knowledge and understanding of community outreach and partnership in a non- profit organization.