Jfk Essays (507 words) - Kennedy Family, Bouvier Family,

Jfk John F. Kennedy was the 35th president of the United States (1961-1963). He was born in Brookline, Massachusetts, on May 29, 1917,the second oldest in a family of nine children, the son of financier Joseph P. Kennedy, who served as ambassador to Great Britain during the administration of Franklin D. Roosevelt. He graduated from Harvard University in 1940. In 1941, John Kennedy joined the Navy. He became the commander of a small boat assigned to the battle in the Pacific against the Japanese. After World War II he soon decided to run for political office. In 1946, he was elected to the U.S. Congress, Kennedy, a Democrat, served three terms (six years) in the House of Representatives, and in 1952 he was elected to the U.S. Senate.In 1953, he married Jacqueline Lee Bouvier. In the general election on November 8, 1960, Kennedy defeated Vice President Richard M. Nixon, in a very close race. Kennedy was the youngest man elected President and the first Catholic. Just after the election, the Kennedy's second child, John Jr., was born. Kennedy wanted Americans to travel to a more distant destination. In May 1961, after Alan Shepard became the first American astronaut to fly into space, Kennedy asked Congress to spend more money on space exploration, with the goal of landing a man on the moon by the end of the decade.In 1963, clashes between the police and demonstrating blacks in Birmingham, Ala., and elsewhere, especially in the South, induced the president to stress civil rights legislation. Kennedy's new civil rights message included bills to ban discrimination in places of business; to speed up desegregation of public schools; and to end discrimination in the hiring of workers on federal construction projects. On Nov. 22, 1963, Kennedy was shot to death in Dallas, Texas, the fourth United States president to die by an assassin's bullet. The state funeral of President Kennedy was watched on television by millions around the world. He was buried in Arlington National Cemetery. During his time as President, JFK had to make difficult decisions. Many of the hardest choices concerned the relationship between our nation and the Soviet Union. President Kennedy's death caused enormous sadness and grief among all Americans. Most people still remember exactly where they were and what they were doing when they heard the news of the murder. Hundreds of thousands of people gathered in Washington for the President's funeral, and millions throughout the world watched it on television. As the years have gone by and other Presidents have written their chapters in history, John Kennedy's brief time in office stands out in people's memories--for his leadership, personality, and accomplishments. Many respect his coolness when faced with difficult decisions--like what to do about the missiles in Cuba. Others admire his ability to inspire people with his eloquent speeches. Still others think his compassion and his willingness to fight for new government programs to help the poor, the elderly and the ill were most important. Like all leaders, John Kennedy made mistakes, but he was always optimistic about the future. He believed that people could solve their common problems if they put their country's interests first and worked together. History Essays

How an Executive Coach Can Help Boost Your Career

How an Executive Coach Can Help Boost Your Career Eden Abrahams has a life so fascinating, we almost wanted to interview her on that alone. She’s worked internationally as a strategist and corporate communications expert, and moved on from there to become a respected executive coach and the head of Clear Path Executive Coaching. She took some time out of her busy day to speak with us about the challenges a modern executive faces.Why would an executive need coaching?To borrow an acronym used by the U.S. military, we are living in a VUCA (volatile, uncertain, complex and ambiguous) world, which demands a different kind of leader than the old command-and-control model that worked when companies were hierarchical and the operating environment wasn’t in a continuous state of flux. Executives today in just about every sector are grappling with increasingly complex challenges that demand new ways of thinking, problem solving, decision making and relating to others. High-performing leaders aren’t born with these skills. They develop them by cultivating self-awareness; a flexible, adaptive mindset; and a commitment to continued learning and experimentation.Executive coaches can play a valuable role in helping leaders and managers clarify their goals at critical junctures in their career and acquire the right tools and perspective to evolve, advance, and thrive. Partnering with a coach can help executives improve their emotional intelligence capabilities, learn from past mistakes, strengthen their reflective and strategic thinking capabilities, and create time for meaningful non-work pursuits that provide balance and perspective. In many cases, executive coaching engagements also focus on building or improving skills related to effective communicating, executive presence, and time management.What unique challenges do executives face in their careers?Executives face many external challenges as they navigate their careers. Flatter, leaner organizations mean there are fewer opportunities for linear adv ancement, and even relatively senior managers need to be skilled at the art of influencing without authority to operate successfully in these environments. Trends like globalization, rapid technological innovation, and demographic shifts have dramatically altered the employment landscape, resulting in a â€Å"new normal† characterized by job insecurity, a more opportunistic and less loyal workforce, and greater pressure on executives to deliver results in a shorter time frame.Concurrently, the search for meaning at work is a powerful internal driver that is redefining – for many of us, at all stages of our careers – what a fulfilling career looks like. Particularly in wealthy, developed economies, the belief that we should find purpose and self-actualization at work – and not just in our extracurricular activities and relationships – is much more prevalent than it was even a generation ago. Executives who work in organizations that don’t off er significant opportunities for professional development, personal growth or community service should be thinking proactively about how to address that deficit, both for their own benefit and to promote greater employee engagement.On a practical level, the takeaway is that all of us, executives included, would do well to adapt an entrepreneurial mindset when it comes to managing our careers. Because in a VUCA world, thinking of yourself as â€Å"labor for hire† is a far riskier strategy than remaining nimble, dynamic and in perpetual upgrade mode – just like any good start-up does.When transitioning to a new career, what should an executive be aware of?Whether you’re looking to change jobs, employers or careers, making the transition successfully requires having 1) a good understanding of your value proposition, including your transferable skills, 2) a compelling story that highlights your professional journey, noteworthy accomplishments, interesting experience s and personal interests, and 3) a robust, diversified network that will help you learn about interesting opportunities, make serendipitous connections and explore new directions and possibilities that may not yet be on your radar screen. Finally, before you accept an offer, make sure you’ve done adequate due diligence on the company culture and have a clear understanding of your role, your mandate and how your performance will be evaluated.Is it really â€Å"lonely at the top†? What should executives do when they feel overwhelmed?In a 2013 poll conducted by Stanford University, nearly two thirds of the CEOs surveyed said they lacked outside leadership advice – but nearly 100% of them said they wanted it. So yes, it can definitely feel lonely at the top, but it doesn’t have to. When you’re taking risks with limited visibility, making decisions that have enterprise-wide impact and communicating a vision to inspire and motivate your team, it’s critical to have a robust support network. Many senior executives, including CEOs, find value in joining small, facilitated peer discussion groups where they can confidentially talk through critical issues with others who’ve grappled with similar challenges. Having an objective, outside collaborator to serve as a sounding board and confidante – someone who’s invested in your success and isn’t afraid to ask tough questions or offer an alternative perspective – can also be quite helpful. An executive coach can play that role, as can a trusted mentor or advisor.What trends in executive hiring should we be keeping an eye on?Here are two that I find particularly interesting:1. According to a recent survey conducted by HBS professor Boris Groysberg, along with the executive skills that are considered most desirable by companies today – leadership, strategic thinking and execution, technical and technology skills, team- and relationship-building, communication and presentation, change management and integrity – having a â€Å"global outlook† and â€Å"meaningful international experience† are becoming increasingly sought-after attributes for C-suite hires. Another evolving trend is the preference for team-player leaders vs. bossy stars.2. One of the key findings that emerged from a â€Å"source of hire† survey conducted last year by performance-based hiring expert Lou Adler is that interpersonal loyalty is an increasingly important factor in securing a new job. In a recent LinkedIn post, he wrote that â€Å"being referred by someone you know – whether the person contacted you or you contacted them – seems to be becoming the new default for getting another job. While company loyalty might be on the decline, it appears interpersonal loyalty is on the rise.† According to Adler, over half (56%) of all jobs are either filled by internal candidates or by people the hiring manager kno ws personally or has sourced via trusted peers and colleagues. So, more than ever, it pays to keep your contacts current, and close.