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answer question after each case study with one hundred and fifty wordsEveryone Loves Mrs. Noble
Sharon Noble is in charge of the main office at Essex High School, a position she has held for nearly 30 years. She does not have a college degree, but that does not seem to hinder her work as "secretary" for the school. She is an extravert, and people say her jokes are corny, but she runs the office efficiently and well, getting along with teachers and students and dealing with the rules and procedures that govern day-to-day Essex school life.
When people describe Sharon, they say that she is wise and seems to know just about everything there is to know about the school. She understands the core curriculum, testing, dress code, skip policy, after-school programs, helicopter parents, and much more. If students want to have a bake sale, she tells them the best way to do it. If they want to take Advanced Placement courses, she tells them which ones to take. The list of what she knows is endless. For years parents have told one another, "If you want to know anything about the school, go to Mrs. Noble—she is Essex High School."
There is nothing pretentious about Mrs. Noble. She drives an old car and wears simple clothes. Students say they've never seen her wear makeup. But nevertheless, she is still "with it" when it comes to student fads and eccentricities. When students had long hair and fringed vests in the 1970s, Sharon was cool with it. She never mocks students who are "way out" and seems to even enjoy these students. When students wear clothes to get attention because they feel ostracized, Sharon is accepting and even acknowledges the "uniqueness" of their act, unless it violates the dress code. In those cases, she talks nonjudgmentally with students about their clothing, guiding them to make different choices to stay out of trouble.
Even though it isn't technically in her job description, Mrs. Noble excels at helping juniors prepare applications for college. She knows all the requirements and deadlines and the materials required by the different universities. She spends hours pushing, nudging, and convincing students to stay on task and get their applications submitted. She doesn't care if students go to Ivy League schools, state schools, or community colleges; but she does care if they go on to school. Mrs. Noble regrets not having been able to attend college, so it is important to her that "her" students do everything they can to go.
At times her job is challenging. For example, the principal made teaching assignments that the faculty did not like, and Sharon was the one they shared their concerns with. She was a great listener and helped them see the differing perspectives of the situation. One year, when a student was in a car accident and unable to come to school for several months, Sharon personally worked with each one of the student's teachers to get her assignments, delivered them to the student's home, and picked them up when they were complete. When the seniors held a dance marathon to raise money for cancer research, it was Sharon who pledged the most, even though she didn't make very much as the school's secretary. She wanted to make sure each senior participating had at least one pledge on his or her roster; in most cases it was Sharon's.
In 2010, the class of 1989 had its 25-year reunion, and of all the memories shared, the most were about Sharon Noble. Essex High School had a wonderful principal, many good teachers, and great coaches, but when alumni were asked, who runs the school? The answer was always "Mrs. Noble."
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Case 10.2Doctor to the Poor
"Education wasn't what he wanted to perform on the world . . . He was after transformation."
—Kidder (2003, p. 44)
When Paul Farmer graduated from Duke University at 22, he was unsure whether he wanted to be an anthropologist or a doctor. So he went to Haiti. As a student, Paul had become obsessed with the island nation after meeting many Haitians at local migrant camps. Paul was used to the grittier side of life; he had grown up in a family of eight that lived in a converted school bus and later on a houseboat moored in a bayou. But what he observed at the migrant camps and learned from his discussions with Haitian immigrants made his childhood seem idyllic.
In Haiti, he volunteered for a small charity called Eye Care Haiti, which conducted outreach clinics in rural areas. He was drawn in by the deplorable conditions and lives of the Haitian people and determined to use his time there to learn everything he could about illness and disease afflicting the poor. Before long, Paul realized that he had found his life's purpose: He'd be a doctor to poor people, and he'd start in Haiti.
Paul entered Harvard University in 1984 and, for the first two years, traveled back and forth to Haiti where he conducted a health census in the village of Cange. During that time he conceived of a plan to fight disease in Haiti by developing a public health system that included vaccination programs and clean water and sanitation. The heart of this program, however, would be a cadre of people from the villages who were trained to administer medicines, teach health classes, treat minor ailments, and recognize the symptoms of grave illnesses such as HIV, tuberculosis, and malaria.
His vision became reality in 1987, thanks to a wealthy donor who gave $1 million to help Paul create Partners In Health (PIH). At first it wasn't much of an organization—no staff, a small advisory board, and three committed volunteers. But its work was impressive: PIH began building schools and clinics in and around Cange. Soon PIH established a training program for health outreach workers and organized a mobile unit to screen residents of area villages for preventable diseases.
In 1990, Paul finished his medical studies and became a fellow in infectious diseases at Brigham and Women's Hospital in Boston. He was able to remain in Haiti for most of each year, returning to Boston to work at Brigham for a few months at a time, sleeping in the basement of PIH headquarters.
It wasn't long before PIH's successes started gaining attention outside of Haiti. Because of its success treating the disease in Haiti, the World Health Organization appointed Paul and PIH staffer Jim Yong Kim to spearhead pilot treatment programs for multiple-drug-resistant tuberculosis (MDR-TB). Paul's attention was now diverted to the slums of Peru and Russia where cases of MDR-TB were on the rise. In Peru, Paul and PIH encountered barriers in treating MDR-TB that had nothing to do with the disease. They ran headlong into governmental resistance and had to battle to obtain expensive medications. Paul learned to gently navigate governmental obstacles, while the Bill & Melinda Gates Foundation stepped in with a $44.7 million grant to help fund the program.
In 2005, PIH turned its attention to another part of the world: Africa, the epicenter of the global AIDS pandemic. Beginning its efforts in Rwanda, where few people had been tested or were receiving treatment, PIH tested 30,000 people in 8 months and enrolled nearly 700 in drug therapy to treat the disease. Soon, the organization expanded its efforts to the African nations of Lesotho and Malawi (Partners In Health, 2011).
But Paul's efforts weren't just in far-flung reaches of the world. From his work with patients at Brigham, Paul observed the needs of the impoverished in Boston. The Prevention and Access to Care and Treatment (PACT) project was created to offer drug therapy for HIV and diabetes for the poor residents of the Roxbury and Dorchester districts. PIH has since sent PACT project teams across the United States to provide support to other community health programs.
By 2009, Partners in Health had grown to 13,600 employees working in health centers and hospitals in 8 countries (Partners In Health, 2013), including the Dominican Republic, Peru, Mexico, Rwanda, Lesotho, Malawi, Navajo Nation (U.S.), and Russia. Each year the organization increases the number of facilities and personnel that provide health care to the residents of some of the most impoverished and diseased places in the world. Paul continues to travel around the world, monitoring programs and raising funds for PIH in addition to leading the Department of Global Health and Social Medicine at Harvard Medical School.
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Case 10.3Servant Leadership Takes Flight
A young mother traveling with a toddler on a long cross-country flight approached the flight attendant looking rather frantic. Because of weather and an hour-and-a-half wait on the runway to take off, the plane would arrive at its destination several hours late. The plane had made an intermediate stop in Denver to pick up passengers but not long enough for travelers to disembark. The mother told the attendant that with the delays and the long flight, her child had already eaten all the food she brought and if she didn't feed him soon he was bound to have a total meltdown. "Can I get off for five minutes just to run and get something for him to eat?" she pleaded.
"I have to recommend strongly that you stay on the plane," the attendant said, sternly. But then, with a smile, she added, "But I can get off. The plane won't leave without me. What can I get your son to eat?"
Turns out that flight attendant not only got the little boy a meal, but brought four other children on board meals as well. Anyone who has traveled in a plane with screaming children knows that this flight attendant not only took care of some hungry children and frantic parents, but also indirectly saw to the comfort of a planeload of other passengers.
This story doesn't surprise anyone familiar with Southwest Airlines. The airline's mission statement is posted every 3 feet at all Southwest locations: Follow the Golden Rule—treat people the way you want to be treated.
It's a philosophy that the company takes to heart and begins with how it treats employees. Colleen Barrett, the former president of Southwest Airlines, says the company's cofounder and her mentor, Herb Kelleher, was adamant that "a happy and motivated workforce will essentially extend that goodwill to Southwest's customers" (Knowledge@Wharton, 2008). If the airline took care of its employees, the employees would take care of the customers, and the shareholders would win, too.
From the first days of Southwest Airlines, Herb resisted establishing traditional hierarchies within the company. He focused on finding employees with substance, willing to say what they thought and committed to doing things differently. Described as "an egalitarian spirit," he employed a collaborative approach to management that involved his associates at every step.
Colleen, who went from working as Herb's legal secretary to being the president of the airline, is living proof of his philosophy. A poor girl from rural Vermont who got the opportunity of a lifetime to work for Herb when he was still just a lawyer, she rose from his aide to become vice president of administration, then executive vice president of customers, and then president and chief operating officer in 2001 (which she stepped down from in 2008). She had no formal training in aviation, but that didn't matter. Herb "always treated me as a complete equal to him," she says.
It was Colleen who instituted the Golden Rule as the company motto and developed a model that focuses on employee satisfaction and issues first, followed by the needs of the passengers. The company hired employees for their touchy-feely attitudes and trained them for skill. Southwest Airlines developed a culture that celebrated and encouraged humor. The example of being themselves on the job started at the top with Herb and Colleen.
This attitude has paid off. Southwest Airlines posted a profit for 35 consecutive years and continues to make money while other airlines' profits are crashing. Colleen says the most important numbers on the balance sheet, however, are those that indicate how many millions of people have become frequent flyers of the airline, a number that grows every year.
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