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Your Career Retainer

Your Career Retainer is a monthly career column written for Drexel alumni by Chris Bilotta '77, '84. Chris is co-owner of the Resource Development Company, Inc., is a Certified Public Accountant, and is recognized as a Certified Professional Résumé Writer.

Alumni are encouraged to send comments, questions or suggestions for future column topics to alumni@drexel.edu.


The Leadership Bridge
February 2014

Peter Drucker was a celebrated writer, professor and management consultant who was hailed by BusinessWeek as the man who invented management. Among his many insights, he once remarked that "a leader cannot prevent a major catastrophe, but they can build an organization that is battle-ready, where people trust one another."

Drucker's observation certainly resonates in light of the recent news about the Governor of New Jersey, Chris Christie and the lane closures on the George Washington Bridge allegedly ordered by members of his staff. This story has no shortage of plot lines, but for business leaders it is particularly instructive because it highlights the importance of creating an organizational culture that reflects the values and core beliefs of the person at the top.

Christie has lamented that the behavior of several key team members and their subsequent lying about this incident have been a major personal disappointment for him. It has caused Christie to examine his leadership style and wonder about the tone he might have set that signaled these actions were acceptable.

To be effective, a leader must be cognizant of their actions and the example they display for everyone in their organization, not just their immediate inner circle. A culture that at its foundation leaves no doubt between behaviors that are acceptable and unacceptable should be a minimum standard.

Unfortunately major catastrophes as well as minor ones do occur, but the critical part is how a leader and the team respond to these situations. Members of a well-functioning organization will already be of like minds and have the trust in one another that is essential to doing the right thing. In other words, it isn't necessary to cross a bridge, since everyone is already on the same side.

 

About the Author

Chris Bilotta

Christopher Bilotta '77, '84, has extensive experience in talent acquisition and management, recruiting, human resources, finance, accounting and systems. His specific expertise lies in providing customized retained search services to corporate clients and career management, coaching and job search assistance to individuals. Chris is a sought after advisor and mentor dedicated to building high performance organizations and helping people realize their professional goals.

He joined Resource Development Company, Inc. (RDC), a privately held Human Resource consulting firm in 1994 and became a co-owner in 2001. He directed and managed the firm’s retained search practice and helped establish the company as one of the top 20 recruiting firms in the Philadelphia area as ranked by the Philadelphia Business Journal Book of Lists.

Chris’ educational background includes a BS in Business Administration with a major in Accounting and MBA from Drexel University. He is licensed as a Certified Public Accountant and recognized as a Certified Professional Résumé Writer.

He has also been a member of Drexel’s LeBow College of Business MBA Career Services Advisory Council since its inception in 2004 and was named the Chair in 2006. In addition, Chris serves on the Board of Trustees for Saint Basil Academy, a Philadelphia area private high school and is a member on the Board of Advisors for two early-stage companies involved in college athletic recruiting and Web site development.

For more of Chris' columns on leadership and management, visit www.rdcinc.com/RDCRetainer.asp. For his columns on job searching, online branding and other topics, visit www.jobmetrx.com/blog/blog.asp.

Issue Archive

March 2010
Silence: The Root Cause of Project Failure

May 2010
The Uncommon Practice of Common Purpose

June 2010
Wise Leaders and Planting Trees

July 2010
10 Steps to Effective Leadership

September 2010
Can You Predict Leadership Failures?

October 2010
Follow the Leader

November 2010
Lead While You Manage

January 2011
Driving Change and Making It Stick

February 2011
Become a Great Leader

March 2011
Using Influence to Get Things Done

May 2011
Execute Your Strategy

June 2011
Three Traits Every CEO Needs

July 2011
Activate Your Entrepreneurial Leadership

August 2011
Turning Around Negative Attitudes

October 2011
Building a Better Top Team

November 2011
Look Beyond Results When Assessing Talent

March 2012
The Four Cs of Effective Leadership

May 2012
The 3rd Alternative

June 2012
Why Top Talent Leaves

July 2012
LeBron's Leadership Lessons

August 2012
What Leaders Do Best

September 2012
5 Leadership Lessons You Won't Learn in B-School

October 2012
Four Traits of Collaborative Leaders

November 2012
Winning the Battle for Talent

January 2013
Leadership as Craftsmanship

February 2013
Developing Leadership Principles

March 2013
Handling Employee Exits

May 2013
Leadership Pitfalls

July 2013
Cultivating Creativity

August 2013
Tune In or Be Tuned Out

September 2013
The Wise Leader

November 2013
Stop Being Nice at Work

December 2013
Quiet Leadership


alumni@drexel.edu