Reaction Paper Essay Example | Topics and Well Written Essays - 500 words - 7

Reaction Paper - Essay Example This is the same reason why Saeko had to seek the help of the doctor after she felt her glue tricks would fail her one day. It is her fear of looking unattractive again that drives her to have cosmetic surgery done (Cullen, â€Å"Changing Faces†). In accordance to the reaction paper, one could clearly pin point the effect of inequities in health care. The number of practitioners that got sued due to medical mishaps related to cosmetic surgery somehow increased over the years due to shoddy jobs done by people not licensed to do so. In poorer places, a lot of people claiming to offer cosmetic surgeries mushroomed and offered people to pay less money for the same services offered by registered practitioners. The unregistered health providers in this poorer areas resulted in increased number of lawsuits due to their poor health service (Cullen, â€Å"Changing Faces†). The poor that wanted to get attractive fell for this unregistered health providers tricks since they offered them low prices for the same services. If not for poverty, this people would have looked for better services from registered cosmetic surgeons. From the film, it is clearly depicted that gender plays a role in health. Women are more likely to seek for health services compared to men. From the sociological perspective, Saeko went to seek the help of a cosmetic surgeon in order to have her eye widened so as to look attractive. In addition, more women in Asian countries are seeking to have their physical appearances made more attractive as westernization sets in and defines beauty in another way. From the film, women tend to have better health seeking behaviour compared to men. Men often are satisfied with the way they look and seek less services related to cosmetic surgery (Cullen, â€Å"Changing Faces†). In addition, Saeko got employed as a hostess in a given bar after she

E-government & social inclusion. Critically assess policies of digital Essay

E-government & social inclusion. Critically assess policies of digital inclusion in the UK Digital Britain Final Report (2009) and compare them with policies in Singapore - Essay Example Digital Britain Report recognizes the fact that Digital Life Skills are central to the sustainability of the UK economy in general and of the marginalized sections of the society in particular (2009). Digital Life Skills are the cardinal participative tools that will eventually determine the success of all the government policies targeted at the upliftment of the socially and digitally excluded segments of the masses. Digital Life Skills stand to be the credentials that enable the citizens to have an equitable access to public services and economic opportunities in the sphere of social inclusion, employment and education. The report establishes beyond doubt that though the proportion of the people lacking in basic ICT skills has gradually dwindled over time, still a considerable chunk of the British population stands to be digitally excluded (2009). This lacuna deprives them of having an effective access to state portals of service and aid, thereby aggravating their sidelined plight in the attribution of opportunities and benefits. Therefore, the report calls for a sincere and concerted effort towards the enablement of digitally excluded segments of the society that are either unable to or do not know how to go online (2009). The report envisages the extermination of barriers that curtail the opportunities for the weaker sections of the society. It unequivocally conveys that the opportunities for the weaker sections of the society can be augmented and increased by the democratization of the ICT skills. This will enable the people to improve the quality of their life, better their employment prospects and uplift their communities. The digital infrastructure and literacy ought to be ubiquitous and universally accessible. This calls for the envisaging of steps that assure the incorporation of the marginalized groups within the ambit of digital

How Is Big Brother Watching Us Media Essay

How Is Big Brother Watching Us Media Essay Big Brother is a fictional character in George Orwells dystopian novel Nineteen Eighty-Four, which tells the story of one mans attempt to rebel against the totalitarian state in which he lives. In the society that Orwell describes, everybody lives under complete twenty-four hour surveillance by the governing authorities. Since the publication of Nineteen Eighty-Four, the phrase Big Brother has entered the English language, to describe any attempts by governments to use mass surveillance.  [1]   The main surveillance tool described in Orwells novel is the imaginary telescreen, a cross between a television and a security camera  [2]  , and in the past decade growing comparisons have been drawn between the imaginary telescreen and the Internet-connected personal computer that is in many modern homes. The purpose of this essay is to investigate the mass surveillance of Internet communications carried out by western governments today, and the technologies used to carry out that surveillance. The essay will first look at the current privacy landscape in the USA, the European Union, and the UK, in terms of policies and legislation. Then it will discuss some of the most interesting technical methods used to carry out mass Internet communications surveillance. The terrorist attacks on New Yorks World Trade Centre, of September 11th 2001, heralded the dawn of a new global political era. Following those atrocities and subsequent attacks in Egypt, the United Kingdom, Spain, Bali, Russia, Morocco, and Saudi Arabia, governments around the world have responded by tightening existing legislation and creating new anti-terror laws. Many of the countries that changed their laws to combat terrorist threats also increased the powers of their law enforcement and national security organisations to perform communications surveillance and carry out electronic data search and seizure. The Uniting and Strengthening America by Providing Appropriate Tools Required to Intercept and Obstruct Terrorism Act of 2001, more commonly known as The Patriot Act, was signed into law less than seven weeks after the Twin Towers attacks. The Act is organised into ten titles, including Title II: Enhanced Surveillance Procedures, and Title IX: Improved intelligence. The Patriot Act, which was Americas legislative response to the September 11th attacks, hugely increased American law enforcement and national security services authority both in the USA and abroad. The Patriot Act strengthened immigration, banking, and money laundering laws. The Patriot Act also amended the Foreign Intelligence Surveillance Act (FISA) of 1978, which includes subchapters covering electronic surveillance and trap and trace devices (used to capture non-content information regarding electronic communication). FISA was also expanded by the Intelligence Reform and Terrorism Prevention Act of 2004.  [3]   In July of 2002 the European Union passed the Directive on Privacy and Electronic Communications  [4]  . This directive was amended in 2005 by the Electronic communications: personal data protection rules and availability of traffic data for anti-terrorism purposes directive.  [5]  These directives will lead to European telecom firms being required to store data regarding the time and duration of all fixed line, internet, and mobile telephone calls, the location of mobile telephone calls, and details of all internet connections and e-mail messages (although e-mail content is not recorded). The UK government was the prime mover in lobbying for this directive, stating that data was the golden thread in terrorist investigations.  [6]   We have seen then that current privacy landscape has been heavily influenced by the changing global political situation with specific reference to global terrorism. We know that legislation exists that allows western governments to carry out mass surveillance, but what do they actually do and how do they do it? Mass surveillance can take many forms, including physical surveillance in the form of identity systems, audio, video, RFID and satellite surveillance. Data surveillance can also be used in the areas of electronic commerce and public records.  [7]  For the purpose of this essay we will look specifically at some of the most interesting technologies (allegedly) used by government organisations to carry out mass surveillance of Internet communications. One of the most infamous alleged mass electronic communication surveillance technologies is ECHELON, a top-secret Anglo-American collaboration tasked with gathering signals intelligence around the world. Although its existence is still officially denied the European Parliament commissioned a report in 2001 entitled on the existence of a global system for the interception of private and commercial communications (ECHELON interception system)  [8]  . They were sufficiently convinced of ECHELONs capabilities to recommend that European citizens and businesses should routinely encrypt their communications in order to maintain privacy  [9]  . The idea of the ECHELON network was supposedly agreed between London and Washington as far back as 1948, although its existence was not brought to public attention until the publication of New Statesman article in 1988. ECHELONs capabilities are the subject of much debate; some estimates report that it can sift through 90% of Internet traffic, though the European Union found that the technical capabilities of the system are probably not nearly as extensive. The hardware used to collect the information also remains something of a mystery, with some sources claiming that ECHELON controls over one hundred satellites and dozens of ground based listening stations. Others point out that very little ([10]  111213 The alleged widespread use of packet sniffing systems first came to light during congressional testimony in April 2000, when the FBI was forced to admit the existence of its Carnivore system, so called for its ability to get to the meat of intercepted emails  [14]  . Carnivore was later revealed to have grown from an earlier FBI project called Omnivore, reportedly began in February 1997 but Omnivore itself probably grew from an even earlier project that still remains secret. Carnivore could be used in conjunction with two other pieces of software, called Packeteer and CoolMiner, the three together being known by the FBI as the DragonWare suite  [15]  . Carnivore was reportedly used to sift through the data of ISPs following the 9/11 outrages, although by this time it had been renamed to DCS1000 following adverse publicity  [16]  . It is generally thought that, if Carnivore was used at this time, it was coming to the end of its useful life as the FBI moved onto commerciall y available software, probably the NarusInsightà ¢Ã¢â‚¬Å¾Ã‚ ¢ suite  [17]  . Narus is an American company that describes itself as a leader in providing the real-time traffic insight essential to profitably manage, secure and deliver Services over IP. However, Narus gained notoriety after its STA 6400 system was named in the Room 641A scandal  [18]  . In May 2006 Mark Klein, a former ATT technician, released statements alleging that he had discovered an illegal intercept facility, operated by the NSA, in room 641A of the ATT building at 611 Folsom Street, San Francisco  [19]  . Mr Klein alleged that in 2003 ATT built secret rooms in its premises in various American cities to house computer systems capable of allowing the American government to tap into ATTs WorldNet service and the entire Internet. Mr Klein stated in his testimony It appears the NSA is capable of conducting what amounts to vacuum-cleaner surveillance of all the data crossing the Internet, whether that be peoples e-mail, Web surfing or any other data. USA Today later claimed that after 9/11, the NSA asked the large American telecommunications companies for access to their call records, and that at least the three largest, ATT, Verizon, and BellSouth, had agreed. Although not listening to, or recording, the content of the calls, the NSA was allegedly tracking call data in order to analyse patterns for suspicious activity. The story alleged that the NSAs goal was to create a database of every call ever made inside America  [20]  . Although the nature of the governmental mass communications surveillance means that many of the claims made are alleged rather than fact, it is certain that mass Internet communications surveillance does take place. However, anyone who is familiar with modern cryptography might ask What is the point? After all, easily available software such as PGP is described by security expert Bruce Schneier as the closest youre likely to get to military-grade encryption  [21]  . Wouldnt any intelligent lawbreaker, especially an international terrorist plotting some outrage, simply encrypt their communications using a good privacy tool, such as PGP, and a 128-bit key (the maximum size allowed by US Government export policy)? According to accepted mathematical theory the computing power required to try all possible 128-bit keys in a brute force attack on an asymmetric key encryption algorithms is not only impossible, but will remain so for the foreseeable future  [22]  . Of course, in fact on average only half of those keys would be tried before the correct one is found, but again any terrorist or criminal could use a key size of 256-bits or even larger. Such arguments have led to much speculation, on the Internet especially, as to the NSAs ability to crack asymmetric keys. In particular, the hypothetical hardware devices TWINKLE and TWIRL, proposed by Adi Shamir of the Weizmann Institute of Science, would enable the factorisation of 1024-bit numbers in one year, if they were built  [23]  24. Rumours of the existence of such machines are fanned by reports that the United States has broken modern ciphers used by, amongst others, the Iranian intelligence service  [25]  . Although the European parliament report on ECHELON recommended that organisations and individuals use encryption to guard their communications against electronic eavesdropping  [26]  , the report also led to the establishment of SECOQC  [27]  , an organisation working for the Development of a Global Network for Secure Communication based on Quantum Cryptography. This seems to suggest that the European Union does not see conventional cryptography as the answer to secure communication, at least in the future. So, in conclusion, it seems that the answer to the question Is Big Brother Watching Us, is quite simply yes. More pressingly, should we be worried about this mass surveillance, or are our governments only interested in protecting us from attacks such as those that shocked the world on September 11th 2001? Few people can argue that much of the legislative changes mentioned in the first part of this essay will make it more difficult for large-scale terror organisations to function. However, many of those new policies and laws also affect privacy and civil liberties. In the United Kingdom, for example, the threat of terrorism has been used to justify the introduction of national identity cards  [28]  , even though the home secretary at the time of the London bombings, which killed more than 50 people in July 2005, admitted that I.D. cards would not have prevented them.  [29]  . Opponents of such laws argue that reduced authorisation requirements often weaken due process. At the start of this year Britains Internet Service Providers Association (Ispa) singled out the UK for its role in pushing for Europe-wide data retention laws.  [30]  On the 10th of January 2006, then Home Secretary Charles Clark stated Agreement on retaining communications data places a vital tool against terrorism and serious crime in the hands of law enforcement agencies across Europe. However, the UK government had originally proposed this policy in 2000 (over a year before the twin towers attacks) and at the time had been accused of deceiving the public over their proposals and of duplicity for lobbying for the law change in Europe, yet publicly denying that it was seeking such sweeping powers.  [31]   The United Kingdom is widely regarded as the Western democracy that subjects its citizens to the most surveillance.  [32]  In a graphic published by the Daily Telegraph on November 2, 2006, showing Privacy Internationals rankings of privacy protection around the world, Britain is described as the worst-performing western democracy. In fact we manage to achieve the worst ranking available, classing the UK as an endemic surveillance society. We share this dubious honour with Russia, China, and Malaysia, and achieve a worst countries ranking in no less than six out of thirteen invasive national practices.  [33]   Recent history has shown us that can and do abuse human rights. Although there is a clear and present need to fight terrorism we must have balance and control at the same time to ensure that democratic and legal due process is not weakened.

Summary of Getting Past You and No :: Employment Workforce Hiring Essays

Summary of Getting Past You and No (0) Introduction Each of us has to face tough negotiation with an irritable spouse, an ornery boss, a rigid salesperson, or a tricky customer. Under stress, even kind, reasonable people turn into angry, intractable opponents. In order to reach a mutually satisfactory agreement in an efficient and amicable fashion, this book introduces us the strategy of breakthrough negotiation. The breakthrough strategy is counterintuitive: it requires us to do the opposite of what we might naturally do in difficult situations. In addition, the essence of the breakthrough strategy is indirect action. Rather than trying to break down opponent's resistance, we make it easier for him to break through it themselves. In short, breakthrough negotiation is the art of letting the other person have our ways. (1) STEP ONE: Don't React Go To The Balcony The first step we need to do in dealing with a difficult person is not to control his behavior but to control our own. Because when we react-act without thinking, we usually neglect our interests. "Going to the balcony" means distancing ourselves from our natural impulses and emotions. From the balcony we can calmly evaluate the conflict, think constructively for both sides, and look for a mutually satisfactory way to resolve the problem. One the balcony, the first thing we need to do is figure out our interests. We also need to identify our BATNA- our Best Alternative To a Negotiated Agreement. The agreement must satisfy our interests better than our BATNA could. Our BATNA should be our measuring stick for evaluating any potential agreement. Often we do not even realize we are reacting, because we are too enmeshed in the situation. Therefore, we need to recognize the tactic. Make a mental note when we detect a possible trick or subtle attack. By naming the game, we are able to neutralize it easily. Once we have named the game and stop our immediate reaction, the next step is to buy ourselves time to think-time to go to the balcony. Use the time to keep our eyes on the prize-an agreement that satisfies your interests, certainly better than our BATNA can. Instead of getting mad or getting even, concentrate on getting what we want. This is what going to the balcony is all about. (2) STEP TWO: Disarm Them Step To Their Side

Explanatroy Synthesis – Black Hawk War

Talha Baig Dr. Amy Larsen English 1302 – UHD March 14, 2013 Explanatory Synthesis: â€Å"The Black Hawk War of 1832† Black Hawk was an Indian war chief who had a following of couple hundred Sauks Indians. Black Hawk and his followers fought against the Americans before the war of 1832 and were strictly against the expansion of Americans into their territory (Tena 2-3). The Indian war chief was born in Saukenuk and had been living there with his fellow Indians until the Americans came and forced them out of their land.Since Saukenuk was Black Hawk's hometown, he was determined to hold onto it and was ready to oppose Americans because he saw the Americans as a threat to his culture and land (John 3). His anger and disgrace towards the Americans eventually led to the Black Hawk war along with couple of other factors. The unjust treaty of 1804 was one of the main factors of the War and it made Black Hawk even more concerned about the Americans and the treaty also caused som e intertribal rivalries between different Indian tribes but even after that Black Hawk was hoping to avoid a war.It is known that the American soldiers who confronted Black Hawk allegedly fired the first shot, which started the Black Hawk war. The United States Government put forth many treaties to obtain the Land from the Indians but the unjust Treaty of 1804 is known as the main factor that led to the War of 1832. The way the signing of the this Treaty took place was very unlawful because most of the Indians who signed it were not really main authority holders of the Indian tribes and the signing of the treaty proceeded even though there were many Indians who were not ready to sell their lands over to the Americans (John 1).Some of the Indians did not even fully understood the conditions of the treaty and the worst part of this treaty was that it gave the land of the Saukenuk village over to the Americans, which made Black Hawk furious and bitter (Tena 3). Since even Black Hawk, w ho was a major Indian chief did not have the complete knowledge about the extent of the Treaty, it proves that the Treaty of 1804 was unlawful and unjust. After the Treaty of 1804, Black and other Sauks became extremely bitter and enraged towards the Americans. The Treaty also ended up causing some intertribal rivalries between the indian tribes.Black Hawk and his followers were not willing to accept the terms of the treaty of 1804 and wanted to resist the American ways but on the other hand some Indian tribes feared that they would stand no chance against the Americans and did what they were told by the Americans, which became the cause of tension between the Indians (John 2-3). One of the leaders who held a different point of view from Black Hawk was Keokuk, who was also the leader of Sauks indians and he had no intentions of resisting against the Americans ( Jane 4 ).The different point of views of the Indian tribes and the intertribal rivalries that the Treaty of 1804 stirred up caused Black hawk and his followers to go on a different path, which was to try and move back to the land where they all originally started from. That land was Illinois and the Americans had begin settling there. Black Hawk and his followers tried several times to retake their hometown but could not succeed and were attacked by the Americans, which led to the conflict known as the Black Hawk war.The Indian chief with his couple hundred followers decided to resist against the Americans and tried going back to where they started from, with the purpose of settling there (Jane 4). However, Black Hawk was still hoping to avoid getting into a war with the americans but in the end it was inevitable. The Americans always thought of the native Indians as savages, who killed a lot of Americans in the past. So when Black Hawk and his people were crossing the Mississippi River, they were attacked by the American soldiers and the Indians ultimately lost (Arnold 1).It is known that the Americans allegedly attacked and fired on the Indians first, which resulted in the Black Hawk war of 1832 and the capture of the Indian Chief; Black Hawk by the Americans. The road to the Black Hawk war of 1832 was paved by the unlawful treaty of 1804, which not just enraged Black Hawk but also caused a lot of intertribal rivalries between the Indians and further more the unjust actions of American soldiers brought upon the downfall of Black Hawk (Tena).One can easily blame the treaty of 1804 for ultimately dividing the indians and for their bitterness towards the United States government, since Black Hawk was just trying to protect the land and the culture of his people (John 3-4). Word Cited Tena L. Helton. â€Å"What the White â€Å"Squaws† Want from Black Hawk: Gendering the FanCelebrity Relationship. † The American Indian Quarterly 34. 4 (2010): 498-520. Project MUSE. Web. 14 Mar. 2013. Arnold Krupat. Patterson's Life; Black Hawk's Story; Native American Elegy. † Ame rican Literary History 22. 3 (2010): 527-552. Project MUSE. Web. 14 Mar. 2013. John K. Flanagan. â€Å"The Treaty of St. Louis and Black Hawk's Bitterness. † 21 N. Ill. U. L. Rev. 405. (2001 ): 2553 words. LexisNexis Academic. Web. 14 Mar. 2013. Jane Simonsen. â€Å"Descendants of Black Hawk: Generations of Identity in Sauk Portraits. † American Quarterly 63. 2 (2011): 301-335. Project MUSE. Web. 14 Mar. 2013.

People Management Case Study

The SITUATION: the Ben Brooks’ dilemma Ben Brook, 43 years old, a solid professional with 20 years of experience at Livingstone Corp. , is extremely disappointed for not having been promoted CEO of his company. For the first time in his life, he is reflecting about his personal and professional history and choices, trying to get some lessons for the future. He considers quitting his company for a CEO job in another one. The FACTS: Ben Brooks’ personal and professional life Our starting point will be to understand (through a 3 pages letter) who Ben is as a person, and as a professional.We can deduce several key personality clues, based on the facts in the letter: ? An â€Å"achiever†: born in 1935, graduated with honors, joins Livingstone at the age of 23, promoted to an important position after only 4 years in the company, promoted youngest ever Executive VP (35 years old) after 12 years in the company. ?Loyal to the company and proud of it: entire career at Livi ngstone (20 years) ? â€Å"Work-aholic† at the expense of his family: regularly spend evenings and weekends in the office. Forgets about taking vacation.Immersed by work, leaves all energies in the office and fails in dedicated some to his wife and kids. One anecdote: after divorce, lives in a NYC hotel close to the office. ?Self-confident: believes others will notice and reward him for his own professional skills. ?Small (or none) circle of friends: having written this letter, at this point in time, to a professor he has neither seen nor talked to in the past 20 years seems like a strong sign that he had nobody closer with whom share his dilemma. The ANALYSIS: Ben Brooks’ profile 1. Psychological TypeWith the limited information available in the letter, we can guess Ben is an NT TYPE (â€Å"Intuitive Rational†): Ben is fascinated by power, he is very ambitious and believes he will progress and be recognized / rewarded by others as a result of his own personal c ompetences. As we said, he is a â€Å"work-aholic†, his competence seems never enough to him and he lives permanently with the fear to â€Å"fail† (ie. to not getting as high as he believes he deserves). He is a â€Å"visionary† and permanently challenges the status-quo: a good example is the â€Å"direct cost model† Ben developed and implemented at Livingstone only 2 years after having joined the company.In his professional relationships with others, NT types are arrogant in that sense that they assume a small contribution from his peers and team since, ultimately, â€Å"they are not as good as I am†. At the same time, as contradictory as it may seem, he can be as highly demanding with others as he is with himself. The NT types could go as far as hurting others’ feelings without even noticing it. Worth noting: there is nevertheless one component in Ben’s personality which could have led us to classify him rather as an SJ type.Ben is committed to deliver on his promises and objectives and, in that respect, he values duty above all and dedicates all of his time and energy to his work. That said, an SJ type is also very sensitive to others, to bringing harmony to the relationships and his â€Å"duty sense† goes beyond work to also his family. This is clearly not the case for Ben. ? To further complete this picture, Ben seems to be more of an INTROVERTED type: difficult to say through the letter but he does not seem like a very social or externally-focused person.He does not seem to be sourcing his energy from others, but rather from himself and his work. He definitely prefers communicating in written, even to a professor he has not seen for the past 20 years (! ) which clearly shows how little genuine interest he has in knowing how others (the professor) are doing: he dedicates 3 pages to talking exclusively about himself and his dilemma. On the 4th axe, Ben seems more like a JUDGEMENT type: he enjoys plann ing is work and is excited about reaching objectives. That said, we do not have much more information about this topic. 2.Motivational profile Reading through his letter, we can sense Ben has consistently been moved by mostly INTRINSIC MOTIVATIONS, with some component of EXTRINSIC MOTIVATIONS but a total absence of TRANSCENDENT MOTIVATIONS. Let’s elaborate slightly more: Most important motivation for Ben seems to have been his own self-fulfillment at work, the satisfaction of being a competent professional facing challenges and delivering results (INTRINSIC MOTIVATION) with the objective of being rewarded by the company with increasingly important jobs, power and status (EXTRINSIC MOTIVATION).Economic compensation, although also important (as for most of us), seems to play a secondary role for Ben. In his letter, he explains his jobs and some key business achievements yet never mentions other people, his teams, the role they played on his success or the impact he, as a manage r, had on their development (lack of TRANSCENDENT MOTIVATIONS). This analysis is coherent with the conclusion we can drive from his (lack of) personal life: Ben acknowledges he failed in dedicating time and energy to his family and was not surprise when his wife left him.He talks about this â€Å"personal drama† in a very dispassionate manner, as a â€Å"logical fact†: another indication of the little relevancy of TRANSCENDENT MOTIVATIONS. How does this affect his LEADERSHIP ABILITY? Nobody, no matter how good of a manager he/she is, could be perceived as a true leader by his/her organization, if he/she does not display a minimum of TRANSCENDENT MOTIVATION, ie. a unique interest and empathy about others and about doing what is better for others’ well-being. This motivation is a must in order to be able to generate VALUES in the organization.Ben thought his personal needs would be fulfilled with MATERIAL and PROFESSIONAL components. He disregarded AFFECTIVE needs or, equally worrying, he thought it was other people’s role (his wife) to provide him unilaterally with some affection. 3. Leadership Style and Competencies Ben appears as an EXECUTIVE LEADER, a â€Å"DOER†. He has vision for the business and the skills to get there. He relentlessly focus on results, on delivering on objectives and is highly involved and committed to do so.This single-minded focus leaves little room for other people: he is egocentric and lacks genuine interest in others. He is a poor listener and could end up manipulating others (even unconsciously) in his will to get results at any cost. Ben is ambitious about his career and concerned about his own success above all. Through his 20 years of successful career progression, Ben has certainly demonstrated both BUSINESS and MANAGING COMPETENCIES (otherwise he would probably not have become Executive VP).As previously said, Ben has a vision for the business, knows how to administrate people and resources i n order to be effective in delivering results. On the contrary, lacking of Transcendent Motivations, Ben has been unable of bringing a SENSE OF MISSION to his leadership. Further, he has probably even been unconscious and unaware of the importance of this sense of mission. Ben has lacked the critical PERSONAL COMPETENCIES required to lead others behind a common â€Å"vision†, a higher level commitment than merely objectives or tasks.With strong Business and Managing competencies, Ben has been able through his career to deliver results and to motivate his teams â€Å"on the short-term† by merely leveraging on their extrinsic and intrinsic motivations (LIDERANCA TRANSFORMADORA). Nevertheless, as it is, Ben would be unable to motivate an organization behind a higher-end, longer-term mission (LIDERANCA TRANSCENDENTE), and this is certainly what Livingstone top management has identified as a gap for Ben to become the company CEO.In the words of another leadership specialist , Ben is certainly a COMPETENT MANAGER, he organizes people and resources to reach objectives. He is probably an EFFECTIVE LEADER, with a vision to engage others towards the pursuit of stretching goals. But he is not at the top leadership level, the LEVEL 5 EXECUTIVE, who builds solid organizations and preaches with his own example and humility, rallying the organization behind a common mission, one which transcends extrinsic and intrinsic motivations to truly make an impact on people’s well-being and, ultimately, on the society.Advice I would give to Ben Brooks Throughout the above analysis, the advice I would give to Ben is to take quality time and start a well-thought process of personal change. Any personal change process requires: -First, to acknowledge the need for a personal and a professional change: Ben has done so already, at least on the professional side, as we can see in his letter. He does not yet seem concerned about the importance of a well-balanced personal a nd emotional life and its positive impact on his leadership ability. Second, the willingness to change: Ben is starting to realize this as he says he will certainly behave differently if he joins a new company. -Third, to act, to plan the change and to execute it, as an iterative process. For a mid-aged person like Ben, with 20 years of professional experience in the same company (hence, already with a personal risk-aversion profile), changing profoundly anchored habits will be a very difficult exercise.Further, Ben is currently frustrated and angry about his top management decision and he will probably lack the necessary objectivity in analyzing his own case and the true reasons why they believe he is not ready to be the CEO the company needs. I would hence advice Ben to reach out to a professional coach who, same as psychiatrics do, will help him dissect the information and drive conclusions and who will design, with him, the steps needed for the change.I would advise him to start by complementing his own in-depth reflection with the feedback he could get from several peers, subordinates and friends/family about who is Ben, how does he behaves, how is he perceived. This will be the starting point, the raw material to start the work with the coach. Also importantly, this process will take significant time and effort, yet it is crucial if he wants to become not only a better rounded senior leader for an organization, but also a happier person. I would suggest that he puts aside, for the moment, his prospection for new jobs.Ideally, if this is financially possible, he would quit his job and dedicate some time (some months) entirely to himself and his change process. Probably 20 years of experience do â€Å"buy you† the right to do so and the personal â€Å"win† will be worth the time and the salary. Ultimately, I believe Ben will be better off leaving his company: he has accumulated significant frustration that will impact him in his daily work an d, as he says, he will probably not make it to CEO there in the mid-term. That said, I believe he should also think whether â€Å"becoming CEO† is his true objective.The title â€Å"per se† does not say much. He should be more factual in writing down the â€Å"must have† and the â€Å"negotiable elements† of the ideal job he wants and, with the help of his coach, identify the type of jobs and, as importantly, the type of companies where he could find it. In my opinion, these are the lessons Ben Brooks should learn for the future Driven by his own professional ambition, Ben has failed in taking a â€Å"helicopter view† to evaluate his personal and professional life on a permanent mode.He has failed in growing as a leader and as a person to go beyond efficacy (delivering on results), to leave a positive mark on those surrounding him and to make his beloved ones happier and his collaborators more profoundly committed about a mission. A leader is not a â€Å"top level† leader if he does not: -First, knows himself (â€Å"Self-Awareness†), his motivations, his style, his strengths and weaknesses, the impact he makes on others, -Leverages his own emotions and skills to be more effective and empathic in working with others, to get the most out of them (Emotional Intelligence) -Has a genuine interest for other people, Behaves as a change agent, an influential leader well beyond a â€Å"doer† delivering business results -Knows how to manage his own career and his personal time and, ultimately, balances both (Work Life Balance) to be an example as a professional but also as a human being. Ben invested all his time and energy on his own effectiveness as a manager and thought this would be enough to take him where he wanted to be.He invested all the time in his company, his projects and results and failed to dedicate time and energy to his beloved ones but also to himself. The best investment one can make, at any time in life, is the investment made to become a better person and a better leader, more genuine and more engaged to excel not only in results, but also in the positive impact we have on others. Ben is still on time to do so and excel in this new professional adventure, whatever makes him happier, with or without the â€Å"CEO† title in the business card.