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Inspiring Developer

John Dandoy

LRDS: 595

Azusa Pacific University


Evidence of Knowledge Acquisition

At the heart of the characteristics of an inspiring developer is a belief in the possibility of

transformation. Inspiring developers create an environment where education and development

are a way of life. They encourage others to share ideas and processes openly and freely.

According to Zachary (2012) there are a few key fundamental concepts that factor into a

successful learning environment: emotional intelligence, self-directed education, and

transformational learning.

The inspirational developer enables followers by communicate a high standard of

expectation to the followers and by clearly and routinely expressing the importance of their

mission and goals. Inspiring developers freely and openly sharing their optimistic view of the

future. These leaders are also able to demonstrate a great passion in the success of the

organization. This action encourages the followers to believe that they are capable of achieving

high levels of success. Inspirational leadership borrows from the notion that most people are

called to action by their heart rather than their mind. Therefore, inspiring leaders motivate

followers by engaging them on a deeply emotional level as opposed to requiring them to achieve.

Inspiring developers stimulate the intellectual of their followers create an environment of

exploration and execution. Such an environment encourages the followers to develop new

problem-solving approaches by critically examining every situation and developing the best

innovate approaches to creative solutions. The followers of such leaders frequently and openly

share ideas with each other and with the leader as well. Inspiring developers encourage their

followers to challenge the assumptions of all members of the organization, which facilitates a

more dynamic environment for problem solving.


Inspiring developers have taken the time to create their own value systems. The inspiring

developers have a true grasp on their emotional intelligence. They understand the assumptions on

which their emotional responses are built. They respond appropriately to most situations. The

responsible developer takes the time to critically evaluate and reflect on their experiences. This

process allows them to gain new insights (Zachary, 2012, p. 10). This experience allows the

inspiring developer to be in a position to share their experiences openly with others, create

psychological safety, and create mutual trust (Zachary, 2012, p. 164).

Interpretation of Knowledge

On the outset of this program I understood the mentor/mentee relationship to be one as a

relatively simple mechanical exchange. The mentor has the information, knowledge, or

experience the mentee is looking to gain and that information is transferred through dialogue and

time spent together.

Now I see this relationship is so much more dynamic than I had originally expected. The

mentor needs to be open and willing to share, but first they must be willing to be authentic and

vulnerable. They need to create an environment of trust to be able to influence their mentee, and

they need to be open, authentically listing, hearing not only what is said but making their best

effort the hear the true meaning behind the words. It is in this exchange that the mentor has an

opportunity to be influenced by the mentee. As an inspiring developer it is your responsibility to

give other the opportunity to seek the truth, find their answers for themselves. Mentors are

changed with the responsibility to empower those that they are mentoring to find value and

learning opportunities not only in success but also in failure. Inspiring developers are individuals

who challenge others and themselves to set audacious goals, goals that force the individual to

reach beyond their current capabilities and outside of their comfort zone.

Application of Knowledge


As for academic evidence of inspiring developer, I offer the mentoring portfolio that I

created in the Leadership Development and Practice course. During this course we were required

to take on a mentor relationship, schedule mentor appointments, and record our progress. The

attached artifact outlines the intension and structure for each of the scheduled mentoring



As part of the agent development in my firm I have on going coaching calls and

accountability structures. One of my agents was having a difficult time getting to his sales goal. I

challenged him to a 30-day accountability program. He was to text me how many doors he

knocked each day. His goal was originally 50 doors a day 3 days per week. I suggested that he

adjust to that to an average of 150 doors per week. So that there would not be a sense of failure if

his goal was not met one day. He agreed. 45 days later he had 2 new properties listed for sale and

2 new properties in escrow. He simply needed to change his mindset and commit to

accomplishing an ambitious goal.

Creation of new knowledge


I will join the local toastmasters club no later than February 1, 2018.


Leverage a real estate specific coaching and development company. Hire a coach/mentor

to assess my current organization, goals, and profitability. Through this process, redefine my

firms value proposition and commission structures for a more profitable operation.


Zachary, L. (2012). The Mentors Guide: Facilitating effective learning relationships. San
Francisco, CA: Jossey-Bass.