Vincent Villani

James Tubman
MGMT 433
March 18, 2015

Competencies of Andra Rush (Question 1)

Writers George Hollenbeck, Robert Silzer, and Morgan McCall of The

Leadership Quarterly, Volume 16, Issue 4, have a segment where they show an

exchange of letters to one another about the values of leadership competencies.

“Competencies, when properly designed, leverage the experience and seasoned

insight of leadership incumbents in an organization,” writes Silzer. “The personal

experience of a large group of managers and executives gets summarized in a

limited number of competencies.” He also states there are four main benefits to

identifying competency models, and they are:

 “Summarizing the experience and insight of seasoned leaders

 Specifying a range of useful leader behaviors

 Providing a tool that individuals can use for their self-development

 Outlining a leadership framework that can be used to help select, develop,

and understand leadership effectiveness.”

When looking at the accomplishments and work ethic of Andra Rush, we can

identify the behaviors and skills she possesses to create a list of competencies that

describe her. Andra Rush’s competency model will consist of attributes to her

achievements, and this can provide a sort of device to other that can be used to

further progress leadership skills and behaviors. This will also aid in

comprehending which traits make leaders successful. “Leadership competencies

can provide an integrative model of leadership that can be applied across a range of

positions and leadership situations.” (Silzer)

When examining Andra Rush’s situations, it seems there are multiple

competencies that she demonstrates. The first competencies present in Rush, even

before she was a leader/manager, was her Drive for Change, Personal Drive, and

Learning Approach. (Hughes, Ginnett, Curphy) Rush attended college and hunted a

successful future after noticing the poverty and hopelessness on her grandparents’

Ontario reservation. “I really wanted to make a difference.” (Heffernan) Andra

initially saw that her nursing job, acquired after graduating the University of

Michigan, treated her and her coworkers poorly in regards to pay. Her first reaction

was change, and she immediately took on the path to more learning. She then began,

in 1982, to pursue an MBA. She furthered this learning approach when she interned

at a freight company whose profits were entirely dependent on the quickness of

package pickups and drop-offs. Her personal drive kicked in here, where she told

herself, “I thought I could do that better.” (Heffernan)

Andra Rush is also a prime example of one to take risks, and she is

Adaptable as well as capable of Analyzing Problems/Making Decisions which are

two other competencies listed. (Hughes, Ginnett, Curphy) She had originally

launched her trucking business by using her credit cards and using as much money

as her parents lent her. With little to no experience in this field, $5000 from her

parents, and maxed out credit, her first move was to buy a van and two used pickup

trucks. (Heffernan) “When Andra Rush launched Rush Trucking Corporation in

Detroit in 1984, the budding entrepreneur was more than happy to roll up her
sleeves and get some grease on her shirt to keep business pumping. She helped her

fledgling team with everything from oil changes to mechanics. On days when the

company had more runs than drivers, she’d hop into a truck and make deliveries

herself.” (Olsen) Another aspect of her analyzing and problem solving skills was her

little knowledge of the business world when beginning this process. She was

unaware of the necessity for sales and marketing, as well as accounting. "I didn't

have an accountant in the beginning and didn't understand who the decision makers

were in the business. But that's adversity, and I was able to learn from these

mistakes that thankfully weren't fatal." (Walsh) Being able to understand flaws and

make use of the learning experience is what enhanced her ability to run a business.

Within only six months of her business introduction, she obtained over 10

employees and had already began working with important clients, such as Ford and

GM. Rush was a powerful woman who took matters into her own hands. She awaited

any opportunity that became available, tailoring herself to any clients that appeared

and accepted every job. This also demonstrates her competency of Customer

Focus. She would do whatever was necessary to deliver an above average customer

experience – always above average. When Rush was asked what the key to her

success was, she responded with “You have to be service-driven. You think of

customers every day, every minute. You think about what would make their lives or

their businesses more successful. And you have to be focused on who’s serving

them. If we don’t look after our drivers, they won’t look after our customers.”

(Heffernan) Through her outlook, we can see she also cares deeply about her

Credibility and Relationship Building. She clearly cares for not only her
customers, but also her staff, which is a component of trust creation. “Rush was

committed to fostering a sense of community among her workers. She hired drivers

who lived near suppliers, ones who ‘went to church and did Little League with them.

So they all helped each other if extra loads or services were needed, we were right

there.’” (Levitz) This sense of community creates an edge for her in creating lasting

relationships and reliability in her subordinates and customers. Lastly, through her

determination and motivation, or Inspiring Aligned Purpose, she was able to turn

this minuscule operation into a company that is worth $400 million – while raising

three children.

Overall, Andra Rush poses an impressive Competency Model that uses almost

every option available. Maybe that’s what it takes to be a successful and prominent

leader as she is. Using her model, it is evident that there is a fair amount of hard

work involved, as well as personality and behavioral traits to obtain the status that

she has. To create a monster business out of the little you have is an inspiring

achievement to future leaders. “She’s come a long way from the inexperienced 23-

year-old who thought “the cash would just roll in.” But Rush wouldn’t change a

thing: ‘I love my job,’ she says. ‘I like the fact that you can start to get some

momentum and keep challenging yourself—and then suddenly you lift your head

and it’s been 25 years.’” (Heffernan)

 Works Cited

Heffernan, Margaret. "How One Woman Built a $400 Million Trucking Business."
Reader's Digest. Reader's Digest, 22 Mar. 2010. Web. 18 Mar. 2015.
<http://www.rd.com/advice/how-one-woman-built-a-400-million-trucking-
business/>.

Ginnett, Robert, and Gordy Curphy. "Chapter 4: Power and Influence." Leadership:
Enhancing the Lessons of Experience. By Richard Hughes. 8th ed. New York:
McGraw-Hill, 2015. N. pag. Print.

Hollenbeck, George, Morgan McCall, and Robert Silzer. The Leadership Quarterly. 4th
ed. Vol. 17. N.p.: International Leadership Association, 2006. 398-413. Print.

Levitz, Eric. "Andra Rush: 5 Fast Facts You Need To Know." Heavy.com. Heavy News,
28 Jan. 2014. Web. 18 Mar. 2015. <http://heavy.com/news/2014/01/who-
is-andra-rush-sotu-guests/>.

Olsen, Kimberly. "Andra Rush Keeps on Truckin’." Diversity Woman. Diversity

Woman, n.d. Web. <http://diversitywoman.com/andra-rush-keeps-on-
truckin/>.

Walsh, Dustin. "Rush Founder Used to Taking Risks." Crain's Detroit Business. Crain
Communications, 30 May 2012. Web.
<http%3A%2F%2Fwww.crainsdetroit.com%2Farticle%2F20120530%2FA
WARDS10%2F306039990%2Frush-founder-used-to-taking-risks>.