A521.9.4.RB_Reflections on Leadership_Wathen_Sandra

A521.9.4.RB_Reflections on Leadership_Wathen_Sandra

Ref:  Chapter 12, "A Different Kind of Leader." Leadership is a trait - a skill - and it also has a style.

However, leadership also has dimensions; mostly interactive in nature.  They have a style in which they will tend to work with the world rather than to oppose it.  It is about reading the world and letting the world do some of the work – taking a strategic approach.  So what does that mean?   It means rather than forcing others through methods of control to obtain compliance, a leader would find alternative strategies by focusing energy somewhere more positive; while creating a stronger adversarial position.    This method of style is independent of being in a hierarchical position of power. 

An interactive style of leadership can both add and subtract elements from the leadership roles in that it supplements traditional management functions and also is subtractive in that it removes techniques of winning and manipulation irrelevant of costs.  Leaders cannot exercise both and earn respect by others.

Personal integrity and authenticity are foundations in which interactive leadership builds upon.  It is what you represent and who you are by how you communicate yourself to others.   It is how you see the world as it is and as a result; ideas are sound.  It is also about speaking the truth; you are believed.   People trust you because of how you treat them.  Making your values explicit and practice those values so that your values are instilled in others.  It is also about making two-way communication based on a reciprocal exchange from your listening.  This includes fostering an innovative environment that leads to ideas.  As a result, it will bring meaning to those who work; leading to innovation.

Interactive Leadership doesn’t depend on the possession of hierarchical authority because it allows for open communication; both horizontally and vertically within the organization.  Basically, it provides a method by which people in the organization can be part of helping to clarify direction or improvements, as well as other areas that can provide improved performance while assisting leadership to foster continuous improvements.

There are many benefits that interactive leadership provides in theory as it provides for an understanding of how different story patterns can be used to accomplish things.  It means not just talking about a story by improving how you tell the stories. Competence in narrative is not always the most important thing when telling a story as it can become too detailed.  Instead, emotional intelligence can be used sometimes to achieve the objectives for practical outcomes.

In essence, it means that the interactive style of leadership provides for a new mind-set in how a leader sees the world.   It is when the leader is in an active participating role rather than the traditional remote observer.  With this style, leaders are more connected with the world as they have developed an interactive way of thinking and their behavior is parallel with their thinking.

The interactive leader is also able to connect with the audience as well as learn from the audience; two-way communication.  They also are good storytellers; both presenters and face-to-face.  It is also the ability to have symmetrical relationship with communication.  In today’s world, interactive approach to leadership is essential for implementing change and building a culture for adapting to the future.  

I consider myself a modern style leader; interactive in style and approach.  I am very open-minded and encourage innovation throughout the organization.  What I have learned from reading Denning (Chapter 12) is that I have been missing some key concepts and perspective on the necessary way of thinking that I can improve upon to be an more effective leader; especially an interactive leader in which I aspire. 

I prefer to not be in a communist style type leadership role in which I am dictating and controlling the workforce; nor do I want to be treated in that manner.  For me, I want to encourage and instill open communication and innovation in my workplace and vice versa.

I believe in the attributes that interactive leadership instills such as integrity and authenticity.   I also believe in the values of speaking the truth as that is also a personal value of mine in addition to a professional value.  Trust is also another important value I believe in and is a foundation for ensuring for integrity and authenticity in the workplace.

A521.8.4.RB_Making Contact_Wathen_Sandra

A521.8.4.RB_Making Contact_Wathen_Sandra

Ref:  Personal experiences and tips from McKay, Davis and Fanning:  Chapter 14 of Messages to improve your ability to connect with others. First of all, I am an “A” type personality.  I am very outgoing, energetic and a creative person.  I feel that I am a leader versus a follower.  From my early adulthood and throughout my career and educational experiences, I have pursued and attended numerous public speaking and communication classes.  I also participated in “Toastmasters” and other clubs that required public speaking and effective communication.  Every time there was an opportunity for me to speak in public; I took it.  Each time it gave me more confidence with public communication.  Now that I have mentioned the word confidence, I would like to take a few words to say that my parents provided an environment for me as a child that fostered effective communication.  So in essence, I have had over my lifetime many of the key elements provided to me in order for me to be an active listener and an effective communicator; whether it is on an individual basis or a room full of people. Although it is something that I have acquired over the years, I feel pretty comfortable with striking up a conversation with almost anyone.  Of course it has taken me some time to overcome the fear; mostly by experience and through education.  Good conversation comes from being able to communicate effectively by asking questions, listening and providing self- disclosure.  There are things that I can do to improve my ability to connect with others is to understand my fear of strangers.    Some of those are to be conscious of my own social restrictions and use of self-depreciating internal use of long and tedious conversations.    Recognize that my fears may be partially due to negative thoughts that have formed over years and based on poor communicative habits.   I need to always think positive and have confidence in myself to cope with the fear of rejection by strangers.    When I do receive rejection, I need to think deeper on the basis of the rejection.  Basically, I need to not take it personal but rather I need to try and understand the basis for the rejection.  Dealing with rejection is another thing that I have to be prepared for; as rejection will occur.   I need to stay conscious of my negative judgments and also periodically evaluate myself and take corrective measures in my way of thinking.  This means that I must reframe my approach behavior.  In essence, I need to look at things a little differently and that it is more of an opportunity to communicate with someone that interests me and the only investment is my time and energy. There are other areas that I must focus on with respect to making contact such as control of my body language.  This means that I need to be conscious of my eye contact, facial expressions, how I stand and use my body language.  There are things that I can do to improve these areas which are to find ways for practicing controlling my body language. Breaking the ice to begin conversation requires that I take some time to evaluate and determine an awareness of the environment in order to best optimize on type of conversation to be initiated and the approach to take on the conversation. Conversation is considered an art.  It combines questions, listening and self-disclosure in a form that allows for a person to want to talk and enjoy it.  Sometimes it requires trying to find out information that can be used to increase the conversation levels. So now it is time for me to be “artsie” and create a conversation with you….”I have always wanted to go on a cruise, have you ever been to St. Thomas?”

A521.7.4.RB_Knowledge Sharing Story_Wathen_Sandra

A521.7.4.RB_Knowledge Sharing Story_Wathen_Sandra

What we know is a cumulative of our information, knowledge and experiences.  Our stories have many hidden secrets of value that encompass wisdom and what we know and what we can share through those stories.  Having the ability to convey those stories to have sufficient meaning to turn our stories into something that demonstrates purpose from which the recipient can receive transmitted knowledge. 

Over my career, I have had the opportunity to gain unusual education, training, experience and skills that have provided me with a wealth of knowledge that I continually enjoy sharing.  My hopes are that those who are willing to listen to my stories will learn from them.

My story is about what it takes to achieve many of life’s successes.  You see life is truly what you make of it and what you strive for, combined with what energy you are willing to put in to it and what sacrifices you are willing to make.     It is an understanding that things don’t come easy and anything that is worthwhile takes work; no matter what it is.  It is about building integrity and self worth and defining one’s purpose in life.  Most of all, it is about being genuine and respectful of others.

Of all of my rules in life that promotes success both personally and professional is the “golden rule”.  It is a very simple rule; yet the most effective life rule if used continually.  I profess this rule almost every day either to my family, friends or co-workers.  Sometimes it puts them in “check” and causes them to reflect on their actions or behaviors.  Unfortunately, in today’s world, morals and ethics are declining – thus, becomes a greater need for disciples of the cause is greatly needed to profess the golden rule.

I find on many occasions that there is conflict or chaos that has been created by a person or persons that could have easily been avoided if they had asked the simple question, “would I have liked that if someone were to have done that to me?”  Usually if the answer is, “no”, then the question would be “why did you do it?” 

Using this rule with my sons on a regular basis has instilled this as part of their daily thinking.  They have told me that they now ask themselves sometimes before doing something, “would I appreciate it or like it if someone did that to me?”  If they say, “no”, then they divert to another solution as to avoid a compromise in their own beliefs.  Both my sons have told me that using this rule has created a different perspective on how they react to situations and also how they foster good relationships with their friends, family and co-workers.  In fact, they are now professing the “golden rule” since they have realized the reciprocal value of the rule.

One of my reflections was when my son was dating.  He was supposed to go over to his girlfriend’s house that evening.  He really liked her a lot, and it seemed they had been hitting it off pretty well.  Well, I happened to call her house around 10:00 that evening because I wanted to see if I was supposed to pick him up from there or if he had another method of getting home.  When she answered the phone, I asked if he was there.  She mentioned that he never came over.  So, I called his cell phone and he answered and told me that he was at a party.  It was a party that he could have taken his girlfriend to and also he didn’t tell her the truth as to why he did not go to her house and visit.  Not only did it cause conflict, but it almost caused them to break up.  The next day, I took a drive as I knew they were arguing, and found the spot where I thought he might be.  When I pulled up, there he was – sitting on the bench.  I got out of the car and went over to sit by him to talk.  He looked at me, gave me a hug, and said, “if I had used the golden rule”, I wouldn’t have caused all this mess, huh?”  My reply was, “if you wouldn’t have liked it, don’t expect her to!” He said, you are right mom, “I wouldn’t have liked it if she did that to me”.

From a professional perspective, this rule applies and is lacking application of it the most.  I have seen over my career so much backstabbing, egotistical and abrasive individuals that probably have never used the “golden rule”.   They are those that are willing to do anything to get ahead; anything.  I have seen numerous accounts of unethical behavior.  I have seen professionals accept appreciation for work they knew they did not do and the person that did all the work received no gratitude. 

Although they may have achieved career advancements or been recognized by leadership through under mining ways, they have failed at being genuine person.  Success is not measured by reaching the top without an enriching approach.  Success is measured by how you got there and the genuine legacy that you built along the way.  It’s when those that see you, admire you and respect you for what you represent.  It makes them want to follow in your footstep.

In today’s world it is like the old saying “it’s a dog eat dog world”.  Meaning everyone is out for themselves.  The only way that we are going to try and move away from that perspective is that everyone go back to the basic “golden rule”.  Ask yourself the question “would I want someone to do that to me?” and if your answer is, “no” then – don’t do it!

A521.6.3.RB_High Performance Teams_Wathen_Sandra

Denning (2011) provides extensive insight on teamwork and use of key elements for developing high-performance teams.  These elements help to establish the ways for people to work together in many different types of team environments.  Teams can be a workgroup, a single team, a community or even a network of people.  They all have objectives, timeframes, authorities and memberships.  However, there are some differences with the details of the sub-activities for each of those.    In addition, they all have driving forces, need for getting the job done, commonalities, successes and failures, and even risks. 

Workgroups are smaller groups within the organization’s subunits.  Teams are considered a grouping of people within the organization and are meeting the organizational goals.  The community has a different meaning in that it is a group of people with maybe a geographical tie to each other based on where they live, work, etc.  Networks are a different group of people, not to be confused with the community of people since they are people who have a mutual benefit for the group of special purpose. 

High-performance teams typically are very active groups with the goal of results.  They use their outputs to develop solutions or expected results.  They are dynamic and can shift needs to moving needs or requirements.  Innovation is a characteristic of high-performance teams; taking every opportunity to make challenges as opportunities.  Members of high-performance teams are normally strong in force and recognize the strengths and weakness of their peer members.  These members typically have interchangeable skills and flexibility, and are committed to integrity and results driven; often passionately. 

The environment for high-performance teams is essential in that it is what creates the essential true dynamics of their existence.  It is important for management to understand the non-traditional aspects of high-performance teams so that they do not stifle their abilities, but yet create and foster an environment to enable them to be fully armed to execute to their mission.

Shared values and common vision are key attributes for high-performance teams.  It is almost impossible to be successful on a team without common values and visions.  It would be like a soccer team not knowing which way to run when they have the ball nor knowing how important it is to get the ball through and to the goal.  Then the question would be, “what are you doing it for anyway?”  Whenever in some type of team environment, it is utmost important to understand each other and the purpose and objective of the team; along with the vision.   Otherwise, everyone is running in different directions with no common end state. The power of a unified team is endless.

As far as the four patterns of working together; work groups, teams, community, and networks; they are similar yet distinctly different.  I have been on many different teams to include high-performance teams.  Most of the failures have been associated with lack of direction or lack of common vision.  The successes have been that when given all the right components and supporting elements needed for high-performance teams, we have provided superior end results.  I have been assigned to teams that have re-designed policies, processes and procedures for the Department of the Navy in support of Command level initiatives.  These teams were backed 100% by leadership, fostered by a “healthy” team environment and we were able to present numerous areas of improvements to the Command in which it reduced total ownership costs while providing a more efficient way of doing business. 

A521.5.8_RB_Value Narrative_Wathen_Sandra

Value:  Creativity, Imagination & Innovation

Conflict Value:  Routine, Predictable work projects

Incident of Conflict between Values:  Although it has been recognized by leadership that there is a tremendous need for the establishment of professional career tracks, nothing has been done to initiate a program.  There are many individuals that are in positions that have no future for advancement.  An example is that there are several junior level positions that are not set-up for moving up to the mid-level.  There is no career development plan, no mentoring program, and not much incentive to work to the next level.   Eventually, these individuals will move on to another contractor to advance and the company has just lost their knowledge base. 

This is a story that comes to mind when I think about the times that I have tried numerously to make a difference in the organization with respect to workforce development and incentives.  When I first started working with my company four years ago, I noticed that there was a significant void in offering special professional activities and programs to its employees.

When I came to the company, I came with management credentials and focus areas in management.  It didn’t take long for me to notice that there was not much openness for adoption of new ideas and creativity.  This was especially true with developing methods to assist the employees in career enhancements.  I have always been a true advocate of building the workforce from ground up; helping the junior levels to acquire next level, developing mentoring and shadowing programs, etc.

Periodically and whenever I felt an opportunity to capture the ears of leadership, I would make suggestions.  Most the time they would listen, but never go much farther than giving me their ear for a few minutes; yet they promote these types of values as part of their corporate framework. 

I guess it was just about a year after I started with the company when I noticed that people would just stop by my office and initiate a conversation with me.  I was starting to gain followers without seeking them.   They would share their concerns and ask my advice on how they should proceed with their career.   It seems as though I had started to become somewhat of a career counselor just for the simple fact that they respected me and had the comfort to talk with me.  They also shared more personal feelings about how their career goals and how they also felt a sense of not having identity and clear direction on their career path and next steps.

As I reflected, I realized that these people were reaching out for guidance with respect to their jobs and their future with the company.  In my discussions with these employees as they stopped in to chat, I noticed that there seemed to be a connection with their concerns, as well as their views.  It dawned on me that they were asking for help in understanding their career future and wanting me to give them the answer they wanted.  Unfortunately, I could not, as I already knew the stance that the company had on this subject.  The employees were looking for their career path, the same area that the company has chosen not to have on their priority list.  Questions they asked me for example were:  “Does our company have career paths or career tracks for people like me in junior level positions?” “Will I need to leave the company for another in order to ever be able to move to the next level?” “What do I need to do to meet the company’s expectations to move to next level?”

As a valued employee and a mid-level manager of the company, I have offered creative and innovative ideas.  I made several attempts with leadership, as well as, volunteered to take the lead with respect to establishing some new workforce development programs.  Unfortunately, I always get push back and excuses as to why the company cannot develop such programs.  I also used my initiative to develop a “knowledge share” program in which leadership supported at first, but then it fizzled.  It seems that leadership is complacent with the routine status quo.  However, I think that not too far into the future, the company will start seeing adverse affects to the moral and productivity because the company is being seen by the workforce as not backing their stated values.

I have tried many strategies to try and capture leaderships’ hearts through influencing the ideas, but it seems that company structure leads the pack over the company’s values.  In addition, I have used numerous diplomatic approaches,  and I continually stress the importance of sharing the vision.  Whenever I have the opportunity I also remind leadership about the importance of following up with you say as that is what enables people to work together for the same goals.