A633.9.3.RB_Polyarchy Reflections_Wathen_Reece_Sandra

A633.9.3.RB_Polyarchy Reflections_Wathen_Reece_Sandra

First, I am writing this blog exclusively from my personal thoughts based on my past learning experiences in MSLD 633.  Although, much of my thinking has been influenced by Obolensky (2010) and many other journals and documentaries, these are my thoughts.

In the modern approach for leadership it focuses on the transition of oligarchy to polyarchy which is a significant change in organizational strategy; fewer leaders and more followers.  The world in which we live has given us fewer choices other than to grasp change - and grasp it quickly.  Not only in our business and professional worlds, but also our personal lives' as well.  It means getting things done but not necessarily doing them myself.  It means providing those the skills and tools to allow others to accomplish their task.  It means communicating both upward and downward.  It means letting go of things that I typically felt I had to do myself; concentrating on more important things.  It means teaching others to transition their mind-set to do the same.  It makes me now a disciple for change.

So then what does this mean to the assumptions of oligarchy style versus the transition to polyarchy such as the former leadership models and the possibility of redundancy in these models?  From an organizational perspective, it means changing the way you think.  It isn't a redundancy in models, it is using the content of the models in a different way.  In fact, polyarchy isn't really a new concept, Yin/Yang go back in history - it is the fact that the world is changing so quickly that now is the time to really start grasping, engaging, and implementing the approach. 

As a reflection on traditional leadership from the perspective of complex adaptive leadership, what are the implications and how will they affect me as a leader in the future?  Traditional style leaders became complacent and it is easy for leaders to become status quo.  However, the dynamics of our global world is forcing transition.  Many have engaged, some are struggling, others resisting the change.  Those that have engaged will prosper, those that don't may diminish.

What impact will they have on my future strategy?  I feel very confident, especially after participating in MSLD 633 that I understand what needs to be part of the future strategy in that the framework must include adaptiveness.   I have a greater awareness of all the key factors required to include in the strategy as well as depth and breadth of the whole.  The future strategy must consider all the components for complex adaptive systems; not just a few elements.  It requires thinking outside the box, focusing on emergence while managing chaos as simplicity.  It requires looking deep into the future and building a plan that can adapt to complexity; emerge from complexity and find opportunities from chaos.  It means building the strategy to optimize on all these factors so that the organization can achieve innovation and creativity - even in the midst of chaos and complexity.

Obolensky, N. (2010); Chapter 10. Complex Adaptive Leadership. Embracing Paradox and Uncertainty. Grower Publishing Company, Surrey, England

 

A633.8.3.RB_How Do Coaches Help?_Wathen_Reece_Sandra

A633.8.3.RB_How Do Coaches Help?_Wathen_Reece_Sandra

Coaches bring a synergy to finding solutions in a natural way. To be an executive coach, it is necessary to know that clients are the first and best expert capable of solving their own problems and achieving their own ambitions, that is precisely the main reason why clients are motivated to call on a coach. When clients bring important issues to a coach, they already made a complete inventory of their personal or professional issues and of all possible options.  Clients have already tried working out their issues alone, and have not succeeded.

Given the statement above what is it that coaches do to provide value to their clients?

Coaches use their skills, abilities, and charisma to assist organizations  in transitioning their skills, talents, ideas into a method by which the outcome includes personal development and empowerment of the individuals.  It develops key communication channels which includes effective feedback.   Confidence is also increased as the capabilities are increased, self-motivation is energized, team-work incentivized, etc.  As a result it builds positive attitudes and personal energy.  Coaches add value in that they assist an organization to evolve to its highest level capability of the Level 5 maturity model.

Why is coaching a vital aspect of both leadership and strategy?   

Coaching is a vital aspect of leadership in that it assists them to engage in adaptive leadership by just the nature of coaching.  It also encourages the "pull" technique when using the GROW model.  As a separate note, the GROW model is one of the most effective models for natural coaching through questioning techniques.  It is also vital to strategy as it provides a method to move the organization toward a high maturity level and allows leaders to let go.

How can it make a difference in an organization? 

Coaching makes a difference in an organization because it invokes intuitive techniques that resolve problems.  It can be vital for creating a bottoms-up approach since ideas and solutions are rising from the bottom of the organization.

What does this mean to you and your organization? 

It means that coaching has a dual purpose as it is an effective method to use for resolving problems, obtaining ideas, etc. and it also is a way to move the organization toward higher levels of followership and encouraging followers to take the lead.  What it really means is that coaches need to be pulled in more frequently as a tool for assisting the organization to emerge.

As far as my organization, I see it as a wonderful opportunity to leverage on a coach to help our organization move from the predominant traditional approached company to one that shows signs of an adaptive transition through coaching.  Using those ideas and creativity captured during the coaching sessions to push them to the top of the company for possible solutions, or at least recognize the power that is coming up from the bottom of the organization.

Obolensky, N. (2010); Chapter 10. Complex Adaptive Leadership. Embracing Paradox and Uncertainty. Grower Publishing Company, Surrey, England

A633.7.3.RB_Leader Follower Relationship_Wathen Reece Sandra

A reflection of my "Quick Test" and what this assessment means in terms of me being a leader and

my relationship to my followers.   This test provided me with an opportunity to evaluate myself on

how I respond to situations as a leader based on certain scenarios.  It is a situational leadership

awareness in that it allowed me to see what types of strategies I employ to solve each of the

leadership questions. 

 

There are four strategies that can determine which are being used based on the situation.  These are: S(1) which is Telling; S(2) which is to Sell; S(3) which is to Involve; S(4) which is to Devolve.  Each of these provide an insight to what leadership strategy is being employed.  The results of the test had my rankings highest in S1, next highest in S4, then S2 and then the lowest being S3.

S(1) is a category of telling someone how to do a task. It doesn't mean it is wrong It is important
before telling someone how to do something it is important to know what level followership they are.  If they are a level 5 then they don't need to know why (as that is part of S(2)).

S(2) is a category of when the workforce needs to own part of the solution along with the leader.  It is
considered a "buy-in" in which the people know the benefits. There is more listening and asking questions before determining solutions.

S(3) is a category in which the leader encourages solutions from the people.  This is considered a

"pull" strategy because in situations when time is not constrained it allows for knowledge sharing and

skills development.

S(4) is a category in which the 4 + 4 principles are being used and the leader is just watching; keeping a eye on things, plus looking ahead into the future goals.  Leaders are performing a support role primarily. 

This is considered the best strategy for a leader.  This lets me recognize the thinking behind the

strategies I employ when dealing with a situation and where I may need to change, or maybe readjust

my way of thinking when dealing under certain circumstances.  Although S(4) was my next highest

rating from the "Quick Test", I need to strive to be primarily an S(4).

It is amazing how much this course has changed my thinking about gaining followers.  I have for the

most part thought I needed to be an officially recognized leader to gain followers.  I since have

realized that all I need is to have the ability to lead.  It is about understanding people, knowing where

they are with skill/will, recognizing their ranges within the followership maturity model.  In addition,

understanding the two-way mutual communication required to be effective with upward/downward

leadership.  It is also about understanding complex adaptive systems and that I am only a node;

connected to the rest of the network - and the network and understanding the network is as important

as the nodes.

This course has provided me the framework with respect to my future leadership goals and

objectives. I am very confident that the learning experiences from this course has provided me with

invaluable information that will guide me to make the best of choices when making key and critical

leadership decisions as well as the application of upward/downward leadership.

A633.6.5.RB_Circle of Leadership_Wathen_Reece_Sandra

A633.6.5.RB_Circle of Leadership _Wathen Reece Sandra

The vicious circle for leaders happens in every organization; including mine.  The key is that leadership recognize that it is happening and take the necessary steps to either avoid it, or correct it when it forms.  When a leader finds himself in a vicious circle, it will drive a negative influence on the effective application of upward leadership; causing an adverse relationship for positive "team" capability.

Many times it can be the fault of leadership due to ineffective behavior or attitude, or possibly their lack of providing essential "tools" for the individuals such as processes, knowledge share, training, etc.  Or, it can be that it is a situational effect on the individual for not performing at a satisfactory level.  Either way, it is the responsibility of leadership to know the signs and respond accordingly; taking the necessary steps to get progress back on track.

Leadership behavior is a key factor for success; along with "skill/will" and striving to achieve "Level V followership" to fully optimize on gaining organizational upward leadership.  Without the successful combination of all three, the likelihood of  the people to assume full capability for leading themselves will be almost impossible; creating somewhat of a charade . 

 In addition, it is important for leadership to understand the interdependencies of these factors, as well as, to some extent each of these drives the other and vice versa.  There are situations where "Skill/will" and "Level V followership" is more effective than others and that is due to the fact that people react and perform differently depending on the circumstances.     

 
Leaders must also understand that all these factors combined represent a state of readiness for followership to assume level of responsibility, based on their skills (knowledge and capabilities) and their will (willingness to do the job) which includes motivation level; combined with where one is with their level of followership (levels one through five). 

Leadership must establish tactics to develop ways to move a person toward a Level V followership within the organization.  It often requires some commitment for change in behavior from leadership.  It also requires understanding and application of the five levels of the followership maturity model and the ability for leadership to know the dangers signs of when they are becoming part of the vicious circle.  This can become concerning for a leader in that at that point the follower has started to dictate the spiral downward rather than emerging to the next higher followership level. 

In an effort to show how the vicious circle can transition to a more positive approach to promote strong followership, I have provided the model below: