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The Secret Structure

     In my upcoming presentation, I plan to convey my future story by showing an event-based journey developed by concepts of milestones I have imagined throughout my life. In creating this presentation, I will attempt to display not so much a timeline, but an event line that travels off into the distance, or future where it climbs from the frozen tundra up to the peaks of mountains, and then down to the end of my physical future. 

     My presentation somewhat follows Duarte's (2011) description of Freytag's Dramatic Story Structure where there is an exposition, a rising action, a climax, a falling action and a denouement. However, I also feel if the presentation was to be broken down into smaller finite segments, we would inevitably see the structure of Duarte's (2011) likeable hero that meets roadblocks, and through mentor-ship, emerge transformed. At the same time, Smith (2013) says to "keep your speech simple, with a clear beginning, middle and end."

     The presentation provides an account of how I see my life unfold into the future from now as the starting point. As time goes on, a new conceptual stage appears describing how things in my life are in hopes of turning out, providing the positive tone and motivation to work and live towards these phases. The purpose of this model is to show that a positive forward-looking perception attracts positive events and helps maintain a positive outlook even during times when roadblocks are encountered, because the next event is already positioned to be a positive stage.

     In learning how people react to great speeches and presentations through contrasting and comparing between what is and what could be, it is easy to see how people would want to buy off on what is trying to be sold-namely the what could be. Beard (2011) states, "for oratory to be really powerful, it has to be about something that matters, and it has to be the real words of the person making the speech." I see sharing my future is contrasting events of what may be, as in the most likely, and what could be if we only...persevered, continued to support our idea, shared our thoughts, took calculated risks, etc. 

     It must be understood that these great speeches and presentations are shared by those who have lived a great deal of what they have shared and have done so passionately. It is through knowing and feeling so strongly about something, that it becomes about the principle and its purpose in being presented. It is the belief that this idea shared must be accepted based on the contrasting information between what is and what it could be, the excitement and passion behind the idea, and because a person with a very relative, popular and positive reputation is the one supporting and pushing it.

     A great presentation can replicate great speeches in that it can also show contrasting ideas through a passionate, and well-structured delivery. Brady (2013) shares that "you need to deliver the message with passion and charisma." Making the audience the hero that needs the help of the presenter to clear the obstacles so they can see the greatness of the presenter's idea, establishes trustworthiness. Presenting the idea through story helps the audience connect with the information in a personal sense, providing clarity and understanding for buy in. In future presentations, I will incorporate this structural pattern representative of great speeches.

References:

Beard, M. (2011, February 25). What makes a great speech? Retrieved from https://www.theguardian.com/books/2011/feb/26/kings-speech-oscars-mary-beard

Brady, A. (2013, may 9). What makes a great speech? [Web log comment]. Retrieved from http://www.huffingtonpost.co.uk/dr-arlo-brady/what-makes-a-great-speech_b_3854861.html

Duarte, N. (2011, November). The secret structure of great talks [TED Talks]. Retrieved from http://www.ted.com/talks/nancy_duarte_the_secret_structure_of_great_talks#t-1051706

May, K. T. (2012, October 31). How to give more persuasive presentations: A q&a with nancy duarte. [Web log comment]. Retrieved from http://blog.ted.com/how-to-give-more-persuasive-presentations-a-qa-with-nancy-duarte/

Smith, J. (2013, August 13). How to give a great speech. Retrieved from http://www.forbes.com/sites/jacquelynsmith/2013/08/13/how-to-give-a-great-speech-3/#b1baf5d4da07

    

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A Different Kind of Leader

     In today's military, it is obvious to see the changes that have taken place in leaders over the last 70 years. In the past, communication typically was conducted from the bottom up. Whereas, in contrast, it now flows more equally top down as it does bottom up, ensuring a more well-informed community across the board. As a Chief Petty Officer, a senior enlisted rank in the United States Navy, I have been able to witness first hand the leadership amongst the officer ranks, as well as the leadership from the enlisted ranks. I have found many different leadership styles used throughout my community, to include Transactional, Transformational and Servant, as well as a combination of these (Cintron, n.d.).

     Going into my 17th year, I have already begun incorporating a Transformational leadership style by taking our task oriented environment, and meeting twice a week with all staff in effort to make each other aware of one another's schedules, intentions, and ideas. From these meetings, I am able to coalesce everyone's schedules, discuss their individual, and or group intentions, and provide a collaborative atmosphere for new ideas to flourish.

     Personally, I have been engaging with my leadership, peers and subordinates on a level playing field. Meaning, I have been approaching each staff member with equal respect, an open mind, and an energetic disposition. I feel having a positive energetic feeling about yourself is a contagious feeling. This does not mean that we push our energies, or agendas on other, but merely present it. It has served me well. Creative Commons (as cited by Burns, 1978) "defined transformational leadership as a person’s ability to engage others for the purpose of building motivation" (pg. 2).

     Going forward into the last five years of my military career, I intend to take the transformational aspect of my leadership style it into high gear by creating a culture of transformational leaders. ""It is not about sustaining the status quo, but aims at constant improvement at both the personal and organizational levels (Steinwart and Ziegler, 2014, pg. 54). It is my plan to  keep in the practice of ensuring leadership is not dependent on rank, that our leadership works with the greater community at large, and not ignore it, and is in keeping with personal integrity and authenticity (Denning, 2011) practices so as to set the example of what behaviors are expected and work in synchronicity, rather than against.

     By meeting with staff members individually, providing them with work ethic expectations in a motivational manner, each member could potentially grow using their own methods to engage and interact with each other in order to accomplish personal and professional objectives. Cintron (n.d.)states  "The essence of transformational leadership is the capacity to adapt means to ends to share and reshape institutions and structures to achieve broad human purposes and moral inspirations."

     If staff can learn to use their personality style with this effective leadership style, we can grow a community of transformative leaders from the mildly meek and quiet, to the boisterous and loud. It is merely a matter of integration of collaborative desires and understanding personalities, so as integrate one another's intentions and honoring them.

References:

Cintron, (n.d.). Leadership styles in the  military. Retrieved from http://yourbusiness.azcentral.com/leadership-styles-military-25296.html




Creative Commons, (n.d.). Transformational Leadership. Retrieved from http://www.langston.edu/sites/default/files/basic-content-files/TransformationalLeadership.pdf

Denning, S. (2011). The leader’s guide to storytelling: Mastering the art and discipline of business narrative. San Francisco, CA: Jossey-Bass.

Steinwart, M. C. & Ziegler, J. A. (2014). Remembering apple's ceo steve job as a "transformational leader": Implications for pedagogy. Journal of Leadership Education. p.54. DOI:10.12806/V13/I2/R3

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Cornerstones of Speaking

     In the past, my presentations used to be one dimensional, so to speak. That is to say, I would utilize a PowerPoint presentation and speak to it. I have learned much in the ways of tools that provide depth in giving a presentation. These tools include developing a technical presentation that can be brief from, or spoken to, clothing choice, body language, voice fluctuations and inflection, facial expressions, gestures, and the environment that surrounds you. The objective is to capture the audiences' attention, and keep them engaged. With the right combination of these tools used at the right time and proper technique, presenting can be a very rewarding experience.

     In the future, I plan to know the presentation material so well, that my focus will shift from the material to the audience, employing body gestures, catch phrases, pauses, expressions, and vocal tone, rhythm, pitch, volume, prosody, timbre, and register (Treasure, 2016). In this sense, I can focus on these techniques and their employment while engaging the audience, instead of just talking about something that be of interest to the audience, but become less interested due to the delivery of the information.

     In giving a presentation, I will also be looking to approach the material with a storytelling flair when engaging the audience. If my intention is to get the audience's attention, and keep it, I will need to focus on not just what I'm saying, but how I'm saying it, such as vivid and emotive language (Valmont, 2016). Using certain techniques carefully, so as not to over do it, can provide the speaker with the right amount of energy that can captivate the audience, ensuring their attention is on the information you are presenting visually and audibly.

References:

Treasure, J. (2013, May 13). How to speak so that people will listen [YouTube Video]. Retrieved from https://www.youtube.com/watch?v=dEkEAFaV818&feature=youtu.be

Valmont, M. (2016, July 24). Storytelling: How to tell great stories that engage everyone. [YouTube Video]. Retrieved from https://www.youtube.com/watch?v=dEkEAFaV818&feature=youtu.be

    

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Out of The Frying Pan and Into The...Fire?

     Why would anyone want to go from a bad situation to a worse one? The truth is, anything that is worth doing, is worth protecting. When an organization finds itself heading down a perilous path, that should be the indicator that it is time to jump ship. However, if the waters are shark infested, how do you expect to survive? It is imperative for the sake of an organization's survival that a contingency plan is in place; and one that is more favorable than staying on board.
    Metaphors in storytelling are extremely powerful in the sense that it can take a very complex situation and sum it all up to paint a very clear picture of something. In the case of my father, who has been plagued with respiratory illnesses most of his adult life from smoking, it was he who needed to be led to a life boat in order to save his life.

The Frying Pan

     In April of 2009, I received a Red Cross message through military channels while deployed about my father who has found himself in a medically critical status in Arizona (AZ) where he lived. After being flown out from Germany to meet him, I had come to understand the desperate situation he was in. My father was admitted to the Sierra Vista Regional Hospital in a comatose state after taking incorrect medication sent to him by the Veterans Affairs hospital in Tucson, AZ (his significant other had called the ambulance for him when he did not wake up in the morning). After gathering all the information on my father's current condition, I began to think about about life after the hospital, if he survives.

Assessment

     While my father was on life support, and being tended to by the medical team on a daily basis, I was staying with a nearby aunt. One day, before going to see my dad, I went to his home to look for the medication he had taken . Upon arrival, I was able to see the conditions he was living in. It turned out that his significant other had done nothing in the ways of cleaning for some time. I had looked everywhere to find the medication he was taking, but to no avail. However, I determined that the status quo was no longer an option where I was concerned. HMU (2008) shares that "Successful change starts with a sense of urgency" (as cited by Kotter, 1996). I considered this to be an urgent state of affairs. A life-style change was imminent.

Resistance

   After my father woke up, and was coherent enough to understand what had occurred, as well as the gravity of the situation, my wife (who flew out from Norfolk, Virginia to be with me), and I explained that we were going to move him from his place in Sierra Vista to Norfolk once he has completed rehabilitation. At this point, we were met with resistance, clearly expressed by the looks on his face. Craemer (2010) states that "change takes time because employees need to move through their own stages of denial, resistance, exploration and finally commitment." My wife and I explained all the pros and cons of staying in his home, vice coming to live with us. Painted in the proper light, the decision was a 'no-brainer', so to speak. My wife and I told him if he still wanted to move back to Arizona after a year in Norfolk, we would move him back on our dime. My father reluctantly conceded at first, understandably. "People don’t want to change. They don’t believe in the change. They often feel demoralized by change initiatives" (Stanleigh, n.d.). As time went by, and my father's health improved, we continued to share with him all the wonderful things to look forward to. After the initial shock wore off of leaving his home, he realized it was a much better situation we were providing him.

Growth

     Six years later, my father has enjoyed much growth in so many ways; he was there for the birth of both my daughters, has moved out after a year into an independent living community for 55 years and older, gets together with me on a weekly basis, has made dear, life-long friends, and travels with us to be with the rest of the family on occasions...things he has not done for over 22 years prior to moving to Virginia.

References:

Craemer, M. (2010, April 29). Workplace wrangler: Leadership and effective change initiatives. Retrieved from http://blog.seattlepi.com/workplacewrangler/2010/04/29/leadership-and-effective-change-initiatives/.

Harvard Management Update (HMU), (2008, February 29.). Change management: Leading change without a burning platform. Retrieved from https://hbr.org/2008/02/leading-change-without-a-burni.html.

Stanleigh, M. (n.d.). Effecting successful business change initiatives. Retrieved from https://bia.ca/effecting-successful-change-management-initiatives/.

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Core Workplace Values

     Throughout the course of my career, I can safely say that while I have been aware of who I am, I have never truly equated my job with having any values associated with it intrinsically, per se. I have always tried to bring my values into my specific job; perhaps not all of them at the same time. Being in the military does pose certain perceived limitations when it comes to expressing behaviors with a sense of freedom. Thomas (2013), states that "individuals bring with them into an organization their own personal beliefs, perceptions, choices, and actions. They also rely on their personal values to make decisions" (as cited by Kluckhohn, 1951; Rohan, 2000; Rokeach, 1973; Schwartz, 1994) (p. 19).

     I have assessed my core workplace values to include Integrity and truth, rewarding loyalty and dependability, friendships and warm working relationships, having a positive impact on others and society, and opportunity for balance between work life and family life (Hansen, n.d.). No matter where I have been in my life; no matter what jobs I have held; I have, and will always work to incorporate my personal values. 

     My values as they stand reflect the vision I hold of myself inside the workplace, as well as outside. Each one of these values are supported by my behaviors when engaging others in my personal life. At work, I attempt to incorporate these values of mine, however, due to the nature of the institution of the military, it feels at times impossible and unacceptable to having a positive impact on others and society, and difficult to recognize opportunity for balance between work life and family life. On the other hand, I can, and do bring integrity and truth into the workplace, I can reward loyalty and dependability of my subordinates, and create friendships and warm working relationships with those of like-mindedness. On a subconscious level, employees can profoundly impact co-workers with their own set of values, influencing work habits, feeling, and actions (Dean, n.d.).

     In acknowledging these two shortfalls in the workplace, I aim to manage my time better by drawing up a work schedule alongside a family schedule, prioritizing both sides, and then combining the two to create one seamless balanced schedule. In terms of having a positive impact on others and society, I feel I must change my perception of what I do, and understand more clearly the effects it has on the larger picture. I tend to get lost in the daily minutia of tactical and operational tasks, and lose sight of the strategic picture. 

     Looking at Denning's (2011) four organizational values, I believe the U.S. Military, my employer, falls under the Hardball Strategist value at times, and at other times, Pragmatist. Perhaps both values are held at the same time to differing degrees in different environments. While the U.S. Military has many objectives, and works extremely hard to defeat its enemies, it has many laws that must be followed and upheld. At the same time, they work to create a unified, cohesive working team by setting up sporting events, social gatherings, and General Military Training (GMT). These events bring all military personnel together to invoke team work, and a learning environment. 

     To improve the U.S. Military's workplace environment, I feel they would do well to employ more of a Pragmatist value, as well as a Genuinely Ethical value. Doing so will improve interpersonal relations, moral perspectives, as well as protecting the inherent value that lies within the environment. If personal values do not align with their organizational values, it behooves the member to adjust their personal values so as to align them with the organizations. However, if the company's values are askew, the member can attempt to adjust the organization's values, given the effort is worthwhile (Warner, 2012).

References:

Dean, K. W. (n.d.). Values based leadership: How our personal values impact the workplace. The Journal of Values Based Leadership. Retrieved from http://www.valuesbasedleadershipjournal.com/issues/vol1issue1/dean.php.

Denning, S. (2011). The leader's guide to storytelling: Mastering the art of discipline of business narrative. San Frncisco, CA: Jossey-Bass.

Hansen, R. S. (n.d.). Welcome to quintessential careers. Retrieved from https://www.livecareer.com/quintessential. 

Hughs, B. (2013, August 13). Aligning personal and corporate values: Are your values in alignment, or are you wishing for more? Retrieved from https://toughnickel.com/business/aligning-personal-and-corporate-values.

Thomas, T. P. (2013). The effects of personal values, organizational values, and person-organization fit on ethical behaviors and organizational commitment outcomes among substance abuse counselors: A preliminary investigation. Retrievd from Iowa Research Online (ETD 4920).

Warner, J. (2012, July 13). Climate and culture: How can individual and organizational values be better aligned? Retrieved from http://blog.readytomanage.com/how-can-individual-and-organizational-values-be-better-aligned/.

          

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Listening

     It was not so long ago I was spoken to in a disrespectful manner and tone. My Officer in Charge (OIC) at work reprimanded me for providing him my Chief Warrant Officer Package after it was completed, not giving him a chance to weigh in on any of the write-ups that made up the application. While I explained to him in detail the timeline I was working on in the absence of a timeline that should have been provided by the command, he cut me off, explaining that I should have come to him sooner for his assistance in the matter. Charan, (2012) believes you should train yourself to sift for the nuggets in a conversation. Then let the other person know that they were understood by probing, clarifying, or further shaping those thoughts.

     Now my perception of the working environment there is that we all play by 'big-boy' rules, so to speak, and being able to problem solve is expected on behalf of every staff member. While I was attempting to complete my package and submit it for review via a process I was creating, my OIC's perception was very different. Apparently, he expected me to know when to get him the package for review. While I could have approached him asking for a timeline he recommended, I had failed to consider this as an option; lesson learned.

     However, my OIC's decision to cut me off, and reprimand me, even in the presence of another co-worker, I felt was immature, unprofessional and unproductive. Between his assumptions, distractions and expectations, he could not truly hear where I was coming from. Instead, he was so interested in getting his point across and communicating his disappointment, I was never heard (Schnell, 1995). I felt like he did not care for my explanation, my perception, or how I might take his response. My OIC even stated that the application and the process was all screwed up, when he had never even seen the application (which was flawless after working on it for over two years). In fact, it created a wedge in our working relationship. For some reason, experiencing this side of him turned me off so much, I chose not to engage him on a personal level, and kept all interaction strictly professional. The underpinning atmosphere between us on a day-to-day basis was a bit tense, and unpredictable. Feeling he would not re-approach me about the pointed discussion we had had, I decided not to approach him knowing he was leaving the command in a couple months.

     We were the only two Naval Special Forces operators in our directorate, and I was treated the way I was, because he felt it was the best way to hold me to a higher standard if I was looking to get an officer commission. In a way, this event was a professional development moment from his perspective, whereas it was degrading, humiliating, and I felt talked down to. In this respect, we had two very different models of the world we were working in (McKay, Davis & Fanning, 2009). 

     While I received his message 'loud and clear', his tone, body language, and overall disposition was demeaning. Before I left for a one month leave period back to the United States, I wanted to 'clear the air' with him, believing we may very well cross paths again in our very small community, but I could not find him when I was getting ready to leave. He will not be there when I return.

     I had ran the scenario that took place over and over in my mind, trying to justify why I felt the way I felt. Did I have to feel this way; angry, frustrated, and misunderstood? No, but from how it could have went, I suppose I resented him for choosing to handle it the way he did as a leader in our community. If my OIC had only explored with an attitude of interest rather than hostility, and discussed what I should have done in a more empathetic manner, I would have received the same message, while preserving the relationship (KcKay et al, 2009). McKay et al (2009) explains that taking the time to clarify with the speaker, in fact, supports the speaker. It will give the speaker the perception that the listener is trying to understand what is being communicated, as well as engaging the speaker with an earnest interest in the subject matter.

References:

Charan, R. (2012, June 21). Leadership development: The discipline of listening. Retrieved from https://hbr.org/2012/06/the-discipline-of-listening.

McKay, M., Davis, M. & Fanning, P. (2009). Messages: The communications skills book (3rd ed.). Oakland, CA: Harbinger Publications, Inc.

Peters, T. (2009, December 7). Tom peter's leadership thoughts: Listening [Youtube Video]. Retrieved from https://www.youtube.com/watch?v=IwB7NAvKPeo.

Schnell, J. (1995). Effective listening: More than just hearing. [Viewpoint Document]. Retrieved from http://files.eric.ed.gov/fulltext/ED379691.pdf.

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Course Reflections

     Throughout this course, I have found a great value in the 'Powerful Ideas', and will look to apply them going forward in my own leadership endeavors. It is important for me to identify at least one, or two valuable items of interest per term that I can remember and take with me, not only into the follow on courses, but into my professional and personal life. The sooner I can employ these concepts, the more practice and time I will have to learn from both failures and successes.

     The best way for me to apply what I have learned is to assess what it is that I have learned, and determine where it works best to apply it. Once these two things have been identified, it will be detrimental to integrate it slowly, yet consistently. Many times, the enemy of a desired change is inconsistency. Being creatures of habit, we must take on a disciplined attitude about positive change, until the new pattern becomes a behavioral one. In addition, any positive repercussions, is positive reinforcement.

     Change to leadership style must be considered when the change is too radical for the leader, as leadership styles tend to come from personalities. Therefore, any changes in leadership styles, must comply and compliment the personality to some degree. If it feels too unnatural, chances are, the change has been applied incorrectly for that person, and the change will not take. 

     I see employing the conceptual ideas of empowerment of my followers, as well as my peers, and supportive communications with same. I feel these two ideas go hand in hand as they are intertwined in inter-personal communications. Yet, it will also be necessary to engage our people in order to apply the first two.

     I plan to engage my followers in order to support them and empower them, letting that be my example to my peers of a transformational act within the organizational culture, as well as within myself. However, it is important to note Oehler, Stomski & Kustra-Olszewska, (2014) state that the most engaging leaders are the products of having deeply held beliefs from earlier experiences, which means new ones will not just sprout up, and that this type of required change denotes there can never be a quick behavioral type checklist. The essence of Transformational leadership is a relationship of mutual stimulation and elevation raising the level of behavior as well as the aspirations of both the leader and those led; thus, having a transforming effect on both (as cited by Burns, 1978), ("Transformational Leadership and Evidence-Based Management", 2004).

Reference:

Oehler, K., Stomski, L. & Kustra-Olszewska, M., (2014, November 7). Managing people: What makes someone an engaging leader? Retrieved from https://hbr.org/2014/11/what-makes-someone-an-engaging-leader.

The King's Fund, (2012). Leadership and engagement for improvement in the nhs: Together we can [Report]. Retrieved from https://www.kingsfund.org.uk/sites/files/kf/field/field_publication_file/leadership-for-engagement-improvement-nhs-final-review2012.pdf.

Institute of Medicine (US) Committee on the work environment for nurses and patient safety, (2004). Keeping patients safe: Transforming the Work Environment of Nurses. Available from: https://www.ncbi.nlm.nih.gov/books/NBK216194/.

    

    



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An Unsupported Pillar

     Leaders play the vital role of determining how the culture of an organization develops. Within this culture stirs the dynamisms of inter-personal relationships. These relationships are supported by the ebb and flow of how people feel on a daily basis with respect to each other. Much of these feeling are brought on by how people perceive one another. In my working environment, a joint theatre special operations military command, people are judge based on their performance to conduct their roles and responsibilities. However, this alone will not create an environment where employees can embrace their leader's compassionate support to his people. The leader must earn, develop and build trust and respect. Where I work, we are all professional experts in our lane of focus. However, I feel I come up short in one area; goodwill.

     Does this mean that I am a scrooge, or a Grinch? Absolutely not. However, I could possibly come across as a derivative of one simply because I do not go out of my way to offer some help, or support to an employee that may be in need of some. The truth is, I typically focus on prioritizing what I need to accomplish on any given day, and if I have time, I will engage my followers around me on a professional and personal level. One major problem with this is that it does not happen often enough in order to create a culture of goodwill. When we are granted a kindness by someone, we typically have a strong urge to reciprocate. In a study by Lyubomirsky & Della Porta, (n.d) about increasing happiness and resilience, it shows that people who practice kindness creates moments where people feel efficacious and appreciated, all the while making it easier to make new friends.

     The pillar of goodwill is a very powerful vehicle of experience, because it is contagious. People generally want be treated with kindness, compassion and respect. Kerns (2003) feels that an organization that feels allows for the expression of kindness, compassion and love among and between their employees, goodwill that can be used when one faces ethical challenges. Leaders performing often random acts of kindness, creates within their followers a sense of love within the culture of their workplace. In my attempt to improve my deficiency of goodwill with my followers, I plan to take random times throughout the day to stop what I am doing, and engage my personnel with the intention to see where I can be of some help, or assistance, personally, or professionally. I will do this for one month, and then reassess as to how the environment has changed inter-personally within the culture of our directorate. 

References:

Lyubomirsky, S. & Della Porta, M. D. (n.d.). Boosting happiness, buttressing resilience: Results from cognitive and behavioral interventions. Retrieved from http://sonjalyubomirsky.com/wp-content/themes/sonjalyubomirsky/papers/LDinpressb.pdf.

Kerns, C. (2003). Creating and sustaining an ethical workplace culture. Graziadio Business Review, 6. Retrieved from https://gbr.pepperdine.edu/2010/08/creating-and-sustaining-an-ethical-workplace-culture/



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Team Roles

     Everyone on a team always has something to offer. It is up to the team members and leadership to identify what those qualities are that can be employed for the benefit of the team. Each person's role should, at a minimum, contribute to the larger picture, and ideally, be a collaborative inspiring addition. The issue is that not everyone knows how to become part of a team, or know how to inject themselves into a collaborative environment, physical, or virtual. Leadership has to decide the best course in employing their employees, so they are working a task, or set of tasks effectively as a single cohesive, team-building unit.

     Whetten & Cameron (2016) state that task-facilitating roles include direction giving, information giving, information seeking, elaborating, urging, monitoring, process analyzing, reality testing, enforcing and summarizing. By, with, and through these role types, leaders must know what role to employ at the right time and with the right employees that will enable the team members to take positive action from the chosen facilitation type.

     The great thing about knowing how to employ these facilitation types, is that when employed properly and effectively, they can lead to team-building phenomena. Brindley, Walti & Blaschke (2009) share [as cited in Juwah, 2006] Juwah has found that allowing learners to form their own groups and select their own topics facilitates socializing within groups and positive group dynamics. I feel providing each employee with the minimum amount of tools needed to initiate a task, forces them to look to each other, as well as outside of themselves for resources, and become their own task-facilitators.

     In building relationships within the work environment, leaders must have a well-developed set of personal and interpersonal skills in order to identify personality types, and effectively approach their employees on a personal level. However, there are numerous tactics in which to conduct relationship building, as a large number of factors come into play that require consideration. In relationship building roles, Whetten and Cameron (2016) offer that leaders can facilitate this process amongst the team by maintaining unity and cohesion, facilitate participation and empowerment, show support to team members, and provide feedback to team and team member performance. During this period, team members must be willing to be cooperative, conform to standards and expectations, become more interpersonally attractive, and ignore disagreements (Whetten & Cameron, 2016). McNamara (n.d.) offers utilizing team-building activities to support trust and working relationships. I believe these concepts of relationship building between employee and leader, as well as between team members are intertwined.

     As a Mobility Instructor in the military, I was responsible for developing a two week course that would introduce and train the incoming troop on vehicle and terrain familiarization. The troop size was so large, compared to how many instructors I had, it was forced to break up the group. It became a manageable ten to one ratio (student to instructor). Under these circumstances, I was able to assign different jobs to each person in order to facilitate the class schedule as a whole. Here, each team member had a responsibility, and everyone else depended on that person to be prepared, and execute their job effectively. For those team members that performed less than stellar, I quietly provided them with a task where they outshined others within their team, regaining confidence and improving reputation. I found that if I facilitated in task execution in a relationship-building way, I was able to enable the team to take action with each other to successfully accomplish their goals. The natural outcome was a self-propelling, team-building dynamic based on trust.

References:

Brindley, J. E., Walti, C., & Blaschke, L. M. (2009, June). Creating effective collaborative learning groups in an online environment. The International Review of Research In Open and Distributed Learning, 10. Retrieved from http://www.irrodl.org/index.php/irrodl/article/view/675/1271

McNamara, C. (n.d.). All about team building: How to build highly effective teams. Retrieved from http://managementhelp.org/groups/team-building.htm

Whetten, D. A. & Cameron, K. S. (2016). Developing management skills (9th ed.). Boston, MA: Pearson Education Ltd.



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The Danger of a Single Story

     Adichie speaks of stories in the sense of perceptions, views, and perspective. She uses numerous examples of one-sided views that lend themselves to a shortsightedness providing a limited understanding on something. Adichies' single story examples were situations where people had a single sided perception for a number of reasons based on experiences, or lack thereof. What she is trying to show, is everyone's blindness to all the other perceptions yet to be had. The danger she expresses in having only one story about something, or someone, is that it defines that something, or someone. The consequences of having only one story is that it robs us of our dignity (Adichie, 2009). And the more powerful, or credible the source, or sources sharing single stories, is what makes them even more true.

     Listening to Adichie (2009), makes me more aware of how storytelling can be shared. She is very effective in showing us our limited vision and awareness. Adichie captures the dangerous position we can all have when we choose to define someone, or something based on one perspective. She tells her story and shares the crux of it within the story she tells us. She does not explain the why as much as she allows you to see the naturally occurring issues that come about from having only a single story.

     A story with the intention to convey a message, lesson, a point, or to inspire, or become aware, ought to be well planned out. In consideration of how storytelling could be done, it is invaluable to know your audience, so as to be able to gain an idea of how your story will be received. Will your story's message be effectively conveyed? Is the story relative to your audience? Doe it apply? Is your story comprehendible? Adichie (2009) conveyed in simplistic terms, the value in knowing the dangers of having a single story. I find her approach in telling her story very powerful, clear, easy to understand and share.

    Adichie reinforces within me the power that leaders can have in their effect on individuals as well as cultures. Bard (2008) tells of the differences that exist and how they came to be between the Palestinians and the Israelis. If a scholar on the subject conveys one side of the story, the other side is automatically dismissed, left with a sort of half-truth. It is the leader's responsibility to ensure they do not fall into the traps of not only believing what they see and hear from a single source, but not to be a single source themselves. Telling stories with one side, limits the other side, and all the other stories from ever being heard. However, stories can damage as well as repair. Be mindful.


References:

Bard, M. G. (2008). On one foot. Retrieved from https://www.jewishvirtuallibrary.org/pub/oof2008.pdf.

Adichie, C. N. (2009). The danger of a single story. Retrieved from https://www.ted.com/talks/chimamanda_adichie_the_danger_of_a_single_story?language=en.  

     

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Self-Empowered

                Two years ago, I returned from a deployment that required me to have a set of skills that I had not been trained in. Thankfully, while deployed, my Intelligence Officer took me under his wing and took the time to provide a lot of on-the-job training. It took approximately two months to learn and apply what I needed to know to become proficient.

                Upon redeployment, it did not take me long to assess that the command did not have the resources to conduct the required training outside of the command. Understanding the 18 hour days, seven days a week for two months of a ‘fire-hose’ of information being taught to me was not the way to learn, I took it upon myself to try everything I can to make sure my fellow service members did not have to go through what I went through. I was highly motivated to create something that would be of value and enduring. You can say I felt empowered.

                After socializing the issue at hand with the command leadership, and confirming what I already knew, that an oversight in the training workup kept deployers from learning a required critical skill, that of sensitive intelligence reporting. Once I was provided the go-ahead, I reached out to the agency that owned the actual program. Shortly after, I created student accounts within a simulation program that mimicked the actual one. In this way, the students can write and submit reports as if they were doing it for real, and receive actual feedback from the command coordinator, me.

                In this sense, I felt empowered by circumstances that were out of my control, and otherwise would not have chosen in the first place. Yet, without the experience and gained requisite knowledge, I would not have felt so strongly against service members deploying unprepared as I was. I felt emotional, obligated, passionate, and empowered to create what was needed. Thankfully, I had the entire command support me in this endeavor, proving valuable by all those who attended these classes that I also decided to teach myself.

                To provide my employees the opportunity to become self-empowered, I would have them create a value-added project that would benefit the whole organization, once approval was given by the organizational leadership. Goldsmith (2010) feels that people need to empower themselves, that our role is to encourage and support the decision-making environment, and to give employees the tools and knowledge they need to make and act upon their own decisions. By doing this, we help our employees reach an empowered state.

References:

Goldsmith, M. (2010, April 23). Managing people: Empowering your employees to empower themselves. Retrieved from https://hbr.org/2010/04/empowering-your-employees-to-e.

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                                                           Your Favorite Storytelling Leader

    Throughout my college years, my varsity gymnastics coach, Abie Grossfeld, not only told stories, but did so with great accuracy and a knack for finding humor in them. It was the way he delivered the story with the punch line just hanging out there as he continued to ‘paint the picture’. Abie Grossfeld is a world renowned two-time Olympic gymnast and Olympic and NCAA gymnastics coach throughout his adult life. At the current age of 83, he can still tell the most accurate of stories, while letting the humor come through.
    One summer, while at gymnastics camp, I ran into Abie sitting down at a picnic table. I came over to him to say hello, and find out what he was up to. Abie, being the very approachable guy he is, welcomed me to sit down. After a few minutes of small talk, Abie did what he does best; he began telling me a story.  Abie started saying, back in the mid-seventies, just prior to the Munich Olympic Games, a fellow competitor from Penn State and colleague, Jim Culhane, was at his alma mater watching a competition. While hanging out enjoying the meet, he stated to some of his buddies he was with that someone back in 1974 had streaked the Academy Awards. Just then, one of his friends told him he should streak the finals competition there at the NCAA Division I Championships. After bids were rising up to near $400.00, Culhane decided to take the bet. At some point during a lull in finals, Culhane walked out onto the gymnastics tumbling floor naked. Approximately 7,000 fans were applauding. After being escorted out by security, Culhane returned later to make a final nude appearance, but this time did a full floor routine, and then ran out of the building.
    At this point I was laughing pretty hard, because at the time, I had just recently met Jim Culhane. He seemed like he could have been quite the wild guy, as he has a kind of hippy disposition. However, Abie continued to say, what nobody realized was the he was dating a girl that really liked him that he had met at his alma mater some weeks prior to the competition. It wasn’t until he met up with her a couple nights later to find out she was in the crowd. She started off by telling him that at first, when they met, she was not all that attracted to him, but after the NCAA Division I Championships Finals were over, she had definitely had made up her mind…and they have been married ever since.
    Abie concluded, explaining that the moral of the story was to be aware of your surroundings before you decided to make a unique and racy public appearance, you may (or may not) regret it for the rest of your life!
    I feel Abie’s message was loud and clear. While I think his story was multi-purposed, it still sent a message as a lesson to be learned. I cannot say that I was able to identify a vision within his story, but an overall concept was reinforced from previous stories that he had shared in the past; that being to be humble, and not a show off. I continue to keep this idea at the core of my being today, because of the stories he shared with me. Having known Abie for so long, I had become quite acquainted with Abie’s communications style. However, he does provide momentary pause, looking for a particular reaction from me showing that I am following him. Whenever I am told a story from anybody, I, empathetically, connect with the characters within the story playing it out as it is being told. I have always done this. I feel it gives me a great sense to feel, connect and understand the storyteller to my fullest.

References:
Marrion, J. (2011, August 20). Former hisd teacher Culhane inducted into usa gymnastics hall of fame.    Retrieved from http://www.chron.com/neighborhood/article/Former-HISD-teacher-Culhane-inducted-into-USA-9423926.php.

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Conflict Resolution

     Throughout my life, it has been a wonderful challenge to steer each and every conversation, discussion, lecture, argument, and atmosphere to a more desired condition. I realized I had the ability to influence these things, because I was so self-aware growing up. By the time I was in my early twenties, I was often looking to engage in controversial conversations with people I knew, and people I did not know, but were willing to have the discussion with me. I learned through these engagements that I was able to have an enjoyable conversation of discovery. I was discovering how people reacted to my thoughts by way of my words, body language, voice inflection, tone, behavior, pauses, gestures and my reactivity to what they were saying. I also found that what I was wearing, and the environment we were in, played a role in how the conversation would go. Knowing I had the power to influence a discussion, gave me confidence to work on mastering the tools that would help me steer those moments.

     In my working environment, the maturity level is such that anything other than avoidance can easily end up hurting your career. In this environment, it appears to be best not to engage where traditional stances are perceived to be more valuable than conflict resolution. That traditional stance is typically to argue until the other is proven wrong. Therefore, I prefer to use an example outside my organization. Rarely do I see a conflict ensue in Garrison.

     In the family dynamic, there are unlimited opportunities to engage in conflict resolution. Some time ago, in a conversation with my younger brother, Jeff, we discussed what we had decided when it came to raising our children with respect to religion. Were our children being raised the way our parents raised us, or were we venturing away to something different? When my brother asked if I was going to church with my family, I told him that as much as I would like to find a congregation that would suit our family's beliefs, we would simply teach them at home. At that moment, I had asked him if he and his family were going to church, and he had replied, no, but if he was able to find one near where they lived, they would. After he had told me that the religion would be that of which we were brought up on, he ask me what system of faith my family was following. I told him that is was Christian, much like what we grew up on, but quite a bit more spiritual. Jeff continued to ask specific questions about my family's faith. After answering each question, knowing him, I could tell he did not necessarily agree with where I was coming from, but he continued to nod, as if to say he understood, trying not to show an inner conflict.

     At this point, my brother, believing there's a wrong and a right system of believe, as I suppose many a people believe, I tried not to express a righteous behavior towards him. Instead, I chose to share with him a relative perspective on the matter. I explained that while we both grew up believing the same thing in Christianity, as he does now, I had simply discovered for myself another way to look at the same religion that my spouse happen to share. I continued to explain that what we believed was right for us, and what he and his family believed was right for them. In this moment, Jeff appeared a bit more relaxed, less concerned, less on guard, and more accepting. While the hidden conflict laid behind the conversational behavior, the change in perception allowed for an acceptance of the shift from inner conflict to a non-competitive disposition. 

     The great thing about that conversation was that it the format for all future conversations between us that involved a difference of opinion, or decision. We were both able to respect each others perspective without having to challenge each other over who was right, or who was wrong. Looking back, I would have approached the conversation differently by setting the stage first that our differences are character strengths, unique to ourselves. If us leaders can find a conflict resolution approach that spoke to numerous types of conflicts, would those who applied it the first time look to it again as a source to diffuse future potential conflicts?

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What Makes Us Feel Good About Work?

     I suppose there's an assumption somewhere in this question. I can be sure the only reason why we do anything is because at some level, and for some reason, we feel good about something at some point. However, it does not necessarily mean we feel good about the work we are doing. Case and point; if in order to earn enough money to pay my way through college, I would have to work at a job that perhaps was quite menial, uninspiring, and frankly, unmotivating, save the fact that it will pay for school.

     My motivations for my job have changed with the job over the passed 16 years. When starting out, I was motivated by a strong desire to challenge myself mentally and physically. That is to say, I wanted to know that I can get my body to do whatever my mind wanted it to do. During this period of my life, I would be training for the SEAL Teams. In the coming years, my motivations would change from the mental and physical challenges, to wanting to be accepted by my peers, desires for making rank, receipt of bonuses to pay off school loans, and the wanting to create a positive reputation that would precede me. However, these have been motivations behind the purpose of what I do.

     My true purpose behind anything I do, is to be the best I can be at it. There are so many things in life that needs to be accomplished on a day to day basis, and I work often diligently to master myself in all areas. At work, my purpose is to gain the experience and knowledge in an area I have chosen that reflects qualities that I possess and excel at naturally. While fulfilling this purpose, motivated by the promise of mastery, I search for a balance of accomplishment, humor, change in activity, and reflection on a daily basis.

     All my life, I have never truly understood why I would want to pursue anything for the sheer reason of just doing it without the strife of excelling to be the best you can be at it. Along the way, I have had the opportunity to coach, mentor, advise and teach the young, peers, and the old. One of my greatest motivators I have come to know is that of inspiring others. Zenger & Folkman (2013) claim the ability to inspire creates the highest level of employee engagement and commitment.  As an experienced elite gymnast, I have had  the pleasure of motivating up and coming promising gymnasts, bodybuilders as a certified personal trainer, and US Navy SEAL candidates as a current Team member. In this, I see those who look up to me for guidance, answers, and decisions based on my credibility from my experiences, as being inspired to motivate themselves to do something more challenging; something they could acknowledge as a great challenge that could be overcome by themselves. In doing so, I can continue to empower them, and support their motivations.

References:

Zenger, J., & Folkman, J. (2013, June 20). Leadership: What inspiring leaders do. Retrieved from      https://hbr.org/2013/06/what-inspiring-leaders-do