How To Better Enable Leadership
As a senior enlisted member of my military organization, a joint special operations group, as an action researcher, I can say that there is a great deal of potential for individual leadership development from a coaching perspective, as well as improvement to the organizational strategy. The enlightening material here is the discovery of leadership perspective on leadership development, as well as organizational strategy development through a coaching effort. I never would have known otherwise, had I not approached leadership in the manner I had, how much buy-in I received, and the positive support from my subordinates. Sometimes, it just takes engaging. Laying out a vision, personalizing tasks, following up, attending to resistance, and making adjustments as needed suggested by employees, will help take their buy-in and effectively allow for an organizational shift in culture (Broder, 2013).
From an organizational perspective, it appears the suggested enablement to leadership would be as a supervisor would counsel, mentor and eventually, effectively coach, so as to raise the self and organizational-awareness, capabilities and accountabilities of subordinates. This leadership behavior occurs on a regular basis in the military, as it provides a picture of progression for individuals throughout their career. Typically, an evaluation report is provided annually spelling out strengths, as well as areas that could use more improvement. In addition, a counseling occurs at the six month mark to ensure, or steer the individual back on track. However, while this will not change within the ranks of the military for purposes of timely promotions as needed in order to place up and coming senior ranked personnel in those places where the former has recently retired, or left the military.
From an individual perspective, enabling leadership does not come from these evaluation reports, nor will it come from the six month mark counseling. Instead, both superiors and subordinates in my command feel the best way to enable leadership is to set the example (be the change you want to see, consistently), and coach each other on a daily basis. In time, as we take the initiative to learn how to be better coaches, we will be enabling leadership at all levels at the same time over time. The key here is to own the process according the my superiors. Providing courses of instruction to learn how to become coaches to all individuals of the organization, raises the awareness of the organization to the benefits of this enablement at the individual level. As goals of leadership enablement is developed, daily dialogue towards this endeavor will build in organizational culture that continuously supports enabling leadership, thus growing leaders from within, rather than merely waiting to see what leaders may emerge. Goleman (2000), stated, "...it requires constant dialogue, and that dialogue has a way of pushing up every driver of climate."
As an action researcher, I often ask myself, "what can I do, and how best can I do it?" These questions are often me taking initiative. My obstacle is usually identified as focusing so much of my energy on a given task, that other tasks may fall off my plate. I continuously make lists with these tasks prioritized, so as to not forget what needs to be done in a timely manner. As far as promoting leadership at every level, I can improve as a mentor and coach to my subordinates by developing approach strategies that allows the individual to develop as a good follower, discover solution sets for themselves and to take responsibility and accountability for the decisions they make. Stevenson (n.d.), shares,
the more an individual is involved in identifying problems, in working
out and applying solutions for them and in reviewing the results, the
more complete and the more long-lasting the learning is. This form of
self learning tends to bring about learning with a deeper understanding
than learning that is taught,”(as cited by Redshaw, 2000, p. 106).
At my peer level, I can set the example of what leadership is, and coach where it is welcomed. At my superior level, I can promote leadership by growing in leadership myself, and becoming a Level 5 follower supported by my own skill and will, so that I may support them (Obolensky, 2010).
References:
Broder, L. (2013, August 22). Change is good. Now, how to get employees to buy in. Retrieved from https://www.entrepreneur.com/article/227920
Goleman, D. (2000, April). Leadership that gets results. Harvard Business Review, 78(2), p. 78-90. Retrieved from http://web.a.ebscohost.com.ezproxy.libproxy.db.erau.edu/ehost/detail/detail?sid=24eab2c2-630f-445f-96bf-fc3783108172%40sessionmgr4007&vid=0&hid=4204&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#AN=2839618&db=bth
Obolensky, N. (2010). Complex adaptive leadership: Embracing paradox and uncertainty. Farnham Surrey, EN: Ashgate Publishing Ltd.
Stevenson, H. (n.d.). What you need to know about coaching services. Retrieved from http://www.clevelandconsultinggroup.com/articles/coaching-services.php
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