A641.9.3.RB_SiegmundWayne

 Becoming a Resonant Leader

          I have developed a Personal Vision where I am living and working in southern New Hampshire with my family in a log home of our design.  I will be an established Executive Leadership Coach as well as a sought-after Life Coach in support of our family business, Full Circle, LLC.  In addition, I have maintained relatively excellent physical and mental health, while continuing to improve my emotional and spiritual growth.

Learning Goal #1: Complete My Master's Degree and Life Coach Certification.

The milestones required to meet this Learning Goal are to complete two elective business classes and my Capstone class by the end of 2022, and my Life Coach certification through the International Coaching Federation (ICF).

The Action Steps necessary to meet these milestones include save enough funds to pay the difference between the course fee and the applied Tuition Assistance, submit for Tuition Assistance approval before each course deadline, enroll and register for each class by no later than (NLT) October 11, 2022, and pass all required course work NLT December 31, 2022, and complete a minimum of 125 hours of virtual coach-specific training for the ICF accreditation.

Those individuals that I will seek support from in completing these Action Steps include my spouse, my Academic Advisor, my supervisor, my course instructors, and my classmates.

Learning Goal #2: Complete the Skills Bridge Course.

The milestones required to meet this Learning Goal are to determine the best time to take this three-month training course, enroll and register for this course before the deadline for that specific period, and complete the course prior to retirement on September 25th, 2023.

The Action Steps necessary to meet this milestone includes selecting the appropriate period to take the course and be granted a seat and complete the training satisfactorily by the end of the three months.

Those individuals that I will seek support from to complete these Action Steps include my spouse, my United States Special Operations Care Coalition Representative, my instructors, classmates, and my supervisor.

Learning Goal #3: Find and Purchase Land in Southern New Hampshire.

The milestones required to meet this Learning Goal are meeting with a prospective seller and securing the loan for the property.

The Actions Steps necessary to meet these milestones include researching and locating acceptable property parcels that meet my specifications, visit the top five properties, meet with the selling agents of the top two considerations and get an approved loan on one of those two properties.

Those individuals that I will seek support from to complete these Action Steps include my spouse, my best friend, the property sellers, and the loan officer.

Learning Gol #4: Establish a Job as an Organizational Leader in Southern New Hampshire.

The milestones required to meet this Learning Goal are to complete a fellowship with The Honor Foundation, accept an internship if offered, accept a start date, and find a temporary place to live in southern New Hampshire in order to start working upon retirement from the military.

The Action Steps necessary to meet these milestones include signing up for the three-month fellowship course with The Honor Foundation, complete the fellowship with a completely updated resume, successfully interview for a job in southern New Hampshire, identify and secure a temporary place to live, and receive a start date to work as an Organizational Leader consultant.

Those individuals that I will seek support from in order to accomplish these Action Steps include my spouse, my supervisor, my United States Special Operations Care Coalition Representative, The Honor Foundation instructors, classmates, company hiring reps, and the owner of a rental property.

Learning Goal #5: Build and Live in a Log Home of My Design.

The milestones required to meet this Learning Goal are finding a turn-key Log Home company in southern New Hampshire, provide the builder with engineer-approved design plans, secure the building materials and construction loans, and close on the home within ten months.

The Action Steps necessary to meet these milestones include choosing an established, reputable, trustworthy, and personable Log Home company in southern New Hampshire, meet with their design engineers, material specialists, builders, and finance office, secure a materials loan and building loan, oversee as co-General Contractor the construction process to ensure appropriate materials and change decisions are made in a timely manner, manage the overall budget, furnish each room as they are being completed, understand the maintenance program and ensure the builders are meeting their internal timeline milestones to support the ten-month build window.

Those individuals that I will leverage in support of this building project include my spouse, my best friend (construction), my father-in-law (building inspector), the Log Home company's design engineers, material specialists, company project manager, finance officer, and the closing agent.

          This break-out of Learning Goals in support of my Personal Vision has offered me a clear picture of precisely what is required of me in the process of obtaining this vision. It is a step-by-step guide instructing me on how to realize my Personal Vision. I am thankful for this opportunity and will use this guide as the first step in my journey of 1,000 miles.

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 Personal Balance Sheet

          Over the past eight weeks, I have been somewhat forced to identify specific traits and characteristics about myself that support my resonant behaviors as well as hinder those same behaviors. Knowing that I am not the resonant leader that I want to be yet, I must continue to search for a balance of strengths that support these behaviors and strengthen those weaknesses that have been an impedance. It has been a challenging unraveling of myself to seek both the desired and undesired within me. In this search, I have discovered what I will refer to as assets and liabilities, much like developing a financial account of one's material assets and debts on a balance sheet.

My Distinctive Strengths

          The strengths that I have been able to identify through my experiences of developing relationships, reflection, and what others have appreciated in me include communication, organization, reading others, attention to detail, commitment, compassion, being authentic or genuine, and being always reliable. These traits and behaviors have been developed over the past 25 years, and I continue to improve as I reflect and become more aware of my behaviors with others.

My Potential Strengths

          These strengths could best be described as underdeveloped strengths. While they may not be actual weaknesses per see, they have been identified as needing improvement by either doing them better or more often. These behaviors include sharing of ideas, offering help to others in need, meditating, volunteering, and efficient time management. I practice these behaviors now and then except for time management of which I practice every day. However, some of my liabilities tend to get in the way of improving my management of time.

My Enduring Dispositions That Supports Me

          Behaviors that I have always enjoyed for as long as I can remember and that I know are genuinely strengths. Others include thoughtfulness, being considerate, self-aware, kind, personable, approachable, and self-centered. With most of these probably being self-evident of positive traits and behaviors, I feel I need to explain the benefit of self-centered vice selfish. I have come to understand and believe that the most loving person is a self-centered person because they focus on the development of self to be a better person for others. In contrast, a selfish person is not considering at all and only himself. These behaviors are a part of who I am, support my efforts of becoming a resonant leader, and a disposition I would never want to change.

My Weaknesses

          One of my significant weaknesses is letting go of feelings associated with the hurt from someone I trusted. I literally would feel betrayed. I am not very good at just letting go the event, or moment when I experienced the hurt. However, I think of a few of those moments and constantly look for a way to forgive and let go. I have yet to find that way. In addition, I also have a difficult time handling frustration. I want to move through it more gracefully with patience for myself and whatever I may be frustrated with at the moment. Upon reflecting, I have discovered that I am more emotional than I had initially thought and that the common thread here is emotion. If I can move beyond the ego's fears, I will find myself in a healthier disposition to support myself emotionally.

Weaknesses I Want to Change

           I do not do all that wellwith a couple of things and would like to change them to help minimize stress and improve relationships.  The first is getting tasks completed early, so I do not feel pressured to complete them at the 11th hour. This procrastination occurs because I tend to perform well under pressure and set myself up to maximizes my time for other things I enjoy doing. However, I would prefer not to procrastinate and feel the stress I do. I know I feel good when the tasks are completed early. Another weakness is making my priorities in taskings the only priorities when working with others. I do not do this selfishly. I do this more unconsciously. I tend to approach and prioritize based I what I think is essential instead of considering others' priorities and aligning mine with theirs through a compromise. This misalignment has been most apparent within my marriage. We are sharing our priorities more often now.

My Enduring Weaknesses That Sometimes Get in My Way

          When it comes to things that I have always done and still do that can sometimes get in the way of my time management is making time for my entertainment and relaxation in perhaps a not so efficient manner. In other words, I tend to fit it in when it is most convenient for myself and not necessarily for others. Because I place everyone else's needs before mine most of the time, I usually find myself taking time for myself more-less on the fly. I need to reflect more on how to fit myself into my schedule better so I can manage others' expectations as to what is important to me. Perhaps simply communicating with them what I need for myself within reason.

          In addition to discovering these weaknesses and determining what I can do to turn them into strengths, I would like to offer another perspective. As humans, we are flawed. The ego brings fear and its many derivatives such as insecurity, anxiety, stress, jealousy, frustration, lack, selfishness, and many more. While these feelings may be what we consciously would prefer not to experience, perhaps they offer us the opportunity to feel empathy and express compassion for each other. can you think of a better reason to connect?

References:

McKee, A., Boyatzis, R., & Johnston, F. (2008). Becoming a resonant leader: Develop your emotional intelligence, renew your relationships, sustain your effectiveness. Harvard Business Review Press.

          

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 Appreciating Your Real Self

          This period of self-discovery through exercises and self-awareness has left me feeling a bit unsurprisingly chagrined.  I suppose it is because I often think about what I think about, what I am and am not so aware of, reading people individually and within group dynamics, how my mindfulness translates to others, and what type of progress I am making.  I have done these things so often, and for so long, they are second nature, allowing me even to foresee events based on behavioral patterns that others never see coming.  Nonetheless, the journey through these continued internal dialogues, the sharing of perspectives with fellow students, and the readings of related articles have been nothing short of value-added.

          Reflecting on my life and work, I was able to articulate specifically what things I hold dear and valuable in both areas of my life and what items may be holding me back.  In recalling what I value the most in my life includes playing with my children, connecting emotionally and intellectually with my wife, taking walks in meditation gardens, caring for my body's health, and taking time to converse with old, dear, and close friends.  Those things at work that I value the most include collaboration, brainstorming, taking the initiative on new, grassroots projects, and integrating multiple disciplines.  Looking back at these things I like the most has reminded me to take a moment and engage more mindfully with the awareness that I enjoy these aspects of my life and work.  I should think about that while engaging in these areas; doing so will help me enjoy the process at the moment rather than realizing I enjoyed them after the fact.

          Looking a bit deeper at myself more holistically, I tend to think about the gaps in life and not the bridges.  I suppose I feel that since I can walk over and enjoy the bridges I encounter, I ought to focus on the gaps in life that require attention so that I may one day enjoy the bridges that have spanned the gaps. The issue with this thinking is that I refocus on the next gap after building a new bridge, never truly enjoying the fruits of my labor.  I need to take stock in the things I know I could thoroughly enjoy in life if I would only choose at the moment to be mindful of the fact.  In addition, I have allowed myself to grow more emotionally by letting myself share my emotions with those closest to me instead of being overly concerned about what others may judge if I chose to express myself authentically.  As a former gymnast and Navy SEAL, I am regularly in tune with the conditions of my body and work diligently to find and maintain balance with its health.  While spiritually, I contemplate my true self's relationship with God (which is to say, everything; people, nature, and the cosmos) regularly to continue unraveling the higher versions of myself over time.

          One of the best things I can do for myself is to focus on decluttering my life and work and take time to enjoy those bridges I had built.  I want to enjoy my life while simply being, not only for those things I enjoy doing.  I often feel that I never have enough time or money to do the things I want to do. However, I find it is that actual thinking that has kept these things from me.  When I decide that there is more than enough time and money, I will encounter the resources that provide opportunities to discover these things.  Taking time to sit mindfully to appreciate all that we have and will receive is a blessing in and of itself outside of our ability to develop and master relationships. In the holistic approach, we will see what remarkable aspects of self we can bring to other's lives.  

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 ICT at the Team Level

          It is often difficult to look at athletic teams from an outside perspective and be sure what factors, directly and indirectly, impact their performances and results. As a career gymnast, I was impacted by numerous factors that directly affected my performance, including underlying motivational drivers, lack of access to the proper training facilities, support from friends and family, getting injured, having an experienced, trustworthy coach, intra-team rivalries, feelings of lethargy, and soreness, doubting myself and how I felt with respect to others' perspective on my performances. I could never be aware of what such factors came into play for even my own teammates without them sharing them with me.

          In the case of the 2000 U.S. Women's Olympic Soccer Team, their development included exposure to varying degrees to one another for years coming into contact and playing together on the same teams and training together at the same summer camps. In addition, there was a rise in awareness on sports gender and greater acceptance of women on the world stage. There is a lot to say about women fighting to be seen, appreciated, and valued...equivocally with men. "And when it comes to paying elite professional players what they're worth, US Soccer has demonstrated an inability - or unwillingness - to offer compensation for women's national team players on par with men" (Gordon, 2019). There is also the drive to show that the team gold medal in Atlanta was not a fluke in light of the silver medal in Sydney. Having the same coach and using a sound, in-depth decision-making process for the compilation of the 2004 Olympic Team also helped continue Coach Heinrich's team's performance in 2004, winning the gold medal in Athens. Jones stated, "In the end, she came up with a squad of nine former Olympians that includes two goalkeepers, six defenders, and four forwards" (2004).

          In 1999, after winning the World Cup, a turning point for Women's Soccer, a huge influx of interest flooded the minds of girls around the world. They were inspired. It is amazing the effect one performance can have globally. Under the right conditions at the right time, a discontinuous event can occur spawning a wave of emotion-carrying Positive Emotional Attractors (PEA). "Although the positive emotions, a central element in the Positive Emotional Attractor (PEA) ... becomes the pull towards development, in ICT negative emotion has a functional role" (Akrivou et al., 2006, p. 17). The silver medal-winning team in Sydney may have been disappointed at the time for not taking the gold, it was obvious that the team performed admirably, still remaining a global force to be reckoned with. 

          Heinrichs continued to face criticism as (Brandi) Chastain approached then U.S. Soccer president Dr. Bob Contiguglia in an attempt to get Heinrichs fired. Nonetheless, Heinrichs stayed on as coach and led the team to Olympic gold in 2004 (Holloran, 2013). After finishing third at the 2003 World Cup, a much tougher competition (greater number of participants), the selection of the 2004 Olympic Team was anything but easy. The gold medal team of Athens surely shared an Ideal Self, knowing they wanted to become the best women's soccer team in the world in Athens. In order for this to happen, they needed to train after the World Cup from a current Real Self (post-Athens), identifying the shortfalls that required attention as a team and developing a Learning Agenda, or training plan, that would ultimately help them Experiment and Practice together what they would need to resonate as a team and maintain superior performance in support of Intentional Change Theory (ICT) (Akrivou et al., 2006, p. 16).

          The 2000 Men's U.S Olympic Basketball Team took home the gold medal, but whose performance was questioned after numerous close-calls against Lithuania and an unspectacular showing compared to the previous Olympic Games. As for their performance at the 2004 Games in Athens, the new Dream Team was anything but dreamy. The team was selected not long after 9/11, was selected of All-Star players with talent, but were young with little to no international team experience, adopted a new coach, Larry Brown, whom of which built some animosity with some of the players over his coaching style, and had little to no time training together to develop a resonating, cohesive and effective team. Maisonet (2017) stated, "The stark reality of Team USA was that throwing a random assortment of basketball players with a 'name' head coach into a situation they were wholly unprepared for didn't work."

          The Dream Team's Olympic performance in Athens clearly showed a lack of teamwork with a questionable selection of the best talent. Simply put; they were not prepared, but why? The selection process included a committee using multiple political reasons as to why one player over another should be selected resulting in a non-resonant team of individual All-Stars and a coach whose style was not altogether trusted.

          When developing a team, it is necessary to understand what the objective is, influencing the team to become a single-minded resonant unit and to develop and execute a plan to attain the said objective that begins with the truth of where they currently stand as a team, their Real Self. Without reflection, coaches move forward blindly with a great potential of not learning from past experiences or feelings of confusion when up against unfamiliar obstacles.

References:

Akrivou, K, Boyatzis, R. E., & McLeod, P. L. (2006). The evolving group: towards a prescriptive theory of intentional group development. Journal of Management Development, 25(7). pp. 689-706. https://doi.org/10.1108/02621710610678490

Gordon, B. (2019, June 7). The uswnt's equal pay lawsuit is a fight for all of women's sports: It shouldn't take unequal greatness to get equal pay. SBNation. https://www.sbnation.com/2019/6/7/18653950/uswnt-pay-equality-lawsuit-gender-discrimination-us-soccer

Halloran, J. D. (2013, April 23). The rise and rise of the united states women's national team. Bleacher Report. https://bleacherreport.com/articles/1614739-the-rise-and-rise-of-the-united-states-womens-national-team

Jones, G. L. (2004, July 2). U.s. women’s olympic soccer team set. Los Angeles Times. https://www.latimes.com/archives/la-xpm-2004-jul-02-sp-olysoccer2-story.html

Maisonet, E. (2017, September 5). The miseducation of the 2004 u.s. men's Olympic basketball team. Bleacher Report. https://bleacherreport.com/articles/2731575-the-miseducation-of-the-2004-us-mens-olympic-basketball-team

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 Tipping Points of Emotional Intelligence

          The tipping point with most things often relates to a threshold of something that has accumulated to a point of maximum effectiveness and at the point of diminishing returns or ineffectiveness. The four pillars of Emotional Intelligence; Self-Awareness, Self-Management, Social Awareness, and Social Skills, in conjunction with cognitive competencies, provide data contributing to the efficacy or the limiting determinants that make sufficient effectiveness in performance (Boyatzis, 2006, p. 125). Petrides (2017) stated, "McClellan and his students showed that there tend to be  'tipping points' in the relationship between emotional competencies and performance" (p.4). 

          Understanding and managing one's own emotional intelligence and being able to offer empathy and compassion in the right way at the right time under the right circumstances can lead to outstanding performance. Mind you, the term 'right' is in relation to what it is you are trying to accomplish. Lacking understanding and, or management of one's own emotional intelligence, or not applying empathy and compassion to a social situation when needed for outstanding leadership can render one's performance less than outstanding. Managing your social skills with Positive and Negative Emotional Attractors (PEA/NEA), helps a leader either "...trigger constructive and physiological responses that enhances an individual's motivation, effort, optimism, flexibiity, creative thinking, resilience and other adaptive behaviors," or calls "attention to current social and environmental stressors that may compromise an individual's effectiveness" (Howard, 2006, p. 657).

          In 2019, I led a reconnaissance team of five Special Operators into a training scenario that would ultimately teach me that leading others effectively required a good working knowledge of my subordinates' emotional state, as well as a sense of their personalities. It was not long into our patrol that I gave our Leading Petty Officer (LPO) the opportunity to take charge and navigate the team to the Lay-up Point (LP) through the dark in the middle of the woods. My LPO was eager to lead and perhaps a bit over-confident. I realized 30 minutes into the patrol that the LPO was taking us in the wrong direction. I knew I needed to replace him without him losing the respect of his men. When I asked the men to 'circle up,' I made it clear that the upcoming terrain should be getting easier and that I would need my most experienced navigator in the rear of the patrol in case we encountered a threat and needed to depart the area. I asked for a volunteer to become the lead navigator. Out of the three that raised their hand, I chose the one I thought would be most competent. I thanked my LPO in front of the rest of the guys for getting us as far as he did safely. My LPO walked back to the trail position of the patrol, looking like he was being punished. 

          The decision I made left my LPO feeling insecure about looking incompetent to navigate despite my attempt to make him look good in front of his peers. I did not understand how my LPO perceived the situation, and I did not manage his emotional disposition well afterward. In hindsight, it would have made more sense to halt the patrol and quietly speak with him to help him navigate the terrain in the dark. Doing so would have looked like I was getting an update from him and passing vital information to him. If I had done this instead, we would have eventually made it to the LP, keeping his peers' respect and his dignity.

          The other Petty Officer I chose to take the lead felt inspired by the vote of confidence I lent him in choosing him to navigate over the other two volunteers. His successful navigation to the LP built up his confidence and showed his peers competence to lead the team. I also took the time to thank him in front of his peers for doing a great job navigating the team in the dark for the first time.

          In both situations, I had triggered PEAs as well as NEAs. The conditions I exercised my decisions in were more complex than I was aware of and therefore did not appropriately prepare and manage all the decisions I had made that day. Being aware of such potential attractors while considering all the courses of action to take can help mitigate the risk of reaching a tipping point rendering performance less than outstanding.

References:

Boyatzis, R. E. (2006). Using tipping points of emotional intelligence and cognitive competencies to predict financial performance of leaders. Psicothema. Retrieved from http://www.psicothema.com/pdf/3287.pdf

Howard, A. (2006). Positive and negative emotional attractors and intentional change. Journal of Management Development, 25(7), 657-670. https://doi.org/10.1108/02621710610678472

Petrides, K. V. (2017). Inteligence, emotional. Module in Neuroscience and Behavioral Psychology.1-6. http://dx.doi.org/10.1016/B978-0-12-809324-5.05601-7

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 Emotional Intelligence: Getting Results!

          I do not think about what Emotional Intelligence (EI) is or what it consists of in my day-to-day life. Still, I regularly engage in the four sub-categories or dimensions of EI: Self-Awareness, Self-Management, Social Awareness, and Social Skills without explicitly referring to them. I wake up in the morning and immediately consider how I feel, physically, mentally, and emotionally, which helps me determine what I need to do for myself in deciding how I choose to engage my day and those I encounter. I make adjustments throughout the day on how I desire to feel and how I would like others to receive me.

          Most of the time, I do a pretty good job of managing emotions that would not necessarily benefit me in terms of others' reactions to these emotions. At other times, especially with those closest to me, such as family, I express my feelings to teach my children that all emotions are healthy to share and safe to do so with those whom you are closest. There are accepted emotional behaviors in my work environment, and there are behaviors not welcomed. I discipline myself to make such adjustments to get on the same 'wavelength' and remain resonant with my subordinates and peers. I work to relate more readily with each other, quickly reacting to tasks that need our attention without getting caught up with each other on a personal level. 

          I have been developing for quite some time now the ability to read others. Accurately reading others takes a lot of 'people watching' time. I have spent countless hours paying attention to people's behaviors, dispositions, and reactions. The variety of expressions come in many forms and takes a long time to categorize emotions correctly. Social awareness helps us connect with others and relate to their feelings by paying attention to people's behaviors, associating with them, and supporting them. The subtle differences in how we choose to react between our work and personal environments dictate what values we prioritize in said environment. I may ask another at work if everything is okay when they express being upset and listen and support how I can professionally. In contrast, my reaction to the same situation with a close friend at home will receive a more personalized approach and support.

          Engaging with others in a one-on-one or group setting tells a lot about my approach and reactions to others. In a one-on-one setting, I tend to let my guard down and become more vulnerable in hopes of connecting with the other's authentic self genuinely. N a one-on-one setting, I feel most relaxed and apt just to be me, while in a group setting, I tend to be a bit more on guard ever vigilant of being perceived as something I'm not or being judged negatively for who I am. Nonetheless, this position seems to work for me as I am typically the type who prefers observing and learning the group's disposition and behavioral atmosphere before engaging. This way, I can contribute myself to the subject at hand better informed. However, I cannot yet explain why I choose to observe, listen and assess before engaging while others dive right in!

          These four domains are necessary to pay close attention to anyone looking to improve their relationships with others. In my case, both Self-Management and Social Skills can use more work. When I'm not in a place to discuss certain emotions, I can wear my feelings on my sleeve, attracting other well-meaning, concerned individuals. Understanding the right time and place to have these discussions also requires discernment. My uncomfortableness with engaging a group of people I don't know comes from an insecurity of being judged negatively. I know that I care about how others see me, particularly those with a vested social and emotional interest. In these situations, I am very deliberate about how I behave amongst the group, working to preserve a perception from the group that supports the relationship.

          Looking at the four dimensions holistically they have only helped me become even more aware of what I lack in relationship building. There are those at work that are a bit more guarded and difficult to reach. There are also those groups that have a unique personality and resonance. I need to be more intuitive in these types of environments. Developing my Social Skills at the group level will be paramount in my leadership roles in the future. Tending to Self-Management and Social Awareness will undoubtedly benefit my future relationships.

References;

Goleman, D. [Daniel Goleman]. (2012, April 23). Daniel goleman introduces emotional intelligence [Video]. YouTube. https://www.youtube.com/watch?v=Y7m9eNoB3NU

Goleman, D. (2007, March). Why aren't we more compassionate? [Video]. TED. https://www.ted.com/talks/daniel_goleman_why_aren_t_we_more_compassionate

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 Am I a Resonant Leader?

          The first time I heard of the term, 'resonant leader,' I was in my last course and chose to look at what my next class would be about. I immediately understood based on my physics background that it had to do with resonating with others. I felt I was going to really enjoy this course. For as long as I can remember, I have been a highly self-aware individual. One of my favorite past-times (and still is) was going to a bookstore, heading to the Personal Development section, and pulling books to learn more about me and how to become the next best version of me. 

          Up until the beginning of this course (MSLD 641), I felt I was a resonant leader of sorts; always reading people, self-aware of my emotional disposition, and managing it around others to develop a relationship. The development of a relationship was, in part, reflective of the environment I interacted with them albeit at work, home, the grocery store, the neighborhood, etc. Each environment gave meaning to those individual relationships. Each environment told me what boundaries to have and what boundaries were not required. Of course, this had to do directly with what vulnerabilities I was willing to share which were dependent on the type of relationship I felt I should have with each individual. Was it someone I met in passing at a gas station, or someone I sat down within a coffee shop discussing our families with? At other times, rare as they may be, it had nothing to do with the environment and everything to do with the connection and conversation.

          I do not feel I am the resonant leader that I thought I was. While I am a good reader of people, and very self-aware of my own emotional state and manage it well, I am discovering there is much more I can do to become the leader whose primary job is to connect emotionally with others and direct their strengths and weaknesses to support and positively impact the overall mission or organization; to inspire them to work together for the sake of a personal or united vision. Nath (n.d.) states, "Organizations everywhere need now to realize the benefits of primal leadership by cultivating leaders who generate the emotional resonance that lets people flourish." My mindfulness should be centered around reflecting on these things. I have been naturally reading, empathizing, and connecting with people all my life without really being conscientious about the process. Now I feel I need to wake up. I need to pay close attention with a sense of purpose; to develop my intent of becoming the resonant leader and not just someone who works in a leadership position that can simply connect with people. "When leadership is resonant, followers become upbeat and enthusiastic and vibrate with the leaders. Resonance amplifies the emotional impact of leadership" (Goleman et al., 2002).

          The truth is that I do not know if I inspire people. I have never asked anyone. There has been a few in my life that I recall coming up to me to let me know that my gymnastics career has inspired their child in the gym, or how my discipline and focus to make it through Navy SEAL training has inspired them to try as well, but I have yet to discover or learn that my leadership behavior has inspired anyone. I do not try to inspire anyone. I feel if my passion for what I do comes through my language and, or performance, it will inspire others, with or without my awareness. In truth, I am surprised I never thought of becoming this type of leader on my own without having to first read about it. What is nice about reading about it and connecting aspects of resonant leadership I am already practicing and been doing so for years is that I now have a much greater, broader, more meaningful concept as to how to be the resonant leader I desire. I now have a map to navigate and discover with.

References:

Goleman, D., Boyatzis, R. & McKee, A. (2002). The new leaders: Transforming the art of leadership into the science of results. Retrieved from https://d1wqtxts1xzle7.cloudfront.net/51222222/The_New_Leaders.pdf?1483720144=&response-content-disposition=inline%3B+filename%3DThe_New_Leaders_Transforming_the_art_of.pdf&Expires=1623570215&Signature=N1OhRsUh3X~Ku7rML6xuvX2vRP2M0dRKxncMC5dNqMO8EgNZPH9RPBZgRouiHiQzAMjFgVa5HIVtPBRF3CgGjVdyotx8k~Ngy7PYIP4RODcG43Val-lPRTy7W658YZp5rjRk7jdHANxRTuFvCeLvHojdq-vK2JP0gqxopLUE0LSV~uylFsgKnEUHKj-U1kE1BZJvgTLH57zYyE0JZiUo8MltL~s3NpETIvwMw-fLbFnww25lvMXe1fR7ejW1XyzdwEkmLCAFQ5qcgf93RMRDl6VGLlEYuF3CVshyvL5PCE7ncHEr3nTedTk9451iZ5MUvj2~LPyDLG0P~T60SJWojw__&Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA

McKee, A, Boyatzis, R., & Johnston, F. (2008). Becoming a resonant leader: Develop your emotional intelligence, renew your relationships, sustain your effectiveness. Harvard Business School Publishing

Nath, B. (n.d). An examination of the relationship between emotional intelligence, leadership styles, and leadership effectiveness [Unpublished doctoral dissertation]. Jaypee Institute of Information Technology.

A641.1.3.RB_SiegmundWayne

 What Is Great Leadership?

          Growing up, I have had many teachers, coaches, mentors, and instructors. Few of them were great leaders, while others were doing their job. Often, the ones I found approachable were the ones I felt truly wanted to help, guide and support. These individuals would use their years of experience, and unbeknownst to me at the time, would provide words of wisdom I would not completely understand for years to come. Many of these leaders had a job to do and focused on getting that work accomplished. Much of my interaction with them was fleeting moments of question-answer encounters, leaving me feeling unsupported, despite the answer given. The few compassionate leaders always took the time to listen to my question or concern truly and replied, showing me that what I had to say was valid.

          As a young competitive gymnast, I had always read about a world-famous gymnast and coach, Abie Grossfeld, and hoped that someday I would be coached by him. I had read that Abie was an accomplished Olympic coach with a unique way of communicating with his gymnasts. In time, Abie would become my coach at Southern Connecticut State University. My experience of him was slightly different than what I had imagined. Abie was much older and less involved physically in coaching other than using a rope and belt system rigged on the ceiling in the gym to support the gymnast in the air while the gymnast learns. Throughout the years, as an elite competitive gymnast, Abie and I engaged in numerous conversations, always standing by to offer the truth and practical guidance when he thought it necessary. Did Abie work to be an empathic or compassionate leader?; I do not believe he did. I feel he was sincere, honest, and cared about our development, not only as gymnasts but as people.

          Abie’s passion for the sport of gymnastics fueled his motivation to coach the skills that took him decades to refine. His impact on me left me feeling cared for, inspired, and motivated to become a better gymnast, a better person. Over time, I have learned to become the man that continues to reflect and apply many of his lessons for life, such as; 'no matter how good you get at gymnastics, always remain humble,' 'gather all the facts before passing judgment,' and 'technique before power.' These bits of wisdom I discovered years later can translate beyond gymnastics and into everyday life, where we see opportunities to do so. Abie is a great man and, through his care, sincerity and honesty built an everlasting relationship with all of his past gymnasts. As Jennifer stated of Boyatzis (2012) in our Discussion post (1.2), "effective leadership does not have to do with who's the smartest... or who invented the key product, or sold the largest account... the effective leader builds the relationship."

          In 2012, after 12 years in the Navy, I met who was to become my platoon Officer-in-Charge (OIC), Joes Sanchez. To this day, I find it challenging to think of him, never mind, writing his name and reflecting once again on how his words and actions hurt me. Jose was a new and young Lieutenant in the United States Navy and engaged from self-interest rather than service. As a First Class Petty Officer, I had a good amount of experience already and was older than many, if not all, of my peers. While deployed with him, he felt it necessary to wield his power and send someone home in the middle of deployment. I was his target for some reason beyond my understanding. Being sent home for multiple stated reasons that carried no truth had profound negative emotional implications on my part. It indeed was a traumatic emotional experience, one I would ask for support with years later. Looking back with a more objective perspective in discussion with a counselor, it appeared that Jose came from a place of insecurity and doubt and selected me because I was a perceived threat to his leadership position. Menon and Thompson (2010) shared that "Anxiety about our own performance underscores our insecurities." Taking time to reflect even now and know that all attack is a natural reaction to fear, it helps me to understand better what Jose may have been going through and allows me the mindful space to forgive him and let what I have been holding onto, go. 

          While the impact of Jose's words and actions had profound adverse effects on my career and emotional state for years to come, I can finally sit in reflection and heal a bit more. This blog turned out to be an unexpected gift. The impact of our past leaders has profound effects on who we become. Sometimes, the impact we receive emotionally from our leaders affects our perceptions and decisions at the moment. We must be mindful of our emotions and shift them to become and remain a positive force for others.

References:

Boyatzis, R. (2012, May 21). Resonant Ledership - UNC Kenan-Flagler.                                                            Retrieved: https://www.youtube.com/watch?v=qxjNu6kSpKc&t=96s

Menon, T., & Thompson, L. (2010, April). Envy at Work. Harvard Business Review. Retrieved:  https://hbr.org/2010/04/envy-at-work.

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Transformational Strategies

          The efforts Jim McIngvale made to turn around the drop in the housing market n 2008 and the $30 million fire that destroyed his warehouse took a strong sense of 'can do' and a belief in a strategy to get his company's culture shifted enough to adapt to a market that Gallery Furniture was not performing well in. It appears the series of unfortunate events was Jim's perfect stage to implement culture change. However, it took a specific technique that Jim utilized after reading "Influencer: The Power to Change Anything" from the Wall Street Journal. Had I been in Jim's shoes after these devastating events, I would have been reaching for straws. Jim took this opportunity to change a 30-year cultural behavior into one that placed the customer first and foremost. 

          It is easy to relate to Jim's decisions when placed in a crisis situation. A holistic look at his company when his company was threatened to no longer exist was the perfect opportunity to create organizational transformation. In Jim's case, the strategic changes he made were directly related to culture and therefore was able to manage the risk based on his vision.

          Stanley McChrystal learned to integrate himself into a very dynamic culture that had literally changed overnight. The force he used to lead fell on the backbone of history's leaders and now McChrystal had to humble his perception and become open to subordinate's know-how in order to learn the ways of the force and adapt if he was to continue to be an effective leader in a new emerging landscape. Stanley soon realized he was dealing with a decentralized force spread out around the world consisting of young and old personnel bringing with them a whole new set of skills and understanding about their individual jobs. Stanley had to learn how to communicate, mentor, trust, support, gain trust, and motivate them via technology. 

          In his corporate environment, the military, corporate culture is strong; where members' commitment and sharing of values were tightly interwoven. In this environment, there is no opportunity to single-handedly change the culture. Stanley's strategy to adapt to the global environment in which he worked was by shifting hs perception. Due to the fact Stanley's leading style no longer was compatible with the new emerging culture, he had to manage his strategy of self-change around the culture. I can only imagine the difficulty of changing one's lifelong understanding and perception of interacting with their environment to an inverted way of thinking; listening and learning vice giving orders.

           In both environments, the struggle to manage risk and employ strategy in and around culture can be a daunting one. Understanding how best to mitigate risk all the while employing a strategy that will effectively produce desired results in support of an organization's vision allows hope for organizational transformation to endure.

References:

Brown, D. R. (2011). An experiential approach to organizational development. 8th Ed. Upper Saddle River: NJ. Pearson.

McChrystal, S., TED2011 (2011, March). Listen, learn...then lead. Ted Talk. Retrieved from https://www.ted.com/talks/stanley_mcchrystal_listen_learn_then_lead#t-925407

Vitalsmarts (2012, Septemeber 17). Influencer: Gallery furniture case study. YouTube. Retrieved from https://www.youtube.com/watch?time_continue=90&v=E20RW75Fhu4&feature=emb_logo

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Self-Managing Teams

          Self-managed teams introduce a capability when properly developed and implemented that not only replaces a typical organizational team but improves its functionality, its intrateam integration, production, organizational awareness, and output. In addition, self-managed teams often find greater job satisfaction through quality work, and rewards and benefits (Brown, 2011). These self-managed teams also enjoy autonomy; independence that leads to ownership of a project or goal. This pride that comes with such autonomy leads to a great deal of satisfaction when meaning is not only provided behind its purpose but meaning given by those claiming ownership. Knowing that you are a part of a team that has been empowered to make decisions on behalf of an organization is a renewal of that empowerment. If an open-books policy is provided along with a culture of clear flat communication, I can see an additional benefit of having a sense of organizational ownership that only comes with trust and support by upper management.

          While there are many benefits to self-managed teams, Brown (2011) cautions on several considerations when developing, or using such teams: "self-managed work teams may not be appropriate to the task, people and context; the organization does not perceive a need to change; managers and leaders are vague about their roles; organizations that do not reward performance are likely to run into problems; a lack of training can cause self-managed work teams to fail; because there are fewer layers in an organization, there are fewer opportunities for advancement into managerial positions; and building self-managed work teams is not a one-shot activity" (p. 353). These issues, while definite concerns within an organization supporting self-managed work teams would be best utilized while developing them so as to be aware of such pitfalls and avoid them.

          In my current community, we have what is called working-groups. Depending on the level of the organization you are working in, this name may be referred to as something different but they are all generally the same. Nonetheless, these groups function relatively the same as self-managed working teams. My time in these working groups has been the most rewarding and enjoyable of my tenure. I enjoyed autonomy, open-books access, freedom to provide input, develop new policies, Operational Directives, and Operations Center Standard Operating Procedures with the full support of higher management. However, withstanding any extra incentives, the enjoyment of the autonomy and freedom of work along with the quality of our results lent much in the way of benefits of working within such a team. I would love to develop, be a part of, or even coordinate such self-managed teams!

         As a Navy Chief, I feel I can draw numerous parallels in competencies required to be an effective external manager. A Navy Chief manages and leads all the while mentoring up-and-coming leaders (the internal team leader). I do not often inject my input but leave the decision-making to the rest of the platoon (self-managed working team) to develop solutions and accomplish tasks. I simply support and facilitate what they've been directed to accomplish. If they require some guidance along the way, I am at their disposal 24/7. Throughout my time as this external manager, I suppose the competencies I would need to be effective would include being a coach, teacher, mentor, cheerleader, goal definer, vision provider, resource manager, grand communicator, and facilitator. Brown (2011) offers "The coordinator functions largely as an energizer, teacher, and facilitator by encouraging the team's self-managing behaviors, learning, goal-setting, creativity, self-evaluation, feedback to one another, new ways of problem solving, and group problem solving." As in most cases of leadership development, I always find it best to be a part of what you want to manage and lead so as to have the experience to fully understand the depths and nuances of how to best go about becoming and performing as an effective external manager.

References:

Brown, D. R. (2011). An experiential approach to organization development. Boston, MA: Prentice Hall.

INSEAD (2008, September 22). Self-managing teams: debunking the leadership paradox. Youtube. Retrieved from https://www.youtube.com/watch?list=RDCMUC9aeQQ-NqjHS3nfiod2PMSA&v=GBnR00qgGgM&feature=emb_rel_end.

A635.6.3.RB_SiegmundWayne

Eco Seagate

          Eco Seagate is a 5-day team-building outdoor lab experience involving 40 teams of five people competing in multiple events culminating in a "40-kilometer adventure race through a course consisting of biking, climbing, traversing unknown terrain with a vague map, kayaking, traversing canyons on cables, and running" (Brown, 2011).

          What appears to be nothing more than a grueling 5-day competition with your co-workers is, in fact, a team-building experience none of the participants will soon forget. Ordinary working folk in an organizational environment is typically independently comfortable at their desk, in the lounge, using the restroom, smoking outside and socializing with their colleagues. Place these individuals in an austere environment they have never navigated nor traversed, and many, if not most instantly become dependant for help and support. This type of co-dependency requires trust, faith, commitment, compromise, listening, observing, and problem-solving. People participating in Eco Seagate are more-less forced to rely on each other to accomplish team tasks.

          There is great value in introducing a corporate organization to a multi-day outdoor team building adventure where not only are they learning to look to each other's talents and skills, but to their own and how to incorporate and integrate them within a team and an environment of many unknowns. Bill Watkins, CEO of Seagate, felt the value would lie in taking the team-work and leadership skills developed at Eco Seagate and bringing it back into the organizational environment (Brown, 2011). While this may be true, I believe it goes beyond the workplace environment. When ordinary people have an ordinary experience, it changes them. They perceive themselves as different, more capable, more confident. In addition, they may even learn to look at others differently, as if they may bring more to the table than what is seen. To come to learn one has the ability to go beyond what they thought was possible physically, mentally, and emotionally is an individual revelation and inspiring. People grow through these types of experiences and are nothing short of invaluable.

          The awareness, skill-building, team-work, and integration learned out in an environment that is uncomfortable and exhausting, yet exhilarating, present in numerous opportunities to see the effects of decision-making at the individual and team levels instantly as well as over time. Where false confidence once stood, where insecurity once had held, and doubt lingered, now is replaced with quiet confidence, self-surety, and faith in one's self to apply and integrate into a team effort. Coming to understand the inner workings of a team can enlighten communication, assumptions, team skills and talents, integration of intrateam processes, and constructive feedback. Only through gains like these can a developing team break through to high performance where each team member can anticipate the requirements, expectations, and reactions of the other team members in a timely and efficient manner.

          My organization not only could but does benefit from a similar type of event that lasts much longer and focuses on the individual as well as team fortitude. The endurance, integrity, and fortitude required are more of a rite of passage rather than an annual event though. Nonetheless, the team-building events involved are not only invaluable but necessary. Only high-performing teams are expected in my community. Anything less will not be tolerated. I believe any organization where individuals are required to work together in teams should experience something like the Eco Seagate event at least once if not more.

References:

Brown D. R. (2011). An experiential approach to organizational development. Boston, MA: Prentice Hall.

Friki (2018). Navy seals buds class 234 //part 2 of 6// it pays to be a winner. Dailymotion. Retrieved from https://www.dailymotion.com/video/x6y83rr

Seagate (2008, April 25). Eco seagate 2008 1/3. Youtube. Retrieved from https://www.youtube.com/watch?v=zCOfOFMiLtE&feature=youtu.be

          

A635.5.3.RB_SiegmundWayne

Brainstorming with Steve Jobs' NeXT Startup Team

          In the working groups Steve Jobs created at Pebble Beach, California in the early '80s, it appeared the culture was formed around a raw, entrepreneurial mindset where devising a company, a logo, a product, and getting it to market was what the retreats were all about. Getting away to a relaxing, enjoyable off-site location where the group can co-create was a vital component in allowing brainstorming to occur and sustain. Once the brainstorming discussions began, all that mattered was what each individual brought to the discussions that pushed to the growth of the new company up.

          Based on the personalities, characteristics, and disposition of the members of the NeXT Startup Team, I believe I would have fit in as a contributing team member offering insights in numerous areas to include the schedule's deadline, defining the problem, cutting costs, tying periodic progress with vision, marketing, and motivation. My approach to all of these areas typically begin with listening to what others have to say and understand where they may be coming from as well as understanding where it appears they want to go in the discussion. Once I have a firm grip on where the group wants to go with the brainstorming session, I typically would offer an idea or perspective based on a relative experience or an idea not yet considered that may affect the problem set.

          My independence attribute lends me the ability to think for myself, problem-solve, and create independent of the working group, offering up unique ideas and solutions. In the realm of achievement, I would leave the identification of milestones achieved to Steve Jobs. As the Chairman with the vision the team is working towards, he would be the one to measure and determine which achievements are worth mentioning and which ones were not. In this brainstorming environment, I do not require much in the way of recognition. A feeling of contribution would be enough. Being recognized as a valuable contributor would settle my dust in terms of this attribute. My ability to assess risk versus gain in this environment would come out as the devil's advocate. I would point out opposing concerns that may need to be but have not yet been considered. I would approach financial issues initially theoretically, then pragmatically. This approach helps me understand where we want to go as well as how we will get there in terms of funds. Leveraging a strong characteristic of problem-solving within innovation motivates me to brainstorm right along with others; bouncing ideas in more of a smaller sidebar group instead of a Chairman-led brainstorming group. Nonetheless, this characteristic would allow me to confidently bring up issues and their potential solutions. Finally, my multi-tasking attribute keeps me focused on details as well as time schedules; issues discussed at the retreat. Creating a reverse timeline from the 'due date' back to current time can show incrementally what is required at any given time segment and if it is possible to accomplish within the given time frame.

          Being aware of the other member's area of expertise and experience, I would tend to be a bit more reserved trying to capture what is being said, how well it is being delivered, and how others are receiving them. This observation in communication also assists me in becoming aware of the group's conversational transaction effectiveness. In truth, at the end of the day, I would be learning about each individual's job position and responsibilities and how everyone interacts. Having this information affords me a certain amount of confidence in knowing when to speak up, what to offer up, and how to deliver it most effectively. I would have loved being a part of Steve Jobs' NeXT STartup Team brainstorming retreat.

Reference:

Job's Official (2017, November 23). Steve jobs brainstorms with the next team 1985. Youtube. Retrieved from https://www.youtube.com/watch?v=Udi0rk3jZYM.

          

          

A635.4.3.RB_SiegmundWayne

Build a Tower, Build a Team

          It makes sense that while MBA students may be trained to find the single right plan, children go through an iterative process of building prototypes and learning from each what works and what doesn't (Wujec, 2010). I know from watching my own children that they explore ideas and try to make them a reality. When it becomes a reality, they decide if it turned out the way they intended it to; if not, they try something else. In general, I agree with Wujec's (2010) explanation, however, I also feel it is not so black and white all the time. Depending on any given child in a group working together, they may get discouraged because they don't feel they have any good ideas to contribute. On the contrary, one child may feel only their ideas are good and try to take over hampering the team effort.

          Personally, I think kids perform better than MBA students because they are more attuned to their creativity. Children don't necessarily know what's possible and what's not and therefore explores numerous options given their resources. Most children are also very good at asking for help in assisting in what they want to accomplish whereas adults may be less inclined to ask believing it is their job to do the work and no one else's. In addition, because children often play, they are apt to work through problem-solving as they discover something that either needs to be understood, changed, or created. My oldest daughter, as a school project, had to develop a cause and effect scenario, record how it works, and submit it for review. After an hour of collecting baskets, utensils, string, toys, and boxes, she had to work through multiple set-ups that included a pulley system that would eventually trap a rat. After many revisions, it worked - hypothetically (it was a toy rat). "Some research suggests that the way kids play contributes to their ability to solve divergent problems; a problem that yields itself to multiple solutions" (Dewar, 2014).

          I believe CEOs are or can be, victims of their own successes. The more CEOs make decisions that help them problem-solve, the more their approach to problem-solving will remain the same as long as they see themselves as successful. With that said, an executive assistant may be that outside, objective perspective the CEOs need to get beyond their limited view on the problem. In addition, an executive assistant that has known the CEO for some time may understand how the CEO thinks, thus looks at the problem-set in such a way that provides a solution amenable to the CEO.

          If I were to facilitate a process intervention with respect to Wujec's (2010) video content, I would pay close attention to the team's behavior; individual as well as between themselves. I would look for those that have taken a back seat or feel left out. I would approach them asking what they think makes the task so challenging and what ideas they had. I would also look for contention between the team members and distract them with some new ideas, or thoughts on how they can move forward. I may provide comments of encouragement and support to facilitate how they feel about their efforts. I would also ensure everyone understood exactly what the directions and the objectives were. Mostly, I would be observing and listening to their teamwork activities to follow their cohesiveness and effectiveness and offer quick injections of how they can better utilize their resources.

          One of my favorite things to do is step out of a working group and assess it's behavioral and process activities for efficiency. Understanding that children improve their problem-solving skills through all types of play peaks my curiosity as to how I can implement a similar process amongst adults without actually giving them toys. Playing with brainstorming as an approach over just providing a task to problem-solve may be on par, or perhaps making a game out of it may also prove beneficial to the creative process.

References

Dewar, G. (2014). The cognitive behaviors of play; Effects on the learning brain. Retrieved from https://www.parentingscience.com/benefits-of-play.html

Wujec, Tom (2010, February). Build a tower, build a team. TED Talk. Retrieved from https://www.ted.com/talks/tom_wujec_build_a_tower_build_a_team#t-254391

A635.3.3.RB_SiegmundWayne

50 Reasons Not to Change

          Change is not seen as an easy thing to create; at least not in a way that one would desire. Nonetheless, change occurs every day, everywhere. It is the nature of things to change. However, people are creatures of habit and prefer to remain comfortable in a familiar routine. Knowing this, it can seem overwhelming the idea of making a change in terms of the status quo. It seems more likely to get push back from the naysayers than support from others. How many people, believing they may isolate themselves, will stand up and support an idea that challenges the status quo? Most likely, if any, will not extend themselves that far in the name of self-preservation; remaining a part of the current tribe.

           The excuses listed throughout the graphic, '50 Reasons Not to Change" (Watkins, 2011), are all too common. I hear these excuses at home, at work, amongst peers, and even colleagues. We are most certainly in no shortage of these types of excuses; unjustified, unchallenged, and unfounded. Having been a nationally competing gymnast and a Special Forces member for over 40 years combined, I had little to no tolerance for these types of excuses. I grew up being taught that I can do anything I put my mind to (thanks mom). Challenge up! So, every challenge that presented itself, I presented myself saying, 'actually, yes I can watch me.' Now, when I hear my colleagues throw around these excuses like its small talk, I immediately and diplomatically challenge their perspective with a plethora of versions from the 5 Ws; who said? when did that happen? where did that take place? what makes you think that? and my favorite, why? In the end, I often get my point across...you're making an excuse!

          Years ago, I have caught myself using some of these excuses for a myriad of reasons such as being lazy, too comfortable, feeling the gain did not outweigh the loss, or because I was emotionally attached (addicted) to a feeling or behavior. It was not common for me to use excuses, but when I did it was often for one of these reasons. Brown (2011) shared some of the reasons for one's resistance to change may be due to the following: the comfort zone, fear of the unknown, disruption of a routine, loss of benefits, threat to security, threat to position power, redistribution of power, disturb existing social networks, and conformity to norms and culture. If an individual (change agent) can somehow gain buy-in from another (resistance), then we have begun change. I often use empathy to associate and build a common ground so the resistance understands I can relate to their concerns and return to them from a common framework. These types of responses to change efforts are not always easy to overcome. Depending on the person(s), I think a number of factors can be considered that may be a catalyst for a change in thinking. Perhaps the catalyst touches an interest, a curiosity, or perhaps even a passion of another. If we can show the resistance that the change better serves them as part of the whole, or that the gain outweighs their loss, we may have a chance at changing this type of thinking in response to change efforts. On the other hand, there will be those we can not change.

          In Godin's (2009) TED Talk, "The Tribes We Lead," he discusses how the charisma of a leader can attract others of like-mind to spread the message to attract others of like-mind in an attempt to create a moment. While I do not think change is driven by tribes alone, I do believe this is a very effective way of creating change. It's not people that we would be changing, but gathering enough of the right people to incur a change about an idea. 

          Reflecting on this exercise, I am inclined to take away the concept around the cyclic module of Challenging, Culture, and Committing. Remembering and applying the consideration of who it is I am upsetting will help me be aware of that party and consider how best to help them transition from resistance to acceptance. Remembering and applying the act of connecting with the like-minded people in an attempt to build a culture. Finally, committing to that culture and continuously challenge the status quo as the movement spreads.

          In our change efforts, as we confront resistance, create new cultures, deviate from old cultures, address budget concerns and develop processes in support of the new movement, when and how do we manage unexpected third and fourth-order effects? Can these effects kill the movement? Can a movement ever be regenerated once it loses momentum?

References

Brown, D. R. (2011). An experiential approach to organization development. Boston. MA: Prentice Hall.

Godin, S (2009, February). The tribes we lead. TED Talk. Retrieved from https://www.ted.com/talks/seth_godin_the_tribes_we_lead#t-1027179

Watkins, D (n.d.). 50 Reasons not to change. Retrieved from https://erau.instructure.com/courses/113760/assignments/2076642

A635.2.3.RB_SiegmundWayne

How Companies Can Make Better Decisions

Reflections by Wayne Siegmund

          In my experience, a company's culture shows there are numerous nuances in inter and intrapersonal relationships that lead to how employees choose to integrate themselves across the organization to include decision-making opportunities. Some of these nuances are driven by one's own self-worth, trust, fear, position, and expectations. When employees feel welcomed to engage if they want to, I believe a sense of acceptance is felt by the employee allowing them to feel comfortable in engaging and making a decision. However, when an employee is expected to make decisions, depending on the employee's experience and position amongst their peers, they may feel anxious or confident. However, if an employee is purposefully engaging to make decisions within their organization, there is more than likely a good chance the employee feels connected to their peers and organization resulting in better decision effectiveness. Yoerger et al (2015) offer "Past studies have found that individual's levels of participation in meetings was positively related to performance and greater commitment in carrying out the course of action decided upon during those meetings" (as cited by Rosenberg & Rosenstein, 1980; Sagie & Koslowsky, 1996).
          Having the right leaders, with the right information in decision-making roles, can produce excellent results given the timing and culture within a given organizational environment possessing a flatter-than-hierarchal structure. However, various obstacles can impede good decision-making. I believe if the timing is not good, the decisions may not be received well by the other invested parties, or will not receive the effects as originally anticipated. If the employee chosen to make the decision does not have the relative education or experience for that position, the organization risks acting on a poor decision that may lead to unrecoverable effects.
          According to Blenko (2016), she believes there are five obstacles that can impede the process of good decision-making. These impediments can be organizational complexity, a lack of clarity in who should make the decisions, the decision-maker making decisions based on wrong information, leadership behaviors that include lacking a previously organized constructive debate on the matter, and having the wrong talent in the position of the decision-maker role.
          Echoing Blenko's (2016) words, I believe a good decision made quickly and executed effectively with the right amount of effort can lead to high financial performance. I also believe planning ought to be an element leading to decision effectiveness as well. As it appears each element leads to the next, what precedes Quality? I can only imagine that solid planning where understanding the complete framework of the context of the matter, as well as all the affected aspects that the decision touches, must be known and considered in order to ensure that the decision is, in fact, a high-quality one. Otherwise, the ripple of 3rd and 4th order effects may go unseen wreaking havoc behind the organization's construct just to discover the potential financial or reputational injury to the organization months or even years down the road.
          The best thing I can take away for use in my organization at this time is applying the awareness of the impediments that can hinder good decision-making.  Being more aware of this can help set me up for success rather than delaying the process or hurting the organization. Often in my community, poor decisions are made, but go unrecognized until the effects are acknowledged; this is a waste of time, effort, and money.

References

Allen, J. A., Crowe, J. & Yoerger, M. (2015). Participate or Else!: The Effect of Participation in                  Decision-Making in Meetings on Employee Engagement [Article Submitted for Publication].              Department of Psychology, University of Nebraska.

Blenko, M. (2016, November 1). How companies can make better decisions, faster [Video].                          Youtube. https://www.youtube.com/watch?v=VGw6QNRjPrQ.

Brown, D. R. (2011). An experiential approach to organization development. Boston, MA: Prentice              Hall.

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21st Century Enlightenment

     For many years now, I have contemplated what it means to be living in today's society and the world at large. I wonder what my place is in it all. Asking myself questions about where we are going as a global society and if we are bound to repeat history or learn from our past mistakes shifts my perception to one of greater self-awareness. It is not enough to just be happy with your friends. We, collectively, must share a vision that contributes to the world writ large. As we all learn what it means to share and come from a common framework, we will make better decisions as they relate to each other with empathy being the foundation.

     The work conducted by Taylor (2010) addresses multiple concepts drawing on history's previous enlightened periods to highlight today's current need for our global society to conscientiously apply what we have learned so that we may forge beyond what we have been able to achieve socially, technically, economically and humanistically. I think the title was meant to invoke a call to a new awareness; an awareness based on a change in the way we think in order to perceive the outside world in a new light, thus making new decisions based on a new perception. It is no longer a good idea to believe we are just by continuing to ride the coattails of our founding forefathers. 

     Albert Einstein is credited with the quote, 'the definition of insanity is doing something over and over again and expecting a different result." Change will not come about in our lives until we make different decisions. As creatures of habit, humans tend to repeat their behaviors and in turn, see the same world we have always seen when it comes to healthcare, civil rights, minority groups, gender inequality, racism, and religious persecution to name a few. I believe Taylor (2010) meant, when he said, "to live differently, you have to think differently," a person cannot truly change their lives until they look at their lives differently. The type of conscious decision making Taylor is eluding to is mindfulness. We must become more mindful of ourselves and those around us. If we continue to react to our environment out of some humanistic ritual behavior, we will be doomed to see history's results. Whenever I intended to change my diet in hopes of detoxifying my system and eating healthier, I would often find myself reverting back to the same old eating habits. Inspiration is the fuel to initiate change. Motivation is the force to sustain it. However, motivation must be nested in the root thought or the thought behind the thought. It must touch us on an emotional level so that we may continue to be moved by it.

     When I returned from Germany in August of 2018, I moved to an area different than I had prior to moving to Germany. In the new area, I looked for a diesel mechanic workshop for my truck. After a few weeks of shopping around, I found myself defaulting to my original mechanic that was outside the area. The reason for choosing him again despite the distance was because I had no idea what the reputation and work history was of these other diesel technicians. I chose to go with who I was familiar with instead of taking the risk of choosing an unknown quantity. I was afraid of changing mechanics because I did not know what would come of it, so I deemed it the wrong choice. However, I know if I continue to make the same decisions, I will never learn what may come from new and different ones. Similarly, I think Taylor is saying the same thing when he argues that we need "to resist our tendencies to make right or true that which is merely familiar and wrong or false that of which is only strange" (2010).

     In the case of welcoming new service members to the command, consideration of their new environment must be helping them find a comfortable shift into the new culture as they adapt to the norms. According to Brown (2011), if the adaptation period is ineffective, "...a new member may choose to rebel, to reject all values, or to leave the organization altogether."

     It is not only possible to "...eschew elements of pop culture that degrade people and ... spend more time looking into what develops empathetic citizens," it is a moral imperative that we do so if we are to help people grow from a culture of insensitivity to one of empathetic morality (Taylor, 2010). It seems the framework from which most people come from is that of an egocentric perspective that builds walls of insensitivity and moral blindness; where people disassociate from personal responsibility and point fingers. 

     In my experience of team-developing, mentoring, and guiding within my organization as a Navy Chief, the implications of atomizing any given collaborative effort could be numerous depending on what the objective is within the organizational change effort. Normally, if we were to see it as potentially a destructive effect on their growth, then the implications could be a breakdown in cohesive teamwork, a disruption of collaboration, isolation of team members, and possibly an increase in feelings of insecurity and incompetence. 

     As a senior enlisted member within the ranks of my organization, I am at a place in my career where I am not only expected to take initiative to make changes that foster teamwork, professional development, inter-department collaboration, and improves organizational efficiencies, but I am also inclined to leave the organization better than I found it. Seeing I have been around this command for over five years, I find it necessary to provide insight and a holistic look at how they are conducting business in terms of evaluating both pivotal and peripheral norms. One area of contention is a lack of genuineness on behalf of their senior officers. Unfortunately, the concept of the 'good 'ole boy club' is still flowing through many of these types of organizations where the fair treatment of all does not always apply.  However, it has been ever evident that the rotational inertia has been such that new people with new ideas can and will come through on their two to four-year tour and change once again all that has been developed. This begs the question, to what avail am I taking the time and effort to develop something anew just to have it all undone after I depart? If change development is to be recommended, yet the Headquarters element is not all in agreement, development processes can become stagnant at the first signs of 'strange'.

Reference

Brown, D. R. (2010). An experiential approach to organization development. Boston, MA: Prentice         Hall.

Taylor, M. [Matthew Taylor]. (2010, August 19). Rsanimate: 21st-century enlightenment. [Video].           Youtube. https://www.youtube.com/watch?v=AC7ANGMy0yo

     

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A Reflection of Our Learning

          During the past nine weeks, I can conclude I have taken something away from every lesson. In identifying just three, I will select the lessons that were most thought-provoking and cause for self-reflection more so than others. Overall, the course has helped me better understand alternative considerations as it pertains to ethical decisions as well as to the extent these ethical decisions and behaviors affect others. Through self-reflection, I have been able to re-evaluate how I have not always made decisions to act or behave in accordance with my morals. Becoming aware of these hypocrisies caused me to look more closely at my decisions so I may better align them with my values and beliefs.
          Looking back at the lesson on whether or not management is a true profession was a valuable look into what makes a profession a profession in fact. The traditional 'professions' that are based on a specific skillset that society relies heavily upon by their citizens for accounting, law and order, for healthcare, for infrastructure and religion and governed by its own professional body with an adherence to a particular code of conduct is the standard by which we determine what is, or is to become a profession. Barker (2010) shares "True professions have codes of conduct, and the meaning and consequences of those codes are taught as part of the formal education of their members...unlike doctors and lawyers, managers don't adhere to a universal and enforceable code of conduct"
          Management takes a variety of skills and capabilities to plan, organize, coordinate, synchronize and help execute the efforts of their subordinates utilizing any and all related resources in the accomplishment of given objectives. While management has numerous honorable aspects in the way of contributing to society, it lacks the focused skillset, a governing body, a code of conduct and a controlling professional school of education. "...neither the boundaries of the discipline of management or consensus on the requisite body of knowledge exists. No professional body is granted control, no formal entry or certification is required, no ethical standards are enforced, and no mechanism can exclude someone from practice...moreover, management can never be a profession, and policies predicated on the assumption that it can are inherently flawed" (Barker, 2010).
          Another wonderful lesson I enjoyed learning more about was the ethics of punishment. While our society is imbued with judgment and condemnation, we rarely question the presumed justifications and if they balance with our morals and growth as a society. In my experience, misery loves company! In other words, when a person or persons feel hurt or wronged by another, despite what the facts may show, the hurt or wronged party nearly always requests retribution. In doing so, what do these retributive acts, or sentences offer us besides perhaps a sense of fairness? It is difficult to measure pain, determine proportional but effective punishments and understand what it takes to heal mental and emotional injury. Digenarro Reed & Lovett (2008) states, "Some scholars (LaVigna & Donnellan, 1986) have argued that punishment is unnecessary, claiming that reinforcement-based strategies provide the efficacy of punishment without harmful side-effects, thereby making punishment unethical."
          While it appears that little research studies relating to why we should not negatively punish the accused compared as to why we should, it is difficult to empirically show and thus justify other non-harmful strategies. Until this data becomes substantial, it may be some time before our justice system changes for the better. As credible philosophers such as Immanuel Kant continue to offer dispositions in support of 'an eye for an eye' rule of law, we will continue to be challenged in showing the efficacy of new ways to express retributivism through our justice system. "- Kant, qualifying the right to impose criminal punishment as "the right of the sovereign as the supreme power to inflict pain upon a subject on account of a crime committed by him," lays down the philosophical foundations of retributivism asserting that punishment 'must in all occasions be imposed only because the individual on whom it is inflicted has committed a crime" (Materni, 2013).
          Although it may be simplistic by way of an example, I believe 'The Train Dilemma' offers a great deal in terms of considering not only what we think is right, moral and ethical, but the rights of those affected by our decisions where we would not typically look to in consideration. Understanding now that choosing a greater number of lives over a lesser amount may be seen as the more ethical choice on the surface, however, in doing so, we must look at all the facts, consider what we do not know, what assumptions we are making and what options do we have from which to choose (if time allows). In the version of the Train Dilemma where we have five children on the tracks that a train is headed towards while we are in control of a switch that, if thrown, would redirect the train to another track where there was one child. Immediately we all think to save the greater amount of lives, but in doing so, we take away the right of the one child that is not in harm's way and place them there. If we thought to redirect the train was the best choice, would it still be if the single child was one of our own?

          In the train version where we are asked to choose between throwing ourselves, or another onto the track to save the group of which we are part of, most people would choose to throw another in order to save themselves and the group. Sachdeva et al. (2015) shares "...people would approve the killing to save oneself more than killing to save others...when the decision-maker was part of the group at risk, he or she was more likely to approve of sacrificing of another person to save the group and the self, relative to the condition where the decision-makers life was not at stake." I find it interesting to think while most people act on behalf of self-preservation, society still believes that self-sacrifice for the greater is the more ethical decision.
          Throughout this course, I have enjoyed watching my curiosities and perspectives on how I would apply what I have learned and become aware of as it relates to myself, my work-life and the community in which I live. I can say to each extent that it will be my constant self-monitoring of the application of ethics to become the person I want to be as well as the example for others within my organization and society at large for which to follow.
          Life continues to show me there are numerous factors that people leverage to rationalize their immoral behavior and decisions. I find typically their decisions are solely fear-based; afraid of not getting, having or doing what they value most at the moment. The problem? Indifference. The solution? Education. If society 'does not know what they do not know,' then how can we expect society to make better ethical decisions?

Reference:

Barker, R. (2010, August.). The big idea: No, management is not a profession [Harvard Business Review]. Retrieved from https://hbr.org/2010/07/the-big-idea-no-management-is-not-a-profession

DiGenarro Reed, F. D. & Lovett, B. J. (2008). Views on the efficacy and ethics of punishment: Results from a national survey. International Journey of Behavioral Consultation and Therapy, 4(1), 61-67. Retrieved from https://psycnet.apa.org/fulltext/2009-04078-006.pdf

Materni, M. C. (2013). Criminal punishment and the pursuit of justice. Retrieved from https://hls.harvard.edu/content/uploads/2011/09/michele-materni-criminal-punishment.pdf

Sachdeva, S, Iliev, R., Ekhtiari, H. & Dehghani, M. (2015, June 15.). The role of self-sacrifice in moral dilemmas. PLOS ONE. Retrieved from https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0127409