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Supportive Communication

     First, I would like to acknowledge the email letter from the CEO was direct, clear, and definite. The letter expressed the CEO's perception of the issue, disappointment in the current management, and expectations. There are a number of ways to communicate these depending on the leadership style, however, the question I would raise is if this approach was effective across the '400 managers' domain. 

     Managers who truly care about their job, will see this letter as an opportunity to challenge themselves to create a better working environment for all employees and managers alike, all the while satisfying, if not exceeding, the boss' expectations. As one of the 400 managers, I would immediately call for a 'meeting of the minds' with all management peers in order to agree on the perceived problem set, and create a list, or outline of the steps and considerations to be taken for application over the next 30 days in the work place. During this process, the eight attributes of Supportive Communication (Whetton & Cameron, 2016) would be utilized. The next day, all employees would receive a detailed email letter honestly and diplomatically stating the concerns, their effects, the new expectations, and final objectives. This email would be followed up with an 'All Hands', face-to-face meeting with their respective department managers to personally deliver the message during a two-way discussion forum.

     The discussion forum would be critical, as it will be up to the individual managers to ensure the proper message is effectively reaching all the employees in such a way their response is aligned with the CEO's objectives, all the while allowing the employees to be part of the process. For the next 30 days, the eight attributes would be used over the next four weeks covering down on the changes to come, following an email recapping the previous week's discussion.

     Week one: managers would humbly share their concerns, and state the problem clearly and honestly, using facial gestures and body language to match the tone of voice and its fluctuations; this should covey a clear and firm, yet caring and hopeful disposition. We want to motivate and inspire, not emotionally beat down our employees. In conclusion, provide a way-ahead that all can understand and accept. These solutions need to be fair, with changes not too overwhelming. Discussions around the concept of arriving at work no later than 0800 would be had with an open mind to new ideas and reasons for them.

     Week two: discussions revolving around the problems that surround leaving work before 5pm are had. This discussion will allow for idea sharing and corroboration. Exploring ideas that would promulgate a greater drive, or motivation to want to accomplish more, requiring more time at the office. However, a clear understanding of what daily and weekly tasks that need to be completed may allow for early dismissal if met. 

     Week three: week one and week two are recapped and restating the outcome of each meeting while opening discussions on what the employees think how management can assist in the changes to come. Reflecting on the ideas of the employees, management should provide a clear perspective from management point of view allowing employees to also see how management looks at things. Management also seriously considers suggestions by the employees, offering cause and effect scenarios for employees to hear. This allows the employees to perceive their ideas in a new light. Providing specific examples instead of general ones allows for a real world example to be envisioned.

     Week four: management goes over weeks one through three, covering all the positive aspects to the discussions and conclusions. This week is very important as it ties in all the discussion points from all four weeks resulting in meeting, if not exceeding, the CEO's expectations. This week, management will provide the employees an opportunity to share what positive changes have they made for themselves and the company. Management will exercise Supportive listening in order to provide reflective responses to the employees. In turn, management will take ownership of the issues in the way things were getting/not getting done, showing the employees that humility and honesty are traits that need transparency if there is going to be a productive discussion in making change (Whetton & Cameron, 2016).

References:

Whetten, D.A. & Cameron, K.S. (2016). Developing management skills. Pearson Education, Inc.,              9th Edition.

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Constraints on Creative Problem Solving

     Creative problem solving is another way of saying to think outside the box. Some personalities are comfortable in doing this, while others are a little more conservative within their approach. Either way, we all can create a way to solve a problem, and we do so with an aim at comfort and convenience while trying to save time. What we do not normally see are the constraints we often  place on ourselves.

     In my work environment, there are typically A-type personalities that make up most of those working in my work-space, while a small handful we would refer to as 10lb brains. You can always tell them apart by the way they dress and behave. There are literally two cliques in our office space. Among the A-types, each stay among their peers as an act to preserve their appearance of belonging, whereas the 10lb brains can care less. In the military, they say perception is everything - primarily, your reputation. In preserving such a hard earned reputation, we tend to behave in accordance with what is expected and, or accepted. This constraint keeps me from 'free thinking' often as well as 'free behaving', if you will.

     Another constraint that may be even less obvious is that of assumption(s). In just about every circumstance where decisions are made, which is practically every moment, assumptions are made. Now some of these assumptions are what we would call 'safe' assumptions, while others claim to make an 'ass out of u and me'. So right off the bat, conforming and assumptions both are self-placed constraints. Fear would be a great constraint that we all fall victim to, to include myself. Fear can inhibit our ability to think. Finally, I would offer a lack of confidence would contribute to a self-placed constraint. Outside of assumptions, which can be derived from habits, previous knowledge, as well as a lack of understanding and awareness, I would say the other three constraints are all in one form, or another, a derivative of fear about something.

     During a video teleconference, it was suggested that those of us in the meeting provide some creative ideas on how to test somebody for a job we wanted them to perform without actually performing it just yet. While I was contemplating, my thoughts shifted to what someone else was saying, assuming that their idea would surely be better than mine. Now typically, I would naturally remain silent in order to hear and witness those around me, gathering information for myself before injecting myself into a discussion. However, in this case, I allowed myself to be constrained by a lack of self-confidence, fear that my idea may be less than desired, and the assumption that the others were judging me as so. I have come to realize that a fear of judgement is often a primary concern of many under similar circumstances.

     During that video teleconference, I could have planned ahead with potential way-aheads with respect to possible tests that could be performed. Doing so would have allowed me the confidence to share a well thought out idea, and possibly combine it with someone else's idea for a more robust test. If I plan to allocate time needed to be prepared for this kind of meeting, I can set myself up for success, allowing my thoughts and ideas to become more productive based on some recently thought of concepts I would like to share.

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10 Minutes a Day

     In times of stress, confusion, uncertainty and doubt, a time-out would do some of the most well-adjusted people some real good. This time-out provides immediate benefits for the here and now; a focused sense of calming oneself, and a lowering of heart and respiratory rate. When we deliberately take time to rest our minds from thinking, we open it to new opportunities through a renewed sense of self-awareness.

     When I was 14 years old, I decided to take martial arts to develop a stronger sense of discipline, as well as a more confident disposition to defend myself during high school. During training, we were required to take 5 minutes at the end of each class to sit quietly in the middle of the dojo to quiet our minds. Back then, I would focus on my breathing, go through a few form techniques in slow motion as a class review, and conduct some mental imagery of whatever came to mind that I felt was relaxing. I always left that dojo after every class feeling renewed, and refocused.

     In the past few days, I have realized that I am always thinking about something! I mean, I never realized how mentally active of a person I was. I never truly rest. Even when vacationing, and sunbathing on the beach, I am thinking about something; many things. After taking this time to rest the mind, at first, I found it quite difficult to not think. I literally had to focus on not thinking about anything, and just relax into being. By day two, I noticed my attention would get drawn to any little noise I was able to pick up. So in attempt to side step this issue, I used ear plugs. Now, I had to deal with the sound of silence, and ten minutes is a very long time. At the end, I mostly felt relaxed, but tired. On the third day, I wore the ear plugs again. This time, I decided to keep a rhythmic relaxed breathing pattern going while focusing on the interconnectedness of my physical, mental and spiritual aspects. That is to say, I was simply being aware that they were all interconnected for the whole 10 minutes. I found that when I 'came to', I was hyper-aware of my environment, had a certain clarity of thought, and was very deliberate when engaging in conversation with my spouse, as well as my children. 

     After further research on the matter, I found that Siegel (2009) proposed there were nine functions that were products of mental processes during what he called mindful awareness; body regulation, attuned communication, emotional balance, fear extinction or fear modulation, response flexibility, insight, empathy, morality and intuition. It was obvious I was able to experience a number of these functions after my third session.

     Experiencing this type of self modulation, I find great value in 'stealing' 10 minutes a day to reset myself, or even gain a 'leg up' under certain circumstances, such as just prior to a meeting, or an interview. The truth is, I find so much personal power that can be had through this practice, I would naturally want to share this with others, and will. I am just curious what my perception of these 10 minute opportunities will look like to me over time. How will I feel about it, and what will I gain? Practicing this mindfulness, directly places you in the awareness of now. If your time is spent focusing on the now, then anything that may have been considered stressful is no longer in your awareness, and therefore, in a way, no longer exists. The same goes for anything that you may deem stressful in the future. The moment of now can also provide you the opportunity to let go of any fears you may have previously been plagued with. Davis and Hayes (2011) state that more research is needed to better understand how the benefits of meditation practice accumulate over time.

 

References:

Davis, D. M., & Hayes, J. A. (2011). What are the benefits of mindfulness? A practice review of             psychotherapy-related research. Psychotherapy (APA), 48(2), 198-208. DOI:10.1037/a0022062

Siegel, D. J. (2009). Mindfulness awareness, mindsight and neural integration. The humanistic             psychologist, 37(2), 137-158. Http://dx.doi.org/10.1080/08873260902892220

 

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Self-Awareness II

     Prior to the MSLD Program, I was typically involved with 'on the surface' self-awareness that involved how I felt, emotionally and physically, my reactions to those around me (family and co-workers), how others are perceiving me based on how I look, how I carry myself, the tone in my voice, voice fluctuations, facial expressions, behavioral reactions, and general attitude. I also tend to judge myself quite harshly, now that I think of it. I feel I do so in order to keep up a level of attitude that I feel serves me at times.
     Case and point: I have not Military Free Falled in many years, and not doing so changed my attitude and desire surrounding it. However, as a military requirement, it must be undertaken for purposes of currency. When realizing I needed to start jumping again, I felt a fear about it; a feeling that once was one of exhilaration, but now upset me. How could I have let this happen? It doesn't serve me. Identifying this non-supportive attitude, I decided to remember all the things about jumping that was fun and easy. This, for the most part, helped relax me. This Emotional Intelligence (Whetten, 2016) provided me with a sense of renewed self-confidence that I had once lost. In fact, even as I write this, it is helping me reassure the sense of confidence that I will benefit from the next time I jump. I've learned if I can mentally stay involved with things I have less time to get physically involved in, my attitude would be much better when getting reacquainted with it.
     Nowadays, I try to incorporate a sense of self-realization; meaning, I question my judgements, so that I can evaluate how I came to that conclusion. If I recognize an old pattern, I apply the Elements of Reasoning, and to a lesser degree, the Standards of Critical Thinking (Nosich, 2012). In this process, I reassess my values and determine what they ought to be now based on a new self-realization about how I think and feel about having owned those values.
     Similarly, my marriage has been the perfect playground to test new ideas, and theories that require change. However, my attitude towards this change (Whetten, 2016, p. 61) was reluctance. It's that whole, "Men Are from Mars, Women Are from Venus" (Gray, 1992) understanding. The problem was I did not speak Venetian, and therefore, my logical Martian perspective would have to prevail as a truth for any one particular discussion. Thankfully, instead of learning Venetian, at this time, I opted to not argue my Martian perspective, but simply state it, and let it lie. In turn, my beautiful Venetian does not feel threatened, and can express her feelings without any rebuttal. I felt this was a strong adaptation in an area I felt I should take some responsibility. It works, because I had learned that it takes my spouse some time to process all the information that gets presented within a discussion.
     I suppose my Learning Style and Core Self-Evaluation are tied relatively close together in the sense that my understanding and that awareness of having high self-esteem, strong emotional stability with an internal locus of control lends proportionately to how I approach, identify, process, test and evaluate through cognitive learning, of which I would attribute 40% knowing, 50% planning and 10% creating to my learning style (Whetten, 2016, p. 59). These percentages are merely a general figure that captures a self-assessment with respect to work, friends and family. With that said, I am trying to be more open to creativity.
     Reflecting back, it excites me to know there are changes occurring with respect to what have been learning since beginning the MSLD Program. I look forward to seeing what other aspects of learning I will apply to the different aspects of my life.

References:

Gray, J. (1992). Men are from mars, women are from venus: The definitive guide to relationships.           Hammersmith, London: Element.

Nosich, G. M. (2012). Learning to think things through: A guide to critical thinking across the                 curriculum. Boston, MA.: Pearson.

Whetton, D. A., & Cameron, K. S. (2016). Developing management skills. (9th Ed.). Boston, MA.:         Pearson.

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Gender

    Society, while it has evolved in terms of its laws and policies, infrastructure, as well as formal discussion forums, works behind closed doors filled with gender based biases and prejudices. We, as a society, have yet to come full circle in the evolution of gender equality. When the next generation comes around, the previous generation has it's influence upon the new, and subtle biases and prejudices continue. However, as the next generation practices and teaches gender equality based on professional qualifications, capabilities, experience and potential, the concerns of gender discrimination will begin to fade into the background of yesterday.

    Moss Kantor (2010) has done her homework, and represents the workforce with respect to women's advancement and pay quite accurately. When the subtle acts of gender discrimination occur under the guises of gender equality, and expectations of female performance are effecting performance, it becomes a clouded research bed with false results. I agree with Moss Kantor (2010) in terms of female representation, because on the surface, Equal Opportunity (EO) is a policy, and must be adhered to. However, the decision points and limitations on advancement and pay are determined within the organization, and not without.

    I believe some organizations where family values are a focal point employees' home life is taken seriously by higher as favorable in promotions, while other organization, though valued, may take away chances of promotion. Moss Kanter (2010) states what women value will determine their pipeline, or path of promotion within the organization. If family is most important, a part-time job may be chosen, pushing the idea of promotion to top positions out of reach.

    I agree on her discussions about transparency and compensation, but I feel if transparency is incorporated thoroughly and consistently with integrity, compensation is more likely to follow, under normal conditions. I feel Moss Kanter (2010) and Yukl (2013) are on the same page, however, Yukl (2013) goes into the complexities of determining where gender discrimination can come into play, and how difficult it is to get true research results showing such. In terms of conducting such research to determine where true gender discrimination lies, testing criteria must be absent of the possibility of bias and prejudice, leaving results based only on skills, capabilities, performance, and experience. The subtle nuances of differential behavior influenced by performance expectations would be difficult to filter out. I would recommend a broad and diverse testing ground to occur under normal conditions absent of any known testing.

    I agree with both based on my own personal experiences with discussions of, and witness to, gender discrimination, as well as patterns of human behavior. Understanding where we came from as a society, organizational performance behavior, coupled with cognitive tendencies based on up-bringing, I feel Yukl (2013) and Moss Kanter (2013) bring much to the discussion table on true considerations of gender discrimination. The struggle now, outside of having these discussions for the purpose of organizational awareness, is alleviating gender bias and prejudices throughout the workplace. Perhaps a closer look at gender discrimination and inequality at home will assist in the analysis of such within the organization. Another point of consideration would be that of transgender perception as it relates to gender discrimination in the workplace.

References:

Moss Kanter, R. (2010, April 2). Women, ambition, and (still) the pay gap [Video file]. Retrieved
    from https://www.youtube.com/watch?v=EhquUOlBuOY&feature=youtu.be&t=5s

Yukl, G. A. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Pearson.

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Self-Awareness

    For as long as I can remember, I have been a very self-aware individual. It was not until my early twenties when I focused on self-improvement. Often, I would find myself at libraries and bookstores wandering the 'Self-Improvement' sections looking for, and reading texts that seemed appropriate for me. Over the years, as I found myself in positions of greater responsibility, I never really thought about the new concepts and competencies that had improved me as a person, I simply behaved with a sense of morality and integrity. I felt if I was a fair, motivating, and patient person, my values, beliefs and integrity would naturally inject themselves. It was not until after such roles were played out that self-reflection took on a greater value.

    Over the years, I have been a gymnastics coach to all ages, a certified personal trainer, the captain to my collegiate varsity gymnastics team, and an enlisted leader in the U.S. Navy. Through all these experiences, over the span of 35 years, I have learned that my single greatest competency was empathy, given my integrity was in tact. So, using self-awareness as a launching platform to self-improvement, I was led to discovering what aspects of myself were valuable, and which ones required adjustment for the sake of myself as an individual, as well as a member of a team. Sometimes, it's acceptable to be who you are when you are alone, but not so in the sense of team work and productivity when part of a team.

    As a highly self-aware individual with an aim to grow as a spiritual leader, I strive to find ways and opportunities to apply a referent, servant leadership style, using empathy as the bridge to connecting with employees, as well as peers, and business colleagues alike. Connecting with others with a transparent line of communication, will provide a door for others to buy into the organizations vision. The other aspect, is my ability to passionately "sell" a vision that reflects my values and beliefs. In connecting with others on a personal level, I can motivate others through a sincere expression of what I am passionate about; coupled with a strong sense of confidence and an open mindedness to hear all sides, a valuable discussion can be had, giving way to mutual respect.

     Ultimately, all ventures, personal and professional, are grown through relationships with others. When the self is improved with the aim to be a better person, a better leader, for people, you provide them the opportunity to join you in your quest. There is a lot to say about loyalty, trust, confidence and passion when it comes to relationships. But if we can not connect with others on an emotional level, we will never truly connect with another. Therefore, it is not only necessary to develop an emotional intelligence (learn about and controls the self's emotions), but also a social intelligence (ability to read, connect and influence another's emotions) (Yukle, 2013).

Yukl, G. A. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Pearson.

   

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Meaning

     In today's organizational climate where globalization is practically inherent within every department, one's actions can resonate a great distance causing systemic ripples that can change behaviors, attitudes, production, and a bottom line. We all touch each others lives at many levels, and an organization's leadership needs to know how to influence, tweak and adjust, inspire, prepare and envision how they will incorporate effective change.

     When an organization looks to make changes, leadership may become too focused on task related items, structural adjustments, and system over-hauls to assist in preparedness. Also, there will be some financial transactions, administrative enhancements, management meetings and legal concerns to accompany and support the change process. However, an organization's change leadership would do well to consider the needs and expectations of it's employees, and how the changes may effect them. Depending on what, how, when and why the changes will occur, may make all the difference between successful implementation, and failure.

    Helping employees to become part of the change process, and keeping them informed of changes to come, does nothing for their buy-in to accepting, or better yet, desiring the changes to come. People want to know what is in it for them, and how the changes will effect their position, production, location, value, time, and environmental resources. Changes are perceived as unfair by people if it has adverse consequences for them and they have little or no influence over decisions about the changes (Yukl, 2013). It will be upon change leadership to diplomatically introduce the conceptual changes well in advance to provide time for employees to consider and understand what the changes will mean to them. Fostering an environment of team work and self-management through transparent, honest, and timely communication, will help initiate change implementation. Managing expectations and tending to the needs and concerns of the employees will go far at the group level, as well as on an individual level.

     I recall being in my second platoon, relatively still a new guy, and not being kept informed of a number of training requirements that would replace our current schedule at the time. After being told from a peer during a side bar that our range week was getting replaced with a brief that was not related to our upcoming deployment, I remember feeling that an entire week was going to be wasted. In time, our deployment was cancelled. However, we continued training. By this time, many of us were not sure why we were still traveling away from our families to train for a deployment we were no longer going on. It was easy to see how some of the guys relaxed, and joked around more often. The exercises we conducted appeared to have little to no meaning at all. The deployment we were scheduled for gave us our reason and purpose for training.

     An employee needs to know why they are doing what they are doing. What is the purpose of the change? What meaning does the changes hold for the employee(s)? If there is nothing to work towards, an employee may become disenchanted, unmotivated, disillusioned, and disengaged. Change leadership must effectively communicate a refreshed vision as to why the change, looking to inspire new meaning into the group's, as well as the individual's work. In turn, this meaning will provide the employees a value-related direction. When leaders help shape a vision that is engaging to others, weave stories that help people make sense of the past and imagine the future, and who tap into the desires and values of individuals engage people's hearts as well as their heads and hands (Ulrich & Ulrich, 2010).

References:

Ulrich, D., & Ulrich, W. (2010, June 2). Leadership: Getting beyond engagement to creating meaning    at work. Retrieved from https://hbr.org/2010/06/getting-beyond-engagement-to-c.

Yukl, G. A. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Pearson.