Journal Reflection 1.2 - Developing Yourself as Leader

[Editors note:  The following is a journal entry addressing specific questions provided by the CPM course instructors for module 1.2.]

1.  Briefly describe what you learned from the activities, instruments, readings and discussions.  What stands out for you? 
    
   Emotional Intelligence
   For me the newest and most interesting concept from the second set of classes in the first module was the Emotional Intelligence paper  (What Makes a Leader, Daniel Goleman, Harvard Business Review 1998).  The paper identified five key skill sets of leaders:  Self Awareness, Self Regulation, Motivation, Empathy, and Social Skills as a framework of core competencies underlying leadership.  I am looking forward to reading (listening to) the book in the near future.
    
    
   The HayGroup survey that assessed those competencies was interesting more than revealing.  The value of the study would probably increase with a larger participation pool.  Taking the more extensive version of the study would also be fascinating.
    
   In analyzing the results presented to me, the first thing I noted was that my self assessment was about a half a point higher than the others surveys.
    
   After incorporating a ½ point correction, the outside survey actually aligned quite closely with my self assessment as far as relative strengths and weaknesses.  Essentially the relative pattern between the two surveys across the various areas is similar.
    
   
    
   Looking for particular differences, others rated me closer to average in “Inspirational Leadership” than I did, while I rated myself significantly higher in “Organizational Awareness” and “Systems Thinking” than the others.
    
   Breaking it down further only 5 questions out of the 70 really stood out as being particularly different between my assessment and that of the others.
    
   Core Values
   The values exercise was interesting.  Seeing the amount of variation in core values within a fairly homogeneous group was interesting.  I did a brief exercise with my wife and found it interesting that none of our top five matched up.
    
    
2. What do you want to learn more about?  How might you do that? 
    
   I intend to get a copy of the Emotional Intelligence audiobook to learn more about that concept.
    
   Mrs. Rough-Mack alluded to the possibility that changing one MBTI category might be possible.  I would like to inquire if there are specific coaching guides for altering particular traits.
    
    
3. Were there any theories that you disagreed with?  What bothered you?
    
   The book, The Leadership Challenge was a take it or leave it book.  One of those text books you sell back to the bookstore at the end of a class.
    
   One interesting thing from that book was the study showing that people’s stated desire of leaders (honest, forward looking, competent, and inspiring) had remained consistent over several years.
    
    
   Within the Vision Speech exercise, I would have liked to further explore the similarities and differences between Lisa Reeves’ and Casey Rice’s projects.  Given how similar the projects were and how completely differently the two individuals approached them, why did we not try to draw out the areas each of the respective individuals did not naturally incline themselves towards instead of simply reinforcing their current approaches?
    
    
4. How will Emotional Intelligence be useful to you as a leader?  What will you do with the knowledge you have gained?
    
   Of the five categories listed in the Goleman article, the area of social skills is the area where I feel my shortcomings most keenly.
    
   “The leaders task is to get work done through other people, and social skill makes that possible.  A leader who cannot express her empathy may as well not have it at all.  And a leader’s motivation will be useless if he cannot communicate his passion to the organization.  Social skill allows leaders to put their emotional intelligence to work.”  Goleman
    
    
5. Describe how the topics that were covered in this session interrelate.
    
   Sorry, nothing here…
    
6.  What is the most important takeaway from this session?  Specifically, how will you apply that learning and translate it into intentional, observable behavior?
    
   Takeaways from this session worth recounting with the intention of better recollecting them include:
    
   Prominence of Integrity in each member of our groups top values.  In a similar vein I recall in Harvey Pennick’s Little Red Book:  Lessons and Teachings From a Lifetime of Golf, he noted that whenever he talked to people about their occupations, they always described their job as requiring some measure of courage.
    
    
   Drawing out distinctions between Management and Leadership.  Although I had always thought of these as separate concepts, perhaps the most intriguing thought was that although separate spheres, Leadership is something that can be learned and cultivated.  And that part of the role of the manager is to actively exhibit leadership.
    
    
   Values in Action Survey.
   My results from 2/25/14:  1. Creativity, 2. Judgment, 3. Forgiveness, 4. Perspective, 5. Fairness, 6. Perseverance, 7. Kindness, 8. Love of learning, 9. Gratitude, 10. Leadership, 11. Bravery, 12. Prudence, 13. Curiosity, 14. Honesty, 15. Humor, 16. Teamwork, 17. Hope, 18. Appreciation of Beauty & Excellence, 19. Spirituality, 20. Love, 21. Zest, 22. Humility, 23. Self Regulation, 24. Social Intelligence
    
    
   Principles for surviving adversity.  (I’m not sure these were copied down correctly in my notes.)

1. Recognize risk
2. Evolve to deal with issues
3. Emotional intelligence.

 

 

Making Employees good at their jobs makes them happy.  Making them happy does not make them good at their jobs.  Great to remember the focus of managers is on making the individuals effective at accomplishing the task.

 

 

“Companies cannot be loyal back.”  I’m not sure about this concept.  I’m not sure weather it’s the ethics behind it or the utility of the principle.

• Does that mean we should only be loyal based on someone’s ability to be loyal in return?
• Is there really no place for serving the institution?  We only are serving “our” connections within the organization?  (Without individuals nothing happens, without institutions nothing lasts.)
  • This sounds like a Baby Boomer/Gen X/ Gen Y phenomenon.
  • Should we be surprised when one of my fellow course participants expresses that the legacy staff from a previous manager is not interested in performing?  My classmate gave a prominent position to a staff member from a previous job (showed loyalty to his/her people) and expressed a desire to ultimately re-staff with their own people, and then wonder why the legacy staff appears to lack integrity?  Perhaps the lack of integrity is a lack of loyalty to this individual or the larger institution?
• Is this because managers as the agents of a company are not inclined to reward loyalty on behalf of their organization or company in a similar way to how we reward loyalty as individuals.

 

 

The threat of a lawsuit gets the attention of a private company’s CEO.  The public managers is similarly terrified of ending up on the front page of the paper.

 

I liked the chart with the various levels of delegation.  This seems like a practical tool that could be used again.

 

 

Sympathy vs Empathy video.  (TED talk by Dr. Brené Brown)  This nicely encapsulated the subject in a memorable way.

 

 

Formula for motivation for change:  D > ƒ(V, F, R) where
        D = Dissatisfaction with Present
        V = Vision for Future
        F = First Step to Improvement
        R = Resistance to Change

This is a great concept with potentially many areas of application.  In my work with my church’s Diaconate we see many individuals with apparent needs for change but unable to be motivated to make that change.  This concept provides a clearer target of areas to emphasize when encouraging people to change and also helps to understand why people do not change.

 

I would be interested in seeing the research behind this equation.

 

Both an individual’s resistance to change and ability to see the future are probably largely driven by personality types and individual preferences.

 

 

Developing Capacity Overall:

        Beware/Aware

        Ask for feedback.  Be specific, Find Trusted sources

        Be introspective, Reflective

Developing Self Management Capacity:

        Exhale! Pause

        Assume positive intent

        Choice of self control

        Allow breakthrough moments/ explore others stories

        Allow Feedback

        Intentional in identifying what goes well

Developing Social Awareness

        Empathy

        Vulnerability

        Trust

        Involvement of all

        Patterns

        Experience