EVIDENCE OF COMPETENTICES
Creating a training course gave me the opportunity to put into action many of the artifacts I’ve acquired throughout the ORGL program. Palmer’s authentic-self influenced my preparation and delivery style. Instead of lecturing, I presented ideas and invited everyone to discover them with me. Teaching from a position of authenticity includes the inherent risk of being asked questions I don’t know the answer to. I prepared for this vulnerability by simply acknowledging, “I don’t know. I’ll get back to you with an answer.” Honest authenticity allowed participants to be vulnerable and ask questions they didn’t know. A space was created to safely delve into problems and discuss leadership challenges these new crew supervisors were experiencing.
I incorporated three influential leadership principles into my training: listen to learn, systems thinking and the power of culture. Listening to learn coupled with asking clarifying questions are twin pillars of good leadership. Listening is critical to Ignatius examine, the ladder of inference, emotional intelligence, global studies, cultural intelligence and systems thinking. Listen to learn - ask follow up questions has become my mantra. I was in a meeting yesterday and could feel myself getting tense about the ideas being presented. That tension triggered me to stop and listen more intently. I consciously refocused attention on the speaker and silenced the rebuttal forming in my mind. Every aspect of leadership is influenced by the ability to listen. Constructive conversations are inquiry based and outcomes focused. Segments of the training were dedicated to teaching the supervisors how to capitalize on daily conversations with crew members to build stronger team relationships and improve communication. Whether solving problems, strengthening relationships, giving feedback or conveying instructions, listen to learn – ask questions to clarify plays a significant role in effective leadership.
Second is the idea of systems thinking. Breaking down the various systems and stakeholders in an organization allows for critical analysis of connections, feedback loops and impacts not immediately evident. I reflected on my time starting a 501c3. There were many fast moving parts. I had to adapt quickly to the changing environment. I noticed decisions made in a vacuum wasted resources and energy. Decisions made considering the interconnections and interdependencies of other departments removed barriers to achievement and exposed root causes to problems. In the training, the “Coach the Builder” activity illustrated how ambiguous communication negatively effects individuals, teams and the organization. Miscommunication between supervisor and crew can delay job completion which effects other teams within the company. Incorporating a systems mindset increases personal accountability, effective problem solving and provides job context.
Finally, the power of culture. Culture is the “why” an organization exists. Simon Sinek’s “golden circle” has impact my thinking about past work experiences and the type of work I want to do moving forward. I’m looking to work for a company who shares a similar vision of the world. One problem Somerset Landscape supervisors faced was buying-in to the culture of new management. Supervisors were used to doing things a certain way and defined their teams by that culture. In the training I addressed this issue using the “Expectancy Effect.” Retaining artifacts of the old culture inhibited them from functioning effectively under the new cultural expectations. It was important the new supervisors understand how culture can be used to influence their team and those outside their team. Components of culture include clarity of individual roles, clarity about how the crew does its work, clarity about how the crew works with other crews within the organization and clarity about progress. It has been interesting for me to consider the significance of culture within organizations and at the same time witness attempts in society to destroy culture. It seems that a failure to give accurate feedback about how society is doing has left many to see only the negative while failing to acknowledge and be grateful for the incredible advances and progress that have been made. Factfullness by Hans Rosling provided data driven feedback about the incredible progress for good the world has made. Culture defines the objectives of individuals, teams, organizations and societies. Before transforming culture, whether in society or within organizations, it is imperative to understand why the cultural infrastructure is there in the first place. Is what it’s supporting achieving the intended objectives? For Somerset Landscape the objective had shifted from quantity of work to quality of work. A pivot in objective required a pivot, not deconstruction, of culture. Defining the new expectations enabled supervisors to redefine roles as needed. Societies can do the same thing, pivot when necessary without deconstructing what has brought the world immense prosperity and progress.
The motto of my undergraduate university is “enter to learn, go for the to serve.” During my time at Gonzaga I have learned much that has enriched my life. It's time to go forth and serve. I begin by intentionally living a life of integrity and service. Through engagement with the leaderships principles I have learned, I aim to advance a vision of the world where the majority of people live purpose driven lives that lift themselves, their families and their communities. The measure of my success is the rising tide of growth and integrity in those I serve.