Regarding the questionnaire, some of
the answers I would have chosen previously would have been to “step in and
solve the problem.” Now, I think more about the second or third order effects
but also about the individual involved. By me stepping in does the organization
win? By me stepping in does the organization win no or in the long run? Have I
motivated this employee or given them an additional skill set or have I simply
solved this problem? I feel more confident as a leader backed by the finding
from the assessment but it also proves I still have more to learn.
I now operate on a reformed view of
my relationship with my team, followers and subordinates. I think more on if
they understand the strategic messages; understand the vision, and what makes
the organization successful. This is not just in today’s operations but long
term, with the big picture in mind. I think more how to empower and motivate my
followers. At times I try to classify them based off the matrices from Complex Adaptive
Leadership (Obolensky, 2010). Lastly, I think of if I was my own follower,
would I listen to me, why?
My thought process has changed over
this course; I think more of a polyarchic style of leadership. As being a
military officer I’ve seen the traditional hierarchical pyramid approach time
and time again. I think it’s useful for the military however at the tactical
level there is also use for polyarchic approaches within certain lanes. I think
more can be done in a complex system with boundaries, a few simple rules, and
individuals with a purpose. In today’s markets, my organization like many “face
adaptive challenges” (Heifetz, Laurie, 1997). The mainstream leaders in the
Army may not be fully equipped to counter these challenges with traditional leadership
styles. The concept of asymmetrical leadership which has emerged from concepts
of asymmetrical warfare is the best the current leaders have in order to think
outside the box. The most difficult thing my organization faces is change, but
more so at the higher levels. Jan Charlzon pointed out best, “One of the most interesting
missions of leadership is getting people on the executive team to listen to and
learn from one another” (Heifetz, Laurie, 1997). I can imagine he two, three, four star Generals
would fall into this trap which further makes change more complicated,
especially if we where to try and change leaders style of leadership.
The significance of this in the
content is directly related to my future leadership goals and objectives. I
want to change the world of course, so every little bit helps. In retrospect, I’ve
not always been a good leader, I’ve made foolish decisions but I’ve been smart
enough to learn from them. Of course there are a few exceptions which took two
times to prove that point. I had previously discovered similar to a situation outlined
by Ralph Stayer, Head of Johnsonville Sausage, whereas I was my own obstacle (Stayer,
1990). My goals are to an effective leader, in whatever position I fill. If
that entails staying in the military then I want to breed the younger
generation of leaders to be more effective than mine. If I depart the military
and work in the civilian sector I want to leader there too. Where I make each
day better than the last and bring out the best in those who work with me.
Stayer, R. (1990). How I Learned to Let My Workers Lead. Harvard Business Review, 68(6), 66-83.
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