A641.1.3.RB- What is great leadership - Trey McNeil

This week I had the pleasure of viewing a short video entitled “What is Great Leadership?” In this video, Dr. Richard Boyatzis asked the audience to complete an exercise to better determine the effect great leadership can have on an individual and an organization. Dr. Boyatzis asked the listener to think about a leader that has inspired them and list their name and the reasons they liked to work for them on one side of a piece of paper and on the other side of the paper list the name of a less inspirational leader and the reasons why you would choose not to work for them again if given the choice (Andre, 2014). According to Dr. Boyatzis, this exercise should produce two lessons: (a) individuals understand the meaning of effective leadership and (b) individuals understand that leadership is not just a person- it is a relationship (Andre, 2014).

As I watched the video, I decided to complete the exercise offered by Dr. Boyatzis. As I worked through the exercise, I realized that I did have a grasp of what makes a great leader. I also began to understand that a title or idea does not define leadership, but, instead, leadership is defined by the relationship the leader creates with their followers. Dr. Boyatzis stated that outstanding leaders know that emotions are important (Andre, 2014). It quickly became evident that my ‘good’ leader cared much more about me as a person than the work I was doing. I would like to share my results in this blog.

My first job after college was as an Accounts Receivable clerk at a local law firm. When I arrived for my first day, I was greeted by the Office Manager, my immediate boss in the Accounts Receivable department, and one of the shareholders of the firm. The shareholder told me that he had to get to a meeting for an upcoming trial, but wanted to welcome me to the firm and made sure that I understood that he was there if I had any questions or concerns. I honestly thought that he was just being polite, but I soon found out that he was a great person that genuinely cared about each individual employed at the law firm.

As I became more familiar with this individual, it was evident that he focused on creating a relationship that was in synch emotionally (Andre, 2014). He would take the time to come by my office to check on me and make sure that I was adapting to the workload. He also allowed for autonomy. A couple of months after I started, I was placed in charge of running weekly status reports for each shareholder. The previous method of running reports involved massive amounts of manual effort. I had an idea where the reports could be exported and used to create Excel reports. When I asked him about changing this process, he took the time to listen to me. He asked questions regarding the pros and cons of this proposed change. After hearing my argument, he asked the other shareholders to approve a change in the reporting procedure. Though I was new to the firm, he showed that he trusted my opinion and believed in my ideas. The idea of upward communication and listening was evident in various staff meetings throughout my tenure at the firm. He cared about what the employees had to say.

About six months before I moved to Florida, my boss at the firm was diagnosed with breast cancer. This unfortunate instance showed me how much this shareholder wanted to connect with his followers emotionally. He was extremely supportive of her and her family and even delivered food and other supplies to her house several times while she was out of work. However, he was not only supportive of her, but also supportive of me during this time. The accounts receivable office was very small, so we were the only two in the department. Her absence left me to do all of the work in the department. He made a point to check on me every day that he was in the office and even took me to lunch a couple of times to get me out of the office for a bit. His support of both of us in the department was overwhelming.

When I decided to move to Florida, he was also supportive. He wanted to know exactly where I was moving to determine if he had any contacts in the area to help me find a job. He also pushed the other shareholders to allow me to work remotely until I found full-time work. Once I did find a job, he sent an email every couple of weeks to make sure I was adjusting to my new environment. This individual proved that great leadership is found in the emotional relationship that is built with followers, not the fact that he was a shareholder of the firm.

On the other hand, I have also worked for a leader who valued production and power over the employee, which created a less coveted work environment. This individual was a micro-manager who did not allow autonomy in the workplace. I once asked if I could change a spreadsheet so it would be easier to read and comprehend and they told me that they developed that system, so no, it could not be changed.

Unfortunately, my director was so concerned with power that they did not take the time to care about the emotions of their employees or build a trusting relationship. When I began working for her, her ‘followers’ consisted of four men. At one point, a discussion took place regarding updating the department and building each accountant an office. In a private meeting, she told each of us that we would never have an office under her command as she was the boss and she deserved an office while we deserved our cubicles. She was also bad about taking the work completed by her followers and claiming it as her own. This created an untrusting relationship with her followers.

In describing a dissonant leader, Boyatzis & McKee (2005), discussed a leader who continued to revert back to a form of leadership that had previously been successful. My previous director also had this habit. Each time a new issue came up she would discuss how she would handle this type of situation at her previous organization. She did not take the time or make the effort to connect emotionally with the culture or policies of the new organization.

Not long after I was hired, I was asked to complete board reports that my director would present. The second time I was asked to do reports for the board, she asked me to alter some numbers because the board had questioned some of the line items. I was appalled and said that I could not make these changes. I am not sure if she altered the numbers herself, but I do know that instance created a barrier between us. I could no longer trust her and she said that she could not trust me because I was insubordinate.

The exercise offered by Boyatzis showed me that leadership is more than just the person or idea as it is about creating relationships (Andre, 2014). One thing I was surprised about while completing the exercise is how much easier the negatives came to mind as the list was much longer for my ‘bad’ boss than it was for my ‘good’ boss. It is weird how we remember the bad much easier than we do the good.

I have always attempted to create bonding relationships with my coworkers not knowing the effect it can have as a leader. This exercise taught me that working to create a relationship is a great start to becoming an effective leader. I must also be aware of my emotions as emotions are contagious (Boyatzis & McKee, 2005). Reflecting on my time with these two ‘leaders’ made me understand that a leader who exudes positive emotions is much more likely to be effective than a leader who only cares about the job while spreading negative emotions. As Simon Sinek said, “A boss has the title. A leader has the people” (Inspirational quotes, 2015, n.p.).

 References

Andre, L.N. (2014). 1.1 module 1.1 what is great leadership? [Video File]. Retrieved from https://www.youtube.com/watch?v=lrtnP390QCc

Boyatzis, R. & McKee, A. (2005). Resonant leadership. Boston, MS: Harvard Business School Publishing.

Inspirational quotes. (2015). Retrieved from http://www.inspirational-quotes.ca/quotes/simon-sinek/

A521.9.3.RB- A Different Kind of Leader- Trey McNeil

I must admit that I did not look forward to this class. I have always been a poor communicator and I thought that the process of learning about the areas in which I struggle would be disheartening. However, this class helped me understand some of the areas that I lack and provided guidelines and a map to correct my negative tendencies. Denning (2011) discussed how language (both verbal and non-verbal) have meaning and this language can be effective in creating actions through storytelling or narrative. The tips and guidelines discussed by Denning (2011) culminated in the description of a different kind of leader. This type of leader is not necessarily the one who has the best ideas, talks the loudest, or has been employed with the company the longest. The leader described by Denning (2011) is described as an interactive leader.

When I first heard the term interactive leader I thought of the 1980’s game Simon. In the 1980’s Simon was about as interactive as it got and resembled the childhood games Simon says and follow the leader. The handheld game consisted of for buttons that would light up in a random sequential order. The participant must push the buttons in the same order as they lit up or would be subject to losing the game. Reminiscing about this game brought two thoughts to my mind. First, toys have come a long way since I was a child. Also, leadership has evolved since the prominence of the game Simon. 

Of course, Denning (2011) was not describing a 1980’s childhood game when he mentioned interactive leadership. However, he was discussing a more involved type of leadership with various dimensions. Three of the dimensions listed by Denning (2011) were (a) interactive leaders work with the world rather than against it, (b) interactive leaders build on personal integrity and authority, and (c) interactive leadership does not depend on the possession of hierarchal authority. As I began to ponder how I can become an interactive leader, I thought about how these three dimensions could be incorporated into my vision of leadership.

Denning (2011) stated that the interactive leader allows the world to do some of the work for them. I have traditionally answered to leaders who attempted to control everything in their power. They would set strict rules and regulations that their followers would be asked to obey. These rules and regulations were seen as an attempt to get everything in their power to bend to their will. Though a leader may maliciously plan everything out and believe their manipulation is going to be triumphant, the world does not always go as they thought it would. Sometimes leaders must ride the current in order to produce the best result.

Though I am a planner, my leadership strategy would include allowing the world to do some of the work for me. I do not believe in manipulation or control because I think they take away from trust and respect. I also believe that when Denning (2011) referred to the world, he was not only discussing the economy or environment but the ‘world’ of your organization. The ‘world’ of your organization would include the followers. I believe allowing the followers to have a sense of autonomy and make decisions affecting the strategy of the company is not only a great way to let the world do some of the work but also a great way to connect with your followers.

Denning (2011) stated that another dimension of an interactive leader is disclosing your personal integrity and authenticity. As I have gotten older, I realized the value of disclosing who I am and what I believe in. I feel that transparency is only fair and that if everyone was transparent in the beginning then time and effort could be saved.

Before this week, I thought the transparent side of me just meant that I was comfortable with clarity. However, Denning’s (2011) description of an interactive leader indicates that this characteristic could be considered leadership. Denning (2011) stated that the interactive leader who is open about what they stand for should be rewarded with respect. Four of the values that I would like to see in each of my followers are (a) honesty, (b) trust, (c) respect, and (d) kindness.  As an interactive leader, I would trust and respect my followers in hopes that both a connection and reciprocity would occur.

Denning (2011) also stated that interactive leaders do not depend on the possession of hierarchal authority. In analyzing the dimensions of interactive leadership listed by Denning (2011), this was my favorite dimension. I have worked in two organizations as a professional. Both of these organizations operated under the traditional hierarchal structure. Decisions are made at the top level of management as they saw fit. Strategical changes that occurred were made without the input of lower level employees.

As an interactive leader, I would allow for the voice of all employees to be heard no matter their place in the hierarchy.  Actually, as a leader, I would like to create a culture that eliminated the organizational hierarchy, but that is a different blog and a different story. According to Obolensky (2014), nearly sixty percent of all strategic ideas or solutions come from lower level employees. If more than half the strategic ideas come from the bottom of an organization, why are more leaders not interested in listening to what they have to say? Denning (2011) stated that any employee who can simplify the direction or configuration of the organization is, in turn, providing leadership. Not only would I like to be an interactive leader by allowing all levels of the hierarchy to have a voice, I would like to implant a culture where each voice was recognized as a form of leadership.

References

Denning, S. (2011). The leader’s guide to storytelling; Mastering the art and discipline of business narrative. San Francisco, CA. Jossey-Bass.

Obolensky, N. (2014). Complex adaptive leadership: Embracing paradox and uncertainty (2nd ed.). Gower.

A521.8.3.Cornerstones of Speaking- Trey McNeil

Storytelling is not something that everyone gets right all the time. I have been in situations where the stories I have tried to tell fall flat and also have been the recipient of stories that miss their mark. Though we may think we are great storytellers and communicators, we could always become more engaging and entertaining storytellers. This week I had the pleasure of viewing two videos regarding how to tell a great story while gaining and keeping the attention of the audience. In the video entitled “How to speak so that people want to listen”, Julian Treasure offers his seven deadly sins of speaking and his four cornerstones of communication (Quicktalks, 2016). The video entitled “Kevin Hart’s 3 Secrets to Hilarious Storytelling” discusses three tips to great storytelling (Charisma, 2016). The concepts and ideas discussed in these two videos will be useful for any future storytelling or presentations that I must perform.

Two of the deadly sins that Treasure hinted to stay away from were exaggerations and excuses (Quicktalks, 2016). Most people view the things that happen to them in two ways. An individual with an external locus of control believes things happen due to fate, chance, or luck where an individual with an internal locus of control believes the things that happen to them were a result of the choices they made (Bailey, 2014). Though I have an internal locus of control, I still tend to make excuses from time to time. Treasure stated that “some people have a blame thrower” (as cited by Quicktalks, 2016, 0:30).

I would not consider myself a blame thrower, but I have noticed times where I do not accept the consequences of my actions and try to pin them on bad luck. I must be accountable, but also must be aware of the instances where I am not accountable so this deadly sin can be eliminated. If I eliminate the excuses in my daily life and conversations, then I will not incorporate them into future presentations. 

Another habit that I have is using exaggeration as a way to capture the attention of my audience. However, Treasure stated that exaggeration can be demeaning to our language (Quicktalks, 2016). In future conversations, I must be cognizant of the times I exaggerate as a method of gaining attention. Instead of embellishing, maybe I could tell a joke as a method of apprehending the attention of my audience.

Kevin Hart is not only a great entertainer; he is also a magnificent storyteller. Three tips to becoming a great storyteller are (a) do not start a story before gaining the attention of the audience, (b) committing to your story, and (c) experimenting with the content (Charisma, 2016). At one point in the video, Kevin Hart was sitting with several men who were all talking over each other. Kevin wanted to say something but when he began his comment, he was cut off. Instead of continuing his story, he waited until the individuals were silent and looking at him. He was able to capture their attention before he began his story which allowed his words to have a greater impact.

McKay, Davis, & Fanning (2009) stated that during a speech you must be aware of your audience. While delivering your speech, watch your audience for frowns, restless movements, laughter, people looking at their phone, or people talking amongst each other. Kevin Hart showed that he is an expert regarding the audience. He is able to take their actions or reactions and use it to his advantage while telling his stories. This is an area in which I struggle! I mentioned in this week’s discussion that paying attention to the content instead of the audience allows me to reduce my stage fright. Though ignoring the audience may help me get over my fear of presentations, it does not help to create an entertaining story or presentation. I may be able to increase the strength of my presentation and also maintain the attention of the audience if I watch and listen to their reactions.

McKay et al. (2009) stated that over fifty percent of the impact of a message is measured by body movements and facial expressions. So, over half of the meaning of your words are judged by your non-verbal cues! Kevin Hart is able to commit to his stories with gestures, body language, and by incorporating characters. The body language he uses in his stories is in line with the message he is attempting to deliver. Body language is not one of my strong suites. I have been told many times by my family, friends, or girlfriend that my words are not in line with my non-verbal cues. I may say that I am happy to be somewhere but my closed body language indicates otherwise. I must be careful when telling stories or delivering presentations in the future to be aware of my body language. If I am constantly sending mixed messages then I could lose my audience early in the presentation.

McKay et al. (2009) stated that the face is the most expressive part of the body. I do not have a habit of using facial expressions to convey a message, so I must be more cognizant of the message it is sending. Kevin Hart and other great comedians or storytellers utilize their face to drive home their point. Horton (2016) discussed the power of facial expressions used by Stephen Spielberg to create great stories. Remember the look on the face of the children in Jurassic Park when the dinosaur was chasing them. You can say ‘I am scared’ but the look of fear on an individual’s face is much more impactful. I must work to incorporate my message in my facial expressions.

McKay et al. (2009) argued that gestures are also an impeccable method to convey your message. Kevin Hart uses gestures in order to get the full impact of his stories (Charisma, 2016). As he is speaking he is moving his hands in order to draw attention to what he is saying. His gestures become an ally utilized to strengthen his message. I have a habit of not using many gestures while talking. In order to strengthen my storytelling and future presentations, I need to take a page from the great storytellers and incorporate gestures into my delivery.

The final tip to become a great storyteller like Kevin Hart is to experiment (Charisma, 2016). The reason individuals such as Kevin Hart and Amy Schumer are so spot on in their storytelling is that they have experimented and practiced their jokes in an effort to understand what gets a reaction. They take note where people become intrigued by their story and make sure to recreate that moment the next time they tell the story. This is a tip that I could use in developing my communication and storytelling skills. If I am able to understand what makes people laugh or what creates interest in their mind then I can use this information to become a better communicator and presenter.

As I watched the two videos and completed the readings this week, I began to wonder how I capture the attention of my audience when I am speaking or presenting. I began to contemplate if I pay attention to my timbre and register as mentioned by Treasure (Quicktalks, 2016). Do I use facial expressions and gestures to grab the attention of the audience? As revealed earlier in this post, no, I do not. I came to the sad conclusion that I do not make an effort to gain the attention of the audience. I have always been so worried about getting through the presentation that I have not worried about how the presentation was received by the audience. I have always been more concerned with me than I was with the audience. This is something that must change moving forward. I am hopeful that I can utilize some of the tips offered to not only gain the attention of the audience but hold their attention while delivering an effective presentation.

References

Bailey, S. (2014). How changing your mind can make you feel happier, earn more and live longer. Retrieved from https://www.forbes.com/sites/sebastianbailey/2014/09/17/how-changing-your-mind-can-make-you-feel-happier-earn-more-and-live-for-longer/#7e2358f915e6

Charisma on Command.  (2016). Kevin Hart’s 3 secrets to hilarious storytelling. Retrieved from https://www.youtube.com/watch?v=vn_L4OPU_rg

Horton, A.P. (2016). Worth a thousand words: Facial expressions and the storytelling of Steven Spielberg. Retrieved from https://filmschoolrejects.com/worth-a-thousand-words-facial-expressions-and-the-storytelling-of-steven-spielberg-825bf835150c/

McKay, M., Davis, M., & Fanning, P. (2009). Messages: The communication skills book. Oakland: New Harbinger Publications, Inc.

Quicktalks. (2016). How to speak so that people want to listen | Julian Treasure (Ted Talk Summary). Retrieved from https://www.youtube.com/watch?v=dEkEAFaV818

A521.7.3.RB- Secret Structure- Trey McNeil

For most Americans, presentations are not something we excitedly volunteer for. In fact, not only are most Americans not eager to give a speech, they face some sort of fear or anxiety prior to and during the delivery of their presentation. According to Statistics Brain (n.d.), approximately seventy-four percent of people suffer from a fear of public speaking which is known as glossophobia. I am a portion of the seventy-four percent as I have a colossal fear of giving presentations. I know individuals who freely make presentations at the office; in fact, they like to give presentations. I, on the other hand, have only made presentations when required by school classes or my job.

So, why are so many people terrified of public speaking and presentations?  Morgan (2011) stated that most people fear presentations due to the adrenaline we get from the presentation. I can attest to adrenaline being a factor in regards to my fear of public speaking. My heart is always pounding and I tend to fidget when I speak publically. Morgan (2011) stated that the adrenaline could be managed by taking very deep breaths or going for a walk prior to the presentation, which helps to control the fear. Managing the adrenaline could help eliminate the fear of public speaking.

This week I had the pleasure of viewing a 2011 TED Talk by Nancy Duarte entitled “The Secret Structures of Great Talks”, which offered a different view on delivering a great presentation. This is a video in which I thoroughly enjoyed! Not only did this video offer great techniques and structures that construct a great speech, it also offered great life advice. We have all encountered roadblocks in our lives. We have had bad luck or received bad news that could cause us to get discouraged. “We self-sabotage our own ideas, we just butt up against the roadblocks, and butt up against the roadblocks instead of choosing to let the struggle transform us and choosing to go ahead and have a dream and make it real” (Duarte, 2011, 16:22). This video reminded us to persevere as we reach for our dreams and share our ideas.

Duarte (2011) stated that we all can change the world because we have the most influential device known to man- an idea. All ideas have the potential to be powerful, but they have to be shared in order for them to be influential. Duarte (2011) also reminded the audience that the presenter is not the star of the show. The audience is the hero and star of the show and the presenter must act as the mentor to guide the audience in the right direction. So, how do we keep the audience interested while we guide them toward our life-changing idea? According to Duarte (2011), the answer is by crafting our presentation out of a story.

How many of us have attended a presentation where we were barely able to keep our eyes open? I know I have painfully sat through many presentations where I wished I was in a cartoon so I could draw eyes on my eyelids and take a well-deserved nap. Now, think of the presentations where you were entertained and are able to remember the idea of the presenter. What was the difference? More than likely, the presentation you remember was crafted like a story. This presentation more than likely also affected you emotionally.

Duarte (2011) went as far as to develop a diagram of what a great presentation should look like. I began to laugh when she showed the diagram and it resembled the old game ‘snake’ that I used to play on my cell phone. However, when she described her diagram, it began to make sense to me. Duarte (2011) argued that, just like a story, a presentation should have a beginning, middle, and end. The beginning should describe the current state of ‘what is.’ The end of the presentation should discuss ‘what could be.’ The presenter should work to help the audience understand how great the world could be with their idea. The middle of the presentation should alter between the present and future. 

The presentation also contained an overview of two famous speeches made by Steve Jobs and Martin Luther King, Jr. in relation to the diagram (Duarte, 2011). She talked about how both men began their speeches with a conversation of the present. Martin Luther King, Jr. discussed the oppression of African- Americans and Steve Jobs discussed current cellular phones. Both men altered from the present to the future while grabbing the attention of the audience. The speech delivered by Jobs was full of laughter, awe, and ovation and the speech delivered by King was captivating and emotional for the audience. Both men ended by describing the future. King described his dream for America and Jobs revealed the iPhone and promised that Apple would continue to be innovative while creating any phones in the future.

After watching the presentation delivered by Duarte (2011) and listening to her description of a great talk, I began to ponder how I could use this information to become a better and livelier presenter. I will be turning in a presentation for a Masters class soon and began to wonder how these tips could help to bolster my delivery. I do not consider myself to be as great a speaker as Martin Luther King, Steve Jobs, Winston Churchill, or Hillary Clinton, but maybe I do not have to be. If I can strengthen my delivery with the help of Duarte (2011), then maybe I can be successful in sharing my idea.

I have a bad habit of being monotone during speeches. When I took a speech class in college, my best friend happened to be in the same class. After one of my speeches, he poked fun at me for sounding like Ben Stein in Ferris Bueller’s Day Off. (Admit it. You are picturing Ben Stein right now saying Bueller… Bueller.) He said that my presentation lacked life and even his mind began to drift. Part of this habit of being monotone and non-emotional comes from my fear of public speaking. However, if I am able to deliver my presentation in the form of a story and have confidence in my technique then I should be able to shed the fear and deliver a better presentation.

Another tip that I will try to use in future presentations is the technique of going between the present and future in my story. When I think back at some of the presentations I have given I realize that I usually discuss how things are now for the first half of my speech and then switch gears to how things could be for the remainder of the speech. I have not attempted going back and forth throughout my story. If I am able to traverse between the ‘what is’ and the ‘what could be’, my presentations should become stronger.

When I think about some of the great speeches in history they all have one thing in common- they somehow affect the audience emotionally. I am sure there were chills on the spines of many individuals when John F. Kennedy Jr. told America that we went to the moon. Another speech that comes to mind is the Hall of Fame induction speech of Bob Ueker. I do not know Ueker form his playing days and am not a Milwaukee Brewers fan, so I have never listened to him call a baseball game. However, his comedic timing and the emotion he brought out of the audience during his Hall of Fame speech is unforgettable. Duarte (2011) reminded us that getting the audience involved or sparking some sort of emotion is a key to delivering a great presentation. I hope to follow in the footsteps of these great storytelling presenters in future presentations.  

Finally, Duarte (2011) reminded us that we may not all be able to change the world. We will not have the opportunity to give a speech that matches the meaning of Dr. King’s ‘I have a dream’ speech. However, she stated that we do have the opportunity and power to change ourselves. I felt the pain as Duarte (2011) described her unfortunate childhood. She told this story not to make the audience feel bad for her but to prove how change is possible. The presentation I must deliver next week is based on my future story. I must remember to not let the roadblocks stop my ideas or goals. I have a history of delivering less than powerful speeches. But, if I believe in the material and use the steps offered this week, then I can change my story and create a speech that delivers my idea.

References

Duarte, N. (2011). The secret structure of great talks [Video File]. Retrieved from https://www.ted.com/talks/nancy_duarte_the_secret_structure_of_great_talks

Morgan, N. (2011, August 11). Why we fear public speaking and how to overcome it. Retrieved from https://www.forbes.com/sites/nickmorgan/2011/03/30/why-we-fear-public-speaking-and-how-to-overcome-it/2/#5334bae049ea

Statistics Brain. (2016, September 03). Fear of public speaking statistics. Retrieved from http://www.statisticbrain.com/fear-of-public-speaking-statistics/

A521.6.4.RB- Sustained Change- Trey McNeil

This week I was introduced to the concept of the burning platform. Before I watched this week’s video, my initial thought was that this seemed like an interesting concept, and my first thought was correct. Daryl Conner said that he got the idea to use the term burning platform in a leadership sense from watching a news story about a man forced to jump from a burning oil rig. (replymc, 2010). The man stated that he realized he had to make a decision. If he stayed on the oil rig he faced inevitable death but if he jumped the fifteen stories to the water he only faced probable death. That is a decision that I hope I never have to make! Luckily the gentleman lived and his news story helped to devise the leadership method known as the burning platform.

Conner stated that the concept of the burning platform has been misconstrued by leaders and he blamed himself for this misunderstanding. (replymc, 2010) He said that the concept is not linked to either a life or death situation or fear. Instead, the idea is about creating a sustained change. The burning platform is not about utilizing fear as a way to sustain change but about getting the followers emotionally involved so they believe in and sustain the change idea. “When people believe the price of the status-quo is dramatically higher than the cost of the transition they are willing not to just get into the change- they’ll actually sustain it” (replymc, 2010, 5:55).

After watching the video, I began to wonder if I had ever been in a situation where a change idea was offered in which a burning platform could have been used as a method to sustain change. I would like to say that I had an exciting story where the employees had to change their actions or risk the organization shutting down. I wish I could offer a personal story that followed the pattern of the news story watched by Conner.  But alas, I do not have an overly exciting story of an organization that was forced to adapt sustained change. However, I do have two examples that show the importance of creating a burning platform.

When I was in high school, I accepted a job at a local barbeque restaurant named Gridley’s Barbeque. I started washing dishes, made my way to busboy, and then eventually worked on the to-go counter. In the food hospitality business, one area that must be watched closely is food allergies. According to Held (2017), less than four percent of Americans have food allergies, but these individuals must be served with extreme caution.

Not long after I was moved to the to-go counter, the restaurant manager called a staff meeting. He stated that recently there have been questions from certain customers about the ingredients used in the preparation of the dishes. He stated that has been asked if a certain item has milk, peanuts, or wheat. The restaurant staff was told that in these situations we would now need to ask a manager to speak to the customer and let them know the ingredients of the dish in question. In this example, there was no personal emotion for the followers. There was no realization that the status-quo was more costly than the cost of transition. (replymc, 2010) I honestly do not even remember an instance where I asked a manager to speak to a customer because the concept only suggested a change. It did not have the factor that allowed us as restaurant staff to buy in or endure the suggested change.

When I was a freshman in college, the barbeque restaurant closed down and I got a job at an Italian restaurant while attending community college. Once again, I was hired at the to-go counter. About a month after I was hired, the company hired a new restaurant manager. One of his first goals was to have each employee learn the ingredients of every dish offered by the restaurant. He developed and printed out a booklet containing each dish on the menu and every single ingredient for each dish. Each employee had three weeks to learn the booklet and an exam would be administered to make sure everyone did what they were asked to do. Well, this change idea did not go over well with the staff. There were grumblings about the disdain for this new manager and his tactics. Members of the wait staff were in dismay that they would be expected to learn every ingredient in each plate offered at the restaurant. The exams were offered over time and it was evident that the staff did not comply with his requests. Therefore, a mandatory staff meeting was scheduled at 8:00 am on a Saturday morning.

Once everyone begrudgingly arrived at the meeting, the new manager (David) began by saying he understood that this change idea was not taken well by the staff. He said that he understood that he looks like the bad guy and that he may not be like by all of the employees and he was okay with that fact. He then began to tell a story about an instance that occurred at a previous restaurant. Anthony (2010) stated, "the lesson of the burning platform is that it is far better to anticipate the crisis and change your behavior well before the explosion" (para.3). The point of this story was to create a burning platform that anticipated the crisis before it happened. 

According to Conner (2012), an anticipated problem takes place when it is evident that the current methods will create a future issue if they are not altered. David stated that in his previous restaurant the staff was not asked to learn the ingredients in the food they served and that caused a major issue one night. He said that one night a gentleman ordered a desert and specifically asked the young waiter if the desert contained nuts. The waiter told him it did not and served him the desert. Several minutes later the gentleman began showing symptoms of an allergic reaction. His lips, face, and hands began to swell uncontrollably. When the manager went to check on him the gentleman told him that the waiter said that the desert did not contain nuts. Well, to the surprise of both the manager and customer, the dessert contained peanut butter. The manager felt awful and escorted the gentleman and his wife the hospital. Luckily, the gentleman did not suffer serious injuries and the restaurant paid all of his hospital bills. However, a lesson was learned by both the manager and staff of the restaurant.

From that day forward, all employees were asked to learn the ingredients to each item on the menu. David said that this change was not intended to punish the staff for a mistake that was made or to create additional work. He wanted each of the employees to know that this decision was not intended to be based on fear. He said it this change was developed to help keep the customers safe but also to help each member of the wait staff to become better at their job. Having a deep knowledge of each item on the menu would allow each staff member to better serve the customers. In the end, most of the staff got on board with the change idea. They realized that not accepting the idea could be more dangerous than accepting the change. I mentioned that I did not ever remember going to a manager to question an ingredient at the barbeque restaurant, but I do remember confidently telling customers many times the ingredients of a dish at the Italian restaurant. The burning platform created an emotional and memorable acceptance of change.

References

Anthony, S. (2012). How to anticipate a burning platform. Retrieved from https://hbr.org/2012/12/how-to-anticipate-a-burning-platform

Conner, D. (2012). The four kinds of burning platforms. Retrieved from http://www.connerpartners.com/frameworks-and-processes/the-four-kinds-of-burning-platforms

Held, A. (2017). 3.6 percent of Americans found to have food allergies or intolerances. Retrieved from http://www.npr.org/sections/thetwo-way/2017/06/01/531088344/3-6-percent-of-americans-found-to-have-food-allergies-or-intolerances

Replymc. (2010). Burning platform- The misunderstanding (Part 1of 2) [Video File]. Retrieved from https://www.youtube.com/watch?v=KwRB0sHpN9E

A521.5.4- Core Workplace Values- Trey McNeil

Our values are visible in nearly everything we do. They help define our actions and our beliefs both personally and professionally. Our values also assist in guiding the decisions we make. Hansen (n.d.) developed the Core Workplace Value Assessment Exercise as a guide to help individuals determine the values that are most important to them and compare it to their current or potential place of employment. This week I had the pleasure of completing the assessment in an effort to define my five core values.

I determined that my five core values were (a) the opportunity for balance between work life and family, (b) integrity and truth, (c) autonomy, (d) stability and security, and (e) friendship and a warm working environment. Each of these values is extremely important to me and most are visible at my workplace.

During my first day at my current job, I was asked to attend a luncheon. The first day is usually full of orientation activities, but I happened to start on a day when the Executive lunch was taking place. One of the attendees was the former president of the college. He made his rounds introducing himself to the approximately five new employees. We began talking and he asked about my personal and professional background. As the conversation was coming to a close, he said something that has stuck with me for nearly ten years. He said to remember that this job is not our lives. He said he had a life outside of his work and her name is Linda.

Though we have changed presidents a couple of times since then, his words still radiate with me. He was hinting to me that work/life balance must remain a goal to limit the stress of our jobs. According to Blanding (2015), workplace stress causes nearly 200 billion dollars in health care cost each year. My department is good about attempting to limit our stress. In my opinion, a balance between work and family is not only beneficial to the employee but also the employer.

According to Bunting (2016), a survey of over 100,000 individuals showed that honesty was the most valued leadership quality. I believe strongly in integrity and honesty. Integrity and honesty are the building blocks of trust and I find trust crucial in both personal and professional relationships. Everything is simpler when the truth is involved. I would rather go through the difficulty of having a truthful and honest conversation with someone than I would to be dishonest with them. Lies become difficult to keep up with. I have worked for individuals that have a different thought process and found it unappetizing. My supervisor now is honest and truthful with her followers and those actions create a great working environment and a trusting relationship.

I have the belief that a follower should be allowed autonomy in their work. If an individual has a track record of getting the job done and beating deadlines then they should be allowed to work in a manner that best suits their style.  I have worked with individuals who allow their followers empowerment and autonomy and I have worked with people who felt the need to micromanage and watch their followers like a hawk. I felt more productive and free when I was allowed a bit of autonomy. As Whetten and Cameron (2016) stated, “Empowered people have a sense that when they act, they can produce a result” (p. 370).

Stability and security are other values that I hold dear to my heart. The preparer in me wants to make sure everything is steady and safe before it can be trusted. Both my dad and my stepmom are in the car business. When I was growing up they made a great living, but there were those months where business was slower than normal so their income was reduced. This is the sole reason I did not venture into a sales career. I did not want the stress that comes with an inconsistent monthly wage. My current job offers consistent pay, health benefits, and is in the stable field of education.

We spend more time interacting with our co-workers during any typical week than we do at home with our families. So, why wouldn’t we want to build friendships and a warm working environment with our co-workers? I find it important to work in an environment that allows for friendships and strong rapports to be developed. I have worked in environments that seemed to be cold and unfriendly and I did not find myself very productive. According to Mossman (2013), a happy employee tends to be more productive. Luckily, I work in a department that allows for friendship and comradery. We have a monthly breakfast meeting and the Vice President urges friendship among the department as she sees us as more of a family.

According to Denning (2011), four types of values exist in organizations today including (a) the values of the robber barons, (b) the values of the hardball strategist, (c) the values of the pragmatists, and (d) genuinely ethical values. I began to think about which set of values would best describe my organization. If I were to label my department, I would say that the genuinely ethical values exist. First, we are in the accounting and finance department so if we are not ethical then we could get in a lot of trouble! Also, the current VP has developed a culture that cares about the employees. “They imply treating their stakeholders as ends in themselves, not merely means to make money” (Denning, 2011, p. 131). This statement describes the culture that my VP has attempted to create in our department. The department consists of upward communication, trust, autonomy, and loyalty.

Unfortunately, my organization as a whole does not hold the same values as my department. If I were to rate the organization’s values, I would say that they would fall into the values of the pragmatists. The organization does not do all it can to win with no regards for culture like a hardball strategists or robber barons. The organization does hold values that instrumental in the business strategy (Denning, 2011). The organization values the students and therefore most decisions are made with the students in mind. According to Denning (2011), values are a key to long-term survival. I believe that the students are the number one priority but the employees must also be heard and appreciated.

In a previous assignment, we discussed the rumor mill in an organization. I have heard individuals say that the college does not care about their about their opinions. They say they have suggested actions that would be helpful to both the students and employees and their suggestions have fallen on deaf ears. When people begin to talk in a negative manner about the organization, then rumors begin to start. Maybe the college as a whole could also focus on organizational wide communication. The value of being listened to and appreciated goes a long way in creating productive and trusting employees. 

References

Balnding, M. (2015). Workplace stress responsible for up to $190B in annual U.S. healthcare costs. Retrieved from https://www.forbes.com/sites/hbsworkingknowledge/2015/01/26/workplace-stress-responsible-for-up-to-190-billion-in-annual-u-s-heathcare-costs/#6586db30235a

Denning, S. (2011). The leader’s guide to storytelling; Mastering the art and discipline of business narrative. San Francisco, CA. Jossey-Bass.

Bunting, M. (2016). Honesty:  The single most important leadership value. Retrieved from http://www.theceomagazine.com/business/honesty-the-single-most-important-leadership-value/

Hansen, R.S. (n.d.). Core workplace values assessment exercise

Mossman, J. (2013). Employee-friendly workplace culture a key to company success. Retrieved from http://www.denverpost.com/2013/04/06/employee-friendly-workplace-culture-a-key-to-company-success/

Whetten, D. & Cameron, K. (2016). Developing management skills (9th ed.). Upper Saddle River, NJ: Prentice Hall/Pearson

A521.4.4.RB- Listening- Trey McNeil

This week I had the privilege of watching the short video entitled Tom Peter’s Leadership Thoughts: Listening. In this video Peters (2009), discussed the fact that the patient is the best source for a doctor to cure an ailment, however, on average the doctor only allows the patient to speak for 18 seconds before interrupting them with their thoughts. Eighteen seconds? There is a chance that the patient has not described all of their symptoms if the doctor interrupts after only 18 seconds. I know they are busy, but physicians should listen to patients in order to create the best diagnosis. Physicians are not the only group that should listen as leaders have a tendency to become 18-second managers too.

Last night, my girlfriend asked if she could watch the video with me because she enjoys learning new material and had not had the opportunity to see this video. After watching the video, she told me an instance that occurs every so often at work where she becomes an 18-second manager. I began to wonder if I am guilty of being an 18-second manager. I thought for a while and was not able to come up with a time that I was an 18-second manager but thought of times where someone has been an 18-second manager to me.

About 45 minutes later, I was discussing a completely different topic with my girlfriend. I asked her a question and as she started to answer I began interjecting my thoughts on the subject. We both stopped mid-sentence as alarms went off in my head. I realized that I had just become an 18-second manager. Oh no, there are times when I am an 18-second manager! I racked my brain less than an hour prior to this occurrence without coming up with an example and there it was right in my face. My point is that most people may not know they are guilty of being an 18-second manager- I know I didn’t. Peters (2009) stated that most likely 7 out of 8 people do not know they act in this way. Are there times when you are an 18-second manager? What can we do to limit these occurrences? Peters (2009) said that the answer was simple- listening before responding.

As I previously mentioned, I did recall an instance in which I was the victim of an 18-second manager though I was not aware until last night that was the name to describe their activities. As an accountant for the Foundation, I deal regularly with the fundraising staff in the Foundation and one individual has a habit of being an 18-second manager. There are times where I will get a call questioning the activity on a report, how to run a certain report, or why a student received a certain scholarship. These are common questions associated with my work and I do not mind investigating the activity to determine the answer. However, when asked these questions, I do like to develop my thoughts and answer before the other individual shares their thoughts.

A recent example took place when they asked me to come over and take a look at a report that was being sent to the State of Florida. They asked me why the report had such a drastic change from the previous year. I sat and thought for a couple of seconds and as I was beginning to answer they rattled off about five options of why they thought the report had changed.  I did not even have time to develop a response before I was bombarded by multiple possibilities. I was not able to give them my opinion before validating their opinions and discussing why I do not think that they were causing the problem. I eventually told the person I would think about it for a minute and get back with them. I went back to my office and within maybe thirty seconds realized the issue. I do not believe this individual is an 18-second manager on purpose. Maybe they are like me and do not know that their actions can negatively affect both the situation and the relationship.

McKay, Davis, & Fanning (2009) offered several variables of clarifying language because we all experience a situation or the world around us differently. A language pattern that could confine your message is imposed limits. According to McKay et al. (2009) imposed limits are “words or phrases that suggest you have no choice” (p. 112). A call or visit from this individual usually starts with ‘I can’t determine how to…’ A better choice of words would be ‘could you remind me how to run this report as I am having trouble remembering?’ There are no limits that disallow this individual from running the report so using the term can’t is inappropriate.

Another language barrier that is common for an 18-second manager is mind reading.  According to Morin (2016), mind reading takes place when you make assumptions regarding how another person thinks.  There have been multiple occurrences where this individual will say I know that you think data is wrong because of the parameters or dates but I have already made sure they are correct. In this case, I did not think the dates were incorrect, so assuming that I did created beliefs that were untrue (McKay et al., 2009).

A third language barrier that is common is presuppositions. According to Merriam-Webster (n.d.), the definition of presupposition is “to require an antecedent in logical or fact” (n.p.). McKay et al. (2009) offered a more understandable definition in stating that a presupposition is a part of a statement that can only be true if the remainder of the statement is true. For instance, if my coworker stated that I was frustrated the last time she asked about a report, so she was hesitant to ask this time, then a presupposition was used. This is a statement that has been used by this coworker and I have clarified that I was not frustrated and do not mind helping out when needed.

The history of my coworker being an 18-second manager has negatively impacted our relationship in that I am now hesitant to answer their calls. I feel bad not answering the calls but have discovered that listening to their message and thinking about a solution is a better process than dealing with the 18-second management. I am able to come up with a solution and call her back which saves both time and energy.

My intention of this post was not to talk negatively about my coworker. I am sure there are other 18-second managers in my department, circle of friends, and even family.  Instead, it was to show how easily we can become 18-second managers. We most likely all do it frequently or have done it at some point, so, we must become better listeners before responding. Peters (2009) stated that we must practice listening just like we would sports or a piano. I intend to become more cognizant of when I and others around me are acting like 18-second managers. Maybe I can use clarifying language to help them understand their actions.

References

McKay, M., Davis, M., & Fanning, P. (2009). Messages: The communication skills book. Oakland: New Harbinger Publications, Inc.

Merrima-Webster. (n.d.). Presuppose. Retrieved from https://www.merriam-webster.com/dictionary/presuppose

Morin, A. (2016). 9 mistakes that make you a bad listener. Retrieved from https://www.inc.com/amy-morin/9-bad-habits-that-prevent-you-from-being-a-good-listener.html

Peters, T. (2009). Tom Peter’s leadership thoughts: Listening [Video File]. https://www.youtube.com/watch?v=IwB7NAvKPeo