A633.6.4.RB_MaceRoyce
Critically think about how strategy is formulated in your organization and include both upward and downward leadership. Now, considering all of the readings in this module and the learning exercises regarding upward and downward leadership; reflect on the diagram (figure 9.5; p.152) "the vicious circle for leaders".
Does this happen in your organization? What are the effects on the organization? Create a new circle that would promote strong followership and even leadership at the lower levels of the organization. Ensure that this reflects the actions and involvements of all significant departments such as; Sales, Marketing, Finance, Accounting, Operations, Marketing, and Distribution.
As I have eluded to in the many discussions, reflection blogs, team assignments, and general assignments throughout MSLD 633, upward and downward leadership is starting to pull through and improve throughout my organization. Placing the right people with the ability to properly utilize the communication and strategy techniques learned throughout MSLD 633 has been key in this endeavor. By opening up the strategic vision and allowing it to be owned by all personnel, the organization is able to strategize based on the needs of those at all tiers of the leadership pyramid. Our organization theme for the year was echoed by the commander and is "Communicate... The mission."
In utilizing this theme, the organization set a goal in which it asks all members to communicate the end goal which is "accomplishing the mission". The mission of the organization is to provide air traffic control services to any flying customer, anywhere in the world, and do so within 24 hours. Communicating this mission ranges from telling prospective recruits about our mission to telling other military members about our mission, and also communicating amongst or organization's members as to what is needed form each other to accomplish this mission. This is essentially our strategy moving forward in order to sustain a healthy organization in terms of numbers, educate other organizations on our mission, and communicate effectively within the organization what we need from each other to make operations run smoothly.
Since this theme was implemented in the beginning of the year 2016, there has been a noticeable difference in the way members communicate to not only those inside the organization, but outside the organization as well. More efforts have been made to tell both civilians who are prospective recruits and military members from other organizations what we bring to the table as a unit and how our unit is vital to the state of Oregon and the U.S. Military. As an Air National Guard unit, we must always be prepared and communication is key in ensuring we are ready to perform our mission. Communicating throughout our community (both military and civilian) and communicating with each other helps to ensure that our strategy of communicating the mission is carried out thoroughly.
In order to simplify the rules (both operationally and behaviorally) as Obolensky (2014) suggests, we can create a new circle for all sections of the organization that creates more opportunity for the follower to challenge the leader. The original circle remains intact with a few additions to initiate dialog and hold both parties accountable for upward and downward communication:
Steps one through five can be combined in two simplified steps:
Step one: When the circle starts and step 1) "the follower ask for advice - demonstrates low skill to leader", the leader should create dialogue with that follower as opposed to step 2) "getting concerned". The leader should ask the follower where their training stands and what can be done to improve their ability to do the task. This could involve retraining, asking their immediate supervisor (in order to avoid skipping the chain of command), or simply rethinking the task before initiating help from the leader. This all helps the leader avoid step 3) where "the leader takes a more hands-on approach" by initiating the follower to think on their own an empower them to make choices on their own, but also letting them know that if they hit a wall that they can always come back for advice. This new first step can be called "The follower asks for advice and the leader creates a dialogue/empowerment".
Step two: The follower now felling more empowered, reevaluated their current predicament. They start thinking of ways to approach the task. Can they retrain on a task item, ask a fellow co-worker, or simply work the issue until a bit of frustration sets in? This replaces step 4) "Follower's confidence lowers". From there they can at least build the confidence knowing that they thought critically about all aspects of completing the task, but have hit a dead end. This leads replacing step 5) "Follower thinks he/she has to defer more". This new step is now called "The follower doesn't give up easily and gains new confidence by tackling the task head on knowing the supervisor has their back". These two steps take a strong leader to follow, but can be accomplished with a lackluster follower. In the end, this helps both parties learn from each other and communicate issues.
References
Obolensky, N. (2014). Complex Adaptive Leadership: Embracing paradox and uncertainty.
Burlington, VT: Gower Publishing Company.
Does this happen in your organization? What are the effects on the organization? Create a new circle that would promote strong followership and even leadership at the lower levels of the organization. Ensure that this reflects the actions and involvements of all significant departments such as; Sales, Marketing, Finance, Accounting, Operations, Marketing, and Distribution.
As I have eluded to in the many discussions, reflection blogs, team assignments, and general assignments throughout MSLD 633, upward and downward leadership is starting to pull through and improve throughout my organization. Placing the right people with the ability to properly utilize the communication and strategy techniques learned throughout MSLD 633 has been key in this endeavor. By opening up the strategic vision and allowing it to be owned by all personnel, the organization is able to strategize based on the needs of those at all tiers of the leadership pyramid. Our organization theme for the year was echoed by the commander and is "Communicate... The mission."
In utilizing this theme, the organization set a goal in which it asks all members to communicate the end goal which is "accomplishing the mission". The mission of the organization is to provide air traffic control services to any flying customer, anywhere in the world, and do so within 24 hours. Communicating this mission ranges from telling prospective recruits about our mission to telling other military members about our mission, and also communicating amongst or organization's members as to what is needed form each other to accomplish this mission. This is essentially our strategy moving forward in order to sustain a healthy organization in terms of numbers, educate other organizations on our mission, and communicate effectively within the organization what we need from each other to make operations run smoothly.
Since this theme was implemented in the beginning of the year 2016, there has been a noticeable difference in the way members communicate to not only those inside the organization, but outside the organization as well. More efforts have been made to tell both civilians who are prospective recruits and military members from other organizations what we bring to the table as a unit and how our unit is vital to the state of Oregon and the U.S. Military. As an Air National Guard unit, we must always be prepared and communication is key in ensuring we are ready to perform our mission. Communicating throughout our community (both military and civilian) and communicating with each other helps to ensure that our strategy of communicating the mission is carried out thoroughly.
In order to simplify the rules (both operationally and behaviorally) as Obolensky (2014) suggests, we can create a new circle for all sections of the organization that creates more opportunity for the follower to challenge the leader. The original circle remains intact with a few additions to initiate dialog and hold both parties accountable for upward and downward communication:
Steps one through five can be combined in two simplified steps:
Step one: When the circle starts and step 1) "the follower ask for advice - demonstrates low skill to leader", the leader should create dialogue with that follower as opposed to step 2) "getting concerned". The leader should ask the follower where their training stands and what can be done to improve their ability to do the task. This could involve retraining, asking their immediate supervisor (in order to avoid skipping the chain of command), or simply rethinking the task before initiating help from the leader. This all helps the leader avoid step 3) where "the leader takes a more hands-on approach" by initiating the follower to think on their own an empower them to make choices on their own, but also letting them know that if they hit a wall that they can always come back for advice. This new first step can be called "The follower asks for advice and the leader creates a dialogue/empowerment".
Step two: The follower now felling more empowered, reevaluated their current predicament. They start thinking of ways to approach the task. Can they retrain on a task item, ask a fellow co-worker, or simply work the issue until a bit of frustration sets in? This replaces step 4) "Follower's confidence lowers". From there they can at least build the confidence knowing that they thought critically about all aspects of completing the task, but have hit a dead end. This leads replacing step 5) "Follower thinks he/she has to defer more". This new step is now called "The follower doesn't give up easily and gains new confidence by tackling the task head on knowing the supervisor has their back". These two steps take a strong leader to follow, but can be accomplished with a lackluster follower. In the end, this helps both parties learn from each other and communicate issues.
References
Obolensky, N. (2014). Complex Adaptive Leadership: Embracing paradox and uncertainty.
Burlington, VT: Gower Publishing Company.
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