A631.6.4.RB- Transformational Strategies

I found the Gallery Furniture case study video to actually be a heartwarming video. It highlighted their transformational strategies and how during a time of crisis they were able to turn the company around, but to me it was more than that. The housing market crashed and sales plummeted. Additionally, another sad turn of events occurred when they suffered a fire that caused the company a massive loss of inventory. From the ashes emerged a leader with a vision to transform and carry the company through the hard times. My favorite part is how it focused on people. This is my bread and butter, everything that I yearn for, a company that does not forget that all we really truly have is each other. They became more customer focused, wanted to provide a better experience that could build a relationship with their clientele, all the while focusing on the people that form the organization. Galley Furniture provided training and incentives, in addition to a wellness program. At the end of the clip Jim McIngvale likens the process to the American dream. It really is though! Investing in people, being part of the fabric of the community, or at least it is what I picture as the American dream. 

Also truly American, in a second video that I watched I found Stanley McChrystal speaking at TED. McChrystal spoke on Army leadership, a role he has had for many decades. The culture of the Army has captured my attention in previous years how each of the members are so engrained and in tune with each aspect of the Army regardless of whether they came up together in basic training or if they are meeting for the first time, which is a powerful testament to what they do. McChrystal accounts his triumphs and tribulations with the biggest call to action in recent history, 9/11 and the post-9/11 world. This unexpected event caused drills and practice to become a reality in a real-time war. His leadership was tested by distance and technology. 

There are several elements in the Brown text (2011) reflect the information from the videos of Jim McIngvale and Stanley McChrystal. The Brown text states that “corporate culture is important because of its relation to organizational effectiveness” (Brown, 2011, p. 403). Both organizations, Gallery Furniture and the Army, are effective because of the culture in which they exist. 

McIngvale determined that he had to make a quick change for the company to become profitable. The Brown text (2011) diagrams a strategy culture matrix to assess the employee’s performance, their strengths and weaknesses, and how to improve in those areas. He envisioned and cultivated a new culture through change management. It was of high importance to ensure that all employees were well trained and would be able to deal with the change. The video shows the use of touch tablets, like an iPad, where technology training was also offered. The learning culture McIngvale created when he decided to found a book on “influencer” training allowed for lasting benefits for the organization, employees, and customers. McIngvale did not dictate the changes, though he could have tried that strategy, instead he created shared values and built consensus versus giving orders. The inclusion of all levels of the organization helped actualize the importance of their goals and values, which set the momentum in place to succeed. Though I would not say that many cultures can touch that of the military in terms of homogeneous culture and strength, I would group Gallery Furniture, once transformed, into a strong culture that that falls under the spectrum of “manage the change.” 

Similarly, the Army culture is deep and fortified in their tradition and values. The Army also has a strong culture that easily translates into organizational effectiveness. McChrystal poignantly discussed the Army Ranger creed, one of nine parts, “I will never leave a fallen comrade to fall into the hands of the enemy”.  McChrystal joked that the vow the Rangers take may be more of a powerful vow than marriage vows.  Every Army Ranger makes this promise to every other Ranger and receives the same promise in return. From what I could ascertain from the video, it seems the Army manages around the culture, a strong culture where there is a strong member commitment to values and a high number of member share the values. This seems reasonable to me since the Army, and other branches of the military, are the epitome of strength, so it would be natural that this is true from the inside out. 

References:

Brown, D. R. (2011). An experiential approach to organization development (8th ed.). Boston: Prentice Hall.

Gallery Furniture: Case Study. (n.d.). Vital Smarts. Retrieved November 23, 2014, from http://www.vitalsmarts.com/casestudies/gallery-furniture/

Stanley McChrystal: Listen, learn ... then lead. (2011). TED: Ideas worth spreading. Retrieved November 23, 2014, from http://www.ted.com/talks/stanley_mcchrystal.htm

A631.5.4.RB- Leading System-Wide Change

Leadership, at least in a muted capacity, has been something I have pondered about since I was young. I would wonder why someone got to be in charge, how they got there, and what steps get you there. The earliest examples of leadership we experience are usually our teachers. During our school years some of our peers rise to be leaders of clubs or associations. Is all leadership positive? There were kids who could captivate a following that perhaps would not be a beacon of goodwill and do-gooder status. Into adulthood our experience with leadership evolves into additional forms. Just as there are many types of people, there are many types of roles for leadership, whether it is at various levels in an organization, a visionary who captures global attention with their ideals or innovative products, political leaders, or moguls who are visible in our ever-growing media based world. Gandhi was a great leader. Oprah Winfrey has been tapped as one, and there are more anonymous individuals that are probably never going to be covered in a magazine or on television, like my director, Robyn, who is a leader just the same. Leadership comes in all forms, just as people do and while it takes some quality ingredients, the recipe changes based on the occasion. 

Different circumstances call for different types of leadership. I do not believe one true mold exists, which is what makes life fascinating. Just when you think it is going to bob it weaves. Someone rises to the top that you did not expect or see coming. Reflecting back to when I was growing up, I was told that certain, specific criteria was the only way, the right way to succeed and if you did not follow it you could count on being left out. With childlike belief, I held onto thinking that you can be different and do not have to do things in a copycat form of those that came before you. Recently I was prompted to consider what is required for a leader to be successful? That is such an enormously daunting question that sets off a chain reaction of supernova-like explosions; a myriad of aspects, combinations, and possibilities to be considered. The rise to the top is quite different than the leadership competencies that are needed and become more important post ascension. Do some leaders need to unlearn some of the habits that got them to the top so they can succeed in their executive roles? I suppose that depends on what it took during the climb.

In my opinion some of the greatest leadership competencies do not necessarily correlate with traditional rise to power strategies. When I envision ambition, tireless resolve, refusal of defeat, steady persistence, strong technical skills, and powerful personalities I blanch at that laundry list. If that is what it takes I am not sure I am cut out for corporate leadership. I would like to think of myself as someone who redefines and creates a different path. Qualities I hold dear are some that I believe should be embodied in leadership such as emotional intelligence, in which I am quite transfixed. I think it is the interpersonal skills that make certain individuals stand out like making connections with others, listening, instilling confidence in others, and coaching. Providing motivation does not necessarily mean providing a rallying speech that fire up a crowd. It can be as simple as being so enthusiastic and passionate that it is contagious. I think something that is overlooked is that you cannot just stand up and say and do everything like it comes from a textbook. You need a point of view and a voice. Other capabilities include acting as a liaison between departments and reaching resolution to solution driven problems. 

When I think about my director, who is my immediate supervisor, I feel hope. She could be described as introverted, I think. She is completely kind and considerate of her team. She is not forceful with us and is able to work with us to be our best selves. Whenever we come to her with a problem, she is able to work some kind of magic to reach through the tangled vines of the hierarchical maze. She is bright and wonderful at her job, but not someone who lobbies for attention or power. I love that she is a leader. She recently returned from maternity leave and I could not be more glad for her to be back, because although we are fairly self-managed, something felt missing from our team. A lost puzzle piece returned, she fills in the blank spot and completes the picture. 

A631.4.4.RB- INSEAD Reflection

When thinking about self-managed teams and leadership, on the surface those two things do not sound like an obvious pairing… How do you lead a self-managed team? Self plus managed equals that it manages itself. No brainer, right? Not so fast. Leadership does not go out of style, it is applicable to basically all things, or at least that is my take on it. The way you think about leading, about leadership, just needs to take on a different shape in your mind so that it can be applied it to various concepts. This is no exception. Self-managed work teams are an “autonomous group whose members decide how to handle their task” (Brown, 2011, p. 349). These types of teams have responsibility and authority to make decisions on how to organize their work without a formal supervision. 

There is a brief video from INSEAD concerning self-managing teams: debunking the leadership paradox. The concept of the self-managed work team is discussed along with how it seems like a contradiction or paradox of leading teams that manage is within the team, which I thought was such apropos wording, clever and worth repeating. These types of teams need leadership but not in the same way a directive style team would. It is kind of like apples and oranges, they are both fruits, but you go about consuming them a bit differently. As self-managed teams are becoming more prevalent; examining the leadership processes made me realize there are major benefits and some drawbacks of self-managed teams. 

Something I see as a major benefit is that the composition of a self-managed team aligns well with members who have a high level of expertise and knowledge. To have such competent individuals would all you to create a high-performance organization if lead correctly. The potential is endless. I feel strongly about self-managed teams and empowering the individuals that are closest to the ‘customer’ of the organization, whether that is a patient, student etc. It can be a powerful tool to creating an experience that does not give way to runaround, a type of efficiency that our technology craving, lightening quick society thirsts for and delivers a process that can be immediate and responsive. 

The downside to self-managed teams seems to be really just nit-picky stuff when weighed in comparison to the benefits and potential. It would not be prudent to micromanage such a team, although not something I would necessarily recommend anyway. Due to the expertise and skill of the members it would actually be rather counterproductive; it would interrupt the processes and workflow put in place by the team essentially negating the concept of a self-managed team. In the video it was likened to being on an “authority balance beam”.  Another drawback is that while the processes were being worked out mistakes or upsets can happen and these need to unfold and play out so that they team can learn from it and adjust their processes until they find what is right and effective. Lastly, avoiding growing an environment where the members are engaged in groupthink would also be important to watch out for because as well-mannered and intentioned being agreeable together may be, it does not move you forward. You cannot get stuck standing still, you have to keep growing and healthy conflict can be a part of that. Teams need to be cohesive and also find ways to challenge each other. 

In a lot of ways I identify with self-managed work teams for the team I am part of at my organization. Though our organizational structure is not flat, we reap the benefits of autonomy in our work. Something that I found shocking when I came on board is that when I interviewed I never spoke to anyone from Human Resources, other than filling out paperwork once I accepted the position. The team interviews and chooses who we want to work with and it is like a dream because we know what types of personalities will blend and what will clash. Something else I enjoy is that if we see the need to change our communications or try something new we can try it and if it works well we implement the process and if it doesn’t we think of how it can be improved. I am not sure we would do as well with what we are tasked with otherwise.

Having been immersed in a self-managed work team, I recognize that if I were to be an effective external manager some of the competencies that I need to develop. I enjoy helping others; I am very hands on and instructive. I feel that through my knowledge sharing that I have a bit of being a teacher in my blood. I also have a great deal of hand holding inside of me because I want to go above and beyond making every detail as easy as possible. I have to remember I am not a concierge and part of learning is not doing the fishing for someone else, so to speak, but teaching them to fish and feed themselves. Allowing myself to pull back and not suit up to take the field and jump in the game would be a huge challenge for me, especially since it is basically much of what I know at this point in time. Leaders of self-managed work teams should possess the ability to get the team formation in place to become self-managed. Beyond that you are there to assist the team to work toward their goal, remove obstacles, and provide training and coaching. It is the type of leadership that does not solve all of the problems for their team but steps aside and allows the team to use problem solving techniques knowing that the biggest responsibility of leadership is to only intervene for odd events, out of left field disruptions and emergencies. 

References: 

Brown, D. R. (2011). An Experimental Approach to Organization Development (8th ed.). Upper Saddle River, New Jersey: Prentice Hall.   

Self-managing teams: debunking the leadership paradox. (2008, September 22). YouTube. Retrieved November 13, 2014, from http://www.youtube.com/watch?v=GBnR00qgGgM&feature=youtu.be

A631.3.4.RB- Feedback and Goals

There are some inspirational examples of those who have accomplished great feats throughout history. Olympic gymnasts particularly come to mind, but also teams that go on to win the Super bowl. There are amazing businesses that have changed technology, like Apple. There are also individuals that are not mentioned in papers and magazines that are reaching their goals with things such as weight loss, running a marathon or following a dream to open a business, even to write a novel. So how do they do it? I do not imagine J.K. Rowling just woke up one day and was like I am going to write a story that will revive reading for those in a younger generation where such things have become increasingly unimportant, and then she sat down and started with the first page and wrote through all seven novels, turned in her manuscript was published and was number one on the NY Times bestselling list just like that. That simple. I have not asked her, but I would imagine she set goals and that she received a ton of feedback from her editor and publishing company, as well as other confidants.

 “The combination of goal setting with feedback on individual performance has a positive effect on performance. In contrast, giving feedback on performance without having previously set goals does not lead to improved performance.” (Brown, 2011, p. 321). If the goal was writing a multi-volume series, you have to start with the first book, from that the first several chapters, developing fully involved characters filled with realistic detail. Setting the goal and getting feedback lets you know if you are working in the right direction and keeps you moving toward the bigger picture. It is probably overwhelming to think about all at once but little by little, all tied together, something great can be gained. Both parts work in harmony to get where you want to go, you need to set the goal and receive feedback. 

From first hand observation I agree with Brown that there are generational differences in the amount of feedback desired by employees. The text (2011) details that younger employees request detailed guidance in their daily work and claim this is an important aspect. “Eighty five percent of younger workers wanted frequent and candid performance feedback compared to only fifty percent for older workers” (Brown, 2011, p. 322). It appears individuals born after 1980, Gen Y, “wanted a lot of feedback… from their immediate bosses and anyone else” (Brown, 2011, p. 322). I work in a team environment and we use target setting. We have a range of ages on our team, though I am unsure specifically who was born before or after 1980, I have a fairly good idea. I was born in 1984, so this helps me gauge my conjectures. 

Goals are given to us as a team in many different categories. During our annual review we also set our own goals usually outside of the team performance goals, but can reflect those, too. Lately the external environment has shifted a bit and we just are leaping and missing every time. It has become frustrating since we have been putting a lot of energy and effort into our work. To motivate us, a number of feedback methods were rolled out. For several weeks our performance was broken down by everyone on the team on a weekly basis so we can see how we are doing as a team and compared to each other. It seems there are certain members of the team that just are not comfortable with that. During private meetings soon after those weeks of feedback we were each asked about our feedback preferences and in what forms do you want to received feedback or praise, private or public. 

I am of the Gen Y persuasion so I tend to want feedback. I do not like to guess what you want me to do or how I am doing, I just want to be made aware so that I can make changes or adjustments. Sometimes it is the case of doing more of the same if something is working out well. Feedback for a Gen Y is the best way to make our blind area, which is known to others, but not apparent to ourselves, revealed. It makes me wonder if this has been something we have conditioned ourselves to require since social media puts everything at our fingertips and you can get likes and comments readily through Facebook or similar sites. When it comes to giving feedback I am also pretty involved with that, too. I am very open to giving praise and appreciation as feedback, so much so that when I get a submarine sandwich made I like to show gratitude and provide some coaching. A common phrase might be, “Thank you for a delicious and wonderful looking sub!” I also do this when I am in the office. I want anyone I encounter to know that I noticed their efforts and like to share positivity. In general people tend to chase what feels good and avoid what doesn’t. Who doesn’t want to be in a place where things are made just a little bit better?

I started the very unofficial “enrollment game” with my team which is me picking an arbitrary number for the week and then everyone trying to add that many enrollments just to see if you can get there. I make a sticky note for everyone that wants to participate and I run around from time to time each week to see how everyone faired. I try to give out stickers for those who make the goal. But since this is supposed to be kind of fun and not tied to anything serious, since I have no formal capacity to actually do such things, I remind everyone of the game’s motto, which I conveniently borrowed from Whose Line is it Anyway? I tell everyone: the points don’t matter and everything is made up. Those that play tend to be proud when they make the goal and said it is motivating. But I do not want anyone to get discouraged if they do not make it, so each week is a fresh start. The number does not build so you don’t dig yourself into a deficit. It is all fun and games, but if it helps us in the end, albeit a little unconventional, then all the better I say! Several things to know about me: I try to incorporate food at every opportunity, I like when things are fun so I am always trying to work that angle, and I love games. 

I am a little funny with my own response to goals, though, especially quantifiable goals. I have them at work and to date, which just may be a sign of the times because this is not specific to my experience of late, I have not made a single goal. We come close but have not hit the goals. This is not exactly celebrated. There has been a lot of pressure lately, particularly the last several weeks. It has been very draining of all of my energy and resources. We have been doing possibly triple the work just to squeeze out a little bit better results. We have altered how we normally do things because the old ways does not seem to be cutting it anymore. When I receive targeted feedback I just feel kind of bad and guilty that no matter how much I care or try that I am not making it. This has physically come to affect me and others on the team. I notice I am losing clumps of hair and are getting stress rashes. I notice the things I prefer to focus on may or may not contribute to the goal, but are the things I can control such as building relationships with students, which is not necessarily easy primarily through email. I like when my students feel noticed for their accomplishments or overcoming their own difficulties with certain courses or subjects. 

What this reflection about my response to goals and feedback says to me is that I like to break down goals into short-term actions. I focus on bite sized proximal goals to reach my distal goals, similar to Olympic gold medalist swimmer John Naber (Seijits, 2001). For example, with my graduate program I just make a checklist of what I need to do every week and attack that, rinse and repeat. I try not to think about the big picture as much. It gets overwhelming especially because it is not possible to do the whole thing all at once; it needs to be step by step. For me it may be a matter of perspective. I can be working toward a larger goal, but I need to look at it or think about it differently to keep myself open and creative. I want to always be sure to be in a positive mental space in order not to shut down. This is for anything from enrollment goals, school work each term, or when I do furniture makeovers. I like the one step at a time approach, accomplish it and keep working at it until I reach the finish line. 

References:

 Brown, D. R. (2011). An Experimental Approach to Organization Development (8th ed.). Upper Saddle River, New Jersey: Prentice Hall.        

     

Seijts, G. H. (2001). Setting goals: When performance doesn't matter. Ivey Business Journal, 65(3), 40-44. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/225378886?accountid=27203