Evolve Today to Lead Tomorrow

Coaching is leadership, and leadership works best when modeled continually. When leaders focus each interaction with presence and awareness, listen for others’ needs, and are intentional about their impact, they maximize their effectiveness. Coaching happens when inquiry invites others to be part of their own solution and when feedback is for the sake of growth and pragmatic application.

Coaching is…

   

 “A process that enables learning and development to occur and thus performance to improve. To be a successful a Coach requires a knowledge and understanding of process as well as the variety of styles, skills and techniques that are appropriate to the context in which the coaching takes place”

Eric Parsloe, The Manager as Coach and Mentor (1999) page 8. Eric is a respected author and Director of the OCM

Mentoring is…

   

 “Offline help by one person to another in making significant transitions in knowledge, work or thinking”

Clutterbuck, D & Megginson, D, Mentoring Executives and Directors (1999) page 3. David Clutterbuck & David Megginson are both founder members of The European Mentoring and Coaching Council and highly respected authors, academics and consultants in the mentoring arena.

As I reflect on this week’s materials, what I' leaned about my self is I have a lot of knowledge and experience to share. I or should I say I believe there isn’t one part no more important than the other when it comes concepts/theories about motivation and coaching. It’s hard for me to say one stands out more. Everything plays and important part.

My quote for the week. No matter how talented you are your talent will fail you, if you’re not skilled. Skill is achieve through practice. Work hard and dedicate yourself to being better every single day   

                                               Will Smith

Flexibility in leadership

In order to apply a flexible leadership style, you must first understand the way each of your team member’s works best. Start by asking the right questions. How can I best help you succeed? How much direction do you need from me? Do you prefer to make decisions autonomously or would you rather obtain my guidance and approval before moving forward? Do you prefer frequent discussions around progress toward goals or would you rather come to me only when there are key issues to be addressed? How much feedback do you require in order to know whether you are on the right track?

For instance, specialist Joe working in the motor pool may need to send you frequent updates about his work. He may need to get a little bit of feedback from you every time he makes changes. He may need to meet with you more frequently. Now you have specialist Janet who may not need to send you updates frequently at all. She may feel micromanaged if you expect her to send you regular updates. She may be an independent worker and she can deliver just as good results as specialist Joe. You need to know how to best manage each person to get them to show you the best results. So, if you can adapt your management style to the needs of your soldiers. If, you can pick up on what makes each of them tick and do this without compromising the end results, then you are going to be a true leader. You are going to be effective and they are going to be able to deliver amazing results to you.

The two benefits that I get from being a flexible leader are

·          

     I will be able to tap into each person’s true potential by managing them effectively.

·      

          I will be recognized by my upper management because my upper management is looking for a flexible leader; somebody who is able to adapt their styles in times of change and uncertainty.

I see my leadership style as transformational leadership where a leader works with subordinates to identify needed change, creating a vision to guide the change through inspiration, and executing the change with committed members of a group.

“The measure of a person’s strength is not his muscular power or strength, but it is his flexibility and adaptability.”  Debasish Mridha

Influence and Conflict Management Style

Influence and Conflict Management Style

How do you respond to conflict in the workplace?

Human Relations for career and personal success states that conflict occurs when two sets of demands, goals, or motives are incompatible. Such differences often lead to a hostile or antagonistic relationship between people. A conflict can also be considered a dispute, feud, or controversy. Among the reasons for widespread conflict are (1) competition for limited resources, (2) the generation gap and personality clashes, (3) aggressive personalities including bullies, (4) culturally diverse teams, (5) competing work and family demands, and (6) sexual harassment. Many companies have programs to help their employees reduce work-family conflict including flexible work schedules and dependent care. Such programs increase productivity. Sexual harassment is of two types: quid pro quo (a demand for sexual favors in exchange for job benefits) and creating a hostile environment. It is important for workers to understand what actions and words constitute sexual harassment and how to deal with the problem.

I have had differences of opinion with previous managers. Our disagreements were not significant, but some had to be confronted and resolved. I have learned that two parties typically quarrel when each one refuses to consider the other's perspective. Therefore, I asked the manager I disagreed with to explain his or her perspective, and then to consider my point of view. This way, we were able to take into account each other's perspective and come to an agreeable compromise. When a compromise could not be reached, I accepted my manager's decision. Regardless of individual perspectives, managers are responsible for setting policy, and subordinates are responsible for executing it.

How do you attempt to influence people in your organization?

Andrew J Dubrin leadership chap 8 states there are three categories of influence tactics: Those that are essentially honest and ethical

Those that are essentially neutral with respect to ethics and honesty

Those that are essentially manipulative and dishonest.

A key skill relevant to leaders at all levels is the ability to positively influence people in such a way that others follow and act willingly as opposed to complying because of the authority factor.  You must emphasize facts and the strengths of your argument. A powerful, logical "pitch" will win people over to your way of thinking

http://wps.prenhall.com/chet_dubrin_humanrelationscps_7/24/6218/1591854.cw/index.html

Andrew J Dubrin leadership research finding practice and skills chap 8