A521.9.3.RB - A Different Kind of Leader

Denning states, "Transformational leaders exhibit strong values and ideas and are effective at motivating followers to act in ways that support the overall good; they end up changing both themselves and their followers" (p. 292-293).

"Interactive leadership builds on personal integrity and authenticity" (Denning, p.270). I hope to have my values become contagious and others to trust me and my leadership. I must remember to be authentic even when tempted to mimic social norms or faced with difficult situations. "It’s tempting to forget, but being yourself—and being around other people who are themselves—is much easier than pretending, or falsifying, or putting on a social mask, which are common ways to cope with a world that feels false" (Harbinger, n.d.) Integrity is a core value in the Air Force, one which requires intentional effort and constant focus. It is easy to "go with the flow" or "turn the other cheek" because it may be easier. However, as leaders we must lean in to the pain to do the right thing even when it feels unnatural. (Ellis, 2014)

I won't depend on the possession of hierarchical authority (Denning, p. 270). I will practice 360 degree leadership. Mentoring has always been a passion of mine. However, I didn't realize how much of mentoring was ingrained in transformational leadership. Transformational leadership is defined as a “process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower; this type of leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential” (Northouse, 2016) This doesn't have to always be mentoring down. In fact, I find the most useful leadership and mentoring is done between peers. I will keep this in mind as I strive to be a different kind of leader. 

"Active participation in the world rather than detached observation" (Denning, p. 271). Action is critical to success and leadership. You must be intentional in your efforts and create goals and milestones. Transformational leadership is "concerned with emotions, values, ethics, standards, and long-term goals."(Northouse, p. 161) This is exactly what I have, and continue to, work towards. In the military, especially as a Senior Non-Commissioned Officer, I am held to very high standards. However, exceeding these standards has always been my goal. I also hold my Airmen to very high standards while maintaining a balance between mission and people. Goals and milestones are essential to accomplishing the mission, but that must not be at the expense of your people. I make it a priority to develop good relationships with my team. That, along with a clear vision and proper accountability will influence and motivate my followers to successfully accomplish the mission.

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

Ellis, L. (2014). Leading with Honor: Leadership Lessons from the Hanoi Hilton. S.1.: FreedomStar Media.

Harbinger, J. (n.d.). Solving the Authenticity Paradox (How To Be Who You Really Are). Retrieved October 6, 2017, from https://theartofcharm.com/confidence/solving-authenticity-paradox-really/

Northouse, P. G. (2016). Leadership: Theory and Practice (7th ed.). Thousand Oaks, CA: Sage Publishing.

A521.8.3.RB - Cornerstones of Speaking

Cornerstones of Speaking

In the past few years, I've improved my focus on listening and being patient while communicating.  For example, if I'm in a discussion with someone and we both start to talk at the same time, I stop talking to let them speak first.  In my opinion, this not only demonstrates patience, it also shows that I care and am truly interested in what they have to say.  However, I haven't given much thought about what to do to capture others attention.  That is, until now.

The Charisma on Command video, "Kevin Hart's 3 Secrets To Hilarious Storytelling" outlines several mindsets that lead to great stories.  It explains that you must capture attention before you start a story, commit to the story, and play the character.  While thinking and preparing for my presentation this week, I have been self-aware when telling stories.  I think where I struggle is to get others attention. 

I'm not necessarily comfortable being the center of attention by saying things such as, "Listen" or "True story" like Kevin Hart does in the video examples.  When attending Basic Instructor Course, we learned preambles could be verbal distractors and were encouraged to be aware of our "distractors" and take measure to forgo using them.  Although Kevin Hart is entertaining, they seemed more like crutch words.  "Crutch words are those expressions we pepper throughout our language as verbal pauses, and sometimes as written ones, to give us time to think, to accentuate our meaning (even when we do so mistakenly), or just because these are the words that have somehow lodged in our brains and come out on our tongues the most, for whatever reason." (Doll, 2012)  I remember listening to a presentation once where the speakers crutch word was "So".  He used that preamble over 40 times in an eight minute speech; it was extremely distracting and unprofessional sounding.  As a previous instructor, I now cue in to others' verbal distractors as well as my own.

Other ways I might capture the audience's attention are to use props and expressive communication.  I also like the idea of committing to the story being told and playing the character.  Being in a more expressive and enthusiastic state get people to listen and allow me to engage with the audience.  Whalen explains a wonderful way to instantly capture your audience's attention is to open with a question. (2007) I like the idea of using a question because you begin to have a conversation with the audience and it may ease anxiety.

In his video, “How to speak so that people want to listen” Julian Treasure shares tips on how to speak with empathy.  His seven deadly sins of speaking include gossip, judging, negativity, excuses, exaggeration, and dogmatism.  We need to avoid these habits to communicate enthusiastically with each other.  His HAIL acronym clearly demonstrates how honesty, authenticity, integrity and love are vital to his vision for a resounding world of listening and understanding (2014). Treasure's insight was very helpful in what to say and how to say it.  He states, we speak not very well to people who simply aren't listening in an environment that's all about bad acoustics (2014).  However he challenges and imagines a world full of powerful speaking and conscious listening.

Keeping this video in mind, I will aim to speak with honesty, authenticity, integrity and love.  Moreover, I will avoid the seven deadly sins while presenting my ideas in the future.  "What counts most in a business presentation is communication with the audience of facts and emotion, spontaneously delivered, by a well-prepared authority on the topic: you." (Whalen, p. 109)

Charisma on command. (2016, February 22). Kevin Hart's 3 Secrets To Hilarious Storytelling. Retrieved September 27, 2017, from https://www.youtube.com/watch?v=vn_L4OPU_rg

Doll, J. (2012, September 7). Actually, Literally, What Your Crutch Word Says About You. Retrieved September 28, 2017 from https://www.theatlantic.com/entertainment/archive/2012/09/actually-literally-what-your-crutch-word-says-about-you/323648/

Treasure, J. (2014, June 27). How to speak so that people want to listen | Julian Treasure (TED Talk). Retrieved September 27, 2017, from https://www.youtube.com/watch?v=eIho2S0ZahI

Whalen, D. J., & Ricca, T. M. (2007). The professional communications toolkit. Thousand Oaks, CA: Sage Publications.

A521.7.3.RB_Secret Structure

Nancy Duarte's TED talk "The secret structure of great talks" focuses on how to incorporate stories into presentations.  She explains an idea can be a flash point for a movement and can change the world. (2011) She goes on to say that the idea has to spread or it won't be effective. We all have big dreams, and it will involve more than ourselves to see them come true. However, it can be easy to leave one's idea aside and settle for the norm. The norm is comfortable; we are creatures of habit, and we'd rather say "it is what it is" than to shout for change and be rejected (WomensMedia, 2013).

Nancy's presentation used very little words on the slides.  Less is more.  Her presentation used plain language and was easy to understand.  Furthermore, it wasn't bogged down with unnecessary details, graphs, pictures and special effects.  She states the only difference between a mediocre idea and your great idea is the way it is communicated. A story can be told and get physical reaction but  it dies during a presentation..it flat lines. (Duarte, 2011)


For my future story presentation, I plan to use Nancy's secret structure of What is and what could be. I will start by telling the audience the world as we know it before introducing the vision of what could be.  "Now that people in your audience realize their world is off-kilter, keep playing up the contrast between what is and what could be."(Duarte, 2012) Nancy used this secret structure as an analysis tool, evaluating Steve Jobs and Dr. Martin Luther King's speeches.  One key element of MLKs speech was his ability to know his audience so well that he could pull from their experiences to communicate his ideas and dream for the future.

Other tactics I will use in my presentation are repetition and questioning.  McKay, Davis & Fanning say a wonderful way to instantly capture your audience's attention is to ask a question. (p. 143) For example, I may start by asking the audience their vision of the future.  This will draw them into the presentation and get them to start diving into their memory and senses.
 

Duarte, N. (2011, November). The secret structure of great talks. Retrieved September 21, 2017, from https://www.ted.com/talks/nancy_duarte_the_secret_structure_of_great_talks#t-1078521

Duarte, N. (2012, October 31) Structure Your Presentation Like a Story. Retrieved September 22, 2017, from https://hbr.org/2012/10/structure-your-presentation-li
McKay, M., Davis, M., & Fanning, P. (2009). Messages: The communication skills book. Oakland: New Harbinger Publications, Inc

WomensMedia. (2013). Why We're So Afraid of Change -- And Why That Holds Businesses Back. Forbes. Accessed at http://www.forbes.com/sites/womensmedia/2013/04/08/why-were-so-afraid-of-change-and-why-that-holds-businesses-back/

A521.6.4.RB - Sustained Change

The Air Force Fitness Programs "goal is to motivate Airmen to participate in a year-round physical conditioning program that emphasizes total fitness" (n.d) Several years ago, when the new fitness program was being implemented I was in a bad place physically; I couldn't run 1.5 miles without stopping and could barely pass the 18 push-up minimum. Although I had been in the Air Force for some time, I always squeaked by.  The new policy had changes to the body composition portion while the test itself became mandatory twice a year unless you scored 90% or above. This program was not only meant to improve fitness capabilities, it became a force shaping tool.  An individual who failed two times in a 24 month period would receive a Reprimand, a third time fail would result in demotion and a fourth time failure would be separated from the military.  Furthermore, I was in a position of leadership, as an NCO and instructor, and was expected to not only meet the standards, but to exceed them.  It was time to get serious about fitness.  

The new fitness policy was my "burning platform".  If I continued the status quo, my career or at least my reputation as a reliable NCO would be in question.  My friend Lauren and I started running three times a week and working out in the gym another two times a week.  My goal was to pass my fitness test with a 90% or higher.  After three months of training, I met my goal by passing with a 90.1% on my test and earning a year without worrying about the test again.  The Air Force's goal of "increased productivity and improved health and readiness" was sustained when exceeded their standards.

Connor explains that leaders that were succeeding with change were persistent and living the change.  However, they didn't always like or want the change. This was the same for my situation and many others in the Air Force.  I've never liked running and still don't but knew I had to do it whether I like it or not.  I had to make the change to sustain my fitness and health, and continue my career respectably.  I continue to choose fitness over inevitable career implications.


I use this story to motivate my Airmen to improve their test scores and sustain year long health and fitness.  I also use it to help them understand their struggle with the test, running or fitness.   We, as Airmen, need to keep in mind that no matter what the change is, we must support and defend our leaderships decisions and strive to exceed all standards.  The "burning platform" of career endangerment has and will continue to be my initiative to support the Air Forces' vision of fitness.

Air Force Fitness Program. (n.d.). Retrieved September 16, 2017, from http://www.afpc.af.mil/Air-Force-Fitness-Program/
Connor, D. (2010) Retrieved September 16, 2017 from https://youtu.be/KwRB0sHpN9E

A521.5.4.RB - Core Workplace Values Assessment

Personal values represents who you are and helps determine your level of satisfaction with your job.  
By becoming more aware of your personal values, you can use them as a guide to make the best choice in any situation.  Individuals whose personal values are aligned with those of their workplace tend to be better performers. Below are my results of The Core Workplace Values Assessment Exercise which helped me  judge my "fit" with my current career.  

Five core workplace values:

1. Professional learning and opportunities for growth

2. Positive impact on others

3. Teamwork and work groups

4. Self-respect and pride in work

5. Friendships and warm working relationships

The United States Air Force core values are integrity first, service before self, and excellence in all we do. These values are the minimum standard to get the job done.  "They are the common bond among all comrades in arms, and they are the glue that unifies the force and ties us to the great warriors and public servants of the past." (1997) 

Initially I didn't think my values would line up with the military but after this exercise and some reflection, I believe my values line up perfectly.  The Air Force provides professional growth and leadership opportunities, great sense of accomplishment, and a unique level of experience. Furthermore, in the military and in my unit, I am part of a team.  Lt. Col. Charles Mayer, 325th Air Control Squadron commander, explains that core values are the key to teamwork.  "Team success depends on each individual member executing their part the way they were trained, rehearsed and perfected. Any chance for selflessness or excellence flows first from the integrity to do the right thing, the right way and for the right reasons."(2008)

Organizations must create a culture that facilitates value development.  Denning (2011) states the four types of values at play in an organization today are: values of robber barons, values of hardball strategies, values of pragmatists, and genuinely ethical values (p. 127).   Pragmatists are organizations who place a high degree of focus on values and make values “a central part of the organization’s business strategy” (p. 129).  Our values are operationalized through The Core Values Continuum which states "we need to continually teach, reinforce, and practice the Core Values."(1997) They play a central role in every aspect of our Air Force education and training.  The core values "serve as beacons vectoring us back to the path of professional conduct; the Core Values allow us to transform a climate of corrosion into a climate of ethical commitment."(1997) However, I believe we should incorporate commitment to dedicate themselves to the cause and the team; Duty to fulfill their obligations; and Personal courage to face adversity and have moral and mental strength to do what's right.  Without these added values, integrity, service and excellence are likely to fall short. 

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

Mayer, C. (2008, December 02). Core values are the key to teamwork. Retrieved September 09, 2017, from http://www.tyndall.af.mil/News/Commentaries/Display/Article/316898/core-values-are-the-key-to-teamwork/

United States Air Force core values. (1997). Washington, D.C.: U.S. Dept. of the Air Force.

A521.4.4.RB - Listening

In your reflection blog, reflect on recent examples when you were an 18-second manager or examples when someone was being an 18-second manager to you. Share how listening in this manner negatively impacted the situation or your relationship with that person. Reflect on how better listening and clarifying language might have positively affected the outcome.

In the book The Servant, the main characters John and Simeon have a discussion about leadership and interrupting.  Previously, John had interrupted Simeon several times before Simeon explains that interrupting sends a disrespectful message that you can't afford to send as the leader.  John feels he is a good listener and has a great deal of respect for Simeon.   Simeon then states that your feelings of respect must be aligned with your actions of respect. (Hunter, p.49)

Two months ago, I left the Support Section to become the Production Superintendent.  I was given a week to train and turn over the programs to my replacement, Todd.  I hadn't met Todd until a few weeks before and found out that we were basically swapping positions.  Support Section was my pride and joy.  I had spent 15 months improving programs and processes, bringing in better Airmen,  building morale.  While I was nervous to start my new job, I was more nervous to hand over the reigns considering I had a lot of projects in-work and big changes in motion. 

The first day Todd came for turnover, I laid out what I wanted to discuss and train him on.  Within seconds he interrupted me to tell me how he has another job lined up.  This immediately sent up red flags.  I wished him luck, as I thought it was the polite thing to do, and continued to go over the programs he needed to learn.  Several times throughout the day, Todd interrupted me.  I also noted that he was pseudo listening.  He would half-listen, derail the conversation, and identify by referring back to his experiences. (McKay, et al., p. 7).  It made me feel like what he had to say was more important and that he didn't care about the section or what I was telling him.  It seemed like he had a hidden agenda.  Throughout the week it was the same each day and he slowly lost my trust and his credibility.

Tom Peters suggests as leaders we should have a commitment to strategic listening. (2009) Reflecting back, I see that he was not listening, especially not strategic listening.  "Strategic listening involves listening not only to what the other person is saying but also empathizing with his/her situations and perceptions at the time of communication." (Agarwal, 2012) I was upset about leaving and nervous about starting a new position. His interruptions showed me that he didn't care.  Furthermore, he failed to learn the ins and outs of the shop and about the shop projects and programs.  Although I was frustrated at the situation, I learned the importance of listening and not interrupting.

Agarwal, A. (2012, May 09). Strategic Listening. Retrieved August 28, 2017, from https://www.projectguru.in/publications/strategic-listening/
Hunter, J. C. (2012). The servant: a simple story about the true essence of leadership. New York: Crown Business.
Peters, T. (2009). Tom Peters' Leadership Thoughts: Listening. Retrieved August 28, 2017 from https://youtu.be/IwB7NAvKPeo
McKay, M., Davis, M., & Fanning, P. (2009). Messages the communication skills book. Oakland, CA: New Harbinger.

A521.3.4.RB - Credibility

For this assignment: Select one of the Whalen pillars that represent the area you feel you need the most development in, to increase credibility with your organizational followers. Reflect on why you think you need development on the selected pillar and create an action plan to improve it

I've recently started a new position as a Production Superintendent.  However, until I fully understand the position and responsibilities, I must perform expediter duties.  As an expediter, I will coordinate aircraft maintenance to meet the flying schedule.  "Flightline Expediters work for the Pro Super and manage, control and direct resources to accomplish maintenance." (AFI 21-101, 2017) I am in a new maintenance unit with Airmen that I've never worked with.  Why should they follow me?  Why should they trust me?  

According to Whalen, "Credible people have three characteristics: Expertise, Trustworthiness and Goodwill." (p. 123)  Of these three pillars, I feel I need the most development in trustworthiness. 

I have been an aircraft maintainer for over 12 years.  I worked eight years on the B-52 bomber as a Repair & Reclamation Craftsman and Phase Inspection Supervisor.  In 2012, I moved to Sheppard Air Force Base, Texas to be a Technical Training Instructor.  For three years I taught aircraft maintenance fundamentals and eventually became a Master Instructor.  I instructed over 200 Airmen through 15 classes and 2,500 hours of classroom and hands-on time. Recently, I earned my Bachelors degree in Aeronautics through Embry-Riddle Aeronautical University and I've received several awards and decorations showcasing my self-discipline and expertise.  Therefore, I feel I'm good to go on Pillar One: Expertise. 

Goodwill is another characteristic that I excel at.  I genuinely care about others and their goodwill.  Many times, I've been told I am a good listener and communicate well.  Furthermore, "I have genuine respect and admiration" for my Airmen. (Whalen, p. 126)

Although I'm trustworthy person, the Airmen in my new section do not know me.  "Trustworthiness will take time to build.  You can't expect people to trust you upon first meeting." (Whalen, p. 125) I had built trust with my previous Airmen and they may be able to build some credibility as my Wingmen but I will still have some work to do.  In order to build trustworthiness, Whalen states you have to build a track record before it will be known. (p. 125)  I will show my Airmen that I am committed to them by being transparent in my leadership.   I don't have much B-2 experience which undermines my expertise and authority.  However, I will not pretend to be someone I'm not and will not pretend to be know more than I do.   "You have to take a risk and be vulnerable. This creates rapport and rapport builds trust." (Hyatt, 2016) I will tell the truth about my limited experience and will ask plenty of questions as they are the subject matter experts. 

As a leader, I must face the fear of self-disclosure and begin to reveal information about myself. According to McKay, Davis, and Fanning (2009), disclosing oneself is the right answer, but it also must be done efficiently and properly. As you make yourself available to others, they are encouraged to open up in response (pg. 27)  Furthermore, I plan to keep my word and let them know they can depend on me.  Follow-through and promptness are two ways to show that I am reliable. Lastly, I am willing to share my  knowledge, my contacts, and my compassion—without expecting anything in return. (Hyatt, 2016)

By telling the truth, sharing my knowledge, being transparent and keeping my word I will prove my trustworthiness. Through my actions, over time, I will build and earn credibility.  

AFI 21-101. (2017, June 2). Aircraft and Equipment Maintenance Management. Retrieved August 26, 2017 from                                http://static.e-publishing.af.mil/production/1/af_a4/publication/afi21-101/afi21-101.pdf

Hyatt, M. (2016, September 30 ). How to Build Trust-or Rebuild It If You've Blown It. Retrieved August 26, 2017, from https://michaelhyatt.com/how-to-build-trust.html

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

Whalen, D. J. (2007). The professional communications toolkit. Thousand Oaks, Calif: Sage Publications.

A521.2.3.RB - The Danger of a Single Story

For your assignment, reflect on Adichie's message. What kinds of expression does Adichie use? How do you view her message in terms of what you have learned in this module?

Chimamanda Adichie is an articulate speaker and a great storyteller.  Her message was a whole message that included her observations, thoughts, feelings and needs.  While watching this, she disappeared and I got lost in her stories.  I lost "a sense of time and a sense of 'body'." (Walen & Ricca, p. 19) Her TED talk also incorporates the characteristics of a springboard story.  The idea was clear and worthwhile, based on actual examples, has a positive tone and is told from a single point of view. (Denning, p. 64)

Chimamanda's story has engaging examples of her past and how she realized that hearing a single story of another person or country, that we risk having an incomplete understanding.  "The single story creates stereotypes. And the problem with the single story is not that they are untrue but that they are incomplete." (Adichie, 2009)

Whole messages include all four kinds of expressions;  what you see, think, feel and need."(McKay, Davis, & Fanning, p. 39).  In her overlapping stories, she explains her observations, what she "heard, read or personally experienced." (McKay, Davis, & Fanning, p. 36). She goes on to describe her thoughts and conclusions.  Adichie believes that single stories are incomplete and that it "emphasizes how we are different instead of how we are similar."(2009) Chimamanda perfectly expressed her feelings. Adichie states that she "always felt that it is impossible to engage properly with a place or a person without engaging with all of the stories of that place or that person."(2009) Furthermore, her final statement outlines her needs, saying "when we reject the single story...we regain a kind of paradise." (Adichie, 2009)

Adichie, C. N. (2009, July). Retrieved August 19, 2017, from https://www.ted.com/talks/chimamanda_adichie_the_danger_of_a_single_story#t-812659

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

McKay, M., Davis, M., & Fanning, P. (1983). Messages, the communication book. Oakland, CA: New Harbinger Publications.

Whalen, D. J., & Ricca, T. M. (2007). The professional communications toolkit. Thousand Oaks, Calif: Sage Publications.

A521.1.4.RB - Your Favorite Storytelling Leader

Select a story told by a leader that left an impression on you. This leader can be from your organization, community, or even a famous individual. Describe the story and what about it that made it memorable and/or perhaps positively affected your life. Synthesize the module content and share your insights into the following:

1. Was the leader clear in the purpose of the story?
2. Did they effectively communicate a vision?
3. Did they seek to create a feeling that you understood their communication?
4. Were you able to tune in with your felt sense?

In December, our base leaders decided to enact a Resilience Task Force due to growing concerns with our Airmen after a second suicide in six months and several DUIs.  Part of the this endeavor was to bring motivational speakers to speak to the Airmen and share their stories of resiliency.  We had the opportunity to hear Mr. Jared Estes talk about his experience and how he overcame depression.  Estes was the victim of a drunk driving accident that killed his wife and left him with 3rd degree burns on half of his body.  He has had to endure more than 50 surgeries and has to deal with lifelong pain and loss of functionality.  His story explained how he was able to emerge from the dark time in his life and overcome the struggles by gaining a new perspective to FIRE BACK.  

Jared's purpose was to communicate that we all face trials in our lives but are able to persevere.  His story was compelling and passionate.  He was able to communicate who he was and while challenging us to view the impact of our choices through a new filter.  He connected with the audience by sharing his story in a way that made us realize that it could've been any one of us in that vehicle.  His story revealed strength and vulnerability and showed what he took from the experience. (Denning, p.27) As he shared his experiences he created a Felt Sense in the audience. (Whalen, 2007)  I remember being heartbroken and on the verge of tears when he described the crash and finding out that his wife was dead.  As Jared illustrated his struggle to overcome the trials, I felt his pain.  When he finished his story and explained how we can all persevere, I believed that I could overcome anything.  

Jared's story reminded us that life goes on.  His vision to FIRE BACK and overcome obstacles was inspiring.  Not only did he communicate who he is, he was also able to spark action and get people to change their outlook.  Furthermore, he was able to tell the story right.  His style was simple and direct while his delivery was light and allowed him to connect to the audience.  His humble approach was uplifting and his message made an impact on our base community.  

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

Whalen, D. J., & Ricca, T. M. (2007). The professional communications toolkit. Thousand Oaks, Calif: Sage Publications.

A520.9.3.RB - Course Reflections

Reflections

The course readings and videos were extremely insightful and beneficial. It has helped me learn more about myself both personally and professionally.  I gained insight into my personal skills such as values, emotional intelligence, and learning style.  The managing stress and well being lesson reminded me of the importance of self-awareness and care.  In fact, I set an 8 week goal of clean eating and scheduled exercise.  I also made time in my day to practice meditation.  This class also helped hone more leadership skills including creative problem solving.   I realized I place several constraints on myself.  Constancy and Complacency are probably the two conceptual blocks that that inhibit my problem solving the most.  My aim is to be more mindful and self-aware of when I am avoiding thinking.

Communicating Supportively and Motivating others are two lessons  I truly appreciated. I will use the information learned for myself and to share with others.  In the Motivating others module, we watched the Dan Ariely video made me reflect on what motivates my followers.  I feel ownership piece is a contributor.  With my new job, I have been asking a lot of questions and going out to see how and what others are working on.  This has let the Airmen take ownership of their tasks by acknowledging their work while learning new things myself.  I could tell right away that the Airmen weren't used to this and jumped at the opportunity to teach and show off their work.  This not only motivated them, it also empowered them.  A good leader needs to be able to motivate their people to accomplish more than the person believes is possible.   I will use all that I've learned to develop myself and others as I continue in my endeavor to make a difference.  

 

Whetten, D. A., & Cameron, K. S. (2016). Developing management skills (9th ed.). Essex, England: Pearson Education.

A520.8.3.RB - Team Roles

Write a blog entry on task-facilitating and relationship-building roles. In your blog, reflect upon your understanding of how these roles enhance team performance.

• Consider how you generally relate as a team-member.
• Do you actively engage your team to accomplish its mission?
• Do you work to improve the team cohesion and collaboration?

I am a huge advocate of Teamwork.  In fact, my goal as a Section Chief was to bring the group of 32 Airmen together as a team.  I understand the stages of teams and was able to view them throughout the course of my tenure in Support section.  As a team-member I feel I take a more relationship-building role although I am aware that I tend to lean more that way and need to balance that role with a task-building role.  Furthermore, I am generally empathizing and supporting.  These roles come naturally and have helped build trust and better relationships with my team members.  I also thoroughly enjoy developing others to help them learn and grow.  Developing others has helped me engage the team to accomplish the mission.  For example, we have to write Enlisted Performance Reports annually and I have a lot of information and data that I collect in order to help make the process easier.  I've also attended a handful of classes to better my understanding and facilitate the process.  Throughout the year, I send out different articles, information sheets and resources as well as have mentoring sessions with my Airmen.  This has also help build an environment of information-sharing which, in turn, has improved team collaboration.  

As for task-facilitating roles, I tend to take an information seeking monitoring roles.  I love learning, therefore, asking questions and requesting different perspectives is a natural tendency for me.  I have also noticed that if I ask questions, it increases others likelihood to ask questions.  I work in a male-dominated career field where the men are very prideful.  They tend to do without thinking or asking questions even when they don't feel comfortable with something.  However, I can notice their reluctance to ask questions and don't mind asking the "silly" questions.  Furthermore, in a monitoring role I check on progress often and expect my NCOs to do the same.  In fact, I make it known that my priorities within the section are: Accountability, Timelines, Follow-up.  

Whetton, D. A. & Cameron, K. S. (2016). Developing management skills, 9th ed. Boston, MA: Pearson.

A520.7.3.RB - An Empowerment Example

EMPOWERMENT

Two years ago I found out that I had earned the rank of Master Sergeant.  This meant that I was in the elite corps of Senior Non-Commissioned Officers (SNCO) of the United States Air Force.  Senior NCOs are expected to set the highest standards of personal integrity, leadership, and devotion to duty while upholding Air Force policies and standards. Although I had studied, worked hard and strived for this promotion, I didn't feel quite ready for the responsibility.  I was moved in to work as an assistant section chief and within a few months my Chief came to my office to tell me I would be moved again.  However, this time I would put solely in charge of the Squadron Support section.  This meant I would be responsible for 35 Airmen, 32 programs and $5.2 million worth of tools and equipment.  I felt inadequate. Chief Ente explained that the section was struggling and had issues with accountability.  I told him that I wasn't sure if I was ready and his words were... "We need your type of leadership there."  Chief Ente's encouragement inspired and empowered me to take on this challenge.

I sought advice from several peers and mentorship from upper supervision.  With their support I was able to spend the next 15 months leading my team.  We accomplished so many things. In the first six months, we recycled over 5,000 spare tools, six vehicles and thousands of other items. Within the first few months, we obtained new crew chief boxes and transferred over the old ones.  We've initiated new processes and accomplished 40 improvement projects.  Our support team went gone 31 days with no Quality Assurance (QA) fails and 5 out of 14 months above 90% ratings.  Overall, we've raised the QA pass rate 6%.  Additionally, physical training test fails decreased from four to one and our averages increased 9.4%.

By putting me in this position, Chief Ente empowered me to make decisions, set goals and accomplish great things.  I couldn't see it at first but I am forever grateful for that gift.  It made me realize my potential and reach.  Furthermore, it allowed me to empower others to make change and improve our squadron.  A previous supervisor explained to me once that others can usually see your potential before you can and sometimes leaders must push followers in a direction they are reluctant to go in order to grow.  I will that supervisors advice and this experience in mind as I continue to lead others.

A520.6.3.RB - Conflict Resolution

First, view the video below. Then use your blog to describe an example of a successful conflict resolution that you have either witnessed or participated in.

William Ury's TED talk focused on changing mindsets by finding a third side or the 18th camel.  He said we must change the frame from hostility to hospitality.  Although it is easier said than done, he insisted it is possible and I must agree.

Recently, I witnessed a conflict between two subordinates.  We moved Airman Tavera to dayshift after being on swings for several months.  While dayshift works a lot, there are random tasks to be performed and a different mindset.  Within 2 days of being on days, he had a handful of negative interaction with Airman Lukes.  Tavera is a very positive individual who works at his own pace but gets the job done whereas Lukes has a pessimistic point of view most of the time and often finds ways to get out of work.  Tavera complained several times to supervisors about Lukes attitude and work ethic however none of the supervisors did much.  The last straw came when Lukes  called Tavera lazy and other names.  Tavera finally came to seek my advice.  While I told him I hoped they could resolve the situation on their own, I agreed to speak with them together.  I called Lukes into my office with Tavera and let them each speak their minds and discuss their issues.  I played the role of the mediator, finally getting both Airmen to hear each other.  It was a successful resolution where both parties can now work side by side as they are able to understand each other more.

 While this conflict was resolved, other times have not been as effective.  For example, I had a disagreement with a previous subordinate, Tommy.  The two of us did not have the same work ethic or ideas of accountability.  We were able to work together for several months before he became insubordinate and disrespectful.  As an emotional person, I was not able to clearly see the situation and was not able to resolve the conflict between us.  Eventually, I had him moved to a different section due to our differences and his attitude towards me.  Knowing what I know now, I would have started the relationship with being more forthright and upfront with my expectations.  Furthermore, I could have brought in a third party to mediate our differences.  We also had disagreements on Tommy's responsibilities that we could've negotiated or discussed more in depth.  However, I didn't do that and regret the things I said and did.

The walk from no to yes - William Ury (2010)

https://youtu.be/Hc6yi_FtoNo

A520.5.3.RB - What Makes Us Feel Good About Work?

MOTIVATION

Dan Ariely outlined what motivates us to work is a sense of purpose. Reflect on what motivates you at work and what gives you a sense of purpose. Why do you do what you do? What do you hope to achieve through your work? In considering how you are motivated, how can you discover not only your own personal fulfillment but that of your followers?

It's interesting how things come at the right time in your life.  This chapter and assignment, for example, is coming at my tenure as the Support Section Chief and has helped me reflect on my experience while looking forward to my next position.  I started this in this position 15 months ago and dreaded it as I did not know what to expect.  However, I cannot express enough how much I have enjoyed my time here. 

My Chief at the time said they needed someone in the seat to "fix" things and he trusted my leadership.  I thought he was trying to pull a fast one on me.  My entire Air Force career, I've only heard bad things about Support sections and that that's where they send the useless/broken individuals.  While this was somewhat true, there were also a lot of Airmen that just got forgotten about.  The first few months were hard... learning 31 new programs and managing 35 Airmen by myself.  Not to mention the fact that discipline and accountability were non-existent.  I worked hard to turn things around, my goal was to build a team.  After getting rid of a few bad apples and churching up some programs, I found different ways to increase morale such as dress-up days.  I worked very long hours, skipped lunches, and got midnight calls to put out fires.  The hardest part was dealing with drama and unexpected craziness that comes along with "leading people".  In the military, we have an obligation to ensure our Airmen our physically, mentally, socially and spiritually ready to accomplish the mission at all times.  That means, if they have personal, marital, financial, medical or other issues, we as NCOs must be aware and mentor/help them until the issue is resolved.  This requires a lot of time, patience and understanding.  Unfortunately, I had a lot of Airmen with "issues".  Through all the ups and downs, it made me more motivated.  Accomplishing the mission, with increasing results, while also mentoring and guiding my Airmen was incredibly rewarding. 

I am nervous to leave and start my next journey as a Production Superintendent.  My team is built and now I have to hand it over to another leader to continue what I've started.  However, I'm hopeful because I want to keep making a difference and I will have a new platform to do that.  I want to lead and mentor.  My on-aircraft experience is lacking, especially on the B-2, so I have a lot to learn.  That part is also motivating as I enjoy learning new things.  With this new position, I will also have the opportunity to directly impact the mission.  As Dan Ariely stated, I care about the fight...the challenge.(2013) 

This video and assignment made me reflect on what motivates my followers.  I feel the ownership piece is definitely a contributor.  In Support Section, the Airmen would manage programs and felt pride (or shame) at the success of their programs.  On the flight line, we have Dedicated Crew Chiefs (DCC) whose names are painted on the side of the aircraft, they "own" that plane.  For those who are not DCCs, it may be more challenging to find out what it is that motivates them.  However, Ariely's explanation of the Meaningful and Sisyphus experiments definitely gave me ideas on how to motivate them.  He said by simply looking at something that someone has done, increases motivation. (2013)  With my new position, and my lack of B-2 experience, I intend on asking a lot of questions and going out to see how and what the Airmen are working on.  This will let them take ownership of their tasks by acknowledging their work while learning new things myself. 

What makes us feel good about our work? - Dan Ariely(2013), TED https://youtu.be/5aH2Ppjpcho

Whetton, D. A. & Cameron, K. S. (2016). Developing management skills, 9th ed. Boston, MA: Pearson.