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.

A520.4.3.RB - Supportive Communication

Read the following excerpt from an e-mail sent by a CEO to 400 company managers at a high-technology company called Cerner. Reflect on the eight attributes of supportive communication and detail how you might apply those over the next 30 days in your job to avoid some of the problems associated with this communication.

“We are getting less than 40 hours of work from a large number of our K.C.-based EMPLOYEES. The parking lot is sparsely used at 8:00 A.M.; likewise at 5 P.M. As managers – you either do not know what your EMPLOYEES are doing, or you do not CARE. You have created expectations on the work effort that allowed this to happen inside Cerner, creating a very unhealthy environment. In either case, you have a problem and you will fix it or I will replace you. NEVER in my career have I allowed a team that worked for me to think they had a 40-hour job. I have allowed YOU to create a culture that is permitting this. NO LONGER.”

Most of the paragraph is person-oriented and uses an either-or statement which is global and nonuseful. It also starts out using disowned communication in a general statement of poor performance.  Saying "less than 40 hours" and a large number of... employees" is too general.  Furthermore, capitalizing "EMPLOYEES", "CARE", "NEVER", "YOU", and "NO LONGER" could arouse negative feelings about self-worth.  This communication is rigid and invalidating. 

If the CEO is unhappy with performance he should retrieve detailed information on employee work hours. The CEO could also tally up how many cars were in the parking lot at 8:00 a.m. and 5 p.m. on how many days.  However, focusing on work hours pretty much sums up this point.  I suggest he use the first week to collect the data before sending the email.  After that, allow 3 weeks to improve performance and schedule a follow-up meeting to discuss any further issues.  Below is the revised email. 

"I am concerned with the drop in employee work hours this month.  I have noticed that 60% of the K.C. employees have logged an average of 30 hours per week. This behavior could be the reason profits are down this month.  Allowing employees to work less than the 40 hours work standard could create a snowball effect, resulting in lower productivity of our team and less profits.  I suggest that you identify why employees are working less than the prescribed standard. I would like to help you find ways to increase productivity throughout the day, perhaps assigning some home-based employees or adjusting work hours as necessary. We will schedule a conference in three weeks to reassess performance and discuss any underlying issues and solutions. If you questions in the meantime, feel free to call or email." 

This revised statement is Supportive as it describes the observation as well as the consequences of the behavior and alternative solutions.  Similarly, it is problem-oriented and more specific.  This email is more respectful, flexible and congruent.  Finally, this paragraph leaves room for two-way communication by setting a date for future discussion as well as allowing managers to contact him with any questions. 

Whetten, D. A., & Cameron, K. S. (2016). Developing Management Skills (Ninth ed.). Boston: Pearson.

A520.3.3.RB - Constraints on Creative Problem Solving

While reading this week's Chapter on solving problems analytically and creatively, 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.  I am a creature of habit.  Therefore, when I get in a good routine I fail to deviate and often fall into a pattern of not paying attention or a drone mentality.  This is similar to the "Bias against Thinking conceptual block, "an inclination to avoid to doing mental work." Whetten & Cameron, 2016) Although I don't have an issue solving problems, I often don't make the effort to think critically about situations or problems.  



One example is when complacency prevented me from solving a problem happened recently.  Despite my endeavor to reflect and thinking critically about situations, I let life get the better of me.  We have a manning situation recently in my section that is only getting worse.  We have several people that forecasted leave throughout the June/July and we had three personnel expecting babies through the summer.  We had to support several deployments and last minutes tasks while still maintaining a good schedule at home-station.  Additionally, we had about six people out-processing to separate from the military therefore they had various appointments and scheduling conflicts.  Needless to say, it's been a struggle to maintain a good schedule without overworking the team.  This past week was especially trying.  We have six personnel out, several others scheduled for classes and one that had to leave unexpectedly for a family situation.  On top of that, we had to provide two people for three separate ceremonies, basically they were "rent a crowds".  We were also preparing for one of the largest inspections of the year.  Tensions were high and attitudes were short. Reflecting back, I could have avoided this situation. 


I remember quickly making the schedule a few months ago and not spending much time on it.  Although I knew I should think about the calendar of events (ceremonies, babies, deployments, training), I had other stuff on my plate and didn't want to put in too much effort or time into the schedule.  Looking back, I understand the implications of my complacency.  Rather than solving a problem, I created several more.  In the future, I need to generate more alternatives or find "holes" in the schedule.  Instead of relying on my own ideas, I can brainstorm with my team to see if I missed any details.  Furthermore, I could expand alternatives by subdividing the problem (schedule) in to several parts such as leave, deployments, training, inspections & exercises, appointments, and other events.

In the future, I will be more mindful and self-aware of when I am avoiding thinking.  Not only will this create a better working environment for my team, it will help me manage my (and my teams) time more effectively, thus reducing tension and undue stress.  While I thought I've done a good job, I have to maintain focus and remember the bigger picture. This will be a continuous struggle and endeavor. 

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

A520.2.3.RB - 10 Minutes a Day

Andy Puddicombe's video was very interesting.  Although, this is not the first time I've been exposed to meditation and remaining present.  In the evenings, before bed, I meditate.  I also use this time to reflect on the day.  Usually, this is after the boys are in bed and everything for the next day is prepared.  This allows me the opportunity to relax and not be distracted.  Before last year, I had not thought much of reflection or meditation.  However, at a briefing for Air Force bullet writing, the instructor Chuck Diven, offered an after-briefing "How to be 10% happier (Tornado optional)"  where he would describe his experience of surviving a tornado and how he used meditation and self-awareness through it.  Intrigued, I joined two other people and listened to his incredible story.  While describing his life before and after an F5 tornado destroying his house with him inside, he also focused on his journey of self-awareness.  He also mentioned a few books, specifically 10% Happier: How I Tamed the Voice in my Head by Dan Harris.  That night, I went on Amazon and ordered that book, thus starting my own journey of self-awareness and meditation.  

Spending 10 minutes doing nothing has helped me several ways.  The first and probably most beneficial has been realizing the need for self-care.  As a wife and mother, it is easy to get caught up with life and focus on everyone else's needs expect for my own.  With meditation, I set aside 10 or so minutes to just breath.  This practice has also helped me quiet my mind.  I have a (bad) habit of constantly thinking of what needs to be done, cleaned, made, moved, changed, said, etc. and stress about things in the past such as what I did (or didn't do), what I said (or didn't say) and dwell about misfortunes and frustrations. 

Meditation and mindfulness allows me to have thoughts without judgement and reactive emotions.  This exercise has made me realize that my stress is related to time stressors and anticipatory stressors.  This week's readings provided Time Management rules that I plan to use to enhance efficient time use and combat stress.
Furthermore, remaining in the present allows me not focus on the past or future.  It lets me live in the moment and enjoy the present.  Meditation and mindfulness has also helped in times of stress realize that the situation may not be as extreme as it might appear.  It allows me to remain self-aware and regulate and control my emotions, thus building my emotional intelligence.

In order to make this a positive, lasting change I must practice meditation daily to the best of my ability.  Like the sayings go...practice makes perfect and if you don't use it, you'll lose it.  Truly what I need to do is schedule time out of my day to practice my meditation.  I am appreciative of my new found life skill and intend to use and share it with others.  In fact, I've had both my children do a few kids sessions to help them  to slow down, focus and become self-aware.  I will also encourage my team at work to meditate as I truly believe the benefits are powerful and far-reaching. 

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

All it takes is 10 minutes  https://youtu.be/qzR62JJCMBQ

A520.1.3.RB_Anderson Shane

Describe how your level of self-awareness has changed since you began your MSLD program with respect to the "Five Core Aspects of Self-Awareness" (Whetten & Cameron, 2016). Furthermore, discuss how others have acted or reacted to the changes you have experienced.

Emotional Intelligence

Whetten & Cameron describe emotional intelligence as "the ability to diagnose, understand, and manage emotional cues"(p.49)  I've always been an emotional person and can easily able to recognize my emotions.  Perhaps it's because I'm a woman, a mother or Italian but controlling seems to be a bit more difficult for me. As I've aged, though, I've noticed I am able to regulate my emotions, depending on the situation and environment.  I would also say that I am very good at recognizing others' emotions and empathize with them.  I wouldn't say that my emotional intelligence has changed much since beginning this program.  However, I've learned to think critically about my emotions and responses to people and situations. 

Personal values

Determination, Honesty, Generosity, and Accountability are probably the top values that govern my life.  The Air Force has also instilled Integrity, Service, and Excellence provide guidance on how to conduct my professional military life. 
This degree program has helped me become more aware of values of Vision, Teamwork, Leadership and Focus.  Leadership Foundations in Research taught me the importance and benefits of critical thinking which requires focus.  Vision was also a key attribute of critical thinking. MSLD 511 Organizational Leadership, helped mature my values of teamwork and leadership.  I look forward to developing these principles and values as I continue this degree program. 

Cognitive/learning Style

My preferred learning style is planning.  My work tends to be well-organized and thought out.  I like to plan and make lists in order to work more efficiently and feel that it makes me more reliable and effective.  These three standards seem to go hand-in-hand with each other. For example, making to-do lists keeps me on track throughout the work-week.  Without them, I tend to forget tasks and details.  Prioritizing the items also is another way I stay organized.  I also keep binders or articles, information, and how-to's that I've found helpful throughout my career.  These binders are organized by topics such as bullet writing and professional development. By staying organized and accomplishing tasks in a timely manner, I am reliable and remain an effective member of the team.  

Core Self-Evaluation

The Big Five Personality attributes as described in the text are extroversion, agreeableness, conscientiousness, neuroticism, and openness.  As a kid, I was very shy and introverted.  When I joined the Air Force it was difficult to crack out of my "shell".  However, once I started getting promoted and put in positions with legitimate power, I realized I needed to step up to the plate to be the best Non-Commissioned Officer (NCO) and Senior NCO I could be.  My determination allowed me to overcome obstacles such as my quiet personality. I would describe myself as very agreeable, positive and open.  Furthermore, I am a very task oriented individual. 

These past few classes have helped me see my core self-evaluation.  I would say that I have an overall positive self-regard.  Nevertheless, I would like to improve my tendencies to have a negative outlook.  I wouldn't say that I'm a negative person, but I grew up with a mother who was bi-polar and neurotic which influenced some of my outlook on life.  Through mediation and critical thinking, I have discovered ways to combat negative thinking and promote positive thinking.  This is probably something most of us struggle with.  I am glad that I am aware of this "fault" in myself and eager to continue to improve it.

Attitude Toward Change

During the last class, I learned about Locus of control.  I very much believe that I have control over my life and what happens whether good or bad.  My decisions and actions determine outcomes. My internal locus of control also affects how I respond to others' leadership styles.  For example, when peers and supervisors make decisions that I do not agree with or like, I do not let it consume me or impact my decisions.  I realize that I can overcome the situation and see the positive side.  How I react also impacts my Airmen.  I believe that if I had an external locus of control, that attitude would spread throughout the section.  Therefore, I try to keep a positive outlook even in the midst of difficult situations and other leaders decisions. 

As for tolerance of ambiguity, I feel I am fairly flexible of changing environments and ambiguous conditions. There's a saying that the only constant is change.  I have found this to be true, especially within the last year working in the Support Section.  We are constantly, fixing, changing, improving and chaos is inevitable.  I've learned that change is good and that you must be flexible and tolerant of it in order to succeed. 

"We cannot improve ourselves or develop new capabilities unless we know what level of capability we possess."(Whetten & Cameron, 2016)

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