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.