According to Obolensky (2014), a complex adaptive system is an organizational construct with a flat hierarchy, dynamic process and policies focused on team members, effective communication, transparency, and a flexible strategy development process. A successful organization will grow from a “functional silo” organization through to a complex adaptive structure (Obolensky, 2010, p. 23-27), or perish; therefore, leadership models will adapt and change along the way. Complex adaptive leadership (CAL) promotes increased flexibility within the realm of traditional leadership. Organizations need to become more bottom up and the way to do this is through change, coaching, motivation and innovation. Complex adaptive systems can also encourage more upward leadership as it helps traditional leaders consider interaction and adaptability in the changing environment.
The 70:20:10 model suggests that 70% of our learning is hands-on learning, 20% is learning from others, and 10% is learning from professional development. "The future of work is changing, and only those who adapt will survive. The trends that define this new era of work are entrepreneurialism, flexibility and innovation" (Groth, 2012, para 1). The 70:20:10 model encourages leaders and organizations to spend their time wisely through different types of learning.
My goal over the next 3 years is to focus on the strengths of my followers and helping them to grow professionally. To do this, I need to know what my followers want. If a supervisor does not know how an employee would like to grow professionally, they cannot tailor opportunities to meet their needs, and that is how companies lose good people (Bajic, 2013). One way to guide the follower to find a way is using the GROW questioning technique. "GROW stands for the questions asked" Goal, Reality, Options, Will" (Obolensky, p. 179). The GROW model uses open-ended questions to 'pull' the follower into solving their developing their goals and growing professionally. I will use the 70:20:10 model through this process. For example, if my follower has a goal to become a better public speaker I will first use the GROW model to better define and strategize their goal. Then I will have them practice public speaking in front of others by having them brief role calls and speak at professional ceremonies. The model shows that 20% is learning from others so I could have my follower attend public speaking events such as motivational speakers and ceremonies. Lastly, I can have them enroll in public speaking courses through their schools or attend classes that are offered on-base.
Another of my leadership goals is motivating my followers and being adaptable. Although I am an involved leader, I need to let-go more often and empower others to take the initiative and solve problems. In turn, this will motivate my followers. Recognizing the natural drive to be a part of the solution is a critical first step to motivating people to do their best (Musselwhite, 2007). Letting go is also critical to being adaptable. Letting go can be seen as embracing ambiguity but enforces followers' freedom to act. Ambiguity tolerance enables freedom to move easily without too much constraint (Obolensky, 2014). Practicing wu-wei will empower and motivate my followers as well as allow me to be a more adaptable leader.
References
Bajic, Elena. (2013).The 6 Steps For Retaining Good Employees. Forbes. Accessed at http://www.forbes.com/sites/elenabajic/2013/07/15/the-6-steps-for-retaining-good-employees/
Groth, A. (2012, Nov. 27). Everyone Should Use Google's Original '70-20-10 Model' to Map Out Their Career. Retrieved from Business Insider: http://www.businessinsider.com/kyle-westaway-how-to-manage-your-career-2012-11
Mussellwhite, C. (2007, August 1). Motivation = Empowerment. Retrieved April 17, 2018, from www.inc.com/resources/leadership/articles/20070801/musselwhite.html
Obolensky, N. (2014). Complex Adaptive Leadership. Ashgate Publishing Ltd.
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