A641.9.3.RB - Becoming a Resonant Leader

Shane, 

    You have learned a lot over the last 9 weeks. More importantly, you have learned a lot about yourself. There are certain things about your real self you wish to move towards becoming your ideal self. These areas include learning how to get back to the physical health, completing your degree, and creating a work-life balance through mindfulness. Below is a detailed plan on how to accomplish all learning goals through action steps and milestones.

Learning Goal 1: Improve Physical Fitness and Overall Health 

Milestone 1: Workout 3 days a week for 3 months 

    Action Steps:

1. Partner with Bryan to ensure accountability 
2. Go to sleep at a reasonable time every night to get up early and workout. Lack of sleep and moving cannot be an excuse.
3. Get enrolled in fitness class at next base / find new workout friends 
   

Milestone 2: Run a 5K 

    Action Steps:

1. Slowly incorporate cardio into the exercise routine.
2. Gradually incorporate frequency of training each week until running 3 times a week.
3. Gradually increase the distance each week.
4. Sign up for 5K that begins 3 months from training start date to allow myself ample training time to prepare and hold myself accountable.

Milestone 3: Meal plan

    Action Steps:

1. Prepare meal plan and menu every Sunday.
2. Grocery shop every Sunday and follow through on purchasing menu items.
3. Review weekly family activity schedule to prepare for dinner conflicts accordingly.

Learning Goal 2: Complete Master’s Degree & graduate by July 31, 2021

Milestone 1: Complete MSLD 641

    Action Steps:

1. 
   Complete Discussion board post & 2 replies
2. Complete General assignment  
3. Complete/post this blog
4. Finish strong  

Milestone 2: Complete MSLD 690

    Action Steps:

1. Plan future schedules around coursework.
2. Work with advisor to ensure eligibility
3. Enroll for the course
4. Complete course

Milestone 3: Graduate

    Action steps:

1. Apply for graduation
2. Plan date/time
3. Invite friends and family to ceremony

Learning Goal 3: Create a healthy work-life balance full of mindfulness

Milestone 1: Improve mindfulness and self-awareness.
    Action Steps:

1. Continue reading/researching mindfulness
2. Find a church in new town that I connect with
3. Attend 4 weekend masses in a row.

Milestone 2: Limit technology
    Action Steps:

1. Do a tech-free day or weekend before the end of January.  
2. Only listen to mindfulness podcasts to/from work
3. Set limits on my phone like I do for the kids
4. Discuss with Bryan and family about joining

Milestone 3: Daily meditation

Action Steps:

1. Research different types of meditation
2. Dedicate 10 minutes a day after waking up to meditation
3. Discuss meditation with friends and family who have prior experience.

Seeing your personal vision become a reality will not be an easy journey. There will inevitably be some obstacles along the way. You will need people in your life to help support you and achieve your learning goals. There may even be some setbacks to accomplishing these goals, but you must see them as temporary and continue Look to your husband, kids, family, friends, and coworkers to be your greatest sources of support.

While this is a considerable amount to think about right now, remember to stay focused but flexible to new opportunities. This letter is a roadmap to what you feel is your current vision. However, we know that life is anything but predictable – and why we are directionally oriented in planning. We know that life is full of detours and that everything can change everything in a second.

A641.8.3.RB - Personal Balance Sheet

Promoting assets and limiting liabilities can help you to achieve your hopes and dreams.  Completing the Personal Balance Sheet (McKee,et al, 2008, p. 150) as well as the exercises throughout the course have helped me reflect on my strengths and weaknesses. I discovered that I find strength in positivity and am passionate, driven, and authentic. Some other strengths are that I am flexible and creative.  Some potential strengths are my focus and initiative.  The Enduring Dispositions that support me is that I have a strong work ethic, I listen thoughtfully, and my ability to adapt and get along with almost anyone.  

I feel that my potential strength is empowering others. Inspiring and empowering others is a critical aspect of being an effective leader. Watching employees learn, grow, and reach their maximum potential is one of the most rewarding parts of being a leader. Northouse (2016) defined empowering as, allowing followers the freedom to be independent, make decisions on their own, and be self-sufficient. As a leader, taking the opportunity to mold your employees into successful individuals is extremely satisfying and something that I feel I am very good at, but not something that I am as effective in as I should be.

I wish I knew how to negotiate better. If I can develop the ability to negotiate the points which are essential and compromise on other points it will alleviate the win-lose situation. Therefore, everyone wins some parts, and I will not get so stressed out over the small details. I can encourage other people but seem to doubt myself in taking my own advice. According to Dan Rockwell, there is good doubt that can inspire critical thinking and there is bad doubt that paralyzes us. There is no progress with (bad) doubt. (Rockwell, 2014) Questioning our value could become a good doubt because it forces us to investigate where that feeling comes from. We may even discover new things about ourselves. It is when that questioning leads to inaction or demanding guarantees it can be debilitating and bad. (Rockwell, 2014)

When contemplating what I know I want to improve in, the main thing I want to do better is speaking up to assert myself. At times, I feel like if I am the least experienced person in the room, I don’t have enough credibility or a voice to express an opinion or idea. A weakness I want to change that can help me improve other weaknesses is my lack of self-confidence. Northouse (2016) explains, “Leadership involves influencing others, and self-confidence allows the leader to feel assured that his or her attempts to influence others are appropriate and right” (p. 24). As I develop as a leader, it is critical that my self-confidence improves because if I am continually second guessing myself, I am leaving the door wide open for my team to second guess me.

This personal balance sheet has allowed me to view and discuss my strengths and weaknesses. I understand that there are various strengths that I could display more often, but I feel comfortable with my strengths. My weaknesses, on the other hand, tend to hold me back. I must learn to be view myself in a more positive manner and relinquish the self-doubt if I am going to continue to grow.

Refernces:

McKee, A., Boyatzis, R., & Johnston, F. (2008). Becoming a Resonant Leader: Develop Your Emotional Intelligence, Renew Your Relationships, Sustain Your Effectiveness. Boston: Harvard Business Schools.

Northouse, P.G., (2016). Leadership: Theory and Practice, 7^th Edition. Thousand Oaks, CA: SAGE Publications, Inc.

Rockwell, D. (2014, Apr 26). Seven Certain Steps for Dealing with Doubt. Retrieved from Leadership Freak: https://leadershipfreak.blog/2014/04/26/seven-certain-steps-for-dealing-with-doubt/

A641.7.3.RB - Appreciating Your "Real Self"

Complete the following exercises: "Listening To Your Wake Up Calls" in Chapter 3 of the workbook “Becoming a Resonant Leader.” 

Taking Stock  

Building Mindfulness Through a Personal Inventory

The activities I consider of greatest worth in my life are working hard, teaching my kids, mentoring others, reading, learning, time with family, and time spent outdoors.  The activities I consider of greatest worth in my work are mentoring others, working hard, learning, networking, and building relationships.  

What am I currently doing in my life that I like?

• Make the time challenge
• Taking masters class
• Decluttering and getting rid of stuff around the house
• Journaling

What am I currently doing in my work that I like?

• Dragon University classes
• Mentoring / feedback with others
• Coaching Lauren

What am I currently doing in my life that I don't like

• Being tired / taking naps
• Scrolling Facebook so much
• 
  Not intentionally / deliberately focusing on kids
• Not working out
• Complaining 
• Swearing

What am I currently doing in my work that I don't like?

• Being unproductive
• Not seeking out work
• Gossiping / Rumor mill
• Complaining

Mindfulness Check-In  

During the 2-minute mindfulness check-in it was easy to focus on the negative stressors in my life such as moving and finding a new house, worrying about my kids in school and health concerns amidst COVID pandemic.  Through this exercise, I realize I do not want to think about being negative or constantly worrying.  

The main areas of my body that I carry tension and stress are my neck, back and shoulders.  The past few weeks my back and neck have been hurting, but yesterday was the worst.  My back was spasming so bad that I could hardly move.  I had to schedule a massage and even after 20 minutes the therapist was not able to fully relax my muscles.  I need to prioritize my health and self-care.  I scheduled another a full massage for Thursday but making these a normal part of my routine care is necessary.  On the flip side, I took time this weekend to paint my nails (which I hardly ever do).  This made me happy especially since several people at work complimented me on the color.  

When focusing on my spirit, the images that came to mind were my son, Hayden, writing his stories.  He has such a vivid imagination and is extremely creative.  I need to encourage him more, letting him know I'm proud and supportive.  My kids inspire me to take time to enjoy the small things in life.  They also inspire me to finish my commitments, stay creative and to continue writing.  

Seeking Balance  

Attending Mindfully to All Aspects of My Self

Body - Eat healthy, stretching daily, routine massage/chiropractor appointments, workout, yoga

Spirit - Read, meditate, go to church

Mind - Journaling, reading, learning

Emotion - Time with kids, gardening, mentoring

Mindfulness Change  

Fine-Tuning Beliefs and Behavior

I need to focus on my body and physical health by eating healthy and exercising regularly.  Self care has not been a priority but obviously needs to be.  I will challenge myself to exercise at least two times a week.  Eating healthy while travelling and moving will be difficult - I need plan ahead and choose healthy options when dining out and to-go.   I also need to connect with family more often.  When I first joined the Air Force I would spend Sunday's calling family and writing letters.  I would like to get back to doing that and include the kids; this would help emotionally.  Along with exercising regularly, I intend to practice mindfulness daily.  Specifically, I am setting my morning alarm for 15 minutes earlier to do yoga, journaling or mediation.  Lastly, I will engage in activities that I enjoy without guilt or shame.  

I was not surprised by any of my responses or answers.  On the contrary, I know and have known where I am lacking in regards to being mindful.  However, these exercises continue to remind me to re-align my actions and intentions. "Active participation in the world rather than detached observation" (Denning, p. 271). Action is critical to success and leadership. I must be intentional in my efforts and continuously create goals and milestones.

References:

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

A641.5.3.RB - ICT at the Team Level

Using the concepts within ICT focused on the team level, reflect on why the Olympic US Women’s Soccer team won so often and the United States’ men’s basketball Dream Team did so poorly in 2000 and 2004?

Intentional Change Theory (ICT) provides valuable insight into the ability for both individuals and teams to meet their potential and support success through an understanding of the power of intentional change. Whether team development is happening within an organization or on a sports team, in order to maintain sustained and desired change, the team needs to develop and maintain a shared vision, team identity, and multiple levels of resonant leadership (Boyatzis, 2010). Intentional change on a team level can only be sustainable and effective if the members within that team find balance and cohesion between their shared visions and motivators. Without these shared foundations, sustainable intentional change becomes difficult, if not impossible.

As mentioned in the prompt, the 2000 and 2004 Olympic US Women’s soccer team was very successful whereas the men’s basketball team was not. One standout reason why that might be is that the soccer team had been in the performing stage of development far longer than the men’s basketball team. These women had played together in many arenas beyond the Olympics and had already formed those resonant relationships with one another. As the first professional women’s soccer team, they also had an emergent awareness of shared hope that continued to motivate them to achieve more and reach their ideal purpose. Just like champion athletes develop and use an image of themselves performing at their peak in preparation for competition, there is power in focusing on a desired end" (R. Boyatzis & Kohlrieser, 2017). The US Women's team knew what they came to the world stage for, and they weren't leaving without it.

The United States Men’s Basketball team (known as the Dream team) struggled in the Olympics in both 2000 and 2004. The 2004 team lost to Puerto Rico in one of the biggest upsets in Olympic basketball history and will forever be marked as the one that brought home bronze instead of gold (Maisonet, 2017). One difference in the success of the teams may lie in how the teams were developed. According to Mark Cuban (2004), the 2004 Olympic team consisted of various all-stars and resembled nothing close to a unified or cohesive team. In fact, many of the players were accustomed to being opponents during their regular NBA season. "The stark reality of Team USA was that throwing a random assortment of basketball players with a "name" head coach into a situation they were wholly unprepared for didn't work" (Maisonet, 2017). Viewing this issue in the light of ICT, the coaches assembled teams of individuals who were had very highly skilled but were not provided the knowledge to adapt their skills on an international level. Another reason the men's team may have done so poorly was their negative outlook. The men's basketball team were riddled with personality and power struggles, causing much tension throughout the team. The balance between positive and negative emotions also play a significant role in the success and ability to change because positive attractors pull team members toward their shared purpose or vision, allowing them to experience hope as a group and focus on the possibilities, while negative attractors add balance by encouraging team members to reflect and explore alternative ways of taking action (Akrivou, Boyatzis, McLeod, 2006).

Resources:
Akrivou, K., Boyatzis, R. E., & Mcleod, P. L. (2006). The evolving group: Towards a prescriptive theory of intentional group development. Journal of Mgmt Development Journal of Management Development, 25(7), 689-706.

Boyatzis, R. (2010). Coaching Teams for Sustained, Desired Change. In The Coaching Kaleidoscope: Insights from the inside (pp. 168-181). Palgrave Macmillan.

Boyatzis, R., & Kohlrieser, G. (2017, February 21). The Five Stages of Intentional Change Theory – Key Step Media. Key Step Media. https://www.keystepmedia.com/intentional-change-theory/

Cuban, M. (2004). What’s wrong with team USA basketball? Retrieved from http://blogmaverick.com/2004/08/15/whats-wrong-with-team-usa-basketball/

Maisonet, E. (2017, October 3). The Miseducation of the 2004 U.S. Men’s Olympic Basketball Team. Bleacher Report. https://bleacherreport.com/articles/2731575-the-miseducation-of-the-2004-us-mens-olympic-basketball-team

A641.4.3.RB - Tipping Points of Emotional Intelligence

The assigned article this week discussed the Tipping point of Emotional Intelligence.  

When was the last time you reached a ‘tipping point’ or had that ‘aha’ moment at work? A tipping point is “a point in time when an underlying pattern that has been going on for some time suddenly produces a large change." (Obolensky, 2014, p. 82).

When I was put in charge of managing the Sortie Support Section, I knew there was a lot to fix. We were responsible for the security, control, and accountability of equipment. However, the section was in a troubled state. The Quality Assurance pass rates were very low and morale was almost non-existent. Not to mention the fact that our customer service reputation was lacking. The support members would greet customers with irritability and slowly retrieve tools. Conflict between my members and our customers was a daily occurrence. I needed to fix it, but wasn't sure how. 

While reading a story in the book The Outward Mindset, I first got the idea to implement a new strategy in my section. The story in the book described how Bill Bartman built a debt collection company that figured out ways to help their clients make money. “They operate from the premise that their clients owe them money precisely because they don’t have enough money to pay them.” (The Arbinger Institute, p.61) This sparked an idea in me to find ways to help our customers and section.

I started with a dry-erase board and an outward mindset.  At the front counter where our customers stood to check out their tools, I hung a dry erase board and simply wrote “How can we make your job easier?”. I was fishing for ideas, changes, improvements that we could make. At first there was pessimism and hesitation. Finally, after a week of negative comments and complaints, real suggestions started to flow. We implemented the suggestions and our section began to improve as well as our relationship with our customers. Each time we completed a project, I would write it on the left with a check. Weeks went by and we received more and more suggestions and my team continued implementing them.

Boyatzis (2013) states the process of change is not a continuous one, it happens with these tipping points, around these moments of emergence. What moves us ahead in the intentional change process are tipping points that move us into the Positive Emotional Attractor or PEA.

We started to communicate. Not only, were the customers communicating their ideas with us, we were communicating with each other. Within a few months, we QA pass rates increased and the number of lost tools lessened. Our customers would come in with smiling faces and my Airmen would optimistically greet them while quickly retrieving whatever tools needed. The support Airmen also came up with a myriad of ideas to improve the section and benefit the customers. We shifted our organizational mindset from an inward one, to an outward mindset.

There was a tipping point in our workplace success.  " Emotional intelligence reflects one’s ability to manage the immediate situation successfully by applying available knowledge" (Prins et al., 2018, pp. 7).   I used the four components of Emotional Intelligence, namely self-awareness, self-management , social awareness skills, and relationship management to make a positive change in my section.  


References:
Boyatzis, R. E. (2006). Using tipping points of emotional intelligence and cognitive competencies to predict financial performance of leaders. Psicothema, Vol. 18, Suplem.1, 124-131. Retrieved from http://www.psicothema.com/psicothema.asp?id=3287
Obolensky, N. (2014). Complex adaptive leadership: Embracing paradox and uncertainty. Burlington, VT: Gower Publishing Company.
Prins, A., Niekerk, V. E., & Weyers, A. (2018). Emotional Intelligence: Tipping Point in Workplace Excellence. KR Publishing.

A641.3.3.RB - Emotional Intelligence: Getting Results!

Emotional Intelligence is a range of abilities which include self-awareness, emotional self-management, empathy, and social skills.  Each of the four dimensions apply to all of us in some form or fashion.  

Self-Awareness - 
Self-awareness is something that I think everyone possesses. However, I believe that we overestimate our ability to self-analyze our impact and positions on many different things, especially when our emotions are impacted.  Being self-aware of my own emotional state helps me talk with others and resonate with them effectively. I firmly believe it is vital to control of one's emotions prior to interacting and building bonds with others. Being self-aware also limits the amount of volatility with emotions and relationships. This, in turn, makes it easier to engage and correct any dissonance with a team.

A few books, specifically 10% Happier: How I Tamed the Voice in my Head by Dan Harris, started my journey of self-awareness.  Meditation and mindfulness allow me to have thoughts without judgement and reactive emotions.  Furthermore, remaining in the present allows me not to focus on the past or future.  It lets me live in the moment and enjoy the present.  Meditation and mindfulness have also helped in times of stress realize that the situation may not be as extreme as it might appear.  It lets me to remain self-aware and regulate and control my emotions, thus building my emotional intelligence.

Self-Management - 
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 my emotions seems to be a bit more difficult for me. As I've aged, though, I've noticed I can regulate my emotions, depending on the situation and environment. I believe that if I can control impulsive feelings and behaviors, manage my emotions in healthy ways, take initiative, follow through on commitments, and adapt to changing circumstances, it will only make me a better leader. I would also say that I am very good at recognizing others' emotions and empathize with them. Moreover, since beginning this program, I've learned to think critically about my emotions and responses to people and situations.

Social Awareness - One dimension I have improved in yet still have tons of room for improvement is social awareness. I have some trouble assessing certain situations and how to approach those situations. While I may not understand how to approach other situations, I freeze up and shut myself down. Most people do not know how to handle that, so it essentially leads to me being misunderstood. However, there is one aspect of social awareness I am great at. This aspect is empathy. I have an uncanny ability to put myself in someone else’s shoes and tell them exactly what they need to hear. In a way I can inspire them all thanks to my empathy.

Social Skills - The fourth element, social skill, is the ability to put the three previously discussed together and learn how to be a team player in handling relationships competently (Goleman, 2012).  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.

While I feel that I have a pretty good grasp on Emotional Intelligence and I have definitely improved, I also understand that I have many things to learn in this area and that this is something that requires my attention every day. For example, sometimes instead of addressing problems, I avoid them. This avoidance obviously does not help my ability to be social and develop my skills.

 All in all, I still have a long way to go in developing my emotional intelligence. I do not see this as a bad thing though. Instead, continuously working at this will allow me to fully develop my skills. Doing so will allow me to use these tactics in all facets of life which could help me tremendously.

References:
Big Think. (2012, April 23). Daniel Goleman Introduces Emotional Intelligence | Big Think. YouTube. https://www.youtube.com/watch?v=Y7m9eNoB3NU. 
Goleman, D. (2007) Daniel Goleman introduces emotional intelligence. Retrieved from: https://www.youtube.com/watch?v=Y7m9eNoB3NU

Goleman, D. (2012). Why aren't we more compassionate? TED. https://www.ted.com/talks/daniel_goleman_why_aren_t_we_more_compassionate.

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

A641.2.3.RB - Am I a Resonant Leader?

Chapter 2 of the workbook “Becoming a Resonant Leader" focused on what it takes to be a resonant leader.  After completing the exercise titled, “Am I a Resonant Leader?” I am disappointed to think I am no longer a resonant leader... at least not as much as I could or used to be.  

I aspire to be a transformational leader. 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. The past few months I can tell my focus and demeanor has changed, deteriorated.  I no longer feel like I inspire or influence people as I once did.  I used to be a very positive leader who influenced members, in my opinion.    

I would say two years ago I was well on my way to being a transformational leader but as of eight months ago my leadership effectiveness declined.  Looking back, the decline was probably a combination of work and life stressors, a change of my supervision, not to mention a global pandemic.  Nevertheless, I feel I have fallen short being the best role-model and leader I could be.  For example, I began talking negatively about my supervisors to my peers and sometimes my subordinates.  Whether I agree with my leaders' choices, it is my responsibility to support and defend them.  I now realize that emotions matter and are contagious.

I feel I am still compassionate and am in touch with others. 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).  I go out of my way to ask about how the Airmen and their families are doing, especially when I know they are experiencing hardships.  Over the summer, we had several members with family that passed yet were unable to travel due to COVID.  During this time, I reminded our leadership team to ensure the members had the appropriate time/space to grieve and we made sure to send sympathy cards to show that our team was thinking of them.  

From the work assignment, I have a greater self-awareness of my status as a resonant leader.  Resonant leaders need to be highly self-aware, manage themselves in stressful and complex environments, empathize with others, and lead others to get the job done (Boyatzis & McKee, 2005).  Receiving feedback can be super hard. Too often people resort to their impulsive reaction rather than their conscious choice. Feedback enables you to look at situations and yourself differently, it unlocks self-reflection and growth, and opens the gate to change.  Due to very recent candid feedback from my supervision, self-reflection stemming from this exercise and some hard work ahead of me, I feel I can become a resonant leader.  

Boyatzis, R., & McKee, A. (2005). Resonant leadership: Renewing yourself and connecting with others through mindfulness, hope, and compassion. Boston: Harvard Business School Press.

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

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

A641.1.3.RB - What is Great Leadership?

Depending on who you ask, you may get very different ideas of great leadership. In the video, "What is Great Leadership?" Dr. Richard Boyatzis explains the impact most effective leaders can have on you. 

Dr. Boyatzis' video exercise had me reflect on a leader whom I would try to avoid and did not bring out the best in me. Unfortunately, I have worked for a few of these "leaders".  One in particular, stands out as making me feel small and insecure.  He would often question and belittle members as a show of dominance.  I had the unfortunate experience to be screamed at, undermined and berated unjustifiably front of my team by him.  He did not allow me the opportunity to respond or give any perspective. I assume most he said was to make a point and be 'heard' by my team rather any sort of effective and actionable feedback. This approach, for me, was not respected or appreciated.  Rather than inspiring and leading his team, he would often micromanage and question his subordinates.  

In contrast, whenever I think of great leaders, I think of CMSgt Chasidy Sells. It is difficult to encapsulate how Chasidy's leadership. However, Dr. Boyatzis' exercise to describe how the leader make you feel helps put it into words. When I think of Chas I envision her bright bubbly smile and demeanor. She is a ball of energy and brings laughter, light and fun wherever she goes. She seamlessly makes everyone feel welcomed and part of the team. Chasidy is caring, kind and compassionate as well as uncomplicated and candid. Boyatzis describes how great leaders make you feel and states the music of leadership is emotions. Chasidy Sells is one of those great leaders.  She valued the members of our squadron and inspired me and many others.   

In the military, upholding standards and discipline is an integral part of our culture. As the squadron First Sergeant, Chas acted as the Commanders right hand (wo)-man enforcing standards. Oftentimes she would have to advise on disciplinary actions and punishment. The 1st Sergeant must also stand by the member receiving the punishment, explaining the decision and helping them understand and correct their behavior. "Like a master pianist who captures the power and majesty of a composition, an emotionally dynamic leader brings forth the “music” of the organization in all its complexity and inspires others to achieve their own potential as they contribute to the organization" (Egan & Feyerherm, 2007).  On several instances I remember Sergeant Sells mentoring Airmen after being reprimanded or demoted yet she was effectively able to lead them to a better place in their lives and careers.  Although she was just doing her job as a 1st Sergeant, how she did it made the difference.  She truly cared and still maintains relationships with her Airmen to this day.  She was a leader, friend and mentor yet I bet she would never fully know or understand the impact of her inspirational leadership. She has touched so many lives and I would gladly work with her again.  

References: 

Boyatzis, Robert. (n.d.) What is Great Leadership? [Video]. Case Western Reserve University. https://erau.instructure.com/courses/120698/assignments/2236792?module_item_id=6880465

Terri D. Egan, P. D., & Ann Feyerherm, P. D. (2017, October 30). Emotional Dynamism: Playing the Music of Leadership - A Peer-Reviewed Academic Articles: GBR. https://gbr.pepperdine.edu/2010/08/emotional-dynamism-playing-the-music-of-leadership/.

A634.9.4.RB - A Reflection of Our Learning

Select three key lessons you take away from the course. Share if your perception of ethics has changed. Has this course expanded your perspective on ethics as an individual, in an organization, and in society. If so, how. If not, why not?

While reflecting back on the past 8 weeks and reviewing all of the assignments, I am proud to say I took away quite a bit from this course. Ethics is extremely important part of society, and it provide a framework in which people can follow. Not falling for a slippery slope was one of my takeaways from the course. Being humble and not letting your position influence your decision making in a negative way is good character trait of a leader. My perception of organizational ethics has changed. I understand that not all dilemmas or decisions are black and white. Decisions should not be made in a vacuum and consequences, situations and decisions are all relative. This course was very insightful in exploring societal ethics. For example, I never before thought about the ethics of what I eat. The three specific lessons I take away from this course are outlined below.  

Module takeaways: 

1.  Discussed ethical dilemmas and how making ethical decisions in our lives is a complex task.
2.  Explored the definition of ethics and talked about the theories of ethics including consequentialism and deontology.
3. Dug into relativism and morality. we learned that as leaders, we will always have people and situations that will test our morals and our boundaries
4. Discovered how cultural issues such as gender, age, race, and religion impact ethical viewpoints.
5. Discussed the ethical implications of social media, technology, marketing, and the law.
6. Explored how we shall live as individuals.
7. Explored the concept of a code for managers, examined how leadership behaviors can influence our approach to the organization, and reflected on unethical behavior in the context of a successful practitioner.
8. Discussed how complex societal issues such as gun control and punishment have broad ethical implications

                                                                                                        ~LaFolette, 2007

 

Consequentialism 
The theory of consequentialism, as detailed by LaFollette (2007), is founded in its “claim that we are morally obligated to act in ways that produce the best consequences” (p. 23).

I believe circumstances and consequences matter and in order to make the best decisions with the most effective and ethical outcomes one must practice critical thinking. Elder & Paul (2013) state thinking tells us what to believe, what is important, what is true as well as everything we know, believe, want, fear, and hope for. "All thinking has an internal dynamic. It leads somewhere and, when acted upon, has consequences. You can't be a critical thinker if you are insensitive to the many implications inherent in your thinking." (Elder & Paul, 201, p. 87). Much like critical thinkers consider the Elements of Thought, consequentialists must consider and specify three dimensions:

    - Which consequences?
    - How much do they count?
    - How do they count?

The Golden Rule
The Golden Rule simply states, “You must treat others in the same way that you would want to be treated in the same situation.”

When I first considered the question to give examples where one might have to compromise the Golden Rule, my first instinct is to think “never, I always try to treat others how I want to be treated”.   There are in lies the problem and several assumptions: 1-Others want to be treated in the same manner that I do and/or 2-that I know (or assume to know) how others want to be treated. 

While the Golden Rule is a powerful and profound principle, not everyone is the same nor should they be treated the same in every situation.  People have differing motivations, drive and backgrounds that must be considered.  Just because we should be “considerate, thoughtful, and fair in how you treat others” (Putnam, 2016) doesn’t mean the consequences, background and outcomes will (or should be) the same.

Relativism and Morality
I believe morals and ethics are relative.  “Ethical relativism is the theory that holds that morality is relative to the norms of one's culture. That is, whether an action is right or wrong depends on the moral norms of the society in which it is practiced” (Santa Clara University, n.d.). 

My family has often referred to me as understanding and agreeable. With that, I often find myself being “swayed” by arguments and conversations on various topics and tolerant of others’ beliefs and actions.  Because of this, I thought of myself as inconsistent in my views and wishy washy.  However, through reflection after this week’s readings I feel I would be considered a relativist.  “Moral or ethical relativism is simultaneously the most influential and the most reviled of all relativistic positions” (Baghramian & Carter, 2015, para 4.5). While some see it as an indication of tolerance and open-mindedness, others think it signals confused thinking or immorality.

On the contrary, I believe relativism/relativists embodies the idea of intellectual empathy.  “Intellectual empathy requires us to think within the viewpoints of others, especially those we think are wrong” (Elder & Paul, 2013, p. 55).  As I believe that morals and ethics are relative, I must accept that my views may differ from someone else. When people empathize with others’ viewpoints, they gain new insights and expand their views.  

Individually we can make a difference. Collectively we can change the world.

References:
Baghramian, M., & Carter, J. (2015, September 11). Relativism. Retrieved June 17, 2020, from https://plato.stanford.edu/entries/relativism/
Elder, L., & Paul, R. (2013). 30 Days to Better Thinking and Better Living Through Critical Thinking: A Guide for Improving Every Aspect of Your Life. London: Prentice-Hall.Lafollette, H. (2007). The practice of ethics. Malden, Mass: Blackwell.
Putnam, M. (2016). The Golden Rule in Business. Retrieved from: https://globalethicssolutions.com/2016/11/28/golden-rule-business/
Santa Clara University. (n.d.). Ethical Relativism. Retrieved June 16, 2020, from https://www.scu.edu/ethics/ethics-resources/ethical-decision-making/ethical-relativism/

A634.8.3.RB - Gun Control: What is the Answer?

In Chapter 12, LaFollette (2007) discusses gun control. In recent years, we have witnessed many tragedies with respect to guns in the workplace. Do citizens have a right to bear arms? Answer the question in your reflection blog. State your opinion and follow up your position with supporting documentation. Next, present the opposing side to your stance. Use external sources to enhance your claims.

In recent years, we have witnessed many tragedies with respect to guns in the workplace.  Regardless, civilians have the right to bears.  While this might not be a fundamental right, the right to bear arms is a derivative and constitutional right, according to LaFollette (2007).  Firearms are used for protection, hunting, collecting however there seems to be constant concern about civilians owning firearms and even more controversy over citizens carrying guns in the workplace. Are guns really that dangerous?  Are there really that many fatal workplace shootings?  Although any loss of life is tragic, the statistics for workplace disasters regarding guns highlight how the focus on gun control for private citizens may be skewed. 

According to a Census of Fatal Occupational Injuries, by the U.S. Department of Labor (2019), there were 453 occupational shooting homicides in the United States in 2018.   Moreover, 351 of those were intentional shootings by other persons (U.S. Department of Labor, 2019).  That’s a mere 6% of total workplace fatal injuries in 2018 whereas almost 40% were caused by transportation incidents.  Consider this, our society requires one to study a handbook and take practice tests at the DMV, pass the learner’s permit test, log a certain number of hours with licensed driver, pass a driving (road) test, and drive with certain restrictions until the member reaches “maturity”.  Even with all this preemptive training and restrictions put in place, not to mention specific workplace training and guidelines, vehicular workplace fatalities are far surpassing those of fatal workplace shootings. 

Compared to the process of operating a vehicle, purchasing and using a handgun was simple in my experience.  One of the first times of shooting a firearm with at Air Force Basic Military Training.  There was a short classroom overview of the weapon before carrying, load and firing my issued M-16 firearm.  A few years later when I moved out of the base dormitory, I decided to buy a small handgun for personal safety.  I was extremely surprised at how fast and easy the process was; it took less than 1 hour from start to finish to choose and purchase a firearm.  With the amount of attention and controversy that surrounds gun control and workplace shootings, if we (our society) are seriously concerned, shouldn’t the process be more focused on preemptive training and restrictive controls? 

While the statistics prove that workplace shooting fatality numbers dim in comparison to vehicular fatalities, perhaps guns should be prohibited from civilian workplaces.   Businesses are required to maintain safe workplaces. If civilians are bringing firearms to work and creating an (potential) unsafe environment for others, they need to be restricted.  I am a female working in aircraft maintenance.  There are certain basic rules that I must follow in order to stay safe on the flight line.  For example, I must constantly keep my hair pulled back so as not to snag on equipment, I am prohibited from wearing jewelry to prevent from getting injured climbing stands/ladders, and I am prohibited from wearing a hat or wig on the flight line to reduce the possibility of it being sucked into a jet engine.  These restrictions do not mean I can never wear my hair down, jewelry or hats; I just cannot do these at my workplace due to safety concerns.  The same argument can be made for guns in any or most workplaces.  There could be a concern of accidental discharge or worse, someone losing their temper at work while having easy access to their weapon and using it.  Organizations must weigh the pros and cons of allowing firearms at work with the potential risks.  Therefore, guns should be prohibited from civilian workplaces.   

References: 

Lafollette, H. (2007). The practice of ethics. Malden, Mass: Blackwell. 

U.S. Department of Labor. (2019, December 17). TABLE A-2. Fatal occupational injuries resulting from transportation incidents and homicides, all United States, 2018. Retrieved July 22, 2020, from https://www.bls.gov/iif/oshwc/cfoi/cftb0323.htm

A634.7.4.RB - Egoism: Psychological and Moral

There are two forms of egoism, psychological egoism and ethical egoism. According to LaFollette (2007), a psychological egoist claims to define the reason why we behave the way we do and points out that we act congruence to our self-interest yet cannot clearly explain the rationale behind our interests. Ethical egoist, on the other hand, claims that there is only one moral standard that is to say that we should act and behave in manners that maximize our self-interest (LaFollette, 2007).

1. What is your view on egoism? I agree with this view of psychological egoism, which simply claims that whatever a human being does, the aim is self-benefit. If psychological egoism is correct, it means that even when people appear to act for others’ benefit, with no concern for themselves—which is called altruism—they’re actually doing it for their own sake (Egoism, n.d.). We do what makes us feel good.

2. How do you see ego getting in the way of ethical decisions in the workplace? Ego can easily get in the way of making decisions in the workplace. Having an ego starts to crowd out our blind spots and we become less self-aware leading to poor performance as a leader. Your ego is what prevents you from hearing critical but necessary feedback from others. Ego makes you over-estimate your own abilities and worth. 

3. Should leaders get benefits others do not receive? Leaders and others should receive benefits commensurate with their position and responsibilities. These benefits can be a motivation for a person to excel in their position to move into a position of leadership and so can be a positive factor. In the military, we say “RHIP”; Rank Has Its Privileges. On the other hand, a leader can abuse the benefits and abuse the power of their position and rank. For example, a few years ago, part of my responsibilities was to attend a morning aircraft production meeting with all the Squadron and Aircraft Maintenance Unit managers. The maintenance office and maintenance superintendent (chief) chair the meeting every morning. However, the squadron Chief Master Sergeant would often leave the meeting early stating he had “chiefly things to do”. In actuality, he was leaving most mornings to go eat breakfast or go to the gym while we stayed and carried on the meeting without him. While in this case, rank had it privileges, he abused his power and position, quickly creating resentment throughout the squadron. 

4. How could leaders be better rewarded to promote ethical behavior? Leaders can reward (and be rewarded) to promote ethical behavior. Leaders must commit to correcting and/or punishing unethical behavior. They must also praise in public the behavior they want to see. For example, recently we had a Non-Commissioned Officer (NCO) who performed inadequate and unethical maintenance. His poor maintenance practices could have led to an aircraft fire or crash. Later an Airman identified the wrong-doing and informed leadership. Although the situation was corrected prior the aircrafts next flight, the NCOs actions must be corrected otherwise he might be comfortable continuing this type of behavior. Additionally, the Airman should be commended for his attention to detail and honesty in coming forward.

References:
Egoism. (n.d.). Retrieved from: https://philosophyterms.com/egoism/References:
LaFollette, H. (2007). The practice of ethics. Blackwell Publishing

A634.6.3.RB - What are Virtues?

Benjamin Franklin's self-improvement program included 13 virtues that he felt were important guides for living along with principles for each that would, in his opinion, define a person of good character. He developed a scorecard for evaluating how well he measured up to his own ideals. Throughout his life, Franklin tried to live by these virtues though not always successfully. 

Select three of Franklin's virtues and reflect upon them in your blog. Ask yourself, how can I include them in my daily life? 

According to the PBS Virtue quiz, I scored pretty well overall and am on the right path. The quiz was simple but made me think about how I live and the daily choices I make.  I definitely can improve many areas of my life in order to live virtuously like Benjamin Franklin.  Temperance, Resolution and Cleanliness are three areas the quiz suggested I might want to improve. 

Temperance. 
Temperance, or self-restraint, is a virtue that I can improve.  I grew up with two alcoholic parents, so I am very familiar with those who do not drink in moderation.  From a very young age I vowed not to live like that.  However, that "addictive" personality gene must have slipped through when it comes to eating.  I am not overweight by any means but I am a food lover and often over indulge, especially on Thanksgiving which is why I probably scored low on this particular question/virtue.  Additionally, I am sure there are ways to improve this virtue on a daily basis, personally and professionally.  Norz (2015) states, "temperance comes into play frequently because, like the millions who exceed speed limits every day, there are many circumstances in which companies can violate laws for years with little risk of getting caught".  For example, at work one of my responsibilities is to review individual's qualification training and recommend them for increased certifications once the prerequisites are met.  This is a tedious task that requires multiple layers of supervisory review.  Since being in my position, I have relied heavily on my training manager to review "the little things" in the package prior to my concurrence and approval.  However, I recently realized the "little things" are getting missed.  While it's easy to blame the training manager, it is ultimately my responsibility which i was "speeding" through.  "Evaluate your own habits and consider the degree to which you may be failing to restrain yourself from “speeding” at work. Make adjustments as needed to be more temperate" (Norz, 2015). 

Resolution.

This virtue of resolution ties nicely with temperance.  Just as I must use self-restraint to not "speed" through my tasks, I must also resolve to see them through.  In my position I often feel as if I am a Firefighter, constantly putting out fires at work and never getting to the daily responsibilities.  I had set specific goals for my team which now months later, have not been met.  Building resolve requires that I accept responsibility for myself, my life and my choices.  It is up to me and me alone to create the life I want to live (Spiritualwarriorscholar, 2018).  Additionally, I must be accountable for what I say and do...or don't do.  

Cleanliness.

I have always considered myself a clean person. I try to keep a tidy house.  However, after self reflection my toleration has 'shifted'.  Daily life with a full time job, three kids and Master's level classes requires a delicate balance.  If one's attention shifts too much to work, the home life will eventually 'feel' the shift and vice versa.  Through self reflection I realize that I tolerate 'uncleanliness' in order to focus my attention more on my family and work.  I believe another point in this virtue was to show how things should be handled in the moment and for one not to procrastinate.  If my toleration for uncleanliness worsens, my toleration for other aspects of my life will progressively worsen, potentially.  One way to combat procrastination is through mental rehearsal.  According to Peper, et al. (2014) “mental rehearsal is role-playing in your imagination. The more you imagine yourself performing the desired (or undesired!) behavior, the more likely it is that you will actually perform that behavior. Mental imagery is a process in which a behavior or a performance is rehearsed mentally, as if the person is actually performing it” (p. 83). This technique can be useful in reducing procrastination and improving resolve.  

Benjamin Franklin’s virtues are listed below (Ben's 13 Virtues, n.d.):

1. Temperance: Eat not to dullness. Drink not to elevation.
2. Silence: Speak not but what may benefit others or yourself. Avoid trifling conversation.
3. Order: Let all your things have their places. Let each part of your business have its time.
4. Resolution: Resolve to perform what you ought. Perform without fail what you resolve.
5. Frugality: Make no expense but to do good to others or yourself: i.e., Waste nothing.
6. Industry: Lose no time. Be always employed in something useful. Cut off all unnecessary actions.
7. Sincerity: Use no hurtful deceit. Think innocently and justly; and if you speak, speak accordingly.
8. Justice: Wrong none by doing injuries, or omitting the benefits that are your duty.
9. Moderation: Avoid extremes. Forebear resenting injuries so much as you think they deserve.
10. Cleanliness: Tolerate no uncleanness in body, clothes, or habitation.
11. Tranquility: Be not disturbed at trifles, or at accidents common or unavoidable.
12. Chastity: Rarely use venery but for health or offspring; never to dullness, weakness, or the injury of your own or another's peace or reputation.
13. Humility: Imitate Jesus and Socrates.

References:
Ben's 13 Virtues. (n.d.). Retrieved from Ben's 13 Virtues: http://www.pbs.org/benfranklin/pop_virtues_list.html
Norz, J. (2015, May 7). Temperance — The Cornerstone of an Ethical Corporate Culture. Retrieved from https://www.corporatecomplianceinsights.com/temperance-cornerstone-ethical-corporate-culture/
Peper, Erik, PhD., B.C.B., Harvey, R., PhD., Lin, I., & Duvvuri, P. (2014). Increase productivity, decrease procrastination, and increase energy. Biofeedback (Online), 42(2), 82-87.
Spiritualwarriorscholar. (2018, October 25). ON THE VIRTUE OF RESOLUTION. Retrieved July 09, 2020, from https://theeclecticmethod.com/2018/02/02/on-the-virtue-of-resolution/