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