A633.2.3.RB - Butterfly Effect

In my organization there is a newer Lieutenant (Lt P.) who is inexperienced and eager to please upper supervision.  In the morning meetings for turnover he doesn’t pay attention near as much as he should on the important information and tends to ask a lot of insignificant questions.  His focus on trivial details has resulted in the members of our section wasting time answering questions and researching useless information.  For example, after discovering we had a piece of tape missing off of a panel in the crew station Lt P. had us research that panel, why the panel had tape where there should have been a button, and when the panel was installed.  Even after finding out that the button was modified years ago and replaced with simple aircraft tape he inquired if we had more tape (or panels) in the supply system and who last performed maintenance on that panel.  While these actions needed to be performed eventually, they are not questions or answers that need to be known or briefed by his level of supervision.  Because of his probing we have also gone out of our way to troubleshoot systems and components that could have simple answers to.  

This week, we had a B-2 mission to drop test weapons at the range.  During the flight, the aircrew received a fault code with the weapon which is fairly common and internal to the weapon itself, not the aircraft or weapon rack.  Meaning once the weapon was downloaded and tested there is no other required maintenance or troubleshooting.  After the aircraft landed and was downloaded, we performed tests on the weapon and they all passed, which is also common.  However, our previous shift knew that Lt P. would not be satisfied with that answer and he’d scrutinize our actions.  Therefore, it was decided to hook up equipment to the aircraft itself and test the weapon racks.  When hooking up the equipment, a connector was damaged which cannot be simply replaced.  Rather, the entire 480 inches long wire must be replaced and drives many hours of maintenance and operational checks.  So, now we have a “broken” aircraft due to a task that shouldn’t have been performed yet was because the Lt. likes to ask insignificant questions and push meaningless maintenance.  

Another example of where small changes yield large results in your organization occurred when I was in charge of the Support Section.

Last April, I became the Section Chief of the 509 Aircraft Maintenance Squadron Support Section. Our job was to manage the tools and equipment used to maintain the B-2 fleet. 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.  I need to fix it, but wasn't sure how.  My answer was inspired by a story in a book I was reading.

It all started a year prior when I walked in to the library to waste some time.  While there, the cover of a book caught my eye and grabbed my attention.  It had a picture of a two feet; one in a dress shoe, the other was barefoot and injured.  The title read, "Leading with Honor: Leadership Lessons from the Hanoi Hilton. I love reading but at the time I enjoyed romance and suspense.  This book was about Leadership and history but I was intrigued.  I was scheduled to drive down for a month long Tdy to Mississippi the next day and noticed they had an audiobook so I decided to check it out.  This book changed my life and ultimately led to the choosing of this Master's program.  

I listened to that audiobook on repeat for weeks, soaking in the lessons.  I eventually bought more and handed them out to friends and peers as well as led a 14-week workshop.  After reading that, I got on a "leadership" kick and found the book "Leadership and Self-Deception: Getting Out of the Box" by the Arbinger Institute which eventually led me to read their book "The Outward Mindset".

While reading a story in this book I first got the idea to implement the outward mindset 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. 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. 

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. A simple dry erase board was the

Obolensky, N. (2014). Complex Adaptive Leadership. Ashgate Publishing Ltd.

The Arbinger Institute. (2016). The outward mindset seeing beyond ourselves how to change lives and transform organizations. Oakland, CA: Berrett-Koehler .

A633.1.2.RB - Leadership Gap

Throughout my life, my attitude to leaders has changed slightly. During my high school years, I looked to teachers for guidance, inspiration and leadership. When I joined the military, the strict rank structure guided my idea of leadership. However, as I've grown, I realize that leadership isn't, or shouldn't be, structured or only considered an authoritative top-down approach. 

If we look at how the generations before us thought of authority/leaders it would be vastly different from our attitudes now. President Franklin D. Roosevelt, the Queen of England, President John F. Kennedy, Martin Luther King Jr., Nelson Mandela and Pope John Paul II might be some examples of leaders that our parents and grandparents remember. Former presidents and heads of state were considered our "leaders". Although they led our countries, religions or historical movements, they would differ from our examples nowadays. My eight grade health/PE teacher is the epitome of my idea of leadership. Mrs. Paula Dugan has taught thousand of students. However, her selflessness and sincerity are the traits that I am drawn to. She motivated and supported so many of us, always with a positive attitude and outlook.  

Younger generations may consider Malala Yousafzai and Evan Spiegel as their leaders. Malala became a female education activist at the age of 11 and is the youngest Noble Prize laureate after writing for the BBC "detailing what it's like to live under Taliban rule" (Giang, 2013). Evan Spiegel is a young entrepreneur who reportedly turned down a $3 billion all-cash buyout from Facebook in 2013 (Giang, 2013). He is the founder and CEO of the popular App SnapChat and in 2015, he was named the youngest billionaire in the world. 

There is a changing trend in leadership. It used to be that leaders were those who presided on high, or dominated those who followed. Now leaders persuade, inspire and motivate. Obolensky writes that "we hold our leader to account more now that we have done. In the past we assumed they were more capable than us and we were therefor happy to follow" (p. 4). Our idea of leadership has changed as well as how we lead. Technological innovation allows people to communicate and interact more and faster than ever before. The internet and the rise of social media creates an opportunity to forge new partnerships, collaborate and exploit new markets. "People have higher expectations and faster access to what is going on around them, and thus in many cases know more than the leaders do (especially as knowledge and skills have shorter ' shelf lives')" (Obolensky, p.18). This may lead to the apparent gap in the quality of leaders we have. Our past ideas of leaders being all-knowing is no longer valid in today's society. Obolensky sums it up perfectly, "we have changed the context within which we lead faster than we can change our assumptions about what leadership is" (p.19).

In order to close this "gap", we must transform our society's concept of leaders. People confuse power, fame and wealth with leadership ability. Authentic leaders are looking to make a difference. Once we shift our thinking and understand what a true leader is, we will see that they are all around us making differences every day.

Giang, V. (2013, December 31). 8 Young Leaders to Watch in 2014. http://www.businessinsider.com/8-young-leaders-to-watch-in-2014-2013-12

Obolensky, N. (2014). Complex Adaptive Leadership. Ashgate Publishing Ltd.

A521.9.3.RB - A Different Kind of Leader

Denning states, "Transformational leaders exhibit strong values and ideas and are effective at motivating followers to act in ways that support the overall good; they end up changing both themselves and their followers" (p. 292-293).

"Interactive leadership builds on personal integrity and authenticity" (Denning, p.270). I hope to have my values become contagious and others to trust me and my leadership. I must remember to be authentic even when tempted to mimic social norms or faced with difficult situations. "It’s tempting to forget, but being yourself—and being around other people who are themselves—is much easier than pretending, or falsifying, or putting on a social mask, which are common ways to cope with a world that feels false" (Harbinger, n.d.) Integrity is a core value in the Air Force, one which requires intentional effort and constant focus. It is easy to "go with the flow" or "turn the other cheek" because it may be easier. However, as leaders we must lean in to the pain to do the right thing even when it feels unnatural. (Ellis, 2014)

I won't depend on the possession of hierarchical authority (Denning, p. 270). I will practice 360 degree leadership. Mentoring has always been a passion of mine. However, I didn't realize how much of mentoring was ingrained in transformational leadership. Transformational leadership is defined as a “process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower; this type of leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential” (Northouse, 2016) This doesn't have to always be mentoring down. In fact, I find the most useful leadership and mentoring is done between peers. I will keep this in mind as I strive to be a different kind of leader. 

"Active participation in the world rather than detached observation" (Denning, p. 271). Action is critical to success and leadership. You must be intentional in your efforts and create goals and milestones. 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. In the military, especially as a Senior Non-Commissioned Officer, I am held to very high standards. However, exceeding these standards has always been my goal. I also hold my Airmen to very high standards while maintaining a balance between mission and people. Goals and milestones are essential to accomplishing the mission, but that must not be at the expense of your people. I make it a priority to develop good relationships with my team. That, along with a clear vision and proper accountability will influence and motivate my followers to successfully accomplish the mission.

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

Ellis, L. (2014). Leading with Honor: Leadership Lessons from the Hanoi Hilton. S.1.: FreedomStar Media.

Harbinger, J. (n.d.). Solving the Authenticity Paradox (How To Be Who You Really Are). Retrieved October 6, 2017, from https://theartofcharm.com/confidence/solving-authenticity-paradox-really/

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

A521.8.3.RB - Cornerstones of Speaking

Cornerstones of Speaking

In the past few years, I've improved my focus on listening and being patient while communicating.  For example, if I'm in a discussion with someone and we both start to talk at the same time, I stop talking to let them speak first.  In my opinion, this not only demonstrates patience, it also shows that I care and am truly interested in what they have to say.  However, I haven't given much thought about what to do to capture others attention.  That is, until now.

The Charisma on Command video, "Kevin Hart's 3 Secrets To Hilarious Storytelling" outlines several mindsets that lead to great stories.  It explains that you must capture attention before you start a story, commit to the story, and play the character.  While thinking and preparing for my presentation this week, I have been self-aware when telling stories.  I think where I struggle is to get others attention. 

I'm not necessarily comfortable being the center of attention by saying things such as, "Listen" or "True story" like Kevin Hart does in the video examples.  When attending Basic Instructor Course, we learned preambles could be verbal distractors and were encouraged to be aware of our "distractors" and take measure to forgo using them.  Although Kevin Hart is entertaining, they seemed more like crutch words.  "Crutch words are those expressions we pepper throughout our language as verbal pauses, and sometimes as written ones, to give us time to think, to accentuate our meaning (even when we do so mistakenly), or just because these are the words that have somehow lodged in our brains and come out on our tongues the most, for whatever reason." (Doll, 2012)  I remember listening to a presentation once where the speakers crutch word was "So".  He used that preamble over 40 times in an eight minute speech; it was extremely distracting and unprofessional sounding.  As a previous instructor, I now cue in to others' verbal distractors as well as my own.

Other ways I might capture the audience's attention are to use props and expressive communication.  I also like the idea of committing to the story being told and playing the character.  Being in a more expressive and enthusiastic state get people to listen and allow me to engage with the audience.  Whalen explains a wonderful way to instantly capture your audience's attention is to open with a question. (2007) I like the idea of using a question because you begin to have a conversation with the audience and it may ease anxiety.

In his video, “How to speak so that people want to listen” Julian Treasure shares tips on how to speak with empathy.  His seven deadly sins of speaking include gossip, judging, negativity, excuses, exaggeration, and dogmatism.  We need to avoid these habits to communicate enthusiastically with each other.  His HAIL acronym clearly demonstrates how honesty, authenticity, integrity and love are vital to his vision for a resounding world of listening and understanding (2014). Treasure's insight was very helpful in what to say and how to say it.  He states, we speak not very well to people who simply aren't listening in an environment that's all about bad acoustics (2014).  However he challenges and imagines a world full of powerful speaking and conscious listening.

Keeping this video in mind, I will aim to speak with honesty, authenticity, integrity and love.  Moreover, I will avoid the seven deadly sins while presenting my ideas in the future.  "What counts most in a business presentation is communication with the audience of facts and emotion, spontaneously delivered, by a well-prepared authority on the topic: you." (Whalen, p. 109)

Charisma on command. (2016, February 22). Kevin Hart's 3 Secrets To Hilarious Storytelling. Retrieved September 27, 2017, from https://www.youtube.com/watch?v=vn_L4OPU_rg

Doll, J. (2012, September 7). Actually, Literally, What Your Crutch Word Says About You. Retrieved September 28, 2017 from https://www.theatlantic.com/entertainment/archive/2012/09/actually-literally-what-your-crutch-word-says-about-you/323648/

Treasure, J. (2014, June 27). How to speak so that people want to listen | Julian Treasure (TED Talk). Retrieved September 27, 2017, from https://www.youtube.com/watch?v=eIho2S0ZahI

Whalen, D. J., & Ricca, T. M. (2007). The professional communications toolkit. Thousand Oaks, CA: Sage Publications.

A521.7.3.RB_Secret Structure

Nancy Duarte's TED talk "The secret structure of great talks" focuses on how to incorporate stories into presentations.  She explains an idea can be a flash point for a movement and can change the world. (2011) She goes on to say that the idea has to spread or it won't be effective. We all have big dreams, and it will involve more than ourselves to see them come true. However, it can be easy to leave one's idea aside and settle for the norm. The norm is comfortable; we are creatures of habit, and we'd rather say "it is what it is" than to shout for change and be rejected (WomensMedia, 2013).

Nancy's presentation used very little words on the slides.  Less is more.  Her presentation used plain language and was easy to understand.  Furthermore, it wasn't bogged down with unnecessary details, graphs, pictures and special effects.  She states the only difference between a mediocre idea and your great idea is the way it is communicated. A story can be told and get physical reaction but  it dies during a presentation..it flat lines. (Duarte, 2011)


For my future story presentation, I plan to use Nancy's secret structure of What is and what could be. I will start by telling the audience the world as we know it before introducing the vision of what could be.  "Now that people in your audience realize their world is off-kilter, keep playing up the contrast between what is and what could be."(Duarte, 2012) Nancy used this secret structure as an analysis tool, evaluating Steve Jobs and Dr. Martin Luther King's speeches.  One key element of MLKs speech was his ability to know his audience so well that he could pull from their experiences to communicate his ideas and dream for the future.

Other tactics I will use in my presentation are repetition and questioning.  McKay, Davis & Fanning say a wonderful way to instantly capture your audience's attention is to ask a question. (p. 143) For example, I may start by asking the audience their vision of the future.  This will draw them into the presentation and get them to start diving into their memory and senses.
 

Duarte, N. (2011, November). The secret structure of great talks. Retrieved September 21, 2017, from https://www.ted.com/talks/nancy_duarte_the_secret_structure_of_great_talks#t-1078521

Duarte, N. (2012, October 31) Structure Your Presentation Like a Story. Retrieved September 22, 2017, from https://hbr.org/2012/10/structure-your-presentation-li
McKay, M., Davis, M., & Fanning, P. (2009). Messages: The communication skills book. Oakland: New Harbinger Publications, Inc

WomensMedia. (2013). Why We're So Afraid of Change -- And Why That Holds Businesses Back. Forbes. Accessed at http://www.forbes.com/sites/womensmedia/2013/04/08/why-were-so-afraid-of-change-and-why-that-holds-businesses-back/

A521.6.4.RB - Sustained Change

The Air Force Fitness Programs "goal is to motivate Airmen to participate in a year-round physical conditioning program that emphasizes total fitness" (n.d) Several years ago, when the new fitness program was being implemented I was in a bad place physically; I couldn't run 1.5 miles without stopping and could barely pass the 18 push-up minimum. Although I had been in the Air Force for some time, I always squeaked by.  The new policy had changes to the body composition portion while the test itself became mandatory twice a year unless you scored 90% or above. This program was not only meant to improve fitness capabilities, it became a force shaping tool.  An individual who failed two times in a 24 month period would receive a Reprimand, a third time fail would result in demotion and a fourth time failure would be separated from the military.  Furthermore, I was in a position of leadership, as an NCO and instructor, and was expected to not only meet the standards, but to exceed them.  It was time to get serious about fitness.  

The new fitness policy was my "burning platform".  If I continued the status quo, my career or at least my reputation as a reliable NCO would be in question.  My friend Lauren and I started running three times a week and working out in the gym another two times a week.  My goal was to pass my fitness test with a 90% or higher.  After three months of training, I met my goal by passing with a 90.1% on my test and earning a year without worrying about the test again.  The Air Force's goal of "increased productivity and improved health and readiness" was sustained when exceeded their standards.

Connor explains that leaders that were succeeding with change were persistent and living the change.  However, they didn't always like or want the change. This was the same for my situation and many others in the Air Force.  I've never liked running and still don't but knew I had to do it whether I like it or not.  I had to make the change to sustain my fitness and health, and continue my career respectably.  I continue to choose fitness over inevitable career implications.


I use this story to motivate my Airmen to improve their test scores and sustain year long health and fitness.  I also use it to help them understand their struggle with the test, running or fitness.   We, as Airmen, need to keep in mind that no matter what the change is, we must support and defend our leaderships decisions and strive to exceed all standards.  The "burning platform" of career endangerment has and will continue to be my initiative to support the Air Forces' vision of fitness.

Air Force Fitness Program. (n.d.). Retrieved September 16, 2017, from http://www.afpc.af.mil/Air-Force-Fitness-Program/
Connor, D. (2010) Retrieved September 16, 2017 from https://youtu.be/KwRB0sHpN9E

A521.5.4.RB - Core Workplace Values Assessment

Personal values represents who you are and helps determine your level of satisfaction with your job.  
By becoming more aware of your personal values, you can use them as a guide to make the best choice in any situation.  Individuals whose personal values are aligned with those of their workplace tend to be better performers. Below are my results of The Core Workplace Values Assessment Exercise which helped me  judge my "fit" with my current career.  

Five core workplace values:

1. Professional learning and opportunities for growth

2. Positive impact on others

3. Teamwork and work groups

4. Self-respect and pride in work

5. Friendships and warm working relationships

The United States Air Force core values are integrity first, service before self, and excellence in all we do. These values are the minimum standard to get the job done.  "They are the common bond among all comrades in arms, and they are the glue that unifies the force and ties us to the great warriors and public servants of the past." (1997) 

Initially I didn't think my values would line up with the military but after this exercise and some reflection, I believe my values line up perfectly.  The Air Force provides professional growth and leadership opportunities, great sense of accomplishment, and a unique level of experience. Furthermore, in the military and in my unit, I am part of a team.  Lt. Col. Charles Mayer, 325th Air Control Squadron commander, explains that core values are the key to teamwork.  "Team success depends on each individual member executing their part the way they were trained, rehearsed and perfected. Any chance for selflessness or excellence flows first from the integrity to do the right thing, the right way and for the right reasons."(2008)

Organizations must create a culture that facilitates value development.  Denning (2011) states the four types of values at play in an organization today are: values of robber barons, values of hardball strategies, values of pragmatists, and genuinely ethical values (p. 127).   Pragmatists are organizations who place a high degree of focus on values and make values “a central part of the organization’s business strategy” (p. 129).  Our values are operationalized through The Core Values Continuum which states "we need to continually teach, reinforce, and practice the Core Values."(1997) They play a central role in every aspect of our Air Force education and training.  The core values "serve as beacons vectoring us back to the path of professional conduct; the Core Values allow us to transform a climate of corrosion into a climate of ethical commitment."(1997) However, I believe we should incorporate commitment to dedicate themselves to the cause and the team; Duty to fulfill their obligations; and Personal courage to face adversity and have moral and mental strength to do what's right.  Without these added values, integrity, service and excellence are likely to fall short. 

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

Mayer, C. (2008, December 02). Core values are the key to teamwork. Retrieved September 09, 2017, from http://www.tyndall.af.mil/News/Commentaries/Display/Article/316898/core-values-are-the-key-to-teamwork/

United States Air Force core values. (1997). Washington, D.C.: U.S. Dept. of the Air Force.