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.
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.
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.
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.
Dan Ariely outlined what motivates us to work is a sense of purpose. Reflect on what motivates you at work and what gives you a sense of purpose. Why do you do what you do? What do you hope to achieve through your work? In considering how you are motivated, how can you discover not only your own personal fulfillment but that of your followers?
It's interesting how things come at the right time in your life. This chapter and assignment, for example, is coming at my tenure as the Support Section Chief and has helped me reflect on my experience while looking forward to my next position. I started this in this position 15 months ago and dreaded it as I did not know what to expect. However, I cannot express enough how much I have enjoyed my time here.
My Chief at the time said they needed someone in the seat to "fix" things and he trusted my leadership. I thought he was trying to pull a fast one on me. My entire Air Force career, I've only heard bad things about Support sections and that that's where they send the useless/broken individuals. While this was somewhat true, there were also a lot of Airmen that just got forgotten about. The first few months were hard... learning 31 new programs and managing 35 Airmen by myself. Not to mention the fact that discipline and accountability were non-existent. I worked hard to turn things around, my goal was to build a team. After getting rid of a few bad apples and churching up some programs, I found different ways to increase morale such as dress-up days. I worked very long hours, skipped lunches, and got midnight calls to put out fires. The hardest part was dealing with drama and unexpected craziness that comes along with "leading people". In the military, we have an obligation to ensure our Airmen our physically, mentally, socially and spiritually ready to accomplish the mission at all times. That means, if they have personal, marital, financial, medical or other issues, we as NCOs must be aware and mentor/help them until the issue is resolved. This requires a lot of time, patience and understanding. Unfortunately, I had a lot of Airmen with "issues". Through all the ups and downs, it made me more motivated. Accomplishing the mission, with increasing results, while also mentoring and guiding my Airmen was incredibly rewarding.
I am nervous to leave and start my next journey as a Production Superintendent. My team is built and now I have to hand it over to another leader to continue what I've started. However, I'm hopeful because I want to keep making a difference and I will have a new platform to do that. I want to lead and mentor. My on-aircraft experience is lacking, especially on the B-2, so I have a lot to learn. That part is also motivating as I enjoy learning new things. With this new position, I will also have the opportunity to directly impact the mission. As Dan Ariely stated, I care about the fight...the challenge.(2013)
This video and assignment made me reflect on what motivates my followers. I feel the ownership piece is definitely a contributor. In Support Section, the Airmen would manage programs and felt pride (or shame) at the success of their programs. On the flight line, we have Dedicated Crew Chiefs (DCC) whose names are painted on the side of the aircraft, they "own" that plane. For those who are not DCCs, it may be more challenging to find out what it is that motivates them. However, Ariely's explanation of the Meaningful and Sisyphus experiments definitely gave me ideas on how to motivate them. He said by simply looking at something that someone has done, increases motivation. (2013) With my new position, and my lack of B-2 experience, I intend on asking a lot of questions and going out to see how and what the Airmen are working on. This will let them take ownership of their tasks by acknowledging their work while learning new things myself.
Read the following excerpt from an e-mail sent by a CEO to 400 company managers at a high-technology company called Cerner. Reflect on the eight attributes of supportive communication and detail how you might apply those over the next 30 days in your job to avoid some of the problems associated with this communication.
“We are getting less than 40 hours of work from a large number of our K.C.-based EMPLOYEES. The parking lot is sparsely used at 8:00 A.M.; likewise at 5 P.M. As managers – you either do not know what your EMPLOYEES are doing, or you do not CARE. You have created expectations on the work effort that allowed this to happen inside Cerner, creating a very unhealthy environment. In either case, you have a problem and you will fix it or I will replace you. NEVER in my career have I allowed a team that worked for me to think they had a 40-hour job. I have allowed YOU to create a culture that is permitting this. NO LONGER.”
Most of the paragraph is person-oriented and uses an either-or statement which is global and nonuseful. It also starts out using disowned communication in a general statement of poor performance. Saying "less than 40 hours" and a large number of... employees" is too general. Furthermore, capitalizing "EMPLOYEES", "CARE", "NEVER", "YOU", and "NO LONGER" could arouse negative feelings about self-worth. This communication is rigid and invalidating.
If the CEO is unhappy with performance he should retrieve detailed information on employee work hours. The CEO could also tally up how many cars were in the parking lot at 8:00 a.m. and 5 p.m. on how many days. However, focusing on work hours pretty much sums up this point. I suggest he use the first week to collect the data before sending the email. After that, allow 3 weeks to improve performance and schedule a follow-up meeting to discuss any further issues. Below is the revised email.
"I am concerned with the drop in employee work hours this month. I have noticed that 60% of the K.C. employees have logged an average of 30 hours per week. This behavior could be the reason profits are down this month. Allowing employees to work less than the 40 hours work standard could create a snowball effect, resulting in lower productivity of our team and less profits. I suggest that you identify why employees are working less than the prescribed standard. I would like to help you find ways to increase productivity throughout the day, perhaps assigning some home-based employees or adjusting work hours as necessary. We will schedule a conference in three weeks to reassess performance and discuss any underlying issues and solutions. If you questions in the meantime, feel free to call or email."
This revised statement is Supportive as it describes the observation as well as the consequences of the behavior and alternative solutions. Similarly, it is problem-oriented and more specific. This email is more respectful, flexible and congruent. Finally, this paragraph leaves room for two-way communication by setting a date for future discussion as well as allowing managers to contact him with any questions.
Whetten, D. A., & Cameron, K. S. (2016). Developing Management Skills (Ninth ed.). Boston: Pearson.
While reading this week's Chapter on solving problems analytically and creatively, 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. I am a creature of habit. Therefore, when I get in a good routine I fail to deviate and often fall into a pattern of not paying attention or a drone
mentality. This is similar to the "Bias against Thinking conceptual block, "an inclination to avoid to doing mental work." Whetten & Cameron, 2016) Although I don't
have an issue solving problems, I often don't make the effort to think
critically about situations or problems.
One example is when complacency prevented me from solving a problem happened recently. Despite my endeavor to reflect and thinking critically about situations, I let life get the better of me. We have a manning situation recently in my section that is only getting worse. We have several people that forecasted leave throughout the June/July and we had three personnel expecting babies through the summer. We had to support several deployments and last minutes tasks while still maintaining a good schedule at home-station. Additionally, we had about six people out-processing to separate from the military therefore they had various appointments and scheduling conflicts. Needless to say, it's been a struggle to maintain a good schedule without overworking the team. This past week was especially trying. We have six personnel out, several others scheduled for classes and one that had to leave unexpectedly for a family situation. On top of that, we had to provide two people for three separate ceremonies, basically they were "rent a crowds". We were also preparing for one of the largest inspections of the year. Tensions were high and attitudes were short. Reflecting back, I could have avoided this situation.
I remember quickly making the schedule a few months ago and not spending much time on it. Although I knew I should think about the calendar of events (ceremonies, babies, deployments, training), I had other stuff on my plate and didn't want to put in too much effort or time into the schedule. Looking back, I understand the implications of my complacency. Rather than solving a problem, I created several more. In the future, I need to generate more alternatives or find "holes" in the schedule. Instead of relying on my own ideas, I can brainstorm with my team to see if I missed any details. Furthermore, I could expand alternatives by subdividing the problem (schedule) in to several parts such as leave, deployments, training, inspections & exercises, appointments, and other events.
In the future, I will be more mindful and self-aware of when I am avoiding thinking. Not only will this create a better working environment for my team, it will help me manage my (and my teams) time more effectively, thus reducing tension and undue stress. While I thought I've done a good job, I have to maintain focus and remember the bigger picture. This will be a continuous struggle and endeavor.
Whetten, D. A., & Cameron, K. S. (2016). Developing management skills (9th ed.). Essex, England: Pearson Education.
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. 
