A631.8.4.RB - Reflective Analysis

In my opinion, the results of the Myers-Briggs personality test were quite accurate. My MBTI was ENFJ, meaning I am an extrovert, I am intuitive, I make decisions over feeling rather than thinking, and I prefer judging over perceiving. Right now in my career, all of these leadership traits that I possess fit nicely with my organization and the people I work with. My role with Target is very technical, but I utilize my strong skills with people to buy them into my ideas and plans so it doesn’t appear as if I am telling them what to do, it’s more like persuasion through relationships. My role also requires that use of critical thinking skills, along with quick decision making. I feel that it is somewhat easy for me to make decisions, especially important ones, mainly because I draw on my past experiences and feeling about making decisions, which I trust and have had success with.

Some of the areas that I feel I need to improve on, that the test pointed out were not some of my strengths, are using data and facts for decision making, developing other’s before myself, and expressing my ideas and opinions in front of others all the time. I feel that these three areas are keeping me from becoming a truly excellent leader, so I am focused on improving them in both my personal and professional lives. My current role forces me to make decisions based on factual evidence, which sometimes puts me in uncomfortable situations, but it also produces very good results and forces me to dig deeper into problems. I also tend to put people before myself, which cause me to neglect my own development and spend less time on personal projects, and sometimes even family when work becomes a priority. I have focused more on creating plans that are strictly followed with timelines, and not deviate from them. These timelines involve self-development activities and personal time for me to catch up and reflect. I still have ample time to mentor others, help them with their development, and build relationships. I also feel a bit uncomfortable showing my ideas and opinions due to them being different and unconventional, but I have been working on this by soliciting feedback from others on the results of these ideas to see if they actually work. I also use my people and communication skills to present them in different manners to allow people to understand them better.

                                                                                                                                         

Overall, I am pleased with the type of leader I am and how I fit into my organization. I think I am aware of what I am good at, what I am not, and how I can leverage my strengths in leadership to compensate for some of my weaknesses. Not every leader is perfect, but some are better than others, especially in certain capacities. I am in a role where energy, influence, and relationships are needed, and I am excelling at it because I possess all of these qualities. I think that as time passes, I will gravitate toward a more creative, energetic, and autonomous role where interaction with people takes up the majority of my time in the workplace. 

A631.7.4.RB - Future of OD

The future of OD is promising and bright. The claim that OD is simply a fad and will fade away after a short period of time is ridiculous, in my opinion. The development of organizations is as dynamic as every organization in existence. Organizations have so many different attributes, cultures, employees, motivators, goals, etc., that it’s hard to say that every developmental tool established will solve the problems of every organization out there, especially those yet to come. OD is dynamic in the sense that as these organizations change, so will the tools, programs, techniques, and objectives of the OD field for organizations.

For example, our organization established a middle management structure in our building that helped deal with the number of employees each manager was leading, and also to help with the culture and to help with relationship-building among leadership and their teams. This worked for the past five years, but as the competition in the retail industry became more fierce, we had to devise a way in which we met our objectives and remained relevant in the industry by saving money and delivering products to the stores that everyone would like. We recently changed our middle management structure again to meet these new objectives, and it’s a program that has a similar layout as those introduced to me throughout the two courses with ERAU. Why did we change? Because we had to, because the retail industry is dynamic and ever changing and the techniques and tools used five years ago would not have worked now, with every factor taken into account.

So, if you ask me, the field of OD is just warming up. As new technology emerges and industries become more competitive and organizations are looked upon to satisfy more employees and on a larger scale, the new techniques and programs of organizational development will be present. Organizations will never stop developing themselves to be better than they were the day before. We see it in current organizations and we will continue to see it, whether it be saving money, building a better culture, improving morale, improving performance, or developing a better product. This is a dynamic and promising field with a very positive future.

A631.6.4.RB - Transformational Strategies

Both of the videos seemed to highlight leadership techniques described in the book, but they are different in terms of approach and execution. “Mattress Mack” realized that his organization needed change to stay relevant and profitable. He used techniques in the book like the strategy culture matrix to assess the employees performance, their strengths and weaknesses, and how to improve in these areas. Jim sought to understand why his company was failing, the root cause of the problem, and fix it through transformational change. He utilized different tactics and approaches to this change by ensuring that his employees were well trained to deal with the change, equipped them with the tools they needed to satisfy the customer and keep them returning, and also made sure that everything they did could be measured. Jim used change management to see his company through this transformation. I think it paid off quite nicely for him and his team.

General McChrystal talked about the foundation of an effective team. He didn’t talk specifically about approaches in leadership, but did talk about ways in which to grow as a leader and stay relevant. In his experiences, the military and its leaders helped shape General McChrystal’s views on leadership and teams. He explained that leaders are allowed to fail and watching your team go through events without having control is the hardest thing he has ever had to do, but ultimately it made him a better person. I feel like General McChrystal’s leadership traits align with the core characteristics of any good organization and culture, involving risk, support, autonomy, openness, and sensitivity. The culture that he built on his teams revolves around relationships, trust, support, and teamwork.

I feel that both Jim and General McChrystal are both effective leaders with extensive experience in change management and transformation. Although from different backgrounds, they both lead their teams through change for the betterment of their organizations, which is not an easy task. Communication, strategy, teamwork, trust, and effective decision making all play a huge part in the success of managing change on any level. 

A631.5.4.RB - Leading System Wide Change

It’s hard enough being a leader in today’s workplace where more work and more thought are being asked on a daily basis, much less leading an entire organization through a process or change. This is especially difficult if that organization has established processes and employees who are not prone to change. Some leadership traits that come to mind when thinking of these change leaders are resilient and adaptable, relates well to others, inspiring, good communicator, and strategic. They must initiate a change at the right time, the right place, and in the right manner to do it successfully and have it accepted by the organization and its employees.

The traits described above are merely a foundation for a good leader, but using these traits effectively and capitalizing on these strengths are what’s going to make them successful. For example, there are leaders who communicate well but fail to communicate change in the forum, or use the wrong channel to roll it out to the organization. This is where strategic thinking comes into play. These attributed of good leaders coincide with one another, as neither one of them is better or worse, more or less effective than the other. They all play off one another and complement the leader in his/her entirety. I lost a very good change leader a few months ago when he was promoted to a headquarters position. This leader afforded autonomy to employees, knew what to say and how to say it, inspired others to excel, brought humor to the workplace when necessary, and carried out effective plans for our distribution center. I saw him carry out change within the building in a very positive attitude that was received by each and every employee quite easily because of who he was. He was that type of leader that made you not want to work for anyone else if possible.

I can’t say that one single leadership trait or attribute makes one successful. Different organizations of different sizes and industries require different leaders, but there are some effective leadership traits that are proven to be successful in nearly every situation. Good leaders are the ones who drive positive change despite what others think, who step outside of the box to solve problems, who inspire others to drive that change no matter what their role is in the organization. These leaders often change themselves as they move up the corporate ladder, but it’s always for the better. Personal and professional development is at the forefront of decision making and behavior. 

A631.4.4.RB - INSEAD Reflection

I think that one of the biggest benefits of a self-managed team is the developmental opportunities that the team members have with one another. They are expected to communicate effectively, develop relationships, delegate and plan work assignments, and operate seamlessly as a team. This experience allows them to develop one another and immerse themselves in learning opportunities that they would not get in other capacities. Another benefit is being able to truly succeed and fail as a team, which promotes teamwork, learning, and relationship-building. Self-managed teams may be closer than any other team based on the nature and scope of their work. One major drawback is having to diffuse problems and strategizing to remove obstacles within the team without the help of a manager, at least not on a regular basis. There are times when peers and teammates fail to come to a resolution and managers are necessary.

I would very much enjoy working within a self-managed team. I respond very well to autonomy afforded to me from leadership, and this is typical in self-managed teams. I also enjoy brainstorming with teammates, sharing work assignments, and collaborating with peers and teammates to solve problems. I do, however, think that the autonomy of self-managed teams is by far the most attractive benefit to me. If the relationships and teamwork are there, there does not have to be a leader 99% of the time because the team will overcome any obstacle within the group.

I feel that one of the main competencies I would need to develop to be the outside manager of a self-managed team is giving the team the autonomy to take on projects and tasks by themselves. I am by no means a micro-manager, but I like to be involved in certain processes of the teams that I do manage. This is because I am naturally a curious and detail-oriented person who enjoys observing and interacting with others, so it would be hard for me to completely hand over all control of work assignments, projects, communication, and interaction to the team. The outside manager serves as a coach for the team, and I think I would be an effective coach if I could get over the fact of giving the team almost complete independence.

A631.3.4.RB - Feedback and Goals

Feedback in an organization is arguably one of the biggest developmental tools leaders can use today, not only because more employees are responding to it, but also because of the value it provides to the organization and its employees. Real-time feedback for employees ensures that expectations and goals are being met. I think one of the biggest reasons there are generational differences between employees is because of competition in the workplace and workforce today. Employees now are going above and beyond, developing themselves and finding ways to improve to stay relevant to organizations. The younger generation has strong competition in almost every industry, so maintaining a competitive through continuous improvement from feedback and goal setting is important. I am part of the younger generation and enjoy feedback from both peers and senior managers because it allows me to continuously improve, gain a new perspective on my work habits, and because I feel valued and relevant.

The organization I work for has a culture of feedback, so I give and receive significant amounts of feedback at work. I do the same outside of work to my family and friends alike, which some appreciate and some don’t. I feel that relationships are built on this feedback, and the better the relationship the easier it is to give hard feedback to someone. I believe this feedback helps me to improve in areas in which I may not be as strong as I need to be.

Targeted feedback and goal setting has led to higher performance for me, and also a higher level of engagement. I feel that employees, peers, and leadership value me and respect me if they are giving me true, meaningful, and constructive feedback, whether it be good or bad. There are times when the feedback is not received as expected because of the way it was delivered, but even this serves as feedback for the person delivering it. This feedback is a continuous improvement tool for me because it allows me to receive information from others on my performance, building on the things I’m good at and improving on the ones I’m not so good at.

I feel that this reflection solidifies the fact that feedback is important in my development and growth as a leader and a person. Feedback is something that should never stop because I will always be a work in progress. There will always be something to improve on to help performance and keep me engaged in the workplace, and feedback is an avenue for others at work to help me achieve my goals and hold me accountable to my plans.

A631.2.5.RB - Collaboration and Competition

I think that the biggest contributor of our team’s success the first week was communication and time management. Everyone on the team was able to get started on the assignment long before the due date, allowing each of us time to complete detailed and quality work, and also allowing room for feedback and improvement. The time zone differences and work schedules among each team member was definitely the biggest road block we encountered, but this was communicated during the assignment, so it was expected. Decisions are made one day, and it may be a day or two before a team member contributes to that decision, so this inhibits problem solving to a certain extent being that there is an assignment due each week.

For this assignment, very little time was geared toward decision making and problem solving. The team knew what had to be done, how to do it, and the first few team members who contributed thought of an easy process for all of us to work on the assignment in a timely manner. We shared information via the discussion board in our group forum, and also via e-mail. Rather than utilizing the file exchange, we posted each file to the discussion board where it was highly visible for each team member. I don’t feel that there were any power struggles between team members, nor did I feel that that there was an authority figure in our group. Someone took the lead to submit the assignment, and the rest of us confirmed the document that was going to be submitted.

Collaboration was definitely a big part of this assignment, but more importantly this entire team. We utilized feedback, opinions, and knowledge from one another to get the assignment to where we wanted it to be in terms of quality, and we did this through good teamwork and communication. Each of us has strengths in teamwork and leadership, and we will continue to leverage these throughout the term to achieve desired results. Being that this was the first project we completed as a team, process intervention wasn't necessary. The assignment was very straight forward and we had no issues completing it and working as a team.

Overall, I thought the assignment was fun and a good ice breaker for our team. We all had the opportunity to observe and interact with one another and to become familiar with the team and our responsibilities. I have high hopes for this team.