Leadership Challenge 8

LdC Template #8

Influential Practitioners (Leadership Challenge): Leading in a COP

Enhancing Action Research and Leadership Possibilities

through the Development of your Collaborative Skills

Module 8                                                                    Name: James D. Lett

Note: You will use the "Simon Sinek: How Great Leaders Inspire Action" video from TEL 703 Readings in your leadership challenge activities for this Module (in addition to Wenger).

The process below relates to the following new Leadership Provocative Question(s): 

As your identity changes, what can you do to foster continued connections and even grow your engagement in COPs that can influence your ability to innovate?

Communication is the first thing I can do to foster continued connections. Situations really grow to disproportionate levels when they are conceived in context, but worked through within the mind. I have found that I forget to use the knowledgeable resources around me and a simple problem grows into something way too complex. I have taken this seemingly impossible issue to a colleague and they have provided me with an answer within seconds. Last week, our marketing department contacted me for more information about demographics. I racked my brain trying think of where this information might be housed. After some thought, I sent an email to some knowledgeable others, and I got the information I needed and more within a few minutes.

Treat your team members as knowledgeable professionals. Leaders often approach employees as if they are children who are unsophisticated in the complex ways of the world. It is important to make every interaction within the professional environment an equitable opportunity for knowledge exchanges. Leaders must be open to learning from others. Doing so will empower team members to contribute their thoughts. I have found that this approach changes the dynamic of each relationship and leads to something better than happiness, satisfaction. As professionals we may not leave our work setting feeling happy about how things have transpired throughout the day. However, starting the day and progressing through a workday wondering if you have made a meaningful contribution impacts growth of the professional and achievement of organizational objectives.  

Quell threats to organizational harmony. Some say conflict is inevitable within organizations. However, many of these perceived conflicts can be avoided through intentional communication, having tough conversations as soon as possible, treating team members as knowledgeable professionals, and following through on promises.

e. Preparing for an on-line Conversation

Quote/ideas from the book; applications/instances from your workplace setting	Page number
Sell to people who believe what you believe	Simon Sinek
Hire people who believe what you believe.	Simon Sinek
Those who believe what you believe give you their blood, sweat, and tears.	Simon Sinek
Great leaders start with the Why rather than the How or What.	Simon Sinek
Being included in what matters is a requirement for being engaged in a community’s practice.	74
Engagement also requires the ability and the legitimacy  to make contributions to the pursuit of an enterprise, to the negotiation of meaning, and to the development of a shared practice.	184
I started making personalized name signs for all of our staff members. They really get a kick out of them.
I often stop by the front counter throughout the day just to have a quick chit-chat session and share a laugh. It’s something I would do in the Army. It works really well and it’s simple.

f. Holding an on-line Conversation

After participating/viewing the “fishbowl” conversation record notes here (below) about your responses to your peers or new thoughts based on their postings.  Be certain your notes here are comprehensive, as were your responses to peers. (If you participate as a “fish,” in the fishbowl your notes, which should be entered below, can be much more succinct.)

Education is not merely formative, it’s transformative. Communities is at the heart of our connections and contributes to our growth. In order to influence COP, we have to be able to exchange our beliefs. Everyone on the planet knows what they do. However, it’s the belief that hits that cortex. Our identity and learning help us grow. Identity is a lifelong process who phases change as the world changes. The more we learn together, the greater our capacity for innovation. We can reach a learning capacity that cannot be undone. We are a part of an evolutionary process. The also discussed inspiring leaders, particularly Martin Luther King. He really lived his why. There are leaders and those who lead. We follow those who lead because we are inspired by them. Kevin talked about having had such leaders stating “yeah, I want to work with those leaders either now or in the future.” Jennifer talked about how even conflicting knowledge contributes to knowledge production and identity growth. Lynne talked about the relationships that are built over time to help ensure those conflicts do not impede growth of our COP.

   

g. Determining your Leadership Challenge/New Leadership Challenge

Based on your own quotes/ideas from Wenger, your workplace experiences, and new insights you developed as you reflected on your peers’ work, what behavior do you want to experiment with/try out for your leadership challenge in the next few days?

Teach better.  

c. Determining your Leadership Challenge from last week

What behavior did you experiment with/try out for your leadership challenge last week?

(Write one sentence.) 

What did you end up doing for your leadership challenge last week?

(Write one sentence.)

I have practiced checking in on my trainee and asking him about his thoughts, misgivings, and the muddiest areas of his workday.

d. Assessing and Reflecting on your Leadership Challenge from last week

How did your change in behavior affect others in your Community of Practice? Tell the story of what happened.

(Be brief.  Write 2-4 sentences.)

I worked on my communication with my new hire. I am working with a new hire who is adjusting to working in an educational setting after leaving 20 years of military service. To support him through this transition, I have taken a different approach to training. I have focused less on a seminar-based approached and I have essentially assigned him small tasks. I have checked in periodically and then we discuss his opportunities and challenges and areas of improvement.

I have also taken more of a mentor/coaching role with him. Rather than waiting for him to come to me with questions, I have gone to him and asked him questions about his workday and work activities. “How were your advising sessions today?” “What were some muddy areas?” “Where are you still having trouble developing understanding?” “How can I better support you?” “Are the available resources adequate?” “What are you constantly reaching for physically or mentally that you don’t have but you really need?” We had multiple discussions over this past week. It has really helped me because it is an approach that is not in my nature. However, I am a strong proponent for meeting people where they are. He needs the support to help him grow into this new position and this new work environment. I need this as well to help me improve as a communicator, teacher, learner, and leader.

This approach has helped him grow more thoroughly into his position. The staff is becoming comfortable with asking him questions and he has become more comfortable answering them. His advising sessions are thorough, students are getting accurate information, and he now imparting some of the other unique talents that he brought with him into his interactions with staff and students. These talents include humor, coaching and mentorship. Additionally, he is a resource guru. He has a wealth of knowledge about community and educational resources and they are beginning to show up in his sessions.