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
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Quote/ideas from the book; applications/instances from
your workplace setting
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Page number
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Sell to people who believe what you believe
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Simon Sinek
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Hire people who believe what you believe.
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Simon Sinek
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Those who believe what you believe give you their blood, sweat,
and tears.
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Simon Sinek
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Great leaders start with the Why rather than the How or
What.
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Simon Sinek
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Being included in what matters is a requirement for being engaged
in a community’s practice.
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74
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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.
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184
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I started making personalized name signs for all of our
staff members. They really get a kick out of them.
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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.
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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.
