A631.6.4.RB - Transformational Strategies

Watching both of these gentlemen, Jim "Mattress Mack" McIngvale and Stanley McChrystal, I was inspired and motivated by what that they each had to say. They didn’t sit back and let changes overcome them, they took the change “by the horns” and did their best to adapt and get their followers on board as well.  In the first video I watched about Gallery furniture I was impressed with Jim’s drive to want to make changes the right way.  “I could do as much blubbering, cajoling, screaming, and hollering as I wanted to try to get my team to change behavior, but I knew it wouldn’t get us where we needed to go,” says McIngvale. “I was looking for a process that would get my people to want to change their behavior and act in ways that give the customers what they’re looking for” (McIngvale, VitalSmarts website).

When the housing market dropped drastically in 2008 Gallery Furniture was affected along with many other companies. In 2009 the company suffered another blow when their store had a fire that caused $30 million in damage. He knew he had to do something and do it quickly.  They needed innovation and they needed it now. After reading a review in the Wall Street Journal McIngvale knew that Influencer would be the one to help.  He wanted to be influenced on change and how he could do that with his employees. After getting training for him and management he made sure that everyone in his company from the furniture loaders, drivers and sales team got the same training.

One of the biggest challenges McIngvale faced was changing a 30 year sales process that involved two big changes in how they conducted business including changing the “how can I help you” to “I am disappointed you are not going to buy anything” and becoming prospectors instead of sales people so that they could follow up with the customers who didn’t buy right away.  This way they can touch base and hopefully bring them back in at a later date to purchase furniture. He also implemented a wellness program to bring a great work-life balance to the employees.  One of the things I thought was interesting was that McIngvale put a bell up so that each time a team member got a sale they could ring the bell and the other team members could encourage and congratulate them. He also made sure that all members were taught how to use technology as he felt it was important that everyone was brought up to date.

This ties into the chapter and showing the strength of corporate culture as well as figure 15.4 that reflects members’ commitment to values and shared values as being high (a good thing).  “The more members share the basic values and the greater their commitment to them, the stronger the culture” (Brown, 2011).  I was impressed that McIngvale was open to change and willing to do whatever it took to bring his company where it needed to be. It also goes along with figure 15.5 in the Manage the Change quadrant where change is important to the organization and they are compatible to the existing culture of the company which makes it easier to move forward with major changes using the power of the cultural acceptance (Brown, 2011).

In the video, Listen, Learn…then Lead, Stanley McChrystal did an amazing job of explaining how leadership has changed through his years in the military and what that meant to him as a leader and those that he led. McChrystal walked us through a jump touching on things he had been taught when he was first starting out and watching those young men and women around him performing the same skills exactly the way he himself had been taught. “And I realized that, if they had to go into combat, they would do what we had taught them and they would follow leaders. And I realized that, if they came out of combat, it would be because we led them well” (McChrystal, TedTalks 2011).

With so many changes in the way people communicate, he had to learn how to do this on many different levels.  Making sure all the key leaders are on the same page and understand what is at stake is not easy when your leaders are spread out in different parts of the country.  The thing that stuck out for me was that he mentioned how different it was not be able to look into the leaders eyes to build their confidence and get that trust back from them to know that they understood what they needed to do and that they would do it with success.  This required different techniques. “I've got to use video teleconferences, I've got to use chat, I've got to use email, I've got to use phone calls -- I've got to use everything I can, not just for communication, but for leadership” (McChrystal, TedTalks, 2011).

He realized that he was dealing with a new type of leadership here.  Not one of eye to eye contact, a hand on the shoulder for support, the ability to build that trust and confidence that is so vital for what they do.  Leadership, no matter the age or gender of the person leading change, must have a shared purpose. McChrystal pointed out that you have to become more transparent, be more willing to listen and to be “reverse-mentored” from the bottom.

One of the statements he made that really stood out for me was this, “I came to believe that a leader isn't good because they're right; they're good because they're willing to learn and to trust” (McChrystal, TedTalks, 2011). This is so important for leaders to keep in mind that being good doesn’t always mean you are right, it is about making mistakes and being able to learn from them and trusting your followers and them being able to trust you.  These also tie into both figures on the text when it comes to strategy and culture.  “Implementing strategic changes can be done more effectively when the culture of the organization is taken into consideration” (Brown, 2011).  This is a big part of what McChrystal was talking about, taking the culture (the leaders, location, and mission) into consideration when making changes. Both videos showed how leaders can make changes for the better during transformational change and I know that I have learned a lot from both of these videos.

References:

Brown, D.R. (2011). An experiential approach to organization development (8th ed.).Upper Saddle River, NJ: Prentice Hall

http://www.vitalsmarts.com/casestudies/gallery-furniture/

http://www.ted.com/talks/stanley_mcchrystal.html

A631.5.4.RB - Leading System Wide Change

I have seen a few people who have ‘risen’ to positions of power and how much it changed them and not for the better.  People, who as the frontline workers were excited and willing to help others out, who wanted more ‘power for the people’ and who knew they could do something better for their department and organization if they were just given the chance to do so.  They had strong work ethic and still do however the power has gone to their head.  They treat their frontline people like morons who can’t be trusted with simple tasks and they do not hide it either. Instead of honing their skills by working with individuals and teams which benefits everyone they turned into the type of boss that they as frontline people didn’t like.  They lead like dictators where it is their way or no way, there is no room to ask questions or bring ideas to the table.

The Apple video, Think Differently, you hear words like, “rebels”, “trouble makers” and “ones who see things differently” all things that have led to change for the better.  Without these kinds of people we would not see, hear, or do all the amazing things we do in our personal lives as well as the business world.  This video made me think immediately of a person who has led change in a positive way.   This person, who started at the bottom and worked his way to the top while being able to adapt to his environment, never lost sight of continuing to learn from his surroundings and the people he worked with and for.  My former director is the type of person who has made me want to be a leader.  A truly great leader.   His compassion for others as well as being able to get along with everyone while exhibiting emotional intelligence speaks volumes for the type of person he is. He was able to bring our department from the bottom to the top within 5 years while making changes that has helped streamline our processes and turnaround times for most of what we do.

So what is required for a leader to be successful?  Thinking back to how my former director got to where he is now I have come up with a list.  This doesn’t include everything possible of course but I feel that it is a great start to making sure that I will be successful:

·         Open communication: being able to get your vision across to everyone in your department.  It may make perfect sense to you but if your subordinates don’t get it then you are not being clear and concise.

·         Honesty: holding yourself and your team to a higher standard, being ethical and true to yourself and others.  Being able to admit when you are wrong.  Lead by example, if you are leaving early every day your team will think that is ok to do as well so maintain value and integrity.

·         Don’t give yourself a label: a title doesn’t mean anything at the end of the day so why try to be better than everyone else.  You are still the same person when you walk out of the office so don’t throw your title around.  You need to be willing to roll up your sleeves and get dirty just like everyone else.

·         Positive attitude: when times get tough your team looks to you and if they see you fall apart so will they.  They want someone who will be level headed and steady when tensions are high.  Don’t berate your team but instead encourage them to new levels.

·         Have a sense of humor: make work a place that they want to come to.  It doesn’t need to be party central but if you can show your team that mistakes happen and find the humor in it by making light of your mistakes (minor of course major ones may not be a laughing matter) and not getting so upset by it you are showing them that we are all human.

·         Active listening: this I have found so very important.  Everyone can listen but it takes more effort to actively listen to what your team is saying.  Be ready to open your ears and shut your mouth.  You may learn a lot this way.

·         Commitment: not only to your team but to yourself and your job.  Lead by example by being the leader your followers want to be around and learn from.

·         Lead and follow: being able to lead as well as follow is vital to being a great leader.  A wise person once told me that a good leader is one who knows how to step back and let others shine.  Give your team credit always, don’t reserve it for yourself.

Being successful requires all these skills and then some.  I know that it is important to be open and willing to adapt and change as needed.  Not every day is going to go as planned, there will be good ones, there will be bad ones but learning from these days will help me become better not only as leader but as a person.

A631.4.4.RB - INSEAD Reflection

More and more organizations are starting to use self-managed teams as they become more flat.  This puts more emphasis on teams being more self-managing.  A self-manage work team is “autonomous group whose members decide how to handle their task” (Brown, 2011, p 349). There are many benefits of self-managed teams as such creating a sense of vision for the team and the organization.  It also creates a strong partnership between the team and management and encourages authority and accountability for the team members.  There is diversity among team members and they all bring something different to the table which reflects in their skill and knowledge for each member.  Team members feel empowered to make decisions that will positively the organization for the better. Being a part of a self-managed team means working together while encouraging and meeting the challenges as a team to work through any issues to create a stronger group effort. They share the same vision for the team and the organization and show strong commitment to the team.

There are also so drawbacks to self-managed teams especially if the team is not sure of their assigned roles because there is a lack of leadership in guiding the team in the right direction.  If there is a lack of training with self-managed teams they may very well fail because this training was not provided.  Another drawback is that there may not a need for teams because it is not appropriate to the task, people or context. Disagreements can be an issue if they are not worked through completely where everyone comes to an agreement.  Working as a team means able to work through problems and find a common ground to collaborate as one.

I prefer working on a self-managed team and actually do in my current job.  When you are given the authority to make decisions and work together for the same common goal it makes you feel like you are a part of something bigger. There is no one standing over your shoulder making sure you are doing your job.  Because we are all trained and understand our jobs we can perform with little or no supervision. We are starting to work on cross training so that we can all perform most of each other’s jobs. There is one drawback however and that has to do with the security assigned to certain screens in our system but we feel it is important that each team member understands all the roles within our department.  It also helps us to understand how all aspects of the jobs within financial aid work.  We all work at our own pace and decide what our priorities are for the day without having to run that past the director.  When we need help we rely on each other to work through the issues and come to a mutual consensus.  

To be an effective external manager of a self-managed work team I would want to make sure that I am there to help my team achieve their goals while continuing to build on their professional development and training. This will include motivating and coaching them while not micromanaging them.  I will be sure to encourage and empower them while providing all the needed tools to ensure their success.  Some things that are vital to this are to have open communication, filling in any skill gaps, and having a plan to keep it simple and clear. I know that I will need to be ready to listen, motivate and implement changes as needed.

Brown, D. R. (2011). An experiential approach to organization development (8th ed.). Boston: Prentice Hall

A631.3.4.RB - Feedback and Goals

In our text Brown stated, “In contrast, giving feedback on performance without having previously set goals does not lead to improved performance” (Brown, 2011, p 321). This made me think of when I was the cheerleading coach many years ago for Embry Riddle Aeronautical University. I was young and had never led a team before so I was learning as I went.  As the coach I had no formal training and had to figure it out along the way.  It was my second year of coaching and we were at the end of the season and I wrote up a survey to give out to the cheerleaders as I wanted to get some feedback on how I was doing, what was good, what was bad. 

That survey was a huge eye opener for me!  It was both positive and negative feedback but mostly negative.  I was shocked and taken aback by how they felt about me and my coaching style.  It was a hard lesson to learn but one that was needed.  They provided me with feedback as well as suggestions on how to make things better. I spent the summer thinking of ways to improve how I approached my cheerleaders and I also set some goals for us to obtain by the end of the next year.  It was obvious to the cheerleaders coming back that I took their suggestions and criticisms to heart to make the program so much better for both them and for me.  This was the start of really taking feedback both good and bad and learning from it.

I found Brown’s opinion on generational differences in the amount of feedback desired by employees to be interesting. He stated, “Eighty five percent of younger workers wanted frequent and candid performance feedback compared to only 50 percent for older workers” (Brown, 2011, p 322).  Part of this goes back to how much more interaction there is these days between managers and subordinates.  There is more communication from both sides and it is mostly encouraged.  In my department, our older employees seek feedback almost more than the younger employees.  A part of this I believe is that the younger employees grew up with these technologies such as the internet and smart devices so they have more confidence in that area whereas the older employees don’t have the same confidence so they want more feedback on how they are doing in certain areas.  They want this feedback from their managers and not so much from their coworkers.  The younger employees tend to ask how they are doing and what they can do better.  I like that they have the drive to want to improve their skills and they take criticism well for the most part.  

Giving feedback is important in order for one to improve and learn from these lessons.  The same goes for getting feedback, it is the only way to grow and understand how to be better.  In the article, 6 Steps to Setting Goals that Improve Performance, they explain 6 steps that can help one improve their performance by setting goals and these include 1) setting clear, reasonable goals, 2) identifies the behaviors that are critical for performance, 3) establishing potential rewards and discipline, 4) continuing to develop abilities to enhance performance, 5) getting accurate, timely feedback and 6) administering rewards as promised and celebrate a job well done.  When giving feedback these goals are good to keep in mind.  You can help your employees improve by getting them to set goals that they can attain that will push and challenge them as well. When I give feedback I try to put myself in the other person’s shoes and ask myself what I would to know.  So when I give feedback I take a positive approach.  What was done well?  How was the issue approached?  What could be done to improve?  Is there a better, easier, faster way to get the same or better results?  These questions are ones I keep in mind when giving my feedback.  This works for my professionally and personally.  

I know for me personally I like to have specific goals and getting feedback that will help me become more engaged, improve my performance and overall help me learn more about myself and how I can make changes for the better. I have to say that there are a few drawbacks to setting specific goals and that is personal disappointment.  What if I can’t reach my goal or I don’t do a good job in getting to my goals. This could cause unneeded stress that is not necessary.  From this I can take that I have to continue to set goals that will push me, challenge me and make me a better person.  I will not always reach my initial goals but when I don’t I know that I can learn from what kept me from those goals and move forward from it as a better person.

References:

Brown, D.R. (2011). An experiential approach to organization development (8th ed.).Upper Saddle River, NJ: Prentice Hall

Shake off the grind (2010, September 9). 6 Steps to Setting Goals that Improve Performance | Shake Off the Grind. Retrieved from http://shakeoffthegrind.com/extraordinary-goals/6-steps-to-setting-goals-that-improve-performance

A631.2.5.RB - Cooperation and Competition

Over the course of this program I have learned a lot about working on teams.  At first, I groaned about this as I had my own assumptions as to how it work or not work.  Instead of looking at the positive I focused on the negative aspects of team work. For every team I have been a part of I had no real issues other than dealing with a very aggressive member in one class and a lack of participation from two members in another class.  These experiences have actually taught me about group dynamics and how to better work with teams. This is the first group where we have had 5 members. I feel that this could be an advantage but it could also hinder us. Too many members could cause more conflict; too few members could lack the needed cohesion for the team to succeed.

Most of us have worked together on the same team prior to this class so we knew from the start that we would be successful because we have learned to communicate well. One of the things that have helped us to complete our task is to be active in the group discussion board.  This means checking in every couple of days, asking questions, providing help where it is needed. This gives accountability to each member and if we have to nudge the other members we can do it in a constructive way. We all seem to have the same thoughts on expectations and what we expect from our learning experiences here. Of course there is advantage to having some of your team members in the same building!  I can walk over to the other members and throw out thoughts and get real time feedback from them.

With any group there will be times where someone doesn’t agree with what the lead person has in mind and even with communication on the discussion board, the message can get lost as tone cannot be conveyed through here. Everyone approaches decision-making or problem-solving differently so it is important that we try to avoid conflict if possible. However if that is not possible we must be able to manage conflict constructively by using compromising and integrating styles. The charter is pretty straight forward and there are not really any factors that inhibit the process or time needed to get it done.  Everyone submitted their parts pretty quickly as we have all done this in previous classes.

As a team we are all on the same page with how we share information which is mostly through the discussion board with email follow up as needed.  A few of us have already taken the lead on projects we want to do for the class so we are off to a great start.  At this point there are no real issues with authority or power that would affect our team.  It is possible that it may happen in some of the later projects however I feel confident that we will be able to work through those issues and remain cohesive.  As a team reading over the charter I can see that we will be able to collaborate well in order to influence a great outcome to our projects.  I do think that it would be interesting to ask these types of questions in some of the other projects that are more time consuming and more detail oriented where the chances of conflict and competition will most likely occur. This way we could get a better idea of different challenges there are and how we dealt with differences and still managed to get the project done in a timely manner.