A631.9.2.RB_FodenJohn (Video Debrief)

A631.9.2.RB_FodenJohn

        Hmmmmm. Would I succeed at NeXT with Steve Jobs at the helm? Would I contribute or detract from one of Jobs’ innovative, energetic business ventures? Such intriguing points to ponder. Although I’m not a disciple of Steve Jobs and don’t own Apple products, I’m convinced Jobs was an exceptionally amazing and intriguing personality and entrepreneur. I’ve come to appreciate what is quite clear to his biggest fans. Although he would have been difficult to work with and for, he was amazing, innovative, and literally changed the world. Петренко (2012) reminded viewers that Jobs began his entrepreneurial journey by building Apple Computers when he was only 27, but was later “forced out.”  As a result, Jobs immediately began his NeXT venture. Many of his former employees followed him to start a new tech experience business.

NeXT’s focus would be to provide college students a reasonably priced, high power lap top that could process applications not yet available in the market place. These new apps would be virtual tools which would usurp the place of real, higher cost laboratory environments. Jobs was convinced he could revolutionize the way universities provided their education. Jobs continually focused on changing the world and facilitating learning opportunities.

For Jobs to succeed in such a state-of-the-art, fast-paced, technologically focused market, he required fast and innovative thinkers. The video portrayed high energy and committed innovators and teams who work best in groups and who enjoy working outside traditional parameters. NeXT and Apple employees eagerly engaged in excited and strategic discussions. They were comfortable working with technical challenges, but not necessarily operating within accelerated time/deadline or money constraints. Further, the video portrayed Jobs as surrounding himself with like-energized and innovative “free-thinkers.”

Understanding how John Foden would integrate into Jobs’ NeXT “mix” has been enlightening. This week’s assignment directed our class to participate in a NextSteps Research (NSR) survey to better understand our own tendencies and strengths as well as in what environment we would each thrive. Per its mission statement, NSR “delivers contextualized analysis of the innovation trends in our clients' industries, with an emphasis on Patents, Products, and People.” NSR developed assessment tools and invites clients to participate and then reviews responses to comprehensively analyze results to empower its clients to make sound professional decisions. NSR evaluated my personal leadership style and priorities against its Leadership Management Styles quadrant: diplomatic, logistical, strategic, and tactical. It designated my style as Confident Highly Introverted Logistical Leader.

My 28 year uniformed/civilian tenure in the military has definitely honed my Confident Highly Introverted Logistical Leader management style…which is not consistent with the fast-thinking, concepts-focused innovator Jobs embraced. NSR’s survey depicted me having some traits Jobs’ sought in his team such as “architecting” NeXT. I enjoy frequent job changes; I moved ten times in my 25 year career and served in at least 15 jobs in that period. Challenges inspire me. I am highly motivated to succeed which was Jobs’ driving trait. Although I am willing to risk security, I’m not willing to “go for it all” without an almost certainty to succeed.

However, the video emphasized Jobs desired to impact history, to “make his mark” in improving the lives of others through technology and ideas. He wanted his ideas to improve how young people learn and work in order to improve their circumstances and the world. Jobs’ outlook demonstrated he wanted to be an example for others to follow, one of service and making the impossible, possible. Like Jobs, I highly prioritize serving as a role model… improving the capacities of those in my “sphere of influence.” I commanded three units over a five-year period and enjoyed mentoring young officers to become better leaders. I learned from those senior and subordinate to me and sought to exemplify that “wisdom” to my charges. My desire is to cultivate future commanders who serve and “shepherd” their Airmen who then mentor their own young leaders.

Last, Jobs and his team embraced and encouraged diversity of thought and innovation structure. The video described how the brainstorm sessions at his off-sites conjured up, energized, and defined a plethora of possibilities via innovation and marketing. NSR reflected I excel in diverse focus changes. Competing priorities and different management levels constantly competed for my attention as commander. My current job enables me to work with military Services as well as government and private agencies in the disaster response field. I manage diverse and competing priorities everyday on how to support exercises and force development.

However, for some of the similarities in leadership style Jobs and I share, there are greater differences that would invite disjointedness in NeXT or my management style. First NSR indicated I’m motivated to look for problems rather than seek solutions. In Jobs’ priorities, aggressively seeking solutions to what users want is what drove him. In the video, Jobs’ did not want to be distracted by problems or stopped by “naysayers” or constrained by limitations. Jobs simply wanted to plow forward with what seemed to be unrealistic technical or performance expectations with accelerated times “to market”. Problems and challenges were simply hurdles through which he would drive. He did not view technological limitations and soaring market expectations as existential issues. Jobs viewed his challenges as seeking to maintain and sustain NeXT’s market credibility and position. As a result, he just wanted to drive a “stake in the ground” so NeXT development would have a clear vision and adjust its actions to meet those.

On the other hand, logistics forces me to seek out potential problems and gaps in order to avoid them or generate solutions. I must pay attention to how my units will travel, eat, work, and sleep. There are plenty of opportunities for details and support to “fall between the cracks.” I have to consider past lessons learned so I don’t repeat earlier mistakes. However, Jobs didn’t seem to mind making the same mistakes in ensuing projects as he was convinced different circumstances might lead to solutions at NeXT.

Next, I “follow the rules” and conventions because I am expected to follow task- specific guidance that supervisors and leadership offer. Also, regulations and tactics/techniques and procedures (TTPs) as well as concepts of operations and directives determine what I can and cannot do. My supervisors permit limited freedom to craft solutions, but most fixes are built in constrained rule-set coordination and collaboration. I have become overly structured as a Confident Highly Introverted Logistical Leader after 27 years of military discipline reinforcing my natural personal tendencies. It just so happened logistics and planning were my military career specialties…two areas that demanded disciplined and constrained thought.

Last, Петренко (2012) showed Jobs was eager to move ahead as rapidly as possible and his teams had to catch up with his goals. Jobs was a “big ideas” guy, but not so focused on certain small details (business) because he believed those details tended to slow his possibilities and would “take care of themselves.” Jobs was convinced his customers continuously focused on the “next thing” and didn’t want to wait for the “perfect” solution/product. Jobs admitted information technology was continuously changing. If NeXT failed to offer solutions and technologies, someone else was close behind to offer their own solutions. On the other hand, logistics and planning require more time because it relies on gathering and referencing as much detail as possible. Military leaders expect subordinates and planners to publish the most-detailed product possible. Focusing on those details directs planners to near-perfection, not “ball park” solutions.

References

Brown, D. (2011). An experiential approach to organization development. Saddle River, NJ: Prentice Hall.

Larocque, T. (2014). Management assessment profile: John Foden. NextSteps Research.

NextSteps Research. About Us. Retrieved from http://www.nextstepsresearch.com/about.htm

Петренко, C. (2012). Steve Jobs Brainstorms with NeXT Team. Retrieved from http://www.youtube.com/watch?v=loQhufxiorM&feature=youtu.be

A631.8.4.RB_FodenJohn (Reflective Analysis)

A631.8.4.RB_FodenJohn (Reflective Analysis)

We’ve all heard the phrase “It takes all kinds (to make the world go ‘round’).” Even though the world’s population exceeds seven billion, each of us is unique (even identical twins/triplets/ quadruplets). Our real differences reside in our personalities and whom we are, whether quiet or boisterous, meek or brave, obnoxious or kind, social or introverted. Our personalities engender what attracts and rebuffs us.

Despite the “infiniteness” of human capacity and personality, Cherry (n.d.) shared that Isabel Myers and Katherine Briggs categorized 16 basic personality types via their Myers-Briggs type indicator (MBTI) “test” which bases its tenets on Carl Jung’s theory of personality types. The MBTI is the most widely used evaluation to define personalities. Cherry stated the MBTI is a “self-inventory designed to identify a person's personality type, strengths, and preferences.”

Further, the MBTI is simply an indicator of personality which does not judge any one personality better or preferred than another. Cherry (n.d.) intimated MBTI empowers individuals to understand and explore their personalities such as likes, dislikes, career options, and compatibility with others. The assessment suggests personalities are based upon four scales:

·         Extraversion (E) vs. Introversion (I)

·         Sensing (S) vs Intuition (N)
·         Thinking (T) vs. Feeling (F)
·         Judging (J) vs. Perceiving (P)

The evaluation is somewhat valid, but not fully reliable. Cherry (n.d.) offered studies reflecting 40-75 percent of respondents received different results when taking the “test” a second time.

For me, taking the “HumanMetrics” evaluation reinforced a self-perception with respect to my preferences and actions. My personality “graded” as I(ntrovert) S(ensing)T(hinking) J(udging) which described me as “…reserved, practical and quiet. They (ISTJ) enjoy order and organization in all areas of their lives including their home, work, family and projects. ISTJs value loyalty in themselves and others, and place an emphasis on traditions.” (Cherry, n.d.) ISTJ correctly indicates my personality.

The personalitypage.com website described ISTJ as a “Duty Fulfiller.” Explanation focused on ISTJ personalities as quiet, reserved, holding a sense of duty, and a commitment to complete tasks via being organized and methodical. ISTJ have high expectations of themselves and others which originate from a strong sense of duty which may result in working long hours to complete a job. Alternatively, ISTJs tend to display reserved emotion, but place great emphasis on family and friends. Personalitypage.com concluded that ISTJ types boast tremendous potential and success for achieving their goals.

Personalitypage.com shared ISTJ characteristics supported challenging, rewarding careers which rely on commitment and thoroughness. ISTJ careers included military leaders, judges, law enforcement, business executives, and medical doctors. As ISTJ, I am reserved, yet committed to “finish the job.” As a matter of fact, most of my careers have been serving as a military leader and commander. Military demands and rigors match my personality type because I focus on mission while soliciting the followership of subordinates. I operate best in orderliness, but can adapt as necessary to overcome unforeseen challenges and opportunities.

My 25 years of military service was marked by 25 years of military leadership whether supervising 2-3 Airmen or commanding 300-Airmen squadrons. In addition to knowing and leveraging my strengths, I knew the personalities and strengths/improvements of my squadrons. I assigned people to missions and responsibilities based upon what their skills made possible. If I mismatched personalities, mission degradation ensued. In fact, I supervised two senior enlisted who suffered personality clashes and didn’t “get along” even when disciplinary action was considered. These men had to work together because their specialties and organizational requirements supported the mission. However, after a few months, it was clear the workplace had become toxic. Their subordinates “picked sides” of who they supported. I finally had asked one of the members to leave. The work environment improved following his departure. Knowing personalities in my units enabled me to assign aggressive leaders in roles where they assertively, yet deliberately mentored their charges. In fact, there were a couple of times I had to pull a couple of junior officers from leadership roles because they just “weren’t prepared” to lead.

The MBTI and HumanMetrics assessments posed circumstances and choices I experienced everyday which made it easy for me to respond and build a personality pattern. Now I’ve confirmed my strengths as well as my improvement areas enabling me to strengthen both. My profession requires me to be thorough, detail-oriented, as well as reflective and realistic. I plan unit movements and military exercises. I frequently research how many forces will be positioned and where. I need to determine how the HQ will feed and house forces as well as how it provides re-supplies. These efforts require me to plan, coordinate, and collaborate with dozens of other planners at headquarters and subordinate agencies.

Although I’m reserved, my roles encourage me to engage with professional counterparts at headquarters and subordinate units as well as with those internal to my unit. Every year, I attend three command planning conferences as well as weekly internal planning meetings to identify, coordinate, collaborate, and firm requirements and support for a 4,000-person deployment and exercise. I cannot afford to be reserved or let events get beyond my control. My ISTJ traits demonstrate that I work outside of my “comfort zone” to complete the job…otherwise, mayhem ensues with 4,000 people wondering where they’ll sleep, work, or eat. I understand my reserved nature and its limitations in my job…and simply focus on the end result (what has to get done) and not on the path to get there (which is not reserved). It’s more important for me to complete my mission in a thorough manner than to remain comfortable in my reserved nature.

I enjoy the opportunities of leadership and mentorship more than I am comfortable in my ISTJ traits. As a result, understanding my tendencies and then acting out to oppose them in appropriate circumstances enables me to assertively lead and plan major events. Additionally, I’m pursuing additional education and assertively searching for training opportunities to bolster my professional resume. ISTJ is who I am comfortable being, but not necessarily who I need to be if I’m going to lead…and that’s fine by me.

References

Brown, D. (2011). An experiential approach to organization development. Saddle River, NJ: Prentice Hall.

Careers for ISTJ Personality Types. Retrieved from http://www.personalitypage.com/html/ISTJ_car.html

Cherry, K. The Myers-Briggs Type Indicator. About.com Psychology. http://psychology.about.com/od/psychologicaltesting/a/myers-briggs-type-indicator.htm

Portrait of an ISTJ. (n.d.) The Duty Fulfiller. Retrieved from http://www.personalitypage.com/ISTJ.html

A521.9.4.RB_FodenJohn (Reflections on Leadership)

We suffer too many bad examples of leaders: Richard Nixon, Saddam Hussein, Adolf Hitler, Josef Stalin. Fortunately, we also enjoy many good examples: Winston Churchill, Billy Graham, Abe Lincoln, George Washington, Steve Jobs. Being a good leader is not for the faint hearted and most definitely not for those who don’t seek to serve others. Leading is not telling others what to do or think or even being “in charge.” Leadership demands vision, demands selflessness, and mentors for the long term benefit of the mission and others. Throughout his book, The leader’s guide to storytelling, Denning (2011) stressed and detailed the insightful, unique, and influential roles stories serve in cultivating effective leadership. Prior to reading Denning’s (2011) book, I hadn’t made the connection between a leader’s effectiveness and his/her ability to tell and leverage stories that resonates meaning with the audience or organization. Stories are meant to “paint” a picture or share the storyteller’s vision to galvanize listeners to act.

However, leadership is more than telling a captivating, emotional story to advance an agenda or protect an idea. Denning (2011) introduced the interactive leader as one who involves and embraces (rather than fights) the world around. Interactive leaders participate (up close with their organizations), connect (with their followers), converse as equals (with all), see and embrace (the possibilities), remain relevant (to today’s demands), boast passion (for people and mission), pursue the “fun” (in their work).

Denning suggested an interactive leader “thrives on the connection between things” and boasts several dimensions. I’ve enjoyed numerous leadership opportunities in my 25 year Air Force career, four and a half years of those in command. Consistent with interactive leadership tenets, my focus had been on accomplishing the mission and serving my squadron members. We all can leverage nuggets of participatory leadership to apply in our own roles and opportunities in leading others.

·         Interactive leaders work within the constraints of their environments (rather than fighting them). Don’t push against the world by trying to accomplish their goals without engaging with their surroundings. Don’t apply indiscriminate constraints and guidelines that aren’t consistent with the operating environment. Although I brought a few personal “quirks” to my commands like being impatient and excessively focused on detail, I led my charges within the constraints of military dictates and superior commander expectations. I worked diligently to understand my boss’ priorities, convey those to my unit, and then leverage the strengths of my squadron to meet those priorities. Over three commands, my squadrons served in combat zones (without fatalities), excelled in inspections, improved processes, and reduced spending, as well as supported aggressive, 24/7 flying missions.

·         Interactive leadership creates and removes elements from our “tool kit.” It improves traditional management functions including command, regulation, and optimization with added capabilities. However, it eliminates negative controlling and excessive damaging winner-take-all attitudes.

·         Best of all, interactive leadership expands on personal integrity and authenticity. Followers will respect a leader because of the time, energy, and commitment (s)he invests in the organization and with colleagues and subordinates. Others trust a leader’s professional judgment because they’re confident you’ve mastered your responsibilities and complex environment. Denning (2011) summed it up, “Because you listen to the world, the world listens to you.” The Air Force core values (Integrity, Service, Excellence) helped bolster those same values I held personally and employed in order to command. I commanded everyday understanding others assessed my actions to make sure they supported my comments. While disciplining, I relied on the counsel of others and invested time to meditate/contemplate to render the most fair and timely judgments I could. I’ve issued Article 15s (non-judicial discipline) to those whose work ethic I admired people as well as to those who I disliked. I found consistency to be the greatest challenge of all. I visited frequently with my squadrons during my “walk-arounds.” Heck, I even helped change oil and balance books to demonstrate I wanted to better understand their work.

·         Most definitely interactive leadership doesn’t depend on a published hierarchy. Team success relies on every one “stepping up” to share responsibility, contribute to supporting mission success, and mentor others.

·         Interactive leadership focuses on achieving concrete results, not simply mastering academic concepts. I have to be able to tell captivating and meaningful stories, not simply know how effective story telling would make me a better leader. Command “forced” me outside the “academia” of leadership theory. The more I read books and attended seminars about leadership, the easier leadership seemed. Sure, books and speakers professed leadership was hard and challenging due to people challenges. However, I couldn’t realize how exceptionally challenging (and rewarding) it would be when I sat in the commander’s chair to deploy someone who had already been over in the desert four or five times or would miss his/her anniversary or birth of a child. Or perhaps, how difficult it would be to harshly discipline a good Airman who simply made a mistake. Although I’ve made a lot of great, impact stories throughout my25 years, I’ve found it very difficult to share those stories in order to impact future leadership opportunities.

References

Denning, S. (2011). The leader’s guide to storytelling. San Francisco, CA: Jossey-Bass.

McKay, M., Davis, M. and Fanning, P. (2007). Messages: The communication skills book. Oakland, CA: New Harbinger Publications.

A521.8.4.RB-FodenJohn (Making Contact)

A521.8.4.RB-FodenJohn (Making Contact)

Similar to Monty Python, I continue to search far and wide for my “holy grail” with respect to capturing professional opportunities. Although I enjoy a competitive resume and extensive logistics experience, I must improve and be more comfortable talking (make contact) with “strangers” so I can improve my “social skills.” Why are mature social skills so important to my career? I’m convinced being at ease in “spontaneous” two-person or public conversations demonstrate I comfortably can communicate in otherwise stressful personal and professional settings. When partnered with strong experience and proficiency, my prowess with respect to “make contact” communication would translate to more and better professional opportunities.

I’m comfortable conversing with strangers in professional settings; these “strangers” later become colleagues. I’ve led various planning sessions with representatives from subordinate organizations who I’d met just a few minutes after the start of the event. Earlier in my career, I “jumped in with both feet” in my new commands by meeting and engaging with new people for the first time when I assumed command of these squadrons. I was comfortable talking with colleagues I recently met when they were subordinate to me; I didn’t feel threatened. However, I’m conversationally unsettled from a professional stand-point when I approach others serving in a superior capacity/position to mine or interacting in a social setting. It’s difficult for me to “work a room” with ease because I’m more comfortable and better versed discussing work at a social event or party, then talking about family and personal interests. You can imagine that makes for a fun time for everyone. McKay, Davis, and Fanning (2007) shared the view self-deprecating behavior is one reason for being ill-at-ease with strangers. This model (influenced my behavior with negative thoughts about my “social value”) described my awkward self-consciousness.

I “sport” a quiet personality; my parents set an example of being reserved and don’t “rock the boat” because in the long run it was better to get along to avoid creating dissension. I learned and lived by the credo “God made people with two ears and one mouth so people should listen more and talk less.” I formed my opinions and outlooks by reading and listening to and assessing the beliefs of others. I’ve followed the view “it’s better to listen with an open mind to develop opinions which reflect reality and truth.” I viewed others who just talked (without listening to others) to be conversation “hogs” who were close minded; they didn’t listen to others…and that’s not who I wanted to be. However, serving as an Air Force officer challenged me to “emerge socially from my shell.” My duty and commitment to lead were greater than being comfortable in my reserved personality. As a result, I immersed myself in conversations at all levels. However, I’ve not “conquered” the task of simple, personal conversation…and that’s where Messages can help.

McKay, Davis, and Fanning (2007) shared two rules for connecting that hit me right between the eyes…give attention, interest, and respect to your partner and embrace an outward rather than an inward focus. I’d create conducive, meaningful interaction when I focused on the other person’s perspective. Historically, my focus has deferred to my “perceived” shortcomings: I wasn’t as smart, senior, or as influential as the other person and didn’t focus on what I had to offer the relationship. I’ve neglected easy, common sense cues on how to bond with others. However, McKay, Davis, and Fanning (2007) proposed several guidelines I’ll leverage to connect more effectively:

·         Revolutionize my “body language” to engage and welcome the other person by moving closer, uncrossing my arms and legs, leaning in to the discussion, making eye contact, and smiling. Unfortunately, my “track record reflects that my body language screamed all the wrong tendencies.

·         Use “ice-breakers” to generate conversation. I’ve been concerned with potential rejection or being forced into an unwanted situation. However, Messages listed a few ways to initiate discussion: ask for information, offer a compliment, employ humor. Historically, I’ve not been very good at initiating conversations with strangers in a room or at an event.

·         Strengthen my “art of conversation” using ritual and informational questions, active listening to participate in our discussion, and sharing more of my thoughts to foster closeness and trust. In the past, I’ve struggled with being able to carry a conversation beyond one or two ice-breaker questions.

I’ve lived most of these shortfalls for too long, yet am excited about the opportunities these recommendations offer to make me socially comfortable and influential.

Reference

McKay, M., Davis, M. and Fanning, P. (2007). Messages: The communication skills book. Oakland, CA: New Harbinger Publications.

A521.7.4.RB_FodenJohn (Knowledge Sharing Story)

A dad’s head hurts; how can a dad and his wife afford to send their kids to college in today’s environment of rising tuition costs and dwindling financial aid? Families face numerous common pitfalls trying to pay for their children’s college educations (without going into debt). Success stories are all too uncommon. Like Denning (2011) shared in his book, The leader’s guide to storytelling, a memorable knowledge-sharing story is typically unusual (out of the ordinary). Denning (2011) further iterated most learning experiences rise from bad news. However, positive news stories also play a part in a successful story. In general, families being able to pay for college starts long before students begin attending high school.

For an overwhelming majority of couples, welcoming their children into their families involves truly breathtaking and humbling and proud moments. Parents are often excited for all the excitement of parenthood. Economics are only a few of the concerns that “haunt” parents.

However even before their children are born, financially astute parents agree to build nest eggs to fund their kids’ college educations so they won’t have to borrow from the future. Parents must help their children avoid the tragic and all too common overwhelming burdens of sizable student debt.

A vast majority of parents realize college arrives at their doorstep sooner than later…even when that would be 15-18 years in the future. Most have heard the horror stories of college price tags in the tens of thousands for each of their “critters”… without a plan in sight to create and grow college funds.

Fortunately, parents can rest in the assurance of ageless axioms: “A journey of a thousand miles begins with one step.” And “How do you eat an elephant? One bite at a time.” Parents must research financial resources and discuss concerns with friends, then assemble their plan for their children. Parents’ focus must be for their children to graduate from college incurring student debt.

How can a family achieve that goal in an age where overwhelming college debt crushes the spirits of so many graduates who’ve incurred debt in the tens of thousands? First, immediately start your college saving strategy. As soon as parents receive social security numbers, open savings accounts for them and deposit baby gift monies into their accounts.

Second, leverage state 529 plans:

·         529s are tax free tools. Your kids’ nest eggs grow without losing money to Uncle Sam.

·         Kids are the beneficiaries in a parent’s 529 plan. As a result, the dollar values of those accounts are not “counted against” them when schools/federal government calculates financial aid packages. In contrast, UGMA accounts belong to the student, count as student income and thus lower financial aid potential from other sources.

·         Contributions to 529 accounts are tax deductible with respect to a parent’s state of residence. You may lower today’s state tax burden AND keep contributions to the college funds and their respective capital growth safe from taxes.

·         529s authorize a beneficiary to withdraw contributions for education purposes: tuition, room & board, student fees, etc.

Third, monitor your college investment accounts and look for different tools/programs to improve returns.

Fourth, diversify college fund portfolios. Deposit financial gifts from family members directly into their 529s. Also, retain gift certificates of deposit and U.S. savings bonds until maturity and then deposit those monies into 529s and mutual fund accounts.

Lastly for military members, they enjoy a tremendous education funding “perk.” Military members and retired can access up to 36 months’ worth of tuition payments via the Veterans’ Affairs post 9/11 GI Bill. Transfer GI Bill benefits to your students to pay for college. As a result, they’ll enjoy a nearly full-ride scholarship.

Parenthood is a tremendous privilege and responsibility. However, one of the greatest taks parents face is preparing financially for their children’s college educations to avoid student debt. The effort and commitment requires parents to step out boldly to educate themselves, build a plan, and then execute, monitor, and adjust that plan. Leverage several tools to grow your children’s education “nest eggs”…the greatest tool being the post 9/11 GI Bill. As long as the stock market meets expectations and college costs don’t soar, your children have a “good shot” at earning their undergraduate degrees and still have money left over to build their futures.

Reference

Denning, S. (2011). The leader’s guide to storytelling. San Francisco, CA: Jossey-Bass.

A521.6.3.RB - High Performance Teams

        An old saying many of us are familiar with states, “The smartest one of us is never as wise as all of us.” Or another common phrase most of us are familiar with, “There is strength in numbers.” These nuggets of wisdom make sense for a reason; people in a group who introduce and discuss ideas tend to make better and more comprehensive decisions. In his book The leader’s guide to storytelling, Stephen Denning (2011) introduced four categories of groups.

·         Work group: People working on same job or goal. Each person has a defined responsibility and all work group members work for the same supervisor.

·         Team: Members must remain interdependent to achieve the group objective(s). They share common goals, coordinate activities, share responsibility for performance in a defined period.

·         Community: People who share a common interest or values, but aren’t necessarily working in a tactical effort towards a specific goal. Communities are more widespread over time and distance and even national borders. Common core values and genuine personal interests hold a community together.

·         Network: A collection of people (formal or informal organization) who maintain contact with one other due to a mutually perceived benefit of remaining in touch for certain purposes. (LinkedIn, alumnae associations)

Teams and communities share a few features; they are energized to work collaboratively towards a specific product or service. Teams are building blocks for organizations to adapt to change and overcome challenges. Denning (2011) stated “high-performance teams resemble communities.” (pg. 155).

I’ve enjoyed more successes in working on teams in my 25 year Air Force career than I can “shake a stick at.” I led many teams and became adept at leveraging talent and mitigating roadblocks. My favorite teams (success stories) were the large, complex squadrons I commanded while serving at Offutt AFB, NE, Hill AFB, UT, and Baghdad.

My tenure at these three commands match the characteristics as Denning defined them (pg. 155).

 

·         Clear goals/appropriate leadership & membership. Qualified and well-trained Airmen in each of these three squadrons professionally achieved their missions: shipped cargo, transported passengers, managed supplies, planned deployments, repaired aircraft parts.

·         Adequate resources/support to achieve the objective. Managed unit budgets valued at more than $800,000 as well as requisitioned equipment, parts, and supplies to operate and maintain the unit’s vehicle fleet.

·         Actively shape the expectations of those using output…then exceed expectations. The squadron began one year with goals it sought to achieve: we built a passenger deployment center, renovated the mobility warehouse, and excelled during a headquarters inspection. At the end of the year, our command recognized the squadron as best unit in the command (as well as multiple individual awards) from our accomplishments throughout that year.

·        Innovate in a moment; seize and leverage opportunities. First, I launched the first movement departure airport in the U.S. to deploy 850 Airmen from 15 bases bound for Iraq. Next, in concert with the Marines, my squadron in Baghdad airlifted 1,300 Iraqi poll workers to polling sites. Those efforts assured the ratification of Iraq’s Constitution in 2005-2006.

·         Know your team. Become familiar with individual member goals. I visited each of the sections in my unit weekly to be better acquainted with squadron members. Better understood their personal, disciplinary, and financial challenges in order to collaborate with their supervisors to develop solutions to issues.

·         Share organization history and identity. Members relate to each other then use that emotional connection to achieve the objective. I sponsored squadron social functions (picnics, beach parties) to bring Airmen together. I hosted monthly commander’s calls to share mission priorities, expectations, awards presentations, and shared upcoming events.

Shared values are essential for building teams because they make possible a common prioritization of effort so a team can plan and operate in concert. When I commanded my units, we all shared dedication to mission as well as the Air Force core values: integrity first, service before self, excellence in all we do. Executing these core values unfolded in each of the three bases at which I served. Airmen in these squadrons deployed without complaint to Iraq and Afghanistan, many on multiple tours… they were simply focused on mission.

In addition to embracing shared values, teams excel via trust, enduring relationships and collaboration. Trust enables team members to release creative, innovative actions because a team member is confident his/her teammates will assist in overcoming challenges. One of the areas I focused on as a squadron commander was to support my Airmen in their personal priorities as well as their professional responsibilities. I ensured eligible members attended technical and professional military courses and recommended qualified ones for greater responsibilities. These Airmen were confident leadership advocated for their personal and professional goals.

Trust facilitates enduring relationships to enable seamless planning and execution of corporate goals and actions. Throughout my five plus years of command, I built enduring relationships through daily interaction with Airmen. They performed outstandingly and exceeded expectations of senior leaders. While deployed to Baghdad, and at the direction of my boss, I directed one of my subordinate flights to lay down hard plastic “puzzle tiles” in high traffic outdoor areas to counter the messiness of the mud for the upcoming rainy season. My boss’ original plan was to cover a couple of small areas in the compound. However, a leader from one of my subordinate flights suggested covering the entire compound area to eliminate the mud problem throughout the terminal…improvement to mission resulted from enduring relationships.

Collaboration is closely and actively coordinating to complete a complex project and is applied whether in a leadership or followership role. I’ve collaborated at multiple levels during every single one of my 11 assignments. So, groups I led achieved desired end-states: deployed to Iraq, Afghanistan, Saudi Arabia, or Panama; created process to re-integrate Airmen returning from a deployment; managed war supporting equipment in Europe; developed a capability infrastructure to respond to terrorist attacks in the U.S. and many more.

Fortunately, I’ve had only a few negative experiences throughout my AF career. However, I’ve experienced some challenges with respect to corporate values in recent employment. The unit was blessed with a lot of high energy, smart military, government civilians, and contract employees who simply wanted to accomplish a complex mission. However, the organization suffered from dissonance. It battled numerous conflicting priorities and frustrating personnel policies. It espoused values included: value employees, train personnel to do the job, be prepared to deploy rapidly at any time to anywhere in the U.S. to conduct our mission. However, some of the operational values didn’t follow those ideals. Many of the employees have been frustrated by what they view as senior leadership unconcerned with impacts of unrealistic expectations and deadlines, the workload and challenges the employees face. The unit has undergone a couple of climate surveys to better understand and correct the sources of the frustrations. The “jury is still out” on how the command will temper employee frustrations. Also, although the unit states it wants to sponsor its employees for training, it constrained a few employees from attending due to the ops tempo of the unit (“can’t afford” to let certain people go to attend). Last, unit leaders continue to “battle” internally about how the unit should deploy when tasked. We continue to refine, re-engineer, overhaul processes that should have been set years ago. So, the “cloudiness” lends itself to lack of understanding by the very folks who have to carry out those actions.

Team mechanics and interaction, shared values, and collaboration are essential elements to maximize team performance. Synergy really is the “name of the game” because it creates enduring energy, commitment, and ideas to work through complex, challenging opportunities… like command.

References

         Denning, S. (2011).  The leader’s guide to storytelling: Mastering the art and discipline of business narrative. San Francisco, CA: Jossey-Bass.

A521.5.4.RB_FodenJohn (Aligning Values)

As employee or owner (or manager), do you find it easy or enjoyable to go to work every a.m. or Monday? Do you fear or look forward to sharing 8-10 hours of your day with colleagues and supervisors? What drives your anxiety (or excitement)? Do you believe your values conflict with or support your organization’s values and efforts? Individuals and groups make progress (or not) via their values. Will values you practice everyday confirm your (personal or corporate) espoused values/mission or counter them?

 Denning (2011) characterized four sets of values organizations operate under to conduct business: robber barons, hardball strategists, pragmatists, and ethical. Of particular note, organizations embrace ethical values when they supports employees’ well-being simply because those values are the “right thing” to do, not because they increases profit. Or when an organization pursues eco- or community friendly practices even when not required. An ethical business is one that does what’s right or responsible for intrinsic purposes, not simply for ulterior profit, instrumental, or organizational benefit. 

Organizations must create a roadmap as to how they want to get from here to there. In what manner they want to achieve their goals. Values development define these initial, elementary elements. How do organizations develop and align values?

 First, decide what your corporate values are and then clearly explain those values to employees, partners, and customers. An organization must establish its mission/objectives, yet make sure its values are consistent with that mission. Some wonder if an organization/business can remain effective if it pursues moral values to the detriment of its stated (existential) mission. Denning alluded businesses have forgotten how to incorporate ethics because they pursue shareholder value (financial gain) at the detriment of ethics/values.

Next, an organization must assure employee values are consistent with organizational values to generate parallel energy. Denning (2011) claimed employees are better connected with an organization to which they can relate stating, “Clarifying values, for instance in a workshop on the subject, can lead people to understand how they are personally connected with the organization’s values – or not.” (pg. 135) Organizations can facilitate a similar relationship between organizational and personal values by hiring to that standard. Also, by an organization demonstrating how effective its values are in practice, most employees would naturally commit to supporting those values. If too much negativity exists in the work-force, it is an indication some employees and the organization don’t share (at least some) values.

 Organizations must operate consistent with their corporate values so those values become more than simply a catchy slogan. Denning (2011) asserted organizations not operating within their espoused values lose customers and disenfranchise employees. He stated “The hypocrisy involved in espousing values that are not acted on generates significant distrust.” (pg. 136)

 After that, the organization must protect its values to nurture the trust it has built with its customers/employees. Then be prepared to re-instate those values if time/business practices degrade them.

Organizational values can be aligned with personal values. Denning (2011) built a template (pg. 150) to develop and align organizational values. Primary actions include:

·      Define specific values I’d like to communicate or feel are important
·      Are there other corporate values in conflict with it? Have there been conflicting events?
·      Draft a story that espouses those values. Can audience relate to the story/protagonist?
·      Does the story link to purpose in telling it?

Dr. Randall S. Hansen created the Quintessential Careers website which published a workplace values assessment enabling anyone to evaluate personal values which can be used to pursue careers or employers consistent with those values. The “Workplace Values Assessment” stated “People expect to achieve certain ideals from their jobs, employers, and careers. These workplace values, concepts, and ideas that you hold dear have a direct impact on your satisfaction with your job, with your career, and even with your life. When you understand the values you cherish most highly, you can make an evaluation about whether your current (or a prospective) employer supports those values.” After completing the assessment, one should be prepared to pursue employment with an organization that carries those same values.

 Denning (2011) discussed aligning organizational structure with values to ensure consistent corporate stories, policies, and practices for reliable messaging to employees, customers, and public. He suggested the importance of using a reward system that encouraged behaviors, attitudes and actions consistent with values. Compensation should be engineered to encourage desired behavior toward cherished values.

Next, Denning (2011) labeled three components to fashion an ethical community.

·         Trust: Corporate expectation that colleagues will behave in the best interests towards each other. I have confidence what you tell me (to the best of your ability) is true or will happen.
·         Loyalty: Accept responsibility to hold back from offending each other’s good intentions and satisfy the responsibilities resulting from that trust. (I won’t try to counter your plans).
·         Solidarity: Safeguard the interest of others even if it conflicts with selfish priorities. (I will support you, no matter what).

 I serve in an operational military headquarters unit staffed with civilian, Army, Navy, Marine, and Air Force personnel. The unit’s rank structure ranges from mid-level enlisted to our commander who is a two-star general. From my mid-management position, I anticipate the unit should bolster it trust, loyalty, and solidarity. These building blocks have been compromised from traditional service rivalries and the untraditional processes our unit implements because of the organization’s non-traditional structure. There appears to be inter-directorate dissonance at senior levels as well as conflicting guidance from our command level. Also, our command suffers from employee dissatisfaction and frustration due to workload to personnel expectations. Our commander directed the unit participate in two climate assessments/surveys to understand the gravity of these values shortfalls in order to institute a recovery plan. In my humble opinion, senior leadership could dissipate much of the disharmony by taking into consideration employee concerns and insights to boost clear, precise guidance for action.

            Creating and aligning consistent, effective corporate and individual values is the blueprint in standing up an organization that effectively achieves its objectives. Values are the foundation of what the organization can become and what it represents (to its employees and customers). Values either produce positive or negative attitudes and energy. What do the values of your organization convey to its shareholders and its mission?

References                           

Denning, S. (2011). The leader’s guide to storytelling: Mastering the art and discipline of  

            business narrative. San Francisco, CA: Jossey-Bass.

Hansen, R. (2013). Workplace values assessment: Do you know the work values you most want in

             a job and an employer -- and does your current employment reflect those values?
             A quintessential careers quiz. Retrieved from

             http://www.quintcareers.com/workplace_values.html

 

Whalen, D.J. (2007). The professional communications toolkit. Thousand Oaks, CA: Sage

          Publications, Inc.