A520.9.5.MedleyKim_Power and Politics

Power and Politics

            Power. Think about the implications of that five letter word. We see power demonstrated in many ways through the movies we watch. We shed tears when the power of love shines through; remember Ghost? When the power of brotherhood encompasses the silver screen, such as with Saving Private Ryan, a sense of pride fills our soul. The power of two strangers coming together and living out their final six months by checking off items from The Bucket List gives us pause and we stop to take stock of our own lives and what we still have left to do. These are examples of power being used for the greater common good. This type of power, according to Whetten and Cameron (2011), “made others feel powerful”, and those with the power used it in a way “to help peers and subordinates accomplish exceptional tasks” (p. 283). Don’t believe me? Think back to what happened in each of the aforementioned films and answer these questions: 1) Did Patrick Swayze help Demi Moore solve the crime and go on with her life? 2) Did Tom Hanks help his platoon find Private Ryan and secure the bridge? 3) Did Jack Nicholson help Morgan Freeman realize a few dreams and understand the wonder of his own family? The answer to each is, Yes.

            As noted by Whetten and Cameron (2011), power is defined “as the potential to influence behavior”; however, the key is “to learn how to use it wisely” (p. 286). Just as our emotions are filled with a sense of good when certain powers are used effectively; so, too do our emotions become enraged when absolute power hurts people. Remember Enron? Multiple scholars observe this type of power, referred to as a “four-letter word”, invokes scenes of “vindictive, domineering bosses and manipulative, cunning subordinates” (as cited in Whetten & Cameron, 2011, p. 283). Gordon Gekko and Bud Fox, from Wall Street, fit this image perfectly. It is this extreme and that of the real-world events with Enron which causes many of us to resist the idea of embracing power; but, as stated earlier, learning how to use it is the very compass needle I use as my guide.

            Currently, a local political club, which derives its power from the state, has taken control and has exerted its power in a manner that has orchestrated the demise of two, historical political organizations and is continuing along a path that has been characterized by its leader as a form of ‘party purity’. This has created a vacuum for those who wish to organize and work together for local and state candidates because the state party limits the use of names like Republican and Democrat. As such, during a meeting last month, we were collectively tasked with doing our homework in order to offer a solution. I took these words to heart and found an answer.

            Over the past seven years, I have diligently worked within the local political party. I have provided research of Florida Statutes to many candidates and their campaigns; and, through these efforts, I have been able to establish a reputation as a thorough, deliberate person who wishes to help the organization as a whole. Through these years, my colleagues have come to know that I encourage “open, honest, and loyal relationships”, I am available on an emotional level, both acceptance and positive regard are found in my leadership style, I am willing to sacrifice for the good of the team, and, most importantly, I genuinely care for my fellow political participants and I take time to listen to their struggles (Whetten & Cameron, 2011, p. 290). So, when I found a solution, I presented it in a way to empower the group as a whole; not for personal gain.

            Our group is currently considering forming a local chapter of the Florida Federation of Republican Women. By doing this, we are able to use the political name, Republican, without violating any statutes, support candidates, host fundraising events, and, we can provide a home to Republican men, as the organization provides an associate membership for men. I was able to develop this solution because of the relationship I had taken time to develop with the head of the local Young Republican Club. He understood that once I asked for information, I would follow up. He knew, from prior workings with me, I could be trusted to research the club, discover the pros and cons, contact state officials for more information, and present the information to others in a way that established this solution as a legitimate answer (Whetten & Cameron, 2011). One of the initial tasks was to develop a slate of board officers. As I prepared this, I purposely listed myself for the lesser position of club secretary. Additionally, I tried to think of as many questions as I could that others would ask so I could find an answer. By making a contact with the first vice-president of the state club, I was able to use that little bit of power in order to call her and let others ask her questions in an impromptu conference call.

            We are still in the infancy stage of getting the club chartered; however, the initial meeting saw a setting aside of personal power and ego by many and we are now coming together to use our collective power for the good of our local party. Each of the five women present for our first organizational meeting demonstrate Whetten and Cameron’s (2011) characteristics of personal power: legitimacy, effort, personal attraction, and expertise; and, each of us understand how power can be used for the good. Fortunately, we have learned to use it wisely and thankfully within the next month, we will have been able to combine our power to provide a home for our fellow Republicans who want to work hard for candidates and party building.

            Admittedly, politics will rarely provide opportunities for power to evoke tearful emotions. Usually, politics brings out an ugly side of humanity; but, our group of women has been able to step back and look at the big picture facing our local political clubs. They have come together and have pledged to use their power for the good of those who were abandoned by the local club with new leadership We have seen how that power was used to hurt and destroy and thankfully that will be our guiding light as we go forward. This is but one example of my willingness to develop sources of personal influence in order to accomplish good; not gain power. I have never been one to grab as much power as possible; rather, I prefer to share and let some power go because I truly believe empowering others fosters better relationships and helps the organization as a whole.

References

Whetten, D.A., & Cameron, K.S. (2011). Developing Management Skills. (8^th ed.). Upper Saddle

            River, NJ: Pearson Education Inc.

A520.7.3.RB_MedleyKim_Mentors & Coaches: Welcome All

Mentors & Coaches: Welcome All

            Without a mentor or a coach, where would any of us be? Think about that for just a moment. My earliest mentors, like most mentors, were, according to Zachary (1997) “powerful influences” in my life, and primarily came from personal relationships, my grandmother, father, aunt; just to name a few (p. 3). Those early mentors helped me to walk, talk, and learn what Watt (2004) refers to as the basics I needed “to develop to cope with a changing situation” (p. 14). Other mentors came in and out of my life. Dance instructors taught me balance, poise, and patience. Softball coaches helped me to develop hand-eye coordination and an understanding of team work. Girl Scout leaders helped me to gain self-confidence, self-motivation, and elements of survival techniques. These early mentors were not simply relationships wherein wisdom was “passed from an authoritarian teacher to a supplicant student” (Zachary, 1997, p. 3). They represented years where learning took place between student and teacher such that the student was able to attain a greater understanding of the world; which established a solid foundation from which to pursue a career.

            Most of my career days were filled with mentors, not coaches as defined by Watt (2004), which entails a collaboration in which the coach develops a career map for the coachee and the coachee then follows the road map from point A to point B in order to reach the next career destination. The closest I ever came to having a coach was the person charged with giving me my annual review and even then, those plans were not as extensive or detailed as those explained by the numerous authorities from this week’s many readings. Nonetheless, their collective information was invaluable. In order to advance from file clerk to senior underwriter, map points were pinpointed. I took extra continuing education courses. I attended leadership seminars and eventually offered presentations to agency workforces. My coaches were my senior managers and human resource personnel. They did not follow the teachings of Good, Yeganeh, and Yeganeh (2010) and apply “Cognitive Behavioral Executive Coaching”; but, they did help me bring an element of flexibility to “a complex, fast-paced and ever changing environment” known as the insurance world of American Pioneer Life (p. 18-19). Perhaps if I would have had a formal coach, one that would have made me feel a bit uncomfortable, challenged me to step outside of my comfort zone, and helped me to see my “personal challenges and vulnerabilities”, maybe I would have returned to school earlier, or pursued another venue within the insurance industry (Watt, 2004, p. 16).

            Whether my lessons have been learned as a result of mentoring or coaching, many important leadership qualities have been developed over the years and will be enhanced with years to come. My “authenticity, active listening, empathy, and establishing trust” are skills and characteristics the majority of experts agree are critical in becoming a successful leader (Good, Yeganeh, & Yeganeh, 2010, p. 19). Looking back, the importance of each person who helped me to master a new skill and helped me to advance my position within the organization cannot be overstated. Each provided guidance that helped me to add to and enhance skills with which I was not born. The advice from mentors along with the hard questions and challenges from coaches have formed and built upon a foundation that has allowed me to pursue not only careers; but, a foundation from which to expand my knowledge on a regular basis and develop the courage I needed to return to school and master so many skills that were not even spoken of during my career days. For me, that is why having mentors and coaches enhance one’s life and should be welcomed with each passing opportunity.

References

Good, D., Yeganeh, B., & Yeganeh, R. (2010). Cognitive Behavioral Executive Coaching:

            A Structure for Increasing Leader Flexibility. OD Practitioner, 42(3), 18-23.

Watt, L. (2004). Mentoring and Coaching in the Workplace. The Canadian Manager; 29(3), 14-16.

Zachary, L. (1997). Creating a Mentoring Culture. All About Mentoring, (11), 3-7.

A520.6.5.RB_MedleyKim_Together – Effective – Advantageous – Members TEAM

Together – Effective – Advantageous – Members

TEAM

            From the day of my birth, I have been a member of a team. Initially, my family was my team, primarily led by my father, with administrative guidance from my mother. I was the first-born; and, with that come expectations that do not fall to other siblings. The first-born is often the child upon whom parenting skills are honed and experimented, especially when one is born before the “wisdom” of Dr. Spock, sarcasm intended. To this day, I have never understood how so many accepted his information as gospel, a man who neither had children nor helped raise children. Nonetheless, my parents provided the foundation of teamwork and that base has helped me to relate, engage, and improve others team of which I have been a member.

            As far back as I can remember, each family member had specific tasks that were coordinated for the benefit of the group. My dad worked, my mother stayed home. During the week, my brother and I had specific chores designed to be completed so as to allow time for school work. On the weekends, we all came together to tackle such jobs as spreading mulch, weeding flower beds, mowing the lawn, or painting the house. When my father needed a break from coordinating the day’s tasks, mom would either fix lunch or bring us all something to drink. Because we worked together and because the tasks given to me and my brother increased as we grew older, each of us knew we could depend on the other to perform his or her job with little oversight. Help was but a request away. Those team efforts, now treasured memories, helped to develop trust and helped me to have a sense of what an effective team looks like and what can be accomplished when one exists.

            Although none of the teams I have been a member of come close to the team headed by General Gus Pagonis during Desert Storm, each has gone through the four stages: forming, norming, storming, and performing, and these stages have helped me to become a better team member (Whetten & Cameron, 2011). I learned the part I was to play as well as a sense of disconnect, especially when teams were formed with folks I did not know. When I know my role and what I am responsible for, I find it easier to interact and prepare for the next stage of building the team (Whetten & Cameron, 2011). It is at this stage where the expectations espoused by Peter Wadsworth, engineer for Illuminator, begin to emerge. As noted by Wadsworth, a team becomes the mechanism where members meet, share ideas, design events, develop goods, and manufacture deliverables (as cited in Whetten & Cameron, 2012). The norming stage is my favorite part of the process for this very reason. I actively engage. Engagement can mean anything from bringing coffee and donuts, discussing problems and potential solutions, or simply being a devil’s advocate when it seems the team is going along just to get along (Whetten & Cameron, 2011). I am that persistent three year old who will ask why more often than how or what.

            A favorite quote of mine comes from Thomas Jefferson in a letter to his nephew. I had researched the subject of the separation between church and state and that research led me to a letter Jefferson wrote to his nephew wherein he said, “Question with boldness even the existence of a god; because, if there be one, he must more approve the homage of reason, than that of blindfolded fear” (The Jefferson Monticello, 1987). The willingness to question and encourage an open discussion has strengthened my ability to weather the storming stage and work with a team to not only improve cohesiveness; but, meet the final objective. In an effort to manage potential conflict, I try to create an environment with a declaration such as, dumb questions do not exist, and, I would rather team members express doubts and concerns, rather than keep them bottled up inside, waiting for an almost certain explosion. Having sailed through the storm, with little damage, the most enjoyable part of the team is when all cylinders are firing in harmonious synchronicity and a synergy, specific to the team, leads to “a level of performance above the ordinary” (Whetten & Cameron, 2011, p. 505). When that pinnacle is reached, it is easy to look back and smile with wonderment as a group of individuals came together and collectively figured out the pieces to the puzzle that led to a successful achievement of the team’s goal. That’s the moment when we all “honk”!

            Teamwork is not an easy undertaking; but, those early years helped me to build upon the solid foundation given to me by my parents. I have learned there are times to stay quiet and listen, and there are times to speak up and question. There is a time for comedic relief and there is a time to put my shoulder to the grindstone. There is a time to be on the frontline and a time to fall back and function in a support role. Learning how to bring a team together and maintain those contacts, even when the team disbands, such as when children grow up and leave the family nest, are skills I treasure and use each and every day. 

References

The Jefferson Monticello. (1987). Jefferson’s Religious Beliefs. In Research & Collections.

            Retrieved from http://www.monticello.org/site/research-and-collections/jeffersons-religious-beliefs

Whetten, D.A., & Cameron, K.S. (2011). Developing Management Skills. (8^th ed.). Upper Saddle

River, NJ: Pearson Education Inc.

Whetten, D.A., & Cameron, K.S. (2012). The Illuminator Project: Groups and Teams at Kluster.

            [Video file]. Developing Management Skills. Retrieved from

            https://erau.blackboard.com/webapps/portal/frameset.jsp?tab_tab_group_id=_2_1&url=           %2Fwebapps%2Fblackboard%2Fexecute%2Flauncher%3Ftype%3DCourse%26id%3D_           1038021_1