A633.9.3.RB_MedleyKim_Polyarchy: Are You Ready for Your Fixer Upper?

Polyarchy: Are You Ready for Your Fixer Upper?

            Obolensky (2010) poses the question, “If polyarchy is fast replacing the old oligarchic assumptions, does this make these old leadership models redundant” (p. 195)? Consider the numerous television shows spanning just as many cable and satellite stations that provide viewers with the seemingly simplistic steps of restoration. Both HGTV and DIY showcase several shows designed to demonstrate how something old can be used as a foundation from which to create a new function and purpose. Fixer Upper and Flip or Flop tell the story of how two married couples, the former living in Waco, Texas and the latter residents of California, adapted when the real estate markets turned south. Many of those who shop for homes want all of the conveniences of new construction; but, often do not have the financial wherewithal. Just as Flipping homes begins with the bones of an older, traditionally constructed home and applies new construction technology and accounts for individuality through accessories such as paint colors, material selections, and specific fixtures. Similarly, older, traditional styles of leadership, “Servant Leadership… ‘Situational Leadership’ and … ‘Task-Team-Individual’ models are dusted off and freshened up by applying “Collins’ ‘Level 5 Leadership’ and Badaracco’s ‘Quiet Leadership’ (Obolensky, 2010, p. 195). Complex Adaptive Leadership provides us with the modern tools from which to modernize tried and true styles. We are able to identify and keep that which we find solid, reinforce weaker areas, and update the models to reflect individuality.

  By looking at “Figure B.1 John Adair’s Leadership Model”, and viewing the center area from Groth’s (2012) perspective, i.e., the center is one’s “core career competency”, the nucleus of leadership for anyone first requires “delivering and overdelivering… what you’ve been hired to do”. The nucleus for each of the married couples from the restoration shows is that of real estate and consistently delivering to their customers. Because both Chip and Joanna Gaines, Fixer Upper, and Tarek and Christina El Moussa, Flip or Flop, had mastered their core competency, each was able to “pursue peripheral projects” (Groth, 2012). The Gaines help potential homeowners realize their designer home, on a show-string budget, and help to revitalize older neighborhoods.  The El Moussas buy distressed properties, foreclosures, short sales, and “flip” the property in order to realize a profit. While each couple had real estate experience, each was pushed “to learn something entirely new” (Groth, 2012). It is through this pursuit of outside projects and the push for new skills that a widening of the core, as shown in “Figure B.2”, is possible as knowledge expands beyond a single leader (Obolensky, 2010, p. 196).

With each house flip, there is a task at hand, with a team tasked with completing the job for an individual. When knowledge is expanded, flexibility and “cross-functional capability” are added to the dynamic of leadership (Obolensky, 2010, p. 196). Imagine older floor plans. Rooms were separated by walls. Today, open concepts are the trend. An open floor plan provides for a feeling of togetherness within a home, as opposed to separate silos. By taking down walls and reinforcing the structure with hidden support beams, families are better able to interact. In the beginning of each show, Joanna Gaines and Christina El Moussa provided the majority of the design elements for the restoration project. As each show has continued, their knowledge has been shared with Chip and Tarek such that each are now comfortable in offering design element suggestions. Much of “Adair’s Functions of Leadership” still apply with both Joanna and Christina in that because they provide the main design, each defines the task, plans, briefs, controls, supports, informs, and reviews each job site (Obolensky, 2010, p. 197). Griffin (2003) states, “people don’t check their individuality at the door”, neither do leaders (p. 113). The style often exhibited by Joanna Gaines is a country-chic while Christina El Moussa designs with modern influences. Each is suited to the customers found in Waco, Texas and Orange County, California. As polyarchic processes are applied, it’s easy to see that while the day-to-day tasks of flipping a home are carried out by the individuals from the various constructions teams; it is primarily Joanna and Christina who ensure the process of restoration (Obolensky, 2010).

            

            Once a restoration has been completed, with the exception of bedrooms and bathrooms, the interiors of homes are transformed such that where once individual boxed rooms were housed within a larger exterior boxed frame, one box, that now opens a kitchen to a dining room, family room, and living room, now stands. Likewise, where three circles, intersecting only at “The Leader”, once represented Adair’s Model, once it has been renovated and restored with polyarchic designs, the three circles are now one, indicating a flow from defining the task, planning and briefing, informing and controlling, and supporting and reviewing (Obolensky, 2010). Restoration, like leadership, is not for everyone. Each week, potential homeowners, when shown run-down and abandoned property for Fixer Upper, easily admit they cannot see what the Gaines see. They cannot see beyond the walls; yet, once the final nail is hammered, they are simply amazed how a traditional home has been transformed to meet the needs of homeowners in the 21^st century.

            

            Both Fixer Upper and Flip or Flop have provided numerous real estate agencies, designers, and contractors with a new perspective for older homes. The challenge will be the inventory of such homes. In the absence of affordable inventory, will leaders such as the Gaines and El Moussas contemplate a design that is new construction with the distressed look that provides the character of traditional construction? Resources could include identifying and employing the skills of carpenters and trades who still practice hand-craft construction and/or carpentry. Waco may provide more opportunity to rescue distressed lumber from demolition projects in order to use with new construction. California could be a source of art-deco style and provide the chance to future contractors to learn the skills of the past. Just a Buckingham (2012) tells of Ralph Gonzalez’s Best-Buy success, Chip and Joanna Gaines, along with Tarek and Christina El Moussa, found their “whistle” in the form of rea-estate restoration (p. 88). The concept of flipping a home could be taught to almost anyone; however, the practice, demonstrated by each couple, as turned into a way of life for each. The Gaines personally help first time or repeat home buyers realize their personal dream when faced with a limited budget. The El Moussas took their knowledge of the real estate market and the desire for high end finishes, and expanded their real estate business to a construction and design company. This concept may not work in an area where the housing inventory is low and household incomes are high. Perhaps in looking ahead, each construction entity should consider pursuing projects outside of the company and experimenting with new projects and concepts so that when the housing market enters a time when flipping becomes more difficult, each will be able to compensate.

            

            The beauty of polyarchy is that it helps us dust off those traditional forms of leadership and personalize them in a way we are better able to expand knowledge so the onerous responsibility that once sat squarely on the shoulders of one is now expanded and shared in a way that allows for creativity and communication to occur to insure survival of not only the organization; but, the individual seeking to become a leader. Polyarchy, like flipping houses, helps us to tear down walls, provide support beams, embrace open concepts, apply neutral tones, create functional spaces, and encourage individuality while still preserving the character of leadership models, that while distressed, provide a solid foundation from which to go forward.

References

Buckingham, M. (2012). Leadership Development In the Age of The Algorithm. Harvard

            Business Review, 90(6), 86-94.

Griffin, N.S. (2003). Personalize Your Management Development. Harvard Business Review,

            81(3), 113-119.

Groth, A. (2012, Nov. 27). Everyone Should Use Google’s Original ’70-20-10 Model’ To

            Map Out Their Career. Business Insider. Retrieved from

            http://www.businessinsider.com/kyle-westaway-how-to-manage-your-career-2012-11

Knab, E. (2016). A633.9.3.RB – Polyarchy Reflections. In MSLD 633 Assignments. Retrieved

from https://erau.instructure.com/courses/44431/assignments/683390?module_item_id=2195434

Obolensky, N. (2010). Complex Adaptive Leadership. (2^nd ed.). London, UK: Gower/

            Ashgate.

A633.7.3.RB_MedleyKim_Never Stop Learning

Never Stop Learning

           Once again, Obolensky (2010) challenges future leaders to develop an open mind by critiquing possible responses to possible leadership circumstances. A set of sixteen questions, designed to be completed twice, once prior to reading the chapter’s text and again upon finishing the reading, allows future leaders to identify where he or she falls with regards to “People Focus and Goal Focus” and to chart the various strategies: tell, sell involve, and devolve a leader may employ in order to transition from oligarchic ways to a path toward polyarchy (Obolensky, 2010, p. 160). Yet, this is exactly what has been taking place over the past six weeks.

            Reflective exercises provide opportunities to discern emerging viewpoints of leadership spanning several generations. The concept of working smarter not harder can be achieved through the simplicity of chaos. In order for a leader to begin to understand the basics of Complex Adaptive Leadership, according to Coutu (2000), one must be willing to peel back the levels of individual personality in order to then peel away the levels of the organization’s personality. Leaders must stop the charade that has been perpetuated since the time of Egyptian Pharaohs, “those at the top do not know the solutions to the problems faced by the organisations they lead” (Obolensky, 2010, p. 35). In order to do this, leaders must align, adapt, encourage, improve, locate and embrace the notion that while chaos initially provides for a worsening of conditions, the complicated becomes better, simplicity emerges, and an organization grows from one run like a machine to one that “runs itself” (Obolensky, 2010, p. 27). Understanding how a leader would normally approach a situation, along with an understanding of how followers see their role within the organization, is the basis of the exercise at the beginning of “Complex Adaptive Leadership in Action” (Obolensky, 2010, p. 155).

            Just as Stayer’s (1990) “attitude survey” was designed to identify “what people thought about their jobs and the company” (p. 67), Obolensky’s (2010) exercise is meant to show its participant the strategies most often relied upon, identify those not tapped as often, and provide a cause and effect when certain strategies are used more consistently than others. Initial responses revealed a balance such that “the sum of S1 and S3 is greater than the sum of S2 and S4”, indicating “too direct an approach” is being employed by the leader (Obolensky, 2010, p. 166). After reading the text, second responses still provide a balance; however, the approach becomes less direct. The implications are directly linked to that which Obolensky (2010) describes as “a steady state, a particular point - … attractor” (p. 64). Regardless of the type: point, period, or strange attractor, the flow of strategy begins with: sell, tell, devolve, and involve. A leadership approach that is too direct indicates selling needs to be improved upon in order to align with rule one, “First work on the will – so the person wants to do it” (Obolensky, 2010, p. 164). Stayer (1990) sold plant managers with the opportunity to end the practice of working weekends by allowing them to identify the efficiency problem and offer a solution. Teams, once sold on the idea of eliminating weekend work, could then be told, become involved, and Stayer (1990) could eventually step back and allow the workers to realize the cause and effect of machine downtime, their role with the operation of the machinery, find a solution, and do away with working weekends.

            Stayer’s (1990) first person, personal story provides a succinct summary for that which has been gleamed from the past six weeks. Think before you act. Ask yourself, do my actions support or undermine the vision? Yukl (2013) concludes, “Effective leadership at all levels of society and in all of our organizations is essential for coping with the growing social, economic, and environmental problems confronting the world. Learning to cope… is not a luxury but a necessity” (p. 422). “Nevertheless, much more remains to be learned”; therefore, leaders can never stop learning (Yukl, 2013, p. 422). Leadership is a constant work in progress and requires constant reflection.  

References

Coutu, D.L. (2000, Sept. – Oct.). Creating the Most Frightening Company on Earth: An

            Interview with Andy Law of St. Luke’s. Harvard Business Review, 143-150.

Obolensky, N. (2010). Complex Adaptive Leadership. (2^nd ed.). London, UK: Gower/

            Ashgate.

Stayer, R. (1990). How I Learned to Let My Workers Lead. Harvard Business Review, 68(6),

            66-83.

Yukl, G. (2013). Leadership in Organizations. (8^th ed.). Boston, MA: Pearson Education, Inc.

A633.5.3.RB_MedleyKim_It's Not Just an Exercise

It’s Not Just an Exercise

            Ah, reflection. How appropriate to be tasked with reading about and viewing a video that outlines and conducts the very chaos Team A-6 faced with this week’s initial group assignment. A team, initially composed of three, is effectively formed through a virtual process and tasked with completion efforts that, as outlined by Obolensky (2008), require identifying points of reference, without revealing said points, organizing a research document that complies with established boundaries; and, then, for an added dose of real world experience, two teams are merged into one, causing each team to reassess and adjust those initial points of reference. As the week and team duties progressed, suddenly a poem from long ago came to mind, “If”, by Rudyard Kipling. Would I be able to keep my head while others lose theirs and blame me?

            Sull and Eisenhardt (2012) chronicle simple rules: align activities with objectives, adapt to local situations, encourage coordination, make better choices, locate bottlenecks, data overrides opinion, those who apply rules craft rules, and rules should be solid and evolve. These rules, when successfully applied, enable individual and teams to “complete a highly complex task” with relative ease (Obolensky, 2010, p. 96). Our team had initially agreed to have one member as a project manager. The second team had provided for rotational leadership. In an effort to assign jobs to each member, our project manager divided the assignment. For the most part, completing various sections of the research paper were standard and straight forward. Our chaotic oscillation moments, our bottleneck, came when we were charged with comparing and contrasting five organizations. Although the initial comparison chart appeared to be simple in nature, the very “number of possible solutions” reminded each of us just how complex this task was (Obolensky, 2010, p. 95). Because each “has the ability to judge distance and move accordingly” and because each member offered continuous feedback and was “able to act without having to wait for permission”, our initial strategy was able to change in response to the situation, provide clarity to ambiguous and uncertain concerns, strengthen the underlying purpose of submitting a quality project, and stay within the boundaries established by the project instructions (Obolensky, 2010, p. 98). Although a touch of Porter’s “deliberate strategy”, as outlined by Moore (2011), was presented as our plan by our project manager, survival and completion of the project required the team to embrace Mintzberg’s “emergent strategy”.

            The underlying implication of chaos is change, regardless of the amount, occurs. A story without change becomes tedious and boring and soon lulls the reader to sleep. Leaders cannot afford to be lulled to sleep. Yes, chaos means at times a situation may become worse before it gets better; but, as my husband would say, that which does not kill us makes us stronger. We see chaos in our lives on a daily basis; yet, a miraculous balance always seems to occur. From a devastating hurricane or tornado comes a rebirth in communities, one that witnesses neighbors helping neighbors and the reinvention of construction standards. Wild fires destroy thousands of acres each year; yet, new growth and better forestry management skills follow. As I write this, this country remembers the chaos from fifteen years ago and is still adjusting strategies to insure such terror is never brought to our shores again. Embracing chaos is the first step to weathering any storm, by mother-nature or that of the business world; and, those who embrace chaos and learn from it, evolve to lead another day, and keep their head a little longer.

References

Moore, K. (2011, March 28). Porter or Mintzberg: Whose View of Strategy Is the Most

            Relevant Today? Forbes. Retrieved from http://www.forbes.com/sites/karlmoore/2011/03/28/porter-or-mintzberg-whose-view-of-strategy-is-the-most-relevant-today/#5ebe90536e36

Obolensky, N. (2014). Complex adaptive leadership: Embracing paradox and uncertainty (2nd ed.).  Surrey, England: Gower Publishing Limited

Obolensky, N. (2008). Who Needs Leaders? [Video file]. Retrieved from             https://www.youtube.com/watch?v=41QKeKQ2O3E

Sull, D., & Eisenhardt, K.M. (2012). Simple Rules for a Complex World. Harvard Business

            Review, 90(9), 68-74.

A631.8.4.RB_MedleyKim_To Thine Own Self Be True

           "To Thine Own Self Be True"

            As if from a scene from one of Shakespeare’s many plays, technology not only brings us one step closer that proverbial caution, “to thine own self be true”; it helps us learn more about who we are. According to the Myers & Briggs Foundation (2016), Jung’s theory about specific psychological types is “quite orderly and consistent” as opposed to randomly varied; and, when preference interactions are probed through questioning, sixteen distinct personality types can be identified. Brown’s (2011) closing arguments for organizational development warn of an “An awareness of the complex environment in which organizations exist”; the same could easily said of leaders and self-awareness (p. 427). Yukl (2013 observes the numerous definitions of leadership are almost as expansive as the many who study the same. Given the many distinctive nature of personalities, it stands to reason a more in-depth understanding of one’s personality would have a direct impact on one’s leadership style.

            Humanmetrics (2016) provides the ability to take the Myers-Briggs test in order to one’s self, reduced to a simple four letter code. INJF, which is my personality indicator, defines me as Introverted iNtuitive Feeling Judging. In a broad sense, “INJFs are distinguished by both their complexity of character and the unusual range and depth of their talents” (Humanmetrics, 2016). They appear to the world as extroverts; yet, are “emotionally intimate… with a chosen few” (Humanmetrics, 2016). “Closure and completion” are driving forces and are dreamers and doers, a “rare combination” (Humanmetrics, 2016). Personal and professional strains deplete inner resources such that personal down time, often exclusionary of those most close, is required as a method to escape and reboot. The ability to become quickly detached and yet stay involved is the most perplexing; yet, allows INJFs to see others, “for good and evil” (Humanmetrics, 2016). The combination of both I and J allows others like me the ability to express our feelings in writing; but, we stumble with verbal articulation of the same. Whereas those with an INTJ type build systems, INFJs build systems based on people and their values. Their “knack for fluency in language” facilitates their ability to communicate; however, nonverbal skills allow intimacy with others (Humanmetrics, 2016).

            This typing is not a surprise for me. I’ve always needed my own down time, even if it is nothing more than an hour watching a favorite show, uninterrupted, a practice that has been a part of my family for more than twenty-two years. The show, regardless of the content, allows me to escape; and, with that escape the ability to see issues and concerns with greater clarity. Often, I do take more responsibility than others, a trait I am definitely trying to improve. Of the percentages listed for the test, judging accounts for 66% of my overall score (Humanmetrics, 2016). It is the Judging that drives my need for “closure and completion” and also provides for less patience with those who are not so driven (Humanmetrics, 2016). While I am quite certain there is a lesson to be learned, in almost forty years of both professional and educational experiences, I have yet to understand the benefits of procrastination. So, how should I use this information?

            Leadership, for me, begins with self-awareness what I can and cannot do, along with others can and cannot do. I recognized early on, with each of my children, they had limits with scholastic achievement. They were not grade weenies. Yet, each was capable of reaching certain levels, and I did hold each of them to those levels, not lower levels set by the schools. I applied the same in professional situations. I recognize not all can process work as quickly as I can; yet, when challenged, they can process more. I do care about people; and, at times, it is a double-edged sword as some take advantage of that caring. I think that explains why INJFs project extroversion and remain introverts with a small circle of friends. We are less likely to get hurt. I think INJFs like me are the epitome of “never let them see you sweat”, a trait seen in most leaders, one which this leader treasures. As Yukl (2013) questions whether or not leadership “as a scientific construct” provides usefulness to a field with so many meanings to so many people, it is fair to consider if an understanding of so many personality types is helpful (p. 3). For me, the answer returns to Shakespeare. In order to remain true to “thine own self”, we need to know who we are and Myers-Briggs is just one more tool from which to gleam a better understanding as a person and a leader.

References

Brown, Donald R. An Experiential Approach to Organization Development. (8^th ed.). Upper

Saddle River: Pearson, 2011.

Humanmetrics, Inc. (2016). Humanmetrics Jung Topology Test. Retrieved from

            http://www.humanmetrics.com/hr/jtypesresult.aspx?EI=-16&SN=-19&TF=-19&JP=66

The Myers & Briggs Foundation. (2016). MBTI Basics. Myersbriggs.org. Retrieved from

            http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/

Yukl, G. (2013). Leadership in Organizations. (8^th ed.). Boston, MA: Pearson Education, Inc.

A631.5.3.RB_MedleyKim_George W. Bush: Glorified or Vilified

    George W. Bush: Glorified or Vilified        

            A simple sixty second ad, presented by EveryAppleAd (2012) and featuring a collection of crazies, misfits, rebels, and trouble-makers such as: Einstein, Dylan, Branson, Lennon, Ono, Edison, Ali, Gandhi, Earhart, Hitchcock, Henson, Picasso, Frank Lloyd Wright, and Martin Luther King, Jr. asks viewers to consider how those who would not accept the status quo brought about change and “pushed the human race forward”. According to Yukl (2013), “In a turbulent environment in which organizations must continually adapt, innovate, and reinvent themselves, leaders must be flexible enough to learn from mistakes, change their assumptions and beliefs, and refine their mental models” (p. 153). Curiously absent from the short commercial are images of U.S. Presidents.

            While reflecting on the task at hand, memories of the 2000 Presidential campaign came to mind. Both auditory and visual images came rushing back while considering competencies leaders must adopt once they have reached the height of their career. Certainly in the political world, the achievement of being twice elected as Governor of Texas followed by two terms as President of the United States would qualify as reaching the height of one’s political career. The campaign of 2000 was all about the economy. Television and radio ads presented the U.S. economy as analogous to that of a red engine light on a car’s dashboard; and, absent an overhaul, followed by continued maintenance, the economy, just as a car engine, would fail. George W. Bush ran an effective campaign and planned to be an economic President, not a war-time President. September 11, 2001 forever changed those plans.

            Yukl (2013) describes a “three-factor taxonomy” of certain skills: technical, interpersonal, and conceptual identified as necessary for “effective leadership” (p. 148). Many considered if George W. Bush could even spell or pronounce interpersonal much less communicate in a clear and concise manner; yet, as he stood atop smoldering rubble that was once the World Trade Center and lifted that infamous bull-horn to his lips, he demonstrated capabilities few had anticipated and a leadership style that has historians scratching their collective heads to this day. In an interview with Peter Robinson of the Hoover Institute, presented by Fahri Guner (2013), insight from the former President provides an understanding as to how he acquired added skills in order to achieve that which many considered impossible at the time; he helped a nation begin to heal. As former President Bush explains to Robinson, a part of his core belief embraces the notion that “people want to be free”, the road to democracy is often times bumpy, free societies will yield to peace, and that our nation’s previous view of foreign policy, stability in the region is acceptable, was no longer applicable in a post 9-11 world (Fahri Guner, 2013). Bush’s core principles demonstrate, and he is able to clearly articulate, why the decisions he made after 9-11 were founded with “good judgement, foresight, intuition, creativity, and the ability to find meaning and order in ambiguous, uncertain events” (Yukl, 2013, p. 149). When human life is defended, we become a better nation.

            This way of thinking was seen with his African AIDS relief initiative known as the “President’s Emergency Plan For AIDS Relief” (PEPFAR) (Fahri Guner, 2013). He viewed a child who had lost his or her parents to AIDS ripe for the picking of any terrorist organization seeking to recruit those who believe their life is hopeless (Fahri Guner, 2013). Yukl (2013) describes conceptual skills as those that incorporate analytical, logical, conceptual, inductive, and deductive reasoning skills. Bush reasoned that a nation “to whom much is given” could wisely invest $15 billion to stem the pandemic spread of AIDS, while measuring results, and providing for a democratic method whereby Africa would develop its own methods of addressing AIDS (Fahri Guner, 2013). By most accounts, his vision was a success. Another program did not receive good historical views; yet, its concept has had far reaching implications.

            “No Child Left Behind” has been hailed and denounced since Bush left the White House. Returning to a central question, “Does the human condition matter?” offers an understanding of the both interpersonal and emotional intelligence skills the former Commander in Chief attained while serving (Fahri Guner, 2013). When a Texas Geography teacher expressed his dismay with his students and explained to then Governor Bush the students could not read, Bush understood that in order to become a reformer and reform the school system, accountability is the gateway to any organizational change. In Texas, the simple measurable goal became to have children reading on their grade level by the time they reached the fourth grade. Measuring became a critical component before awarding seven percent of state school funding. This had a trigger effect felt in states like Florida, Indiana, and Louisiana while innovations such as online schooling and school voucher programs offered parents a way to provide the standard of education they wanted for their child. Today, the Bush Institute offers a way for parents to compare their school district with other districts across the state, the country, and the world (Fahri Guner, 2013). Of the many skills Bush demonstrated throughout his eight years, it is his emotional intelligence, “the ability to recognize moods and emotions in others” and to “channel emotions into behavior that is appropriate for the situation, rather than responding with impulsive behavior” that is, in this observer’s mind, his greatest and most lasting achievement (Yukl, 2013, p. 151).

            Listen to any speech from the former President about our nation’s Veterans and see if your own emotions are not touched. Returning to the smoldering pile at the base of Ground Zero, those words are just as clear as they were nearly fifteen years ago, “I can hear you, the rest of the world can hear you, and the people who knocked these buildings down will hear all of us soon”. He got it then and still gets it today. He realized the danger and sacrifice he would ask of our military. One of the missions of the Bush Institute is “serving and honoring those who risked their lives to extend freedom to others” (Fahri Guner, 2013). Bush hosts an annual mountain biking event for our country’s wounded warriors. He and former First Lady Laura Bush have often shared stories of visiting with young men and women who had returned to Walter Reed. That same heightened sense of empathy is still audible in his voice as he tells the story of Major Gay, a professor from West Pointe, a wounded Veteran who rode 62 miles with only one leg as there was not any prosthetic device that would work with a bike available to him (Fahri Guner, 2013). Bush, not only adopted many of the skills outlined in Yukl’s (2013) taxonomy, in many respects he embraced them. For many who doubted this man’s intelligence and capabilities during the 2000 Presidential campaign, it is hard to imagine any other person leading us after that clear blue sky day in early September. Whether glorified or vilified, Bush realizes how his genius is interpreted must wait for the annals of history to determine; but for those who watched, he achieved what few believed he could; he wept with us, prayed with us, cared with us, and above all else, he led us. 

References

EveryAppleAd. (2012, Oct. 18). Apple Think Different ad (1997). [Video file]. Retrieved from

            https://youtu.be/nmwXdGm89Tk

Fahri Guner. (2013, Nov.). Uncommon Knowledge President George W. Bush On His             Presidency and Life After the White House. [Video file]. Retrieved from

            https://youtu.be/9M1N4Ji-GHI

Yukl, G. (2013). Leadership in Organizations. (8^th ed.). Boston, MA: Pearson Education, Inc.

A520.4.3.RB_MedleyKim_Money Takes the Lead, Balance Closes In, Then Overcomes

Money Takes the Lead, Balance Closes In, Then Overcomes

            As harmonized by the O’Jays, people will steal, rob, and beat “for the love of money”; but, as noted by Andy Mulholland (2011) interest, expansion, and recognition are motivators that not only sustain workers; they lead to the overall commitment and motivation that Whetten and Cameron (2011) identify as valuable commodities sought by today’s companies. As I listened to Mulholland (2011) describe the moment where he “saw the light” and further discussed his epiphany with Pierre Hessler, it occurred to me that Mulholland, along with Nigel Marsh, CEO of Young and Rubicam Brands, and the authors of this semester’s text, view motivators in a twenty-twenty hindsight manner and from an over forty perspective (Grant, 2012; Whetten & Cameron, 2011). Speaking from my own experience, money was the primary motivator; however, just as Mulholland and Marsh reached the pinnacle age of 40, I, too, had that ah-ha moment; and, that is why I believe the race between money and work-balance as motivators can be envisioned like that between the tortoise and the hare.

            From the age of fifteen to my late thirties, money jumped out and took a big lead as why I worked. Initially, I wanted extra cash in order to buy the latest fashions, purchase a car, buy gas and insurance for the car, and open a bank account. Taking a stanza from the O’Jays, I was willing to bike five miles, flip burgers, and ring a register all for a “small piece of paper… Almighty dollar” (Funkyscope, 2013). As I grew older, money was needed for groceries, rent, mortgages, diapers, clothes, other than my own, and a host of expenditures. Along that career path, I found the first two of Mulholland’s (2011) observations as to why people work, work that is interesting and allows for an expansion of skill set. It came about as a result of a chance at American Pioneer Life Insurance and its approach to its senior underwriter.

            Before American Pioneer was purchased by Mr. Gary Bryant, all files were hand-delivered to our reinsurance underwriter with Hamburg International Reinsurance. Requirements were listed by the underwriter and either my co-worker or I would send out the notices to the agents. I had only been with the company for a little more than a year when this practice changed. The company’s human resource (HR) department hired our first in-house underwriter, Ms. Evelyn Spence. With her addition, our HR had sewn the initial seeds of improving the overall attitude of our department. Evelyn Spence used humor and took time to explain underwriting as a concept so that my colleague and I could develop a better understanding of our job and how it related to other areas of the company, like the claims department. Not only did her style add to the overall interest factor, she helped me to expand my skill set by encouraging me to take the Life Office Management Association (LOMA) courses offered by the company and to begin the advancement process as a junior underwriter. In Mulholland’s (2011) words, Evelyn Spence allowed me to be my own “human manager” which helped to “open my eyes” with regards as to what I wanted to achieve. While money was still a factor, work-balance was beginning to gain ground on this very primal motivator.

            As my career advanced from that of a junior underwriter to a senior underwriter who answered directly to the Vice President of Underwriting, then, Mr. Guy H. Hartman, the former Hamburg reinsurance underwriter, recognition and valuing for what I could do began to overshadow salary, the third of Mulholland’s (2011) reflections. It wasn’t as simple as acknowledging the mechanics of underwriting, the process is the same; it was acknowledgement of the daily, monthly, and annual goals I set and achieved, the specificity and consistency applied to “appropriately challenging” goals, and it was the feedback, not only sought; but, accepted in a welcoming fashion and used to improve not only myself; but, to enhance the overall skill set of the company’s underwriting department (Whetten & Cameron, 2011, p. 334). At the ripe old age of thirty-four, I thought I had it all figured out; then, life happened; and, as Marsh, I took time to look at my life to see if it was a “life well lived” (Grant, 2012, p. 5).

            Saying my life was not balanced at this point would have been an understatement. I had been twice divorced, missed many of the milestones of my children’s lives, and I was a workaholic, complete with bring work home on the weekends. I would rush from one child’s cheering competition to another’s baseball game. Dinner often included grabbing a Whopper through a drive through and attempting to drive with one hand while holding the sandwich in the other. Weekends were a whirlwind of house cleaning and laundry, leaving me too exhausted to enjoy the lighter side of life, like attending free concerts at Lake Eola. Yet, I thought I was living the American Dream, working hard toward retirement. My ah-ha moment came when I met my husband and for the past two decades, just as the tortoise caught the hare, my work-balance caught and overcame money as my primary motivator.

            Our first ten years of marriage provided me with the chance to improve existing processes through a company we opened. We offered insurance consulting services to homeowners whose homes had experienced damage covered through their insurance policies. Most claim adjusters wrote estimates for only damage they could see as opposed to writing a comprehensive estimate that provided adequate compensation to restore the property to its pre-damage state. Owners who experienced damage that required a certain settlement to remove, replace, and restore the property were often paid an amount that was less than half the total required. By using my skills to improve the existing process, my husband and I were able to assess damage, take photographs to document damage, prepare complete estimates, meet with adjusters to walk them through the damage, and help clients realize more equitable claim settlements. Our business grew to be very successful; however, the housing market implosion led to the loss of a business that added to my daily motivation through “intrinsic outcomes… feelings of accomplishment, self-esteem, and the development of new skills” (Whetten & Cameron, 2011, p. 342). It also provided me with a motivator I enjoy to this date, “autonomy… freedom to choose how and when to do particular jobs” (Whetten & Cameron, 2011, p. 342).

            I had missed so much with my two older children; but, having my own business gave me the freedom to schedule tasks around school events, play dates, beach days, and other moments I did not want to miss with our third child. Instead of daycare, I was able to stay home with my youngest. I could share the decision making process with my husband. I was not alone when it came to scheduling repair jobs. Our ability to combine jobs, form a work unit, build client relationships, granting authority to one another, and listening to each other’s feedback helped us to not only maintain a balance with our work, we were able to be more engaged with our family (Grant, 2012; Whetten & Cameron, 2011). Our children are now grown. The youngest, age nineteen, still lives at home; yet, establishing autonomy and expanding my leadership abilities are motivators that allow me to enjoy a third reason for work; flexibility.

            In 2009, I was able to return to school on a full-time basis and my husband helped me to achieve the flexibility I wanted and needed in order to fully appreciate college. I was able to schedule classes in a way to either take advantage of a lecture setting or advance my technical skills by mastering online classes. Additionally, I no longer had to be focused on “money, money, money” as my husband concentrated on this and gave me the freedom to flex (Funkyscope, 2013). This allowed me to join both campus and outside organizations which further provided me with chances to improve existing processes, streamlining campus club requests with the main campus, and expand my leadership abilities through various roles like club president, secretary, and member. Just as Mulholland’s (2011) interesting work and expanding skill set led to recognition; so, too, have improving process and expanding leadership capabilities led to flexibility for me. More importantly, the balance I have been fortunate enough to achieve and maintain has overcome that primary motivator of my youth, money; but, it a journey to realize it.

References

Funkyscope. (2013, Jun. 17). O’Jays – For The Love Of Money (1977). [Video file]. Retrieved

            from https://www.youtube.com/watch?v=JH79m38ifJQ

Grant, J. (2012). Work-life balance. Administrative Assistant's Update,, 1-1,5. Retrieved from    http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/920292234?accountid=      27203

Mulholland, A. (© 2011). The Three Things We Work For (Money Isn't One of Them). [Video

            File]. Available from Books24x7. Retrieved from

            http://common.books24x7.com.ezproxy.libproxy.db.erau.edu/toc.aspx?bookid=43753.

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

            River, NJ: Pearson Education Inc.

A511.8.3.RB_MedleyKim Men Hunt Women Hug

Men Hunt; Women Hug

           One of my favorite courses, taken during my undergraduate years, was Special Topics in Comparative Psychology. The purpose of the class was to provide an understanding of how nature and nurture interact and how both the make-up and function of the brain explain how behavior is influenced by biology and environment. Through numerous videos, I had the chance to view many species of animals, how they interact in their environment, and how many of their behaviors are quite similar to human behaviors. Many observations witnessed confirm Yukl’s (2013) explanations for gender differences within the workforce, that of “inherent biological factors”, and “differential treatment during childhood” (p. 375); however, those same observations support Kanter’s conclusion, presented by the Harvard Business Review (2010), which notes “the overlap between men and women is much greater than the differences”.

            Since the beginning of mankind, biological and evolutionary developments have taken place; yet, obvious differences still exist between the male and female of any species. Watch any animal video aired by Animal Planet, Nat Geo Wild, or the Discovery Channel and these differences are easy to discern With the exception of a few instances, males are larger. They are either adorned with more brilliantly colored feathers and other markings, or they enjoy endowed, physical features that demonstrate to the female and other males, these males possess implied systems, “traits and skills”, obvious “inherent differences” (stereotypes), and “appropriate behavior” required for the continued existence of the species (Yukl, 2013, p. 371). In the majority of settings, the females are charged with the rearing of the young and foraging for food; although large males, such as lions, are often called upon for their strength and power when females are unable to bring down larger prey. Unlike humans, animals display little difference in how they raise either a male or female offspring; except that many groups of animals will banish young males at a certain point. For the most part, the female of the species accepts her role in the survival of her species and seemingly chooses to stay with the young, rather than attempt to lead her group.

            Yukl (2013) cites “difficulties created by competing family demands” (p. 372) while Kanter notes a “lingering feeling” stills exists that women will be torn between choosing family or career (Harvard Business Review, 2010). Likewise, Yukl (2013) refers to a tendency to choose and encourage those who resemble the male manager and Kanter observes male leaders are rewarded with higher pay because they are often found in positions where “pivotal decisions” are required, people pay more for the trust associated with such decisions, and “people trust judgment of those who resemble them” (Harvard Business Review, 2010). I agree with both explanations. At the end of the day, when all biases are stripped away from the debate, it is the female who is charged with the carrying, delivering, and rearing of the offspring. They provide the elements of “kindness, compassion, nurturing, and sharing” necessary for survival (Yukl, p. 371). The male, equally contributes to survival with “traits and skills” such as confidence, competitiveness, objectiveness, assertiveness, and decisiveness, that allow for the provision of food and protection for the group (Yukl, p. 371). In nature, the male is often observed leaving the family unit; while the female remains. Does she have a choice? If so, does her choice lead to her personal gratification or the survival of her offspring? The instinctive, primal, behavior of the female to stay with her young is the result of centuries of biological and evolutionary changes; just as is the male’s propensity to leave and stake a territory. When it comes to leadership, I think the ultimate vision and mission of the organization contributes to the selection of the leader, is the group more focused with nurturing and caring, such as social responsibility; or, is the group focused on increasing assets? 

            Kanter’s research measures the success in overcoming centuries of biological programming from the 1970s forward, a scant forty-five years (Harvard Business Review, 2010). She states that until such time society experiences a cohort of men “who are just as family and leisure oriented” as women, then the ultimate goal, one that signifies the total change collectively sought by women, one wherein women occupy more positions of leadership at the top levels of the executive peak, will not occur as quickly as she would like to see (Harvard Business Review, 2010). Yukl (2013) notes the number of women, “who hold important, high-level leadership positions” falls short of what scholars want to see and the reason is some form of discrimination (p. 371). Both Yukl (2013) and Kanter cite reasons such as women’s inability to properly negotiate, management’s hidden efforts designed to avert equal opportunity, different standards, exclusion from “informal networks”, and an unwillingness to encourage women (p. 372). For me, it comes back to nature and its undeniable impact. That which took evolution centuries to create and influence cannot be undone or changed within less than a century.

            While Kanter notes women have made wonderful strides in obtaining positions with all types of jobs and more management positions, she, and I suspect others, believes true equality will never be measured and/or attained until such time women hold an equal number of executive levels of leadership; and, I am not certain if that is a proper measure of equality. Yukl (2013) states today’s leaders need to acquire skills from both sexes, “strong task skills, and… strong interpersonal skills” (p. 373). Kanter observes she finds women seeking jobs in more “people oriented” fields, while men go in search of more “high risk” fields (Harvard Business Review, 2010). I believe men hunt while women hug for a reason, each are more effective with the skill of either hunting or hugging. I further believe, that even if we get to the peak, whereby women are paid the same as men and hold the same number of leadership statuses, neither compensation nor rank will explain the differences that exist, in both leadership styles and actions controlled through natural physiology. Anti-discriminatory practices aside; we trust those who resemble us.

            As I look back, I have been guilty of this. My sons were Cub Scouts; and, later, Boy Scouts. I fervently believed that at a certain age, my sons were better served if they were provided with leadership from male Scout leaders rather than female leaders. Yes, I was a Den Mother for years and served as Committee Chair for the Pack and the Troop; but, I purposely did not camp with my sons. Now, I am an accomplished camper. My father taught me the art of survival in the wild; and, if I need be, I could survive in the wilderness. I passed this same love of nature on to my daughter and she loves to camp and is now teaching her daughter. For some reason, I thought my sons would benefit more from lessons taught with a male perspective. My husband does not camp; and, perhaps that played a role with my decision. Ironically, I did teach my sons with ins and outs of the kitchen and house cleaning 101. My oldest son is a chef and the youngest was the featured chef for many Scouting campfire suppers. For whatever reason, I did not believe my sons would trust me to teach them about camping and wilderness and am myself guilty of perpetuating the stereotype of men and women and camping. A group seen as providing routinized tasks, such as lionesses caring for young or searching for food will look to the dominant lioness as their leader. My routinized tasks, cooking, cleaning, laundry were the lessons I taught. That same group, when threatened and are in need a leader who can make a crucial decision and trust that decision will insure the group’s survival, look to the dominate male. I looked to the male Scout leaders to teach my sons wilderness survival skills, even though I am more than capable of surviving the wild.

            Nature provides very few exceptions where the male has become as family oriented as the female; and, this is the result of eons of evolution. Both the issues of gender difference and pay gap are at the beginning of an evolutionary process. I do not know if total equality will ever be achieved. Just as centuries of trials and tribulations have brought about changes for survival of the species; change within leadership and a resolution to the pay gap will require a longer time frame than that which has been chronicled to date. 

References

Harvard Business Review. (2010, April 2). Women, Ambition and (Still) the Pay Gap. [Video

            file]. Retrieved from
            https://www.youtube.com/watch?v=EhquUOlBuOY&feature=youtu.be&t=5s

Yukl, G. (2013). Leadership in Organizations. (8^th ed.). Upper Saddle River, NJ: Prentice Hall.

            

A511.1.3.RB_MedleyKim_Opportunity for All

Opportunity for All

            Why do we fly? Think about that for a moment. As I began to reflect about this week’s task, understanding the “why” and the “cause” of Southwest Airlines, I went in search of materials that would help me to answer those questions and gain a better understanding of the company. The first video I watched reminded me of a Dr. Seuss rhyme. It was simple in nature and captured the many reasons for flying. I then read about Southwest Airlines so I would have a basic background of the company. A more updated video for Southwest Airlines literally brought me to tears. By taking this information and using Sinek’s Golden Circle analogy, I have been able to develop an appreciation for this company and its leader.

            As discussed in TEDx (2009), beginning with “why” helps us to understand how leaders provide the inspiration that leads to action. The speaker, Simon Sinek, asks us to consider how to explain the achievements by those who have seemingly defied the odds (TEDx, 2009). His explanation of Samuel Pierpont Langley and the Wright Brothers stayed with me as I learned about Southwest. According to Sinek, Langley had all he needed to successfully conquer powered man flight: fifty thousand dollars, support from the U.S. War Department, a seat on the board at Harvard, a career with the Smithsonian, and the best workers money could buy; yet, his name is not associated with manned flight (as cited in TEDx, 2009). Success came from a bicycle shop in Dayton, Ohio by two brothers, Wilbur and Orville Wright (TEDx, 2009). What drove them? Sinek explains it was their driven belief that powered man flight would “change the course of the world” (as cited in TEDx, 2009). Sinek’s Golden Circle explains why the Wright Brothers were successful and Langley was not.

            Sinek proffers all inspirational leaders and companies “think, act, and communicate the exact same way” (as cited in TEDx, 2009). In Langley’s situation, he was going to use thousands of dollars at his disposal, the support from the War Department, and his impressive connections to hire the best and brightest workforce in order to solve the mystery of powered man flight. By applying Sinek’s principles to the Wright Brothers, they woke up every morning believing that powered man flight would forever change the world and they would invest the proceeds from their bicycle shop, use their skills and hardworking employees to finally make flight a reality. Can you feel the inspiration of the Wright Brothers? It is this same drive and belief that has allowed Southwest Airlines to succeed in an industry hardly recognized for setting financial records.

            As I stated earlier, the first video I watched, "Southwest Airlines "Freedom" Featuring Herb Kelleher", sounded like a passage from Dr. Seuss. We fly for no reason, change of season, to see a face, to give a gift, or offer a lift. We fly to learn, earn, for romance or to dance, to climb a mountain, hear a note, or to simply float (Southwest Airlines Archives, 2009). Then, a very poignant message was delivered. It wasn’t that long ago that flying was for the fortunate few who could actually afford to fly. I well remember that time. My family only flew twice; once to visit a great aunt who had suffered a heart attack, followed by the flight for her funeral. United was the airline we took. I remember the slogan, “Fly the Friendly Skies of United”. Before and after these flights, when my family traveled, we drove everywhere. We drove to Pennsylvania to visit my mother’s family. We drove to Virginia for my father’s folks. We drove to the West Coast of Florida for my grandmother’s family. We even drove cross-country and stopped at great sites such as the Grand Canyon, the Petrified Forest, and Crater Lake Oregon. Why did we drive? We could not afford to fly. Herb Kelleher and Southwest Airlines sought to change this.

            Kelleher’s attitude provides the basis for Southwest’s vision and purpose; he believes that “flight should not be limited to the elite” (Southwest Airlines Archives, 2009). Flying should not only be an “opportunity for all”; but, everyone should have the “freedom to fly” (Southwest Airlines Archives, 2009). Seventeen years later, these same sentiments are expressed by the vision and purpose of the company; it’s “why”. The Southwest Purpose and Vision is, “We exist to connect people to what’s important in their lives” (NutsAboutSouthwest, 2013). Although these exact words have not existed since the company began in 1971; the attitude and belief, noted by Bunz and Maes (1998) have.

            Bunz and Maes (1998) applied the seven variables of the McKinsey 7-s: “structure, strategy, systems, style skills, shared values, and staff”, along with Peters and Waterman’s eight elements of excellence, to explain the success of Southwest Airlines (p. 163-164). Before taking a look at their findings, consider Sinek’s Golden Circle. Relying on my most recent experience with Delta, a short flight from Jacksonville to Washington, D.C., they offer flights around the globe, by answering questions, taking tickets, and getting folks to their final destination. Southwest is an airline united by a purpose to be the most loved, most flown, and most profitable airline ever by providing friendly, reliable, and low cost air travel (NutsAboutSouthwest, 2013). Bunz and Maes (1998) conclude “Southwest fulfills all eight attributes of an “excellent” company (p. 167). How are they able to defy industry standards?

            Throughout their analysis, Bunz and Maes (1998) discover the “can do and let’s try” attitude by management (p. 164). Similarly, Peters and Waterman (1982, p. 13) note effective organizations possess a “do it, fix it, try it” mindset (as cited in Yukl, 2013, p. 44). Customers are valued by Southwest; so much so, that replies to customer letters are personally written and Herb Kelleher, the company’s CEO, uses the letters as a way to monitor performance (Bunz & Maes, 1998). Kelleher is visionary; yet, he stays focused. By addressing constraints such as hiring to meet needs, training for all, regardless of position, and keeping spending under control, his company stayed focused on domestic flight service and made flying affordable for all (Bunz & Maes, 1998). They did not expand like other airlines. They fly to smaller airfields. This same formula is now being applied to international flights; but, in a limited manner to destinations like Aruba, Jamaica, and the Bahamas (Jones, 2014). The accomplishments with its domestic service: low rates, free checked baggage, and a loyal customer base, will allow Southwest to give folks the “freedom to fly” internationally, although in a limited way (Jones, 2014). The primary conclusion by Bunz and Maes (1998) is that Southwest had a strong leader.

            Herb Kelleher can be described as humorous, innovative, democratic, encouraging, forgiving, outgoing, hands-on, and personable (Bunz & Maes, 1998). He knows the names of several thousand of his employees (Bunz & Maes, 1998). Just imagine any CEO knowing the names of just a few hundred of his workers. The many characteristics of leadership, outlined by Yukl (2013): traits, values, confidence, skills, behavior, attributes, and beliefs, can be seen and heard with Herb Kelleher, or “Uncle Herbie” (Bunz & Maes, 1998, p. 166). His belief and his drive cascade down through his managers and employees. Remember the video that brought tears to my eyes? Allow me to explain.

            The second video, Southwest Purpose and Vision showcases customers as they share their different experiences. Jessica Chatellier and her family arrived at the Southwest terminal to see her husband off. He was being deployed to Kuwait. She and her family expected to be stopped at security and not be allowed to go any further. Kelli Evans, a Southwest Customer Service Agent, saw the family with this soldier and asked if he was being deployed. When he responded, “yes”, she asked if the family would like to accompany him to the gate. This gave the family an extra thirty minutes. Extra time for this wife, for these children, and for other family members to spend with this young, son, husband, and father. Now, when I flew Delta, my husband could not stay with me after the security gates. I do not like to fly. I become extremely anxious. I would have loved to have had my husband sit with me at the gate. When it came time for the soldier to board, hugs and final goodbyes were given, and the family prepared to watch the plane depart. Another Southwest employee, Felix Joseph, asked if he could do anything for the family. He made a phone call and within minutes, the family was running down the tunnel. As they boarded, John Chatellier’s name was announced over the intercom. He came up to the front of the plane and his family was able to receive one last hug. They shared one last moment with him. Think about that! What if that had been the last hug, the last time together? Southwest did not just board a customer; they gave this family one final moment to connect. 

            The “why” of Southwest is the “cause” for its employees. Herb Kelleher wanted to make a fundamental change within the airline industry; he wanted to make flying affordable for all. He abandoned the hierarchal approach to management. He took time to learn the names of his employees, He listened to their problems and encouraged them to develop solutions. He is able to laugh at himself. He recognizes failures happen and encourages people to learn from their mistakes. Managers spend time learning how to handle baggage and take tickets. Flight attendants clean the cabins. He has created a family atmosphere that has allowed his company to impact families across the country, regardless of why they fly. His story and its success is a brilliant example of “why” and should be required reading for management and leadership courses.

References

Bunz, U. K., & Maes, J. D. (1998). Learning excellence: Southwest airlines' approach. Managing

           (3), 163-169. Retrieved from             http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/198074370?accountid=      27203

Jones, C. (2014, Jan. 27). Southwest announces first international flights. USA Today. Retrieved

            from http://www.usatoday.com/story/travel/flights/2014/01/27/southwest-launches-            international-services/4938011/

NutsAboutSouthwest. (2013, Dec. 19). Southwest Purpose and Vision [Video file]. Retrieved

            from https://www.youtube.com/watch?v=eGxMf88I5g4

Southwest Airlines Archive (Unofficial). (2009, Feb. 2). Southwest Airlines “Freedom”

            Featuring Herb Kelleher [Video file]. Retrieved from             https://www.youtube.com/watch?v=7ewcGP75w8Y

TEDx. (2009, Sept. 28). Start with why – how great leaders inspire action | Simon Sinek|

            TEDxPugetSound [Video file]. Retrieved from             https://www.youtube.com/watch?v=u4ZoJKF_VuA&feature=share&list=PL42F8562DC       D3CCEA8

Yukl, G. (2013). Leadership in Organizations. (8^th ed.). Upper Saddle River, NJ: Prentice Hall.

           

A640.9.2.RB_MedleyKim Leadership: Difficulties and Rewards

            Leadership; what does it actually mean? To the lay person, a leader takes charge. He or she rallies his or her followers. How many of us recall a scene from a movie that was truly inspirational, wherein the leader delivered a memorable line or speech? Remember, “Let’s win one for the Gipper”? How about, “All we have to fear, is fear itself”? These are the leaders and the words that reach a level whereby national attention is garnered, either through the silver screen, radio fireside chats, or Congressional addresses. Yet, within each community across this country, there are those leaders who wake up every morning and ask, what can I do to make a difference? Whether the difference sought is in the lives of employees, those living outside the community, or the community as a whole; leadership occurs every day and this project helped me to appreciate both the difficulties and rewards that come with the territory.

            I volunteered for Team Feed Flagler. This group was formed six years ago in response to families who could not afford to keep the water turned on at their home; let alone pay for a Thanksgiving Dinner. A former county commissioner organized the first event within a two week time frame; and, using two locations and $2500, managed to provide hot meals to the needy on Thanksgiving Day. At one point, eleven locations had been designated as hot meal sites; however, logistics were such hot food could not be adequately delivered to all sites, so, the total number of locations providing dinners was trimmed to four. In order to compensate, boxed-meals were developed. A frozen turkey, along with canned corn, green beans, peas, cranberry sauce, boxed stuffing and potatoes, and gravy provided homeless and needy families with groceries so they could prepare their own dinner. Last year’s boxed-meals totaled a little over 500; this year, 752 were distributed; although more than a 1,000 requests had been received.

            Volunteering provided benefits in a two-fold manner. First, there was an overwhelming sense of accomplishment and satisfaction of knowing a few short hours would help so many families. A dinner, often taken for granted by many to the point where some families no longer gather together, consisting of such minimalist items would provide not only nourishment; but, warmth, too. The second benefit was the ability to observe leadership in action. I wasn’t reading about skills, traits, styles, and theories; I was witnessing it. Leadership is not a perfect paradigm. Leaders are human beings and by history are flawed. The outreach for monetary contributions was a success. More than $20,000 was raised. Volunteers worked so diligently on the first day; a full second day was not necessary. The community gave when asked. Chicks with Cans collected more than 10,000 pounds of food, enough to fill 752 boxes and the shelves of the food pantries. Yet, more than 200 families had to be scratched off lists at the last minute and churches were scrambling to find creative solutions. The leader, although he had been present and engaged throughout, along with the second in command, were absent from the last meeting prior to hot meal and boxed-meal distribution days. I will never know if their presence could have led to phone calls, or instructions that would have allowed for the creation of more boxed-meals.

            There are some areas where I believe the incorporation of technology would allow for larger contributions and a better way to organize the lists of those who need food, so that final deletions can be averted. There will be a post-event meeting in January, and I will present my observations. Regardless of the concerns I observed, more than 1500 were served either a hot meal, or given a boxed-meal. That in and of itself is a testament to Team Feed Flagler and its mission of bringing Thanksgiving Day Dinner to a community that has suffered throughout the economic downturn. Commissioner Nate McLaughlin was this year’s leader. I have seen his servant leadership qualities before and he brought those to Team Feed Flagler. A county team, consisting of those from County Administration, and the local area churches demonstrate two entities such as government and religious institutions can come together to make a difference in the community. Commissioner McLaughlin’s style, along with other on the team, did rally the outside vendors and volunteers in a manner that impacted the lives of many. My criticisms are minimal. The benefits from having the opportunity to not only volunteer; but, to observe leadership and all it entails, are ones that will last a lifetime. 

A640.4.4.RB_MedleyKim Looking Back

            My days as a Deputy Clerk for the Flagler County Clerk of Court were relatively short lived. I was hired in November of 2006 and by January of 2009 I had been offered an opportunity that offered me more of a challenge. This week's essay assignment gave me the chance to relive and rethink a portion of my time as a clerk, one that I had not realized how much I had enjoyed. As do many memories, I am reminded of a song, "I Hope You Dance". That's how I view opportunities, especially those that involve leadership. As the lyrics go, "if you get the chance to sit it out or dance, I hope you dance"! 

            It began with being chosen as a meeting facilitator and ended with the development of a comprehensive work flow plan that led to an offer to head the Probate division. More often than not, reflections lead to those what if questions and the never-ending should have, could have, and would have scenarios. Many of those thoughts re-emerged as I recalled the details for the case study presentation. Regardless of the emotions, I am forever grateful that I chose to dance when given the chance. I helped fourteen women get past petty issues such as empty paper trays, dirty coffee pots, and jammed copy machines and go on to expand their working knowledge of their positions with the Clerk’s office. I was able to present concerns to management so they could become more sensitive when bringing in new directors. Now, I believe they seek to promote from within whenever possible. Doing simple things, such as buying the group gift for birthdays, stopping at Publix early in the mornings to pick up birthday cakes and balloons, only help to add to the sense of unity and family that still exists today. Senior clerks are more comfortable and less threatened when it comes to training a new clerk; they now realize this helps them with their own workload and improves the overall work flow.

            The work flow process was quite simple in nature. It merely sought to include everyone with the process, with the understanding some clerks still had specifically assigned duties such as foreclosure sales, processing appellate cases, preparing for court, and taking care of specialty areas like Child Support. The plan expanded learning. Before the plan, a Deputy Clerk for Probate could not sign a certification stamp for a Circuit Civil clerk. This didn’t make any sense. By expanding the authority, Deputy Clerks became aware of inter-departmental processes. Clerks were required to scan documents in addition to their normal work schedule. By discussing the problem with Records Management, that department took over the task of scanning.

            Many times, I felt myself sliding up and down that development continuum outlined by Rowe and Guerrero (2013). Direction became easier as I developed written procedures for each task. Coaching and supporting are natural for me. I think I have been doing this for most of my life. By relying on a tried and true philosophy and incorporating a little bit humor, I was rewarded by a noticeable change in the environment, comments from the public that took notice of the change, praise from a former supervisor, and respect from a former boss who still messages me seeking suggestions. Leadership is not passive; it’s as active as dancing. The more you dance, the lighter you become on your feet, the rhythm becomes natural, and the sense of accomplishment becomes a cherished memory. 

A500.1.5.RB_MedleyKim_Intellectual Perseverance

          According to Valuable Intellectual Virtues (1996) and Nosich (2012), intellectual perseverance is defined as a willingness to overcome “difficulties, obstacles, and frustrations” in an effort to “reach a reasonable conclusion”, while staying true to “rational principles”, regardless of opposition presented, in order to make sense of confusing, “unsettled questions” (p. 175). The Foundation for Critical Thinking provides a list of traits, as does Nosich (2012), that allow for improvement from all critical thinkers, both new and experienced (p. 175). Intellectual, used as an adjective to describe the noun with which it has been partnered, indicates a predisposition to learn, ponder, and wonder about humility, courage, empathy, integrity, reason, fair-mindedness, and perseverance (Valuable Intellectual Virtues, 1996). These traits, described as “part of a person’s character” are many of the same qualities expected from and found in a good leader (Nosich, 2012, p. 175).

          Progressing with leadership studies, so that a person eventually becomes a good leader, requires giving due consideration to being reflective, developing standards and criteria that measure accuracy, recognizing real problems, asking questions, and a willingness to pursue either more than one answer or keep asking questions (Nosich, 2012, p. 1-7). Often times an intellectual may be viewed as geeky or nerdy. I prefer terms such as thorough and curious. Likewise, those who persevere may be thought of as tenacious or dogged. Relentless and determined are the adjectives that offer guidance to me.

          While growing up, many phrases provided a willingness to pursue answers and keep asking questions. A gentle, “can’t never could do anything except stick in the mud, and holler for help”, was uttered quite often by my grandmother and father. It took me years to understand this; once understood, it was repeated to my children. It helped me to understand that this particular contraction could not be a part of my vocabulary if I hoped to be successful. Other words of encouragement included, “press on regardless”. Sadly I cannot remember who said this; but, those words added to the foundation of critical thinking and intellectual perseverance that has served me for many years. For me, intellectual perseverance is like the movie, The NeverEnding Story, except instead of being drawn into a fantasy world, I am drawn into a wonderful world of knowledge that in a sense is, never ending.

          As with critical thinking, intellectual perseverance is an evolutionary process. At first, it takes practice to develop a good temperament in order to be receptive to views and facts that contradict long held beliefs; however, with a willingness to commit, the process becomes easier overtime such that both critical thinking and intellectual perseverance become second nature. Similarly, becoming a good leader requires patience and dedication; and, with time, each becomes a part of one’s character. All of the traits require action from the person wishing to add intellectual perseverance and leader to their own list of attributes. A person needs to be willing to “figure things out”, admit shortcomings and mistakes, accept challenges, accept conflicting views, commit to follow the same standards set for others, become immersed, and stay on the road to knowledge, regardless of the time. For me, intellectual perseverance is going above and beyond, for as long as it takes, in search of a final answer to a well-deserved question, knowing the answer could either change or require revision.