Executor: A Personal Reflective Analysis

We need to be able to come out with solution with creativity. We need to be aggressive in what we have desire about. Do all we can do to research and try different methods. In the same time, be brief and be aggressive. Try to go straight to the top, to the decision maker, and you will be surprised about what you can get from the brief action.

"Leadership is the art of getting someone else to do something you want done because he wants to do it." Dwight D. Eisenhower This quote from Eisenhower rings true on many levels. During my career in the military and the private sector, I have been subjected to many different styles of leadership, good or bad. In my leadership roles I have attained, I tried to model leadership abilities by taking bits and pieces of previous leader’s styles and forming them into my own model. This has proven to work well as dealing with people from all different walks of life there is no one size fits all approach. In writing this paper, I will detail my own leadership platform drawing from the course material and various other sources. The goal of this paper is to show a solid understanding of the course teachings and perhaps give the reader a new found perspective on leadership.

Leadership skills, taking initiative in doing things on time. this can be demonstrated in my assignment as I

Employees you have to be visionary, motivating employees under you, by making clear to them

Soldiers follow clearly-defined tasks and are motivated to move up through the hierarchy. This is the right paradigm for situations where there is an accepted mission and culture, extensive training, and authoritarian direction is needed for large groups of people who cannot all directly communicate with each other. • The architect and builders – This model consists of “creative collaboration among groups of diverse builders that have been recruited by visionary architects to bring a seemingly impossible dream to life,” say Quigley and Baghai. “Their visions are so innovative and ambitious that they can’t be achieved simply by using conventional means, so builders often need to reinvent and rethink ways to achieve them.” This paradigm is great for continuous innovation and pushing people beyond their normal boundaries. • The captain and the sports team – This model has minimal hierarchy and the team has strong camaraderie and trust, acting “like a single cohesive and dynamic organism, adapting to

Planned, detailed method for carrying out objectives, likes “to do lists”, perseverance, effectiveness, and usefulness are high priorities; SQ Competency- Social cognition: I can help teams stay on track and steer from extended conflict when it occurs by reminding the teams of higher

They have to enlist others in a common vision (p. 17). The challenge, Kouzes & Posner says is to turn the idea into an inspired vision (p.106). The leader needs to imagine the possibilities and find a common purpose. The authors refer to James MacGregory Burns transformational leadership theory asserting that people commit to causes, not plans (p. 122). In order to have a transforming effect, the leader must raise the level of human conduct and ethical aspiration of both the leader and follower. Just like Kotter (1990) outlines the methods to change an organizational culture is by telling stories, using symbols, the designing of physical space, using jargon, rituals, etc., Kouzes & Posner suggest the same thing when they explain the power in using symbolic language to communicate a shared identify and give life to a vision (p. 143). When challenging the process, leaders know that in order to bring change they have to experiment and take risk (p. 19). The authors indicate that “proactive people tend to work harder …[by being] persistent in achieving their goals (p. 169) and treat every job as an adventure (p. 184).”

Most of the time when there is a lack of clear communication and direction, the organization becomes very inefficient due to the wasted efforts and time required to re-do the project. I like to relate this to the term “If you don’t have time to do it right the first time, when will you have time to do it over”? I know that I have possibly been guilty of not taking the appropriate time in the past to clearly communicate with subordinates required tasks of the reason for them due to various reasons. Hopefully with a new sense of direction, I can be more aware of my actions and clearly state the missions and direction and make the organization much more efficient while also improving the team’s morale. When the team’s ideas are continually incorporated in the plan to achieve the team’s objectives, it builds trust, confidence, motivation, commitment, and an improved interest in achieving the team’s

Develop Others: Following the previous point, once we have a game plan, you let me take on the discussion with our counterparty. You follow up on the case with me but leave me with full accountability which I value a lot. By guiding me in this way I manage to look and see beyond direct responsibilities and learn more.

If you need help, ask for it. There is no shame in not knowing something. We can’t know everything or do everything ourselves. When given a task, develop a schedule. Inform your superiors of your timeline and then stick to it. If you are behind schedule on a task, inform a superior ahead of time so that we can adjust our plans accordingly. Doing routine things routinely will ensure the unit runs smoothly. If you know you always have a specific task at a specific time, build it in to your schedule. I value new ideas and novel approaches that improve the unit. Never be afraid to share an idea with your chain of

The lesson principle that I valued the most in module 8 was about leading the FAIR way. The reason why I feel that leading the FAIR way was the most valuable was because with how diverse the Air force is, if you lead the FAIR way, you will be able to lead your Airman in a “challenging environment” (Course 15). So how does one lead the FAIR way? First, leading the FAIR way begins with giving or providing feedback. Giving and providing feedback negates any social behavioral Tendencies by leading to “understanding, reality, Alignment” (Course 15). The next part of leading the FAIR way is Assistance, this essentially means actually providing assistance to your Airman and helping in their work and social life. The next part of leading the FAIR

This translates to me that I should lead by example which for one acts as a deterrent. I must communicate effectively with my subordinates by clearly establishing the standards and informing them of my expectations. At the same time expressing to them that I will support them in every way I can. Moreover, I will hold them accountable by applying discipline consistently. It is mentioned that demonstrating that you are willing to hold subordinate accountable is crucial because prevention is only effective when subordinates are convinced that you are observing them and you are willing to correct and reward their

What I found most valuable from module six was Leadership Influence. I found developing and inspiring others with in the Leadership Influence most valuable because I have mixed emotions about my ability to develop and inspire others. I need to work on diagnose, adapt, and communicate more effectively to develop and inspiring my subordinates and peers. The reason I need to work on these are that sometimes I get get tunnel vision and just attack the problem at hand and forget to develop and inspire my subordinates. The first thing that I would apply to my work center is diagnose what is going.

Hitherto, I have not recognized any practice behaviors that I need to work on. However, I would like to cultivate and expand my knowledge of other cultures to prepare my capacity to work with a well-rounded client- base. Also, I think it is extremely vital to my professional development to recognize and manage my own personal values in a way that allows professional values to guide my practice. I believe I can accomplish these goals by developing a unique awareness of self as well as developing best effective approaches and techniques that respect the dignity and respect of each client unique individuality. I also plan to have an eclectic- knowledge base that offers applicable guides to my practice. In terms of encountering a client that is

You also must form a powerful coalition and create a vision for change. This begins with strong leadership and effective communication skills in order to communicate your vision. Another step in the process is to remove obstacle or barriers that may block or prevent change from happening. You must also motivate the team along the way by creating short term goals, building on change and anchoring the changes in corporate culture. Kotter put an emphasis on step one which is creating urgency for change. You must be convincing and open when presenting this change to your team to gain their support. It is important to give scenarios, show the benefits of making this change and the drawbacks of not making the change.