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Reflection on my ideal leadership style: the Superboss

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Reflection on my ideal leadership style: the Superboss

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An ideal leadership style is that of the Superboss. Finkelstein (2016) highlights that Superbosses unleash the creativity of their team members by encouraging risk taking and rule breaking, helping to remove any anxieties that limit their performance or reach, and by creating new opportunities for employees to contribute.  This trifecta helps people to unleash their potential and have support in experimenting, leading to new learning, dynamic contribution and growth.

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A song for when I'm feeling emotionally vulnerable

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A song for when I'm feeling emotionally vulnerable

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Beautiful Song - Krishna Das - Sri Argala Stotram - Show Me Love

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Reflections on Inclusive Performance Management

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Reflections on Inclusive Performance Management

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Equal opportunity must be provided to all employees. As observed by Kane (2028), “focusing on strengths does not mean ignoring weaknesses, being aware of limitations provides a great opportunity for collaboration to further develop and learn”. Diversity training helps employees understand how cultural differences can impact how people work, and interact at work. It can cover anything from concepts of time and communication styles to self-identity and dealing with conflict.

As a global leader it will be important to keep this concept in mind; that everyone has value and can contribute in their unique way. On my own work team, I need to ask myself how I can make sure that there are no unconscious biases, stereotypes, and that there is equal opportunity to make my colleagues feel safe.

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Why good leaders make you feel safe | Simon Sinek

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Reflections on Authenticity and Leadership 

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Reflections on Authenticity and Leadership 

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“To begin thinking like leaders, we must first act: plunge ourselves into new projects and activities, interact with very different kinds of people, and experiment with new ways of getting things done. Especially in times of transition and uncertainty, thinking and introspection should follow experience—not vice versa. Action changes who we are and what we believe is worth doing” (p. 58).

Through action we  gain perspective and can lead from a higher level of awareness (EI).

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Let me help you navigate... Start here and then read the story board left to right, top down.

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Reflections on Key Leadership Attributes 

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Reflections on Key Leadership Attributes 

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Personal Results of the Bolman and Deal Self Assessment are aligned as my results were Structural and Symbolic (16), followed by HR (15), then Political (11).

Structural (data and systems focused, rational) is 100% how my colleagues would describe my leadership style and influence.  I love examining problems from macro and micro levels and trying to solve them through measurable action. This fits into my decision making skill set.  This is exemplified at work as I build out all the protocols and systems for my department to determine how our revenue predictability model is managed (basically our lead generation pipe) and how we manage leads in various channels of the organization.  This directly supports Goal 1 of developing systems for the new role while in my current one.

Symbolic leadership (vision, inspiration, charisma) as a frame of reference is more attitude based and aligns with my influence skillset. Symbolic leaders use stories, symbols, frame experiences, and give people hope and meaning.  Influential leaders leverage these same traits to emotionally corral others to share their mission and corporate values.  I can use this attribute to emotionally motivate and get buy-in on projects.

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Cohen, D. (2014). The performance management process. HR Professional, November-December.

Finkelstein, S. (2016). Lessons of the superbosses. Leader to Leader, 2016(82), 30-34.

Ibarra, H. (2015). The authenticity paradox. Harvard Business Review, 93(1/2), 53-59.

Kane, H. (2018).  The new world of work. HR Professional. September.

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(video just for fun)

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Angela Lee Duckworth: Grit: The power of passion and perseverance

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Leaving a high-flying job in consulting, Angela Lee Duckworth took a job teaching math to seventh graders in a New York public school. She quickly realized that IQ wasn't the only thing separating the successful students from those who struggled. Here, she explains her theory of "grit" as a predictor of success.

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Anticipated outcomes and benefits include clear and direct communication, improved relationships and collaboration. The bottom line is that trust will have been built.

Trusted relationships will enable me to me to grow my non-profit globally starting with meeting with UNHRC funded programs in Mongolia.

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Frances Frei: How to build (and rebuild) trust

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Trust is the foundation for everything we do. But what do we do when it's broken? In an eye-opening talk, Harvard Business School professor Frances Frei gives a crash course in trust: how to build it, maintain it and rebuild it -- something she worked on during a recent stint at Uber.

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1. As I work towards building out a team globally, it would help to have a common framework for communication to work off.  A clear means of achieving this is to leverage the dynamic materials presented in this class, specifically the LEAD Leadership/Perception of Self and the Conflict Management Style test. A measurable action plan will be to have my international partners take and share the results of these test.

2. Continue to leverage my skill set; influence and selling.

I must leverage my skills in order to have impact and success in providing menstrual health education and resources so girls can complete school in low income communities. I must use my skills to overcome to expand our partnership model.

As demonstrated in the EISA test, my strongest result is Influencing. Influencing is defined as " the ability to recognize, manage, and evoke emotion within oneself and others to promote change". This aligns with the results from the Self Leadership Style/Perception of Self test, wherein my primary leadership style is 'selling', defined as "persuading [others] to work towards the common goal". I must keep this in mind while growing the Red Tent Project to Mongolia.

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Measurable: Promotion to Channel Development Manager at Absolute Software; leading my workforce in a global context, specifically, leading our international partner development team in North America, Europe, and Africa by April 30th, 2020.

I intend to implement performance management techniques such as reevaluating employee motivation and incentives and team working dynamics. As Cohen (2014) stated,  "performance dialogue remains a powerful tool for developing people according to organizational values and strategic needs".

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1. Review a SWAT and GAP Analysis of my current skillset mapped to goal requirements with my boss by April 30th, 2019

2. Ask for and provide effective feedback from subordinates and managers on a daily basis. Create a communication script. Identifying mentors within the org who can act as Blue Ocean Leaders, Servant Leaders. Ask for a monthly coffee meeting. Leveraging the results of the Bolman and Deal Self Assessment. This is exemplified at work as I build out all the protocols and systems for my department to determine how our revenue predictability model is managed (basically our lead generation pipe) and how we manage leads in various channels of the organization.

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Scale the Red Tent Project to Mongolia and Northern Canada

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Promotion into Global Leadership Role at Work