A640.9.2.RB_DavisCarl Final Project Reflection Blog

Welcome to the end of another term, Readers! It’s been nine weeks, but we’ve learned a lot along the way (at least I did!).

A cornerstone of the class for this term was an assignment that required us to volunteer time working with a charity or on a service project that was meaningful to us. We were to observe how the leaders operated and then report back on what we saw and what lessons we learned from the experience. To ensure we paid attention, the eight to ten-page paper we had to turn in during week eight counted as 25% of our grade.

The purpose of the task was to give us an opportunity to step out of our respective comfort zones and to observe the complexities in leading a group of volunteer workers that come together to work on a task and then go home. The motivation, ability, and make-up of each group was largely unknown until the event started, giving the leaders a huge challenge…and us a great opportunity to learn.

The question at issue was what leadership theories and practices we would see being used by those in charge of the event. A secondary question was whether we could find lessons we could take and apply to our personal lives.

The information would include a background on the organization, the event, some data about the leadership, and the general make-up of the volunteer staff. Additionally, the situations the leaders faced and how they handled them would provide important points. Self-reflection upon my motivation for choosing the particular charity and event did come into play.

Some of the conclusions I was able to draw were that the leadership for the event I attended was basically non-existent. I believe they were just ill-prepared to handle the dynamics of the event and the weather that impacted the volunteers and participants. Safety of the participants did not appear to be a priority with safety of the volunteers given little thought, as well. The motivation of the participants and volunteers was high because the event was being held to support cancer research. Most involved had a friend or family member that had been impacted by the disease.

The concept that applied was that of laissez-faire leadership. Other leadership principles that applied were those of communication, relationship building, oversight, guidance, and empathy. I am sorry to say that it was a lack of the application of those theories that stood out on the day I was present.

The assumptions I had going in were that the organizers would have communication and safety plans that would be communicated to the volunteers. I also assumed and was told via email prior to the event, that the jobs we would be doing would be explained to us in enough detail that an average person would be comfortable doing their assigned job. I was wrong to assume those things. The organizers appeared to have assumed the volunteers would all be veterans of this particular event and would be able to do their job by being pointed toward a particular area. The organizers appeared to have also assumed that all the participants would be in shape and capable of navigating an obstacle course meant for people of an athletic ilk that stretched for five kilometers. They were incorrect to assume those things.

The implications and consequences were that many participants were put in danger unnecessarily, the volunteers struggled to be helpful, and the whole event was not as successful as it could have been. I have high hopes the organizers took the comments made by volunteers to heart and will make improvements for next year.

The point of view I was able to come at this project from was that of an impartial observer and volunteer. It was enjoyable to be involved with a charity that was raising money for a cause that was near to my heart, as well. The chance to observe the leadership from the perspective of a “follower” gave me a great way to examine how I would like the leaders to have actually acted.

From that perspective, I had some concrete learning points about the importance of communication and the importance of taking care of the people that are in my charge. COMMUNICATE, COMMUNICATE, COMMUNICATE and THINK ABOUT THE NEEDS OF THE PEOPLE TRYING TO DO GREAT THINGS FOR YOU AND YOUR CAUSE. BE EMPATHETIC AND BE INVOLVED. VOLUNTEER WORKFORCES NEED EVEN MORE LEADERSHIP THAN OTHER TEAMS BECAUSE OF THE OFTEN SHORT AND DYNAMIC LIFE-CYCLE OF THE GROUP.

This was not my first time to work at a charity event or to volunteer. It was the first time I went into the event with an eye on how it was being run and how the leaders were doing their jobs. I took some solid learning points away from this experience and have already applied them to my work and home-life.

I hope you have a wonderful end-of-year break and I hope you’ll catch up with me again in January!

A640.8.2.RB_DavisCarl Women in Leadership

Welcome back to the Educated Leadership blog! This week our topic is self-talk and how the words we use can affect our self-esteem and how others see us.

We were asked to watch a TED Talk given by Sheryl Sandberg of Facebook (2010). Mrs. Sandberg noted that, when compared to society, the number of women in positions of political or corporate powers positions was extremely low. She presented the statistic that out of 190 countries, only nine are women. Additionally, of all the people in parliaments in the world, only 13 percent were women in 2010.

A very interesting point made by Mrs. Sandberg was about the statistics pointing out that women will habitually underestimate their performance while men do the opposite. Susan Krauss Whitbourne, Ph.D. wrote, “Unlike that sports commentary, which athletes never hear while they're competing, you can actually “hear” what your own self-talk is saying.  When this is upbeat and self-validating, the results can boost your productivity. However, when the voice is critical and harsh, the effect can be emotionally crippling” (Whitbourne, 2013).

I catch myself using degrading self-talk from time to time. I have tried diligently to stop doing so, but it is difficult to keep from beating myself up. However, when I realize I have been saying less-than-constructive things to myself, I take time to identify the accomplishments I have made and the people who trust and count on me. It’s my attempt to put gauze on the emotional wounds I may have caused myself.

Culturally, assertive women are at a disadvantage in the workplace. Mrs. Sandberg discussed a study done that illustrated society’s slant toward assertive males and not females. A professor took a paper that described the career of an assertive woman, Heidi Roizen. He changed one word on the paper, the name of the subject. Heidi was changed to Howard and student groups were given separate versions of the paper and asked about their impressions of the people described. Most of the students wanted to work with and for Henry and thought Heidi was pushy and a “climber” (TED Talks, 2010). What an illustration of gender bias at work!

I have worked for two different female leaders. One was my direct supervisor for over five years. I observed her overcompensating more and more as she got closer to retirement. I knew she had faced years of having to justify her position in a very male-oriented profession. She had reached a very high level in the organization but felt she had to continue the habit. I attempted to coach her, but knew it was a difficult topic for her to broach. I witnessed male workers reacting negatively to her when she showed any emotion other than a smile or a frown. If a male manager yelled with the same gentlemen in the room, they chalked it up to the male being passionate about their job. Gender bias is real.

Knowing that it is happening, still, is part of working toward equality in the workplace. I use self-reflection to see if I am reacting differently to someone because of their gender or culture. The ‘Golden Rule’ is a well-known axiom. “Do unto others as you would have them do unto you.” In Diversity and Inclusion, there is a version of that rule known as the ‘Platinum Rule’: “Do unto others as they would have you do unto them.” I want to treat people in a way that makes them feel respected and comfortable.  

I will be showing this video to my family. Yes, it will be important for my wife and daughters to see it, but my sons need to see it, too. All of us need to work together to break down gender bias and increase opportunities for all.

Take care, and I’ll see you next week!

Talks, TED. (Producer). (2010). TEDWomen 2010 - Sheryl Sandberg: Why we have too few women leaders. Retrieved from http://www.ted.com/talks/sheryl_sandberg_why_we_have_too_few_women_leaders

Whitbourne, S. K., Ph.D. (2013). Make Your Self-Talk Work for You - Learn from the pros how to use constructive, not dysfunctional, self-talk. Fulfillment at Any Age.  Retrieved from https://www.psychologytoday.com/blog/fulfillment-any-age/201309/make-your-self-talk-work-you

A640.7.3.RB_DavisCarl How to Answer Case Study Questions

Hello, Readers and welcome to the latest installment of the Educated Leadership Blog!

Our discussion this week involves a web page on eHow.com (King, 2012) that provided information on ways to answer case study questions. In the Master’s degree program for Leadership that I am enrolled, we are faced with answering questions about case studies in many of our classes. As noted by King, “Case study examinations can be used in business, technology, medicine, psychology, advertising, law, consulting, and science. The questions are ideal for testing the knowledge of an individual who must prove his grasp of the subject matter in a particular field, i.e., the legal professional” (2012, p.1).

King’s discussion was aimed at oral case study examinations, but the techniques are applicable to any variation of the archetype. She was, in my opinion, somewhat elementary in her views. She noted, “On the day of the case study test, relax and allow yourself to remember what you have learned from previous readings on the subject. You should possess a wealth of knowledge in this area from classes you have taken or work experience” (King, 2012, p. 1). There are some seriously broad expectations in that statement.

Further along in her article, King did provide some good nuggets of information. She pointed out that it is good practice to read the question, or questions, in their entirety before reading the case. Knowing what you should be solving or resolving helps focus the mind as one is reading the case. Additionally, she suggests visualizing the situation posed by the case as a way of looking for answers. As she mentioned, it could well be that one has experiences in their life that would apply in the case they are studying. The brevity of her article does not leave King much room to delve into many techniques for solving case studies but provides some basic places to start.

In my experience, understanding the learning points from the lesson is the primary tool for working with case studies. The situation faced by the characters in the story will relate back to the reading or information provided to be studied for the week or weeks prior. I ask myself, “How am I going to apply the theories and techniques I have been learning about in a way that will solve or mitigate the issues the protagonists and antagonists face in the story?”

Additionally, I draw upon my years of experience in the workforce and in school to look for tools I can apply to the described situation. I like to look for ways to intertwine my experience and the learning points for the lesson to apply what I have learned and cement it in my memory.

For someone facing case studies for the first time, Ms. King’s article is not a bad place to start. While she presents valid points, the lack of depth in the article leaves it far from comprehensive in utility. I would not recommend it to someone who has faced case studies already, as they have probably developed a technique for analyzing and commenting on the information.

King, J. (2012). How to Answer Case Study Questions.   Retrieved from http://www.ehow.com/how_8342765_answer-case-study-questions.html