Signature Assignment

Signature Assignment

Hello, and welcome to this signature assignment.

The following is a formal proposal of a leadership position currently available within your organization.

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My Leadership Role

and Environment.

What I Have To Offer

First, to start off, we will discuss my leadership role and environment within this organization

As we know, there are many definitions of leadership that may be suitable for the roles of mentors and practice teachers. Barry (2016), stated that leaders ‘inspire, facilitate, help and praise (Houghton, & Warburton, 2016). This is actually how I would like to help this organization, mentoring, helping to train, teaching and passing down my expertise in this field. Leadership and motivation are practically synonymous in certain sectors. If one’s not holding their end of the bargain, the other side may suffer. A disconnect of communication, more or less. As a leader, I will be direct in a confident manner and push myself and the business model with every bump in the road that may come my way. A leader must always be on point with their influence onto others and also be willing to adapt accordingly if things are veering off in another direction. As technology seemingly changes with every passing day, so too must one’s willingness to react and lead for the better. Students can observe and learn from those who facilitate their learning, identifying particular attributes that are influential in effective leadership. Students observing the application of leadership skills in this context is a valuable learning opportunity (Houghton, & Warburton, 2016). I will do all of this and more for this company because of who I am as person and my role will reflect that as documented threw the LCP assessment scoring well in relating categories like Mentoring & Developing, and Fosters Team Play. Relating measures your capability to relate to others in a way that brings out the best in people, groups, and organizations. It is composed of:

Mentoring & Developing – your ability to develop others through

mentoring, maintain growth-enhancing relationships, and help

people grow and develop personally and professionally.

Fosters Team Play – your ability to foster high-performance

teamwork among team members that report to you, across the

organization, and within teams in which you participate.

LEADERSHIP CIRCLE PROFILE: SELF-ASSESSMENT

INTERPRETATION GUIDE

Barry, D., Houghton, T., & Warburton, T. (2016). Supporting students in practice: Leadership. Nursing Standard (2014+), 31(4), 46. doi:http://dx.doi.org/10.7748/ns.2016.e9669

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I Will Be Authoritative And Fair-Minded

I Take Employee Motivation To Heart

I Admitting My Mistakes And Faults

I focus On Hiring And Promoting Positive Thinkers

What Will I Do For This Company?

As I continue with my role and environment, I am switching focus from ‘what I can offer’ to ‘what I will do’ for this company. This will give you little bit of more insight of who I am as a person and how I will contribute to bringing this organization to bigger and brighter heights. The following is my mind-set for daily operations and how my leadership will be effective:

Authoritative And Fair-Minded

In some circles, people may view descriptors like “authoritative” and “balanced” as needing to be placed in separate corners. Being fair and balanced in one’s decision-making shouldn’t be labeled as being weak or that you’re somehow catering to the masses and will eventually be taken advantage of down the road. The same notion that being authoritative puts you out as unfair and disconnected from the company culture is hogwash as well. Once more, saying the two mentalities cannot coexist with one another is false (Hopkin, 2012). Leaders are those who have the courage to be authoritative when the time calls for it, but at the same time leadership is reflective of having an open mind to any and all business decisions, whether crucial or inconsequential. In an autocratic leadership style, the person in charge has total authority and control over decision making. By virtue of their position and job responsibilities, they not only control the efforts of the team, but monitor them for completion –often under close scrutiny. This style is reminiscent of the earliest tribes and empires. Obviously, our historical movement toward democracy brings a negative connotation to autocracy, but in some situations, it is the most appropriate type of leadership. That, of course, doesn’t mean a blank check to ignore the wellbeing of his subordinate

Take Employee Motivation To Heart

Motivating your employees isn’t a one-shot mindset in just assuming they’re going to be motivated for the sake of it. There are numerous studies out there, speaking just to attention spans alone, that indicate otherwise. You need a plan in place that allows for employee feedback on how and why their productivity is constrained (Hopkin, 2012). Maybe it’s the office environment and how their cubicle makes them feel disconnected from their fellow employees? Or it could be a lack of trust within their department and how they feel their opinions have no bearing with a project? Leadership is about listening and reacting. It’s about constructive criticism within the ranks and determining which issues and concerns may be more problematic than others and dealing with those in a timely manner (Hopkin, 2012). The sooner you accommodate, or at least entertain, employee views of their standing within the workplace, the more likely you’ll end up cultivating a company culture almost everyone can appreciate. Educate before you enforce: Having everyone understand your expectations up front will mean less surprises down the road. Being above board from the outset prevents a lot of miscommunications and misunderstandings.

Admitting Mistakes And Faults

One of the biggest character statements to be made is when you’re able to admit fault and fix the issue. Every business has had flaws at one time or another. It could be poor training habits for new hires, not tracking how and when projects are carried out, not dealing with post-mortem project proceedings such as following up with customer reviews, concerns and so forth, or maybe it’s not realizing you’ve created a “boiler room” effect with your company where employees feel the need to walk on eggshells at all times. The latter may subsequently label your business as a high turnover destination, which even if it results in moderate profits, can hold back long-term scalability to try creative outlets for products or other extensions. Again, admitting your mistakes isn’t a weakness. It’s a leadership attribute that sends a clear message to your staff that changes need to be made. And if there’s ever a time to put aside hubris, it’s for the well-being of your company vision (Hopkin, 2012). Be consistent: If your role in the team is to enforce the company line, you have to make sure you do so consistently and fairly. It’s easy to respect someone objective, but hard to trust someone who applies policy differently in similar circumstances.

Respect your Subordinates: It’s easy to end up as rigid as the rules you are trying to enforce. It’s important that you stay fair and acknowledge that everyone brings something to the table, even if they don’t call the shots. Making subordinates realize they are respected keeps moral up and resentment low; every functional team is built on a foundation of mutual respect.

Hiring And Promoting Positive Thinkers

I’ve never liked pessimism. It’s one of the cheapest cop-outs to practically any decision. Saying, “It’s too hard”, “We’re going to fail come deadline time”, (Hopkin, 2012). “What’s the point in hearing that person out?” and [fill in the blank]. Pessimism is a virus to any co-worker within earshot because the more negative feedback gets passed around, the easier it is for others to pick and prod the same notions. Not that everyone will fall prey to it. Strong minds can think past the fog. It’s clear pessimism should be misdirected elsewhere. And as a leader, you must first instill optimism in yourself and your company beliefs (Hopkin, 2012). To see that through, it should be a no-brainer to build up departments with employees and managers who carry positive thoughts and proactive actions day in and day out. And that doesn’t imply that you need a whole army of “yes men/women” alongside. You want free thinkers who aren’t afraid to give input and are not shy from taking criticism on a project. As long as it’s done in a respective and constructive manner, the bond forged as a result is something money can’t buy.

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My Leadership Process

My Leadership Process includes five essential steps:

Step #1: Leadership Orientation And Commitment

Step #2: Assessment Of The Business And Organization

Step #3: Development Of Strategy And Vision

Step #4: Chartering The Change Process

Step #5: Integrated Management Of Business Performance.

My leadership role often changes significantly in a high performance organization. This is true for executives and supervisors alike. All too often, leaders consider changes to High Performance as a technique or program which others must implement, but fail to realize the extent to which they must be personally involved and change themselves. I will never do that. Since High Performance is a way of thinking about and managing the business, the transformation process begins by helping senior leadership define not only what they should be doing in the organization, but how they should go about doing it. My Leadership Process will reflect the entry into leadership and continue through the process in five steps:

STEP #1: LEADERSHIP ORIENTATION AND COMMITMENT

Leadership orientation and commitment training is a one to two-day orientation session in which key leaders from the organization learns the ins and outs of the organization. In this session participants go through an organization simulation of ‘what and how we do what we do’ to experience the difference between traditional and a more high performance work systems. As they learn and discuss principles, they will learn about the transformation process, explore the level of trust within the organization, and identify change needs driving their organization (Allen, n.d.).

STEP #2: ASSESSMENT OF THE BUSINESS AND ORGANIZATION

The purpose of this step is to complete a comprehensive assessment of the organization, creating a common understanding of the current state of the business. Key leadership, with a cross-section of people from the organization, analyzes a business case study to learn how to use the Transformation Model as a framework for organization analysis. Following their analysis, they summarize key issues to address and identify organization strengths, weaknesses, and alignment issues. Armed with comprehensive assessment data, they can develop a list of change initiatives for improving the organization and moving toward High Performance. The assessment process can be modularized into half-day sessions spread over a nine to ten week period, or it can be accomplished more quickly in a single three-day session. This step often surfaces significant problems within the organization, creating a sense of direction and momentum for needed changes (Allen, n.d.).

STEP #3: DEVELOPMENT OF STRATEGY AND VISION

In step three, key leaders develop and/or adjust the business strategy and direction of the organization. The strategy development process often requires several in-depth exploration and discussion sessions which may be accomplished over a period of weeks or months, depending on the size, motivation, and complexity of the organization. Clearly, the process must be tailored to the individual needs of each organization. We are confident that senior leadership will emerge from the strategy development sessions being very clear about their strategy and united in their commitment to implement it throughout the organization (Allen, n.d.).

STEP #4: CHARTERING THE CHANGE PROCESS

During this step, senior leadership determines the need for organization redesign to address organization weaknesses and alignment issues identified during assessment. They create a design charter, outlining the expected outcomes and the scope and parameters of the redesign process. They assign resources, establish time frames, and identify a design team to participate in and guide in-depth process analysis and redesign of the organization as necessary. They also determine the scope of the development process, identifying leadership training, employee orientation, team development, technical skills development, interpersonal skills development, and other projected training and development needs. These plans are factored in with strategic initiatives and change opportunities identified during strategy development and assessment to create an overall change plan. The charter is then shared with employees to communicate the need for change and explain how the transformation process will work throughout the organization (Allen, n.d.).

STEP #5: INTEGRATED MANAGEMENT OF BUSINESS PERFORMANCE.

Management of business performance, especially in today’s complex and rapidly changing environment, can be extremely challenging. Consequently, management behavior can be short-term and crisis-oriented. Managers and supervisors alike often react to demands which seem urgent, but may only be symptoms of deeper causes related to flawed processes or systems. A further problem is that work may be segmented into functional areas, promoting poor communication, turf battles, lack of problem ownership, and general inefficiency. In step five, Integrated Management of Business Performance, leaders develop a common plan and establish management processes to proactively manage the short and long-term performance of the business. One of the first tasks here is to help leaders begin to work as a team as they share responsibility for the overall management of the enterprise (Allen, n.d.).

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Outer Game

Now lets talk analytics; the outer game and the inner game. We are playing two games at all times: an outer and inner game. The outer game of leadership consists of using all of our knowledge and experience, as well as our technical, managerial, and leadership competence, to accomplish results. The all-consuming outer game is obviously where most leaders spend most of their time, since the day-to-day requirements of the outer game are fierce and the learning curve is steep. Developing well-honed capability to think and act effectively, skillfully, and competently in different situations is a baseline requirement for effectiveness in managing and leading. We ignore honing this outer game at our peril. If we lack capability in technical competence, management, and execution, we will not be effective (Adams & Anderson, 2016). The inner game runs the outer game. The maturity of the inner game is mediating and managing the outer game. Since this truth is largely ignored, most efforts to develop mastery in leadership focus on the outer game of competence with little focus on the inner game of consciousness. Until we take a more balanced approach, one that evolves both the inner and outer game (consciousness and competence) simultaneously, we will falter in our efforts to develop leaders for the future at the pace required (Adams & Anderson, 2016).

Leadership Process. This is the science of leadership and the domain of management. Leaders are responsible for the allocation and effective utilization of resources: people, time, and money. How effectively they allocate and use these resources impacts organizational effectiveness. To effectively utilize resources, leaders deploy management systems that include business cadence, strategy, direction, execution, process, metrics, and decision making. Without an effective management process in place, the business is not organized for success (Adams & Anderson, 2016).

Leadership Competencies. These are the competencies required for a leader to be successful. We describe this as the outside game of leadership. We will review the competencies that are most strongly correlated with effective leadership later in this book (Adams & Anderson, 2016).

Adams, W. A., Anderson, J. J. (2016). Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results. Hoboken, NJ: John Wiley & Sons.

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Inner Game

Next let’s talk Leadership Consciousness. This is known as the inside game of leadership. Think of it like the inside of the roots to this plant. It is the leader’s inner operating system, what drives the leader, how they define themselves, what is important to them, what they believe. We will address this in detail throughout the book. In high-pressure leadership roles, we might assume that the outer game is the only game; however, it is just the tip of the iceberg. What is happening beneath the surface is mediating and organizing the effectiveness of the outer game(Adams & Anderson, 2016).

The inner game consists of:

Our meaning-making system, what I use to make sense of the world.

Our decision-making system, how we analyze, decide, and act.

Our values and spiritual beliefs.

Our level of self-awareness and emotional intelligence.

The mental models that I use to understand reality, think, act, and create.

The internal beliefs and assumptions making up our personal identity, the system that we use to know who we are, and to define and deploy ourselves into circumstances

(Adams & Anderson, 2016).

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Analysis Insight:

FOUR FOUNDATIONAL PREMISES

FOUR FOUNDATIONAL PREMISES

We base all of our work with leaders as we help them to develop higher individual and collective effectiveness on four premises that underpin the Unified Model of Leadership.

Premise 1: Structure determines performance. This is a systems and design principle: the design of any system is the primary determinant of the performance of that system.

Premise 2: You are a structure

I have an inner game and an outer game, and both have a structure to them. The inner game is a complex system that includes my conscious and unconscious meaning and decision-making system, values, mental models, beliefs, assumptions, self-awareness, emotional intelligence, and identity. This complex system has its own structure. You have been designing the structure of your inner game all your life. We call this our Internal Operating System (IOS). It functions like a computer’s operating system, operating mostly below the surface, mediating and managing everything going on at the surface in the outer game. The IOS manages the various programs we are running, what tasks those programs are capable of performing, as well as the efficacy and mastery with which they can be performed. The IOS is the inner game that runs the programs called on to accomplish specific results in the outer game (Adams & Anderson, 2016).

Like an operating system, the inner game is a structure, and its design determines performance. As the operating system becomes more evolved, increasingly complex tasks can be achieved with greater speed, agility, creativity, artistry, and mastery. Upgrades in the operating system enable us to be more effective. This is why Apple and Microsoft are constantly pushing to upgrade their operating platforms. Each evolution in the operating system enables us to accomplish more with less—higher mastery amid greater complexity.

You are a structure. The inner game is your IOS, and the structure of your IOS is mediating your level of personal and leadership effectiveness.

Premise 3: Consciousness is the operating system of performance

Consciousness (the inner game) is the deep structure of performance. The nature and structure of our thoughts, beliefs, and assumptions, both conscious and unconscious, create our moment-to-moment reality. The structure of our operating system focuses our attention, influences our choices, drives our behavior, and determines the effective- ness of our actions (both short- and long-term). Therefore, consciousness is the operating system of performance. Performance, individually and collectively, is always consistent with our level of consciousness. We cannot perform at a higher level of performance than is built into our operating system. Likewise, an organization cannot perform at a higher level of performance than the collective consciousness of its leadership (Adams & Anderson, 2016).

Premise 4: To achieve higher performance, you must be restructured

Since structure determines performance, and since you are a structure, if you want to break through to higher levels of performance, you must allow yourself to be restructured.

In the Debi Thomas story, we saw how important maturing the inner game is to athletic performance. In Rob’s story, we saw what can happen when a leader restructures the inner game. Rob’s deep insight into the hidden assumptions that made him ineffective enabled him to rethink those assumptions. New assumptions led to different results. Rob’s old assumptions did not go away, but he can now manage them more effectively and operate more consistently from his new assumptions. The restructure of his IOS enabled him to be much more effective in a new role with greater responsibility, pressure, and complexity. Rob’s shift also enabled him to develop greater collective effectiveness around him and have a multiplied positive business impact (Adams & Anderson, 2016).

To perform more masterfully, your Inner Operating System (IOS) must evolve to a higher order mental-emotional structure. Thankfully, there is a well-researched pathway to the maturity of our inner game, to higher- order structures of mind. In describing what is required to reach higher personal mastery, we might borrow a term from the spiritual traditions— Metanoia, a transformation of heart and mind, a metamorphosis that requires a change in structure and form. Metamorphosis is what happens when the caterpillar spins its cocoon, crawls inside, and disintegrates. It is a disintegration–reintegration or death–resurrection process. The structure of the old self disintegrates and reintegrates at the next higher order (the caterpillar transforms into the butterfly)

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Competency Is Only Half The Game

We all can agree this is a winning while playing poker, right?

Competency alone does not make for effective leadership, just like having a great hand does not guarantee a win. Yet, the current focus for developing leadership effectiveness is primarily on improving competency, which is necessary, but insufficient. Competence is necessary to attain and be effective in senior roles; how- ever, competence alone is insufficient. When we describe great leadership, we describe something beyond skill, capability, and competence. We use words like integrity, honesty, passion, vision, risk-taking, fearlessness, compassion, courage, authenticity, collaboration, self-awareness, selfless- ness, purposefulness, humility, intuition, and wisdom. These are qualities of the inner game. Great leadership is connected with the deepest parts of ourselves. It has more to do with character, courage, and conviction than it does with specific skills or competencies. Leadership requires wisdom, self-knowledge, and character development at psychological and spiritual levels. Mastery of leadership requires that we work at these depths and develop mature, conscious awareness (Adams & Anderson, 2016).

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Two actions I will take for growth and development

Learn To Adapt

Applying COLLECTIVE WISDOM

A GLOBAL LEADERSHIP IMPERATIVE

Maintaining grow and personal development is something I will instill in all employees under me, one thing that is very important to me, and I will state that: To meet the adaptive challenges we face today, we need to evolve more elegant ways of thinking and being. Failure to adapt and evolve is to go extinct.

There is a time to teach employees overseas as well as learn from them, a time to make decisions, and a time to listen. Getting the right balance is an effective leadership skill. Global leaders who adapt too much to the local environment are unlikely to accomplish their goals. But those who are overly quick or eager to teach (to add value) may find others turned off. The leader will likely come across as an “ugly” American that knows everything and thinks the U.S. way is the only way.

COLLECTIVE WISDOM

Collective effectiveness is the foundation of collective intelligence. As collective intelligence emerges, collective wisdom becomes possible. Since the leadership challenges are formidable, it will take unprecedented collective effectiveness, intelligence, and wisdom to avert global calamity and create a thriving future for Earth’s inhabitants. Only when leaders do their heroic inner work will the kind of collective leadership emerge that can positively change the trajectory of events now unfolding. Nothing short of a profound shift of mind is required. Higher-order conscious- ness and wisdom are related. We must evolve the practice of conscious leadership and the collective wisdom necessary to steward the planet.

Sadly, developing our leadership effectiveness often gets side-lined because we resist the vulnerability of learning and changing. It takes courage to face the truth about ourselves. The truth shall set us free, but first it may make us miserable. As we seek to improve collective effectiveness, we will likely be learning publicly. Senior leaders guard their credibility carefully, not wanting to lose face.

A GLOBAL LEADERSHIP IMPERATIVE

The commitment to develop effective leadership as a strategic priority should be made because of its dramatic impact on business performance. The choice for mastering leadership can also be made in service to the larger needs of humanity.

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References:

Adams, W. A., Anderson, J. J. (2016). Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results. Hoboken, NJ: John Wiley & Sons.

Allen, R (n.d.). THE LEADERSHIP PROCESS Retrieved from: http://www.centerod.com/2012/02/leadership-process/

Barry, D., Houghton, T., & Warburton, T. (2016). Supporting students in practice: Leadership. Nursing Standard (2014+), 31(4), 46. doi: http://dx.doi.org/10.7748/ns.2016.e9669

Chin‐Tsang Ho, (2009) “The relationship between knowledge management enablers and performance”, Industrial Management & Data Systems, Vol. 109 Iss: 1, pp.98 – 117

DOI: http://dx.doi.org/10.1108/02635570910926618

Hopkin, M. (2012). Defining Your Leadership Role, Retrieved from: https://leadonpurposeblog.com/2012/09/29/defining-your-leadership-role/

Adams, W. A., Anderson, J. J. (2016). Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results. Hoboken, NJ: John Wiley & Sons.

Allen, R (n.d.). THE LEADERSHIP PROCESS Retrieved from: http://www.centerod.com/2012/02/leadership-process/

Barry, D., Houghton, T., & Warburton, T. (2016). Supporting students in practice: Leadership. Nursing Standard (2014+), 31(4), 46. doi: http://dx.doi.org/10.7748/ns.2016.e9669

Chin‐Tsang Ho, (2009) “The relationship between knowledge management enablers and performance”, Industrial Management & Data Systems, Vol. 109 Iss: 1, pp.98 – 117

DOI: http://dx.doi.org/10.1108/02635570910926618

Hopkin, M. (2012). Defining Your Leadership Role, Retrieved from: https://leadonpurposeblog.com/2012/09/29/defining-your-leadership-role/

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