A521.9.4.RB_MilliganSteven

Leadership is something that grows, changes and develops just like you do during the stages of your life.  As I learn and progress, and am given more opportunities to lead greater numbers of people, it’s important that I am able to integrate new and effective ways of leadership.  In order to be successful in this world, and successful as a leader, there are some dimensions of leadership that should be applied. 

The first is “The interactive leader works with the world rather than against it” (Denning, 2011, p. 269).  In every leadership position, there is always some level of opposition.  Rather than trying to constantly force people into your train of thought, or attempting to change everything around you, it’s more effective to work with the world.  By using learning to work with others, you can channel the momentum, excitement, and ideas of those that work for you in new and effective ways.  By doing this, you can more easily overcome adversity.  I have learned that by working with others, listening to their ideas, and helping when possible, you can get significantly more done.  In the text, Denning likens this to Judo.  Judo focuses on channeling the attacks and energy of others in positive ways that put the defender in a better position.  I have had many experiences when people either want to attack my ideas, or help in unhelpful ways.  It can be tempting to push those people away, or shut down their ideas.  Being a good interactive leader means knowing how to work with others and channeling their energy in productive directions. 

An incredibly important dimension of leadership discussed by Denning is, “Interactive leadership builds on personal integrity and authenticity” (Denning, 2011, p. 270).  I once had a Wing Commander that described the leadership hierarchy of officers.  He told us that as Officers we would be seen as if we were living in a glass house.  As lieutenants, the glass part of that house right now is maybe only a few walls, or some really big windows.  As captains, said windows grow larger; as Majors, they move to other rooms, and incorporate most of the walls comprising the house; as a lieutenant colonels, all the walls are glass; and as Colonels and General Officers, the entire house, walls, ceiling and floors are glass.  His point in making the analogy is that as you grow in leadership, you are over more people, and subsequently, watched by greater numbers. Everything you do is seen and scrutinized by others, your subordinates, and the media.  Integrity and authenticity play vital roles in being a good leader.  As you go through your career and life, and others see that you have integrity, are honest and care about people. Because of this, you will gain respect and will be able to rely on those around you.  People will want to work hard for you; because, they know when you give your word that you will stand by it.  In the text, Denning puts it perfectly.  He states, “Because you listen to the world, the world listens to you.  Because you are open to innovation, happy accidents happen.  Because you bring meaning into the world of work, you are able to get superior results” (Denning, 2011, p. 270).  I have witnessed first-hand what happens when poor leaders, with little to no integrity are allowed to run rampant.  At first, they look like heroes because they demand people do what they say, but they lead with fear.  This type of leadership produces minimum quality work. In the end, many will turn on the so called leader the first chance they have, find work elsewhere, and often leave when they need people the most.  Being able to take care of others and make sure they have what they need to get the job done is my favorite part of leadership.  Working with others to make sure their families, lives and jobs are all taken care of is what makes me enjoy going to work every day.  Without the trust and respect of others, leadership is pointless.  That trust and respect will be given to me as I give it to others.  Making sure those that work for me know my values and expectations will help open the communication flow and let people know that I do as I say. 

The last dimension I want to incorporate into my leadership style is the idea that “interactive leadership doesn’t depend on the possession of hierarchical authority” (Denning, 2011, p. 171).  Being a leader does not mean I need to have a specific rank, title or authority.  Being an example, sharing my values and working hard to improve the office, project or work environment is what leadership is about.  In the military they have a famous statement: “lead from the front.” This means that when you go into battle, you are willing to go in ahead of others.  I think this also means that you will never ask someone to do something you aren’t willing to do.  I also think this should mean you are willing to catch the negative comments, attacks and blame that will bombard the office.  By leading from the front, you are sometimes the motivator, the punching bag and the windbreaker.  Leadership means taking care of those that work for you.  It means that you are a part of the work and you participate in the work and lives of others and serve at every possible opportunity.  You should know when work conditions are rough, morale is low and people need a break.  You should stand up for what is right, not only for the company, but also for the employees.  As I take on more leadership roles, I will be given more chances to prove my worth, take care of my airmen, and sometimes be the punching bag for the mistakes they make.  This sometimes means working longer hours, so others can go home to their families, or taking a shift for someone so they can make it to their nighttime class.  During the month of August, the mission called for people to work extra hours and even extra days.  Three weekends in a row, I had to ask my airmen to work weekends.  For the fourth weekend in a row, I was going to need them to work another weekend.  There was a large medieval festival going on in Germany that weekend, and even though I had not been, and would have liked to go, I did not want them to miss it.  I told them they did not need to come in to work the next day, which meant I ended up working the next day.  I felt like doing this helped me to learn to sacrifice and lead from the front, as any leader should.  Besides, whether they were there or not I would be there so why make everybody sacrifice. 

By implementing these dimensions of leadership we can take care of the company, take care of our people and earn the respect and loyalty needed to be a true leader.  Without these things we will either lead with fear or get fired.  While some may find this to be an acceptable within their own careers, I do not. 

References

Denning, S. (2011). The Leader's Guide to Storytelling: Mastering the Art and Discipline of Business Narrative. San Fransisco: Josey-Bass.

A521.8.4.RB_MilliganSteven

Years ago I was sitting in the Mission Training Center in Provo Utah.  We had just finished a meeting with all 2000 missionaries in attendance.  After the meeting I saw a friend of mine from when I lived in Kansas.  We began talking and catching up on the years since I had seen him last when another friend of mine from when I lived in Arizona walked up and joined the conversation.  Less than five minutes later another friend I had known from my time in Washington and then another from when I had lived in Utah in Junior High.  I realized quickly I was talking and catching up with five different people I had known from different parts of my life and different places I had lived.  None of them knew each other, however, I had known them all. 

Anybody that has either spent time in the military or grown up in a military family understands the constant moving and change that goes along with it.  Growing up, even after my dad got out of the Army we still moved every few years.  In my 31 years of life, the longest I have ever lived in one location was three years.  This has only been the case twice for me.  Once in Kansas and once in Utah.  Every other place we lived we moved either every year or every two years.  This constant change forced me to have to open myself up and get to know people.  I have had to learn to relate to people on different levels and different interests.  I did not have the luxury of growing up with lifelong friends with years of experiences we had had together.  Because of this constant moving I had to learn to grow and adapt with each place I moved. 

When I was younger and into my high school years I did something I think most people do that inhibits their ability to have fun and meet new people.  I thought too much.  Talking to a co-worker of mine yesterday she explained what it is like for her to meet a new person.  She thinks about everything she should say, do, look at and react to.  She then rethinks each thing and then gets nervous because she is constantly worried about what she could possibly say or do wrong.  In the book Messages the authors talk about this.  They state, “Fear of strangers comes from two sources: outmoded nineteenth-century social restrictions and your own self-depreciating internal monologue” (McKay, Davis, & Fanning, 2009, p. 144).  By doing this we view ourselves as “someone inferior, unworthy, and unattractive” (McKay, Davis, & Fanning, 2009, p. 144).  I would often do this to myself in high school.  If I decided I liked a girl or wanted to hang out with someone I thought was better than me I would enter into a spiral of negative self-thoughts.  Over time I had to teach myself to quit thinking so much and just learn to enjoy the people around me.  I began to not worry so much about what other people thought and worried more about doing what I thought was right.  As I began to make this change in my own life I saw drastic changes in my social surroundings.  I had more friends, closer friends and had less problems meeting girls. 

Because I am human and am not perfect I still struggle with self-doubts and the idea that I am not as good as other people.  I learned a long time ago from my uncle that although I may not be taller, stronger, faster or smarter than someone else, none of this matters because there are plenty of other things in life I can control.  I can control what I do, how much I study, how hard I work and my willingness to take care of others.  The book talks about two basic rules when approaching others.  If we follow these two rules we can forget about all the negative thoughts, rejection and problems that come with day to day life.  The first is “give what you would like to receive” (McKay, Davis, & Fanning, 2009, p. 146) and the second is have “an outward rather than inward focus” (McKay, Davis, & Fanning, 2009, p. 146).  This essentially means that we pay attention more to the other person rather than what our next statement or action is going to be.  By following these rules we can act more natural, friendly and helpful towards other people and in turn be able to more naturally draw people towards us. 

As I have naturally learned to follow these basic rules in my life I feel like I have become a better person, a more natural leader and someone that people feel the desire to spend time with and talk to.  I am not perfect in asking people about their lives, work and their hobbies.  Sometimes I make the mistake of wanting to talk about myself because it is easier.  I hope to continue to learn and grow and become a better active listener, learn more about body language and how to not only listen to people, but also show that I am listening to them.  I can then apply what I’ve learned about them to help them with their situations, work and lives.  A couple of years ago I told one of my airmen that I would take her night time security shift for her so she could attend a class.  I did not think much of it, I just wanted to make sure she could keep her grades up.  I did not know her that well at the time, however, this made a lasting impression on her and she has told other people what I did.  It was not a huge gesture by any means, but it did enable me to be a better leader and take care and leave a lasting impression on someone without even knowing them all that well. 

References

McKay, M., Davis, M., & Fanning, P. (2009). Messages: The Communication Skills Book. Oakland, CA: New Harbinger Publications, Inc.