Hi Lillian,

Thank you for being the post leader this week! I really enjoyed reading your post and your views on TSL and servant-based leadership. As you had indicated; people development is often overlooked and is not considered part of strategic direction, have you considered why this is? Perhaps, self-awareness, time, and commitment do require leadership effort, but “servant-leaders believe that people have an intrinsic value beyond their tangible contributions as workers and the servant-leader seeks to nurture the personal, professional and spiritual growth of employees” (Williaume et al, 2018). That being said, what is causing todays’ leaders to not account people as their assets, their business strategy and their growth plan?

Another consideration you shared is TSLS do invite a collaborative process in the strategic decision making framework, but what would happen if we looked at the strategic decision making framework not only as a collaborative but also a learning process as well? (Hughes et al, 2014) reveal executives explicitly do not talk about strategy as a learning process and insist on being knowledgeable and do not have time to dedicate the strategic framework as a learning process. I question, what is causing the prevention of humility and collaboration? As a TSL, I think the culture and the ego are common constraints that affect true transformational servant leadership. “Page and Wong (2003) describe the servant leader’s character and being in terms of the independent variables of integrity, humility, and servanthood. Integrity, humility, and servanthood within the heart of the leader make up the force by which the leader is able to overcome ego and a self-serving agenda in order to value serving people first” (Williaume et al, 2018). Therefore, I strongly believe leadership character comprised of heart, service and humility is essential to create and foster a trusting strategic leadership. Do you think self-serving leaders can change?

In my organization, I work with Managers who use “not enough time” and “that is not my job” as reasons for not wanting or choosing to be accountable. I believe in the business world, it is common for individuals in leadership roles to hide their humility and feel like they must know all of the answers. I am wondering just how far or long it will take for them to eventually show their true colors (their actual selves). What do you think?

As we are evolving into a world of unpredictability in business world, is it possible that in organizations today, we need more than one strategist? My consideration leads me to believe we do and talent potential can come from people of all levels of an organization like you have mentioned from your TSL perspective. Have you had any experiences you can share or shine light too from your organization? I can share an example with you from my current employer. The senior leadership team was comprised of four male committee members who were responsible to lead and direct the organization (top-down management approach) with the expansion of growth. Recently, the team has acquired a Vice President who is responsible to lead direction and accountability to the Management Committee and our organization. Within the last few months, the Vice President has seen evidence of our neglected culture and understands our organizational teamwork practices are not very strong. He has also seen quarterly employee surveys, exit interviews, turnover numbers and has spoken to management members. As a result, he has directed for all organizational departments to report monthly metrics on absenteeism and turnover and has developed a leadership committee comprising of individuals seen as leadership potential (which is great). The leadership team comprises of a group of managers, supervisors and support employees (including myself) to meet every month and have offsite meetings to discuss organizational direction, to provide feedback and to formulate strategies collaboratively. What he is trying to do is transform our culture into a shared leadership paradigm where accountability, teamwork and trust comes together. Sounds similar to TSL leadership principles right?

The reason why I am sharing my workplace reality with you, is that when you have indicated “when a company’s culture values the development and growth of its people, recognize the invaluable resources you have at your fingertips as well as the fact your people will be the engine to move strategies forward” (Boyd, 2018). As people are the strategic engines to move forward, the reality is the Vice President is trying to promote shared leadership and a flatter organization, but there are a lot of emotions and distrust that affect his strategic direction and strategy. (Hughes et al, 2014) reveal “too little attention is paid to the human element of strategy” (p. 32). The facts are that he did not ask how the four management committee members felt about the change nor followed up with them to determine if the new strategy was working, etc. The reason I know this, is because my manager is one of them. I believe whenever there is a change in leadership direction or strategy, clear communication, transparency and follow-up is key and I think that is a missing gap occurring in my organization to date. I think reframing may be a possible opportunity to resolve the current challenges. What do you think?

As people are part of the solution, you have indicated “when a new strategic direction is determined, the next step is deciding how you will get there and a TSL will begin to focus on the capabilities needed within their teams to move the organization forward” (Boyd, 2018). As focusing on the capabilities of your team is critical, what would happen if we also focused our attention to the teams’ level of commitment as well? How would you assess and monitor commitment?

Maintaining a trusting working environment is a frequent challenge in organizations today. Research reveals “most leaders don’t think about the consequences of low trust because they don’t know how to quantify or measure the costs” (Covey, 2011, p. 13). The organizational concern that affects strategic leadership is within the lack of trust, it can storm a workplace culture and become visible to the bottom line which cause it to spread as a result, distrust spreads in every decision and interaction in our organization. As a TSL, I am challenging myself to be the true servant leader from which you have described in your post, but what would you suggest for me to instill more trust in my organization? As we know, strong and trusting leadership can really drive a working culture to be empowered and motivated to impact morale. Is it possible in the business world that trust can be replenished or renewed based on a new strategic direction? I look forward to hearing your thoughts!

 

References:

Covey, S. (2011, October). Build High Trust. Leadership Excellence Essentials, 28, 13. Retrieved from http://ezproxy.student.twu.ca:2097/ehost/detail/detail?vid=2&sid=7d1dfa4c-6878-4fa9-9af8-80270128d17a%40pdc-v-sessmgr01&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&AN=67121874

 

Hughes R., Colarelli-Beatty K. & Dinwoodie  D. (2014) Becoming a strategic leader. San  Francisco: Jossey-Bass Second Edition

 

Williaume, D., Strong, H., Peregrym, D., Mitchell, K., Laird, P., George, I., Atha, D. (2018, January 02). TWU MA Leadership Monograph. Retrieved October 06, 2018, from https://books.twu.ca/monograph/chapter/vision-mission-and-values/