Category: Unit 6

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Blog Post Three

Organizations that have employee development plans already understand the immeasurable benefits once they “provide an appropriate service climate, culture and freedom to be able to benefit from their energy and creativity” (Kandampully, Bilgihan, & Zhang, 2016, p. 155). Our organization’s OTED (Orientation, Training, Education and Development) program adopts many of the Kandampully et al’s (2016) measures with hospitality and tourism since we approach our employees, both from an “emphasis in human relations” and from aspects of the job “as a means for getting work accomplished” (Northouse, 2016, p. 73). As the outline indicates, the overall strategy to engage and serve our staff includes providing them with the very latest in technology as a means to generate innovations internally via new products, approaches and standards of quality. Externally, we promote collaboration and networking with our clients via social media and webinar style platforms as means to generate new ideas and approaches collectively together.

Employee Development Plan

Matt

Kandampully, J., Bilgihan, A., & Zhang, T. (2016). Developing a people-technology hybrids model to unleash innovation and creativity: The new hospitality frontier. Journal of Hospitality and Tourism Management, 29, 154-164.

Northouse, P. G. (2016). Leadership: theory and practice (Seventh ed.). Los Angeles: Sage Publications.

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Response to Norm – Light from Many Lamps – Part 3

Hello Norm

Apart from integrating some very keen observations in terms of how they can be applied within a church context, you skillfully extract and reference components within the closing paragraph of Lincoln’s inaugural address connecting them with some very key servant-leader traits which speak to both his authenticity and his compassion for people. As a measure of his authenticity, I believe that Lincoln reflects what Northouse (2016) states to be an “intrapersonal approach”, which emphasizes a leader’s life experiences and the meaning he or she attaches to those experiences in terms of developing others (p. 196). Leading from deep conviction was one of his strengths; however, Lincoln did have the benefit of leading through an earlier term in the highest political office in the land. I suppose in the sense of identifying reality in the context of church, politicians, like church leadership, or even more so, the body, can also stumble without spending adequate time with others that can help them see, as you stated, the big picture. Ultimately, Lincoln had the benefit of hindsight to develop his foresight; therefore, in the context of leading through and with others, our ability to listen, ask and involve as many people as possible, we need both a critically-minded approach and the often-elusive resource of time.

Matt

Northouse, P. G. (2016). Leadership: theory and practice (Seventh ed.). Los Angeles: Sage Publications

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Response to Daneen – Light from Many Lamps – Part 3

Hello Daneen

Nice reflection and synopsis as it relates to the importance of intentionally stepping into acts kindness at every opportunity in one’s life and career, most certainly as you look towards integrating the unknown author’s (1951) statement, “I shall pass through this world but once”, as a bridge to both your peers, and the hope and relief you bring to your patients (p. 192). I suppose the true capacity of effectiveness behind every leadership lesson depends on the type of motive whether the word, or act, flushes out from a heart that serves, or a heart that hurts. The passage leaves one feeling that sense of urgency in terms of living in the now, which in the context of your work environment, means that you see these opportunities to “not neglect kindness” because you are constantly surrounded by those suffering from life-limiting illnesses. In business, that same sense of urgency remains; however, kindness and opportunity are sometimes used, even from leaders espousing great skill, as doppelgängers, concealing underlying destructive motives often rooted in malice, revenge, jealousy and greed. In terms of understanding the brevity in our mortality, I agree with both you and the unknown author, that we should honour the limited time we have to improve the quality of life in others. However, we are all fallen and are constantly bombarded by messages from a world bent on “me”; therefore, this passage and your commentary are great reminders when considering how my own motives will either hurt or help, especially in those brief moments of opportunity to share kindness.

Matt

Let me not neglect any kindness for I shall not pass this way again. (1951). In L. E. Watson, Light from Many Lamps (pp. 191-193). New York: Simon & Schuster.

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Light from Many Lamps – Part Three

When the hard truths of life and eternity need to be spoken, you can always depend upon a preacher to pierce through the many layers of our self-deception. Although the pulpit offers an excellent vantage point to deliver messages of truth, hope, love and forgiveness, on a more practical level, we as leaders can be just as effective to inspire and change hearts that are burdened with heavy loads. The passage describing Phillip Brooks (1951) sums up the basis of all moral and ethical principles in human relations which is to “do unto others as you would have others do unto you” (p. 186). As he imparts a moment of deep reflection and clarity, Brooks calls out those unbending, stubborn and hardened hearts of his congregation to become what love represents – a people that forgives and forgets.

In leadership, there are times where truth must be defended out loud, even in times of great peril and personal loss. We only need to refer to countless martyred heroes in, and outside the church to understand the power of spoken word whether it communicates vision, wisdom and empathy. One voice can change the very air we breathe; however, as leaders in our own individual realms, I believe that the degree of sensitivity in our delivery can amplify the measure of inspiration, influence and impact we have upon others. Brooks (1951) finds “just the right combination of words to inspire his listeners” and pulls them out of the mire of selfishness to consider how short life really is in the midst of hanging onto grievances, grudges and resentments (p. 200). Is the right choice of words easy for some? Yes, but for most in leadership like myself, fear can take hold leaving us wishing we had said nothing at all in the first place. When Brooks (1951) says “Life is too short to be vengeful or malicious. Life is too short to be petty or unkind”, he wants his followers to experience the joy and opportunity in each other once the past is finally let go of (p. 200).

Ultimately, upholding truth surrounded by those that deny it, can be a lonely place; however, like Brooks, I can see what the other side looks like when helping others let go of their hurts and hang-ups. This message of hope is less about the burdens shed, but the exponential increase in opportunities for growth individually and collectively once tolerance and understanding puts the past in its shadow. This resonates with me specifically as it relates to where I place my focus in terms of leading others. Without exploring and fine tuning what is holding others back first, all the proactive leadership approaches or styles in the world may simply fall on deaf ears and be wasteful, or worse even offensive.

Matt

Brooks, P. (1951). The time is short! In L. E. Watson, Light from Many Lamps (pp. 198-203). New York: Simon & Schuster.

Northouse, P. G. (2016). Leadership: theory and practice (Seventh ed.). Los Angeles: Sage Publications.

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Blog Post Two

Characteristically similar when conceptualization servant leadership, having a conversation with another about their goals, interests and professional development must begin with an honest willingness to proportional engage the other via a 2:1 ratio – with two ears and one mouth. In the context of a coaching conversation, listening is key; however, I really like the structure of query that Dan Rockwell (2017) uses in breaking down specific questions, assigning them numbers in rank of what can be achieved based upon “specific observable actionable behaviours”. Unfortunately, followers are not always receptive to an intentional and strategic approach when supporting personal development; however, for James, a man who just like a blacksmith with his anvil and a hammer, really understands good timing in knowing when to intentionally strike the hearts and minds of those he leads.

Similar to the blacksmith’s technique, curing enhanced performance while the iron is hot is central to James’ approach. At his best, James performs well when he engages those he leads from a position that helps them articulate the ‘why’ in the big picture first. The keen awareness, empathy and stewardship that James clearly demonstrates pales in comparison to the premium he places on “treating each follower as unique person with intrinsic value” (Northouse, 2016, p. 228). Throughout his career and service to his faith community, James is not afraid to tackle worthy causes especially those surrounding personal development. Through his prowess as a mentor and coach, James has been instrumental in adopting an injured ALPHA program coming alongside leadership and participant teams, restoring what was possible via his top competency of vision-casting. Through his gift of storytelling, maturity and depth of emotional intelligence, it easy to see how James uses his visioning to inspire those around him. He is an accomplished public speaker and knows how to read the terrain when distraction moves him off task. When stressed, James has developed the wisdom in understanding how to navigate away from his familiar coping techniques, towards a behavioural style that is productive and useful to himself and those he leads.

At the core of his value proposition, James is a servant leader rooted from his humility, creative talents, loyalty and devotion to the development of others. His goals and objectives are clear. Through continuing studies, building like-minded networks and exploration through greater aspects of transitional servant leadership, this particular master blacksmith expects to forge many more leaders over the years to come.

Matt

Northouse, P. G. (2016). Leadership: theory and practice (Seventh ed.). Los Angeles: Sage Publications.

Rockwell, D. (2017, March 5). The anatomy of performance enhancing coaching conversations. Retrieved November 2018, from Leadership Freak: https://leadershipfreak.blog/2017/03/05/the-anatomy-of-performance-enhancing-coaching-conversations/

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Blog Post One

Historically, many brick and mortar-type academic institutions have struggled in creating the innovative and dynamic learning environments necessary in order to successfully engage adult learners; which, as an unfortunate consequence, often results in poor retention rates and inadequate provision for professional development of instructors or professors. Fortunately, through modern advancements in mobile technology, the internet and research in andragogy, this trend is decreasing as both adult learners and institutions greatly benefit from a vast array of these available resources.

Malcolm Knowles, the foundational thinker of andragogy outlines security in self-concept, past experience, readiness to learn, practicality, internal motivation and the reason for learning as six basic assumptions when creating a good learning experience for adults. As a lifelong learner, I believe that most adults enjoy and understand how their unique blend of capabilities contribute to their sense of self-concept and how it helps to develop practical and relevant means of achieving their life and learning goals. Not only does a reservoir of past experience benefit present and future decision-making in one’s career, but for me personally, has become a tremendous resource in which to integrate within group tasks, critical-thinking exercises and within the overall learning infrastructure.

Ultimately, with maturity comes a greater self-awareness and concept of time, or in the case of adults, a lack thereof; therefore, like Knowles, I believe that for adult learners, practicality can be a very powerful motivator in driving the readiness to learn because they know exact why and how they can apply the learning. Through my undergrad, I have had the pleasure of working alongside adults who enjoy immediate reciprocal benefits as it relates to their professional output when immersed in an andragogic environment that supports their preference for learning. As a pioneer in the study of multiple intelligences, specifically in pedagogy, Howard Gardner (1995) supports this when he states, “education works most effectively for most individuals if these differences in mentation and strengths are taken into account” (p. 208). In other words, like children, ‘differences’ in terms of the degree and measure of one’s self-awareness, self-regulation, discipline, and motivations, adults too, will undoubtedly thrive when an androgogous-minded curriculum meets their maturity, expectations and experience.

Matt

Gardner, H. (1995, November). Reflections on multiple intelligences: Myth and messages. The Phi Delta Kappan, 77(3), 200-203, 206-209.