Distributive Leadership - We Will Survive

          In our workplace, despite it being small in size, there is a clear understanding that the leadership skills are spread throughout and are fostered in a way so they can continue to grow to benefit the entire program and the people it serves, as well as the individual staff member.  The leaders of the program have the ability to identify certain strengths in others and either discover or create opportunities for them to use these strengths and improve upon them.  They have done a great job of helping the employee recognize these strengths, too.  Whenever they can, they empower employees to take an idea and run with it to see how it can benefit the program and those served.  If they can find grants or other funding to enhance employee training opportunities, they will.

     

        Another reason distributive leadership is present in our agency is for basic survival reasons.  We are a non-profit program that is in operation because we were awarded a contract by the State.  The State can withdraw our contract at any time if they feel we are not performing to standards.  Non-profits are also at risk of losing funding each year.   By distributing the leadership throughout the program, our leaders enable capacity building to take place.  The more individuals who are able to perform multiple roles, the more likely we will be strong in our service and we will be able to withstand any budget cuts that may come our way.  

The Journey of Leadership Style & Theory

     I was challenged to some degree when thinking about the different Leadership Theories discussed in the reading this week.  I'd like to think of myself as more one than another, but there are bits in pieces I found of myself in each: Pyramid, Railroad, and High Performance theories.  Still, if I had to say which one closely matches my leadership style, I would have to pick the High Performance theory.
   
     After doing the analysis of my top strengths, I believe many of mine would line up with the HP theory because they share certain elements of a relational theme.  I want to connect with others and use their strengths to benefit the group, rather than try to get everybody to point B according to how I see they should get there.  Although I have an inclination to want to get all the facts up front before setting out, I do have a tendency to be more flexible in my traveling the journey, being open to what is discovered along the way.  I am encouraging of others' ideas and thoughts on the way, as well.

     As for this style of leadership benefiting my workplace, it could support more collaborative creativity from all areas of our program staff.  When I see an opportunity to appropriately "break the mold," I like to challenge others to go along with me to see what we can find.  This isn't something that happens all the time, but it usually produces something new and beneficial ... usually.  I am in the process of refining some of my leadership style elements into a more comprehensive package that delivers benefits across a broader range of situations and environments.  I'm glad I have this course to help me along the journey.

The Power Dynamic - Fortunate from Afar

     In the third installment of my Personal Leadership blog, I will be discussing the power dynamic in my workplace.  I have a rather unique situation for this blog, let alone for this class.  I am the only employee for the program on the island of Maui.  To save the program money I do not work in an office, but rather from my own home.  So, to save you the boredom and me the self-invasion of privacy of sharing my family dynamics, I will explain the dynamics of my workplace from afar.

     I meet regularly with the staff on Oahu via Skype and have been to the main office on several different occasions.  I also communicate with a few of the folks via telephone quite frequently.  Although this type of interaction is not the most ideal for observing the power dynamics within a workplace, I still feel I have a good understanding of what does take place in terms of power dynamics.

     In our program, there are a couple of individuals who are in positions of power, yet they do not exert it over anyone.  In fact, one in particular is very good about delegating that power to others via empowering their strengths -- the very thing we are discussing in this class.  She uses the power of a positive attitude and a humble spirit to "give" the power to others.  She does this, though, by still being confident and strong in her direction of the program.  Yet, she is able to do this without controlling the program or others.

     There really isn't much, if any, negative power and control in our workplace.  How might I use this knowledge of the existing power in my workplace?  I suppose I can use the positive energy that does come from those in power to help motivate me to keep improving my strengths in my job.  Isn't this what we're trying to learn how to do by studying this very relevant material?  I am fortunate to be in the workplace I am in, working with such great leaders who value growing their colleagues and the mission we are all serving together.

     

Strength-based Leadership -- Building a Community of Practice

     Let's admit it: We all like to be recognized for those areas in which we excel; we like to know our strengths are making a difference in the world around us.  Still, how often does it really happen that we hear these positive comments?
   
     When I worked with at-risk youth, it was a mission of ours to make sure we gave them at least seven positive comments to every piece of constructive feedback.  We were essentially trying to fill their emotional bank accounts - with legitimate praise - so they had something positive they could continue to improve upon, rather than feel they could never amount to much because they were always being told what they were doing wrong.
   
      This is a central concept around which we did some self-evaluation this week in our understanding of our own strengths as teach leaders in our communities.  After delving into a thorough and dynamic online assessment conducted by Gallup, Inc. based around the StrengthsFinder 2.0 book by Tom Rath, we discovered our core strengths.  These strengths basically operate out of a collection of themes designed to help people recognize these strengths in our daily lives.
   
     I believe if we all were able to recognize these strengths more often throughout our day we may be able to start fully utilizing them on a regular basis.  When we lead from our personalized core strengths, we build a daily practice of strength-based leadership.  By leading in this manner, we can help others identify their core strengths.  This, in turn, will enable others to recognize and appreciate their own strengths.  The environment we create is one of daily recognition and practice.  A cycle of genuine reinforcement of these strengths will then become the norm and we will all want to strive together toward making a difference.