A633.8.3.RB - How do Coaches Help?

A633.8.3.RB_Manglona_Matthew-Napu_ How do Coaches Help?

Coaches provide guidance, motivation, and guidance to their clients. Von Hoffman (1999) discusses that coaching help people define their goals and set a time where they will achieve those goals. (p.1) There will always be that person that has a little bit more knowledge and wisdom more than you do and in any organization one person alone cannot move upward without the proper guidance. Oblesnky (2010) discusses the GROW model which is to have a Goal, to have a Reality towards that goal, create Options, and to have Will to achieving that goal. That is where I believe a coach comes into play. (3795)

Coaching is a vital aspect in both leadership and strategy due to there is guidance in implementing what works and what does not when it comes to experience. Bleich (2016) stated “Coaching can objectively guide the coachee in building and expanding relationships and alliances crucial for organizational success.” (p. 11) Without the proper coaching in an organization there would be no direction into what needs to be accomplished.

Coaching can make a difference in an organization by allowing an individual to grow. Oblensky (2010) states that the “follower can do what is needed and coaching is employed to encourage.” (p. 3182) Coaching needs to be in every organization no matter how an individual looks at it, whether through a negative aspect or through a positive one. Through my perspective I experience some negative coaching habits (i.e shortcuts through work, playing the system, or finding ways to get the job through the bare minimum) or positive coaching (doing the right things always). It is up to me however to choose which coach to go through when it comes to learning. I believe that it is up to the individual to choose or nitpick the learning criteria from opposable coaches in their organization. Learn from the bad just as much as the good, but it is up to the individual to figure out what to do.

Coaching to my organization is crucial. Coaching provides the right direction (for the most part) in coming up with a solution at personal level or lower level of an organization. I would go through a coach from another unit who has been in my shoes in order for me to gain understanding to an issue. Von Hoffman (1999) stated that “coaching produces more consistent, replicable results than a lot of other management approaches.” (p. 2) I know that my superiors above me have had coaches during their time as young leaders. Through their experience and the additional knowledge of their coaches it has helped shaped not only their specific teams but the entire organization as well.

References:

Bleich, M. R. (2016). A gift to self: Leadership coaching. The Journal of Continuing Education in Nursing, 47(1), 11-13. doi:http://dx.doi.org.ezproxy.libproxy.db.erau.edu/10.3928/00220124-20151230-04

Obolensky, N. (2010). Complex adaptive leadership: Embracing paradox and uncertainty.

von Hoffman, C. (1999).Coaching: The ten killer myths. Harvard Management Update, 4(1), 4.

 

A633.7.3.RB - Leader Follower Relationship

A633.7.3.RB_ Manglona, Matthew-Napu_Leader Follower Relationship

Upon completion of my assessment of this chapter’s exercise I see myself as a leader who has a fair relationship with my followers. I have what Oblensky (2010) discussed as having “People Focus” which as having them in a better position whether it would be through motivation, capability, or just basic human emotion point of view. (p. 3610) I would want to empower them through giving them the opportunity to think for themselves. To develop their character not only as an employee but as individuals as well. During this course over the past six weeks I don’t think my thinking has changed when it comes to leading my subordinates. I always came through with the approach of having my

employees challenged and to make decisions on their own as I developed their professional development.

My thinking in the context of this course has not changed. I always believed that through 

 empowering our employees it will allow for growth in the individual and set up the future of the organization. Teaching them to adapt to change, be flexible with decisions, and to have a sense of direction for your subordinate is a benefit for the organization. Heifetz & Laurie (1997). states “a leader must strike a delicate balance between having people feel the need to change and having them feel overwhelmed by change.” (p. 4)  So there is more to just having them accept and embrace change. I have experienced this in so many ways in my organization through new physical fitness standards and quick changes that occur through mission directives.

The significance of this in my future leadership goals is to ensure that my subordinates are given the proper guidance to become better individuals themselves. From the strategic standpoint this is for the future of the organization. If we can develop our subordinates and subordinate leaders it will allow for the organization to only grow better. Robert-Edomi (2014) states that “Managers are now into a culture of coaching and motivating rather than controlling and it's a very important shift to take note of.” (p. 10) Every leader, especially the new generation leaders that are coming up, need to be good at empowering and mentoring. That is what I would like to leave behind as a leadership goal and objective for my organization. It all start with us now who are the current leaders in our organization.

References:

Heifetz, R. A., & Laurie, D. L. (1997). The Work of Leadership. Harvard Business Review, 75(1), 124-134.

Obolensky, N. (2010). Complex adaptive leadership. (20nd edition.). London, UK: Gower/Ashgate

Robert-Edomi, S. (2014). Confidence = effective leaders. Training Journal, , 9-12. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/1490686140?accountid=27203

A633.6.4.RB - Circle of Leadership

A633.6.4.RB_Manglona, Matthew-Napu_Circle of Leadership

In my organization strategy is formulated by consensus of both lower and upward leadership. Once a task has been given, it is up to leadership at the lower levels to execute specific tasks. How they do it is totally up to them so long as it is meeting the overall intent of our main leadership. There are times when no subordinate leadership input is heard during the strategic process. As Oblensky (2010) stated “ So how a leader behaves will dictate to some degree the level of followership maturity.” (p. 149) There are times when leadership does not empower nor trust our subordinate leaders because it is not in their job description to do such a thing. However there are times (for the most part when I am involved) is where ill give ownership of ideas to my subordinates and pitch it to the strategic meeting table. Kelley (1988) describes the term of “Effective Followers” who are self-thinkers and carry out their directives with motivation with little to no complaints. (p. 3)

In Oblensky (2010) text on figure 9.5 on the “vicious circle for leaders” my organization to include myself goes through the same process. During my deployment especially for my junior leaders when it came to the operations side of the house,  I would constantly get phone calls through the middle of the night for them to receive guidance on particular mission processes that we already had gone over time and time again. I would have thought or assumed after going through so much training with me that they would have got the concept or intent that I was looking for. Yet, I knew in part that it was my fault as I was under the assumption that they were good to go.

They never received the constant training to mission directives like I did so it didn’t make sense when I explained the concept numerous times to them. It was a pattern, scheme, or motion what in what I expected from them. When it comes to this sort of questioning by my subordinates the intent from my higher ups will not be met and it eventually falls down in my lap to fix. I took this excerpt from Kolb (2015) “So we all need a strategy for everyday negotiations that will allow us to come away not only successful but also still held in high regard by bosses and colleagues.” (p. 2) the answer to the question of on the diagram 9.5 of Oblensky (2010) is to train or trust subordinates with decision making and correct errors as they go, never putting down an individual because of their mistakes. Just like how we do in the Army we have what is called an After Actions Review (AAR) to fix and keep the strengths and improves of strategic decisions within the organization.

In the operations side of the house in my organization empowering those and not putting down the subordinate leaders ideas or decisions when it comes to the strategic planning of our organization will go a long way in the development of those subordinate leaders. Transformational Leadership is the key to this process. Bartram & Casimir (2007) discuss that “transformational leaders engage in inspirational behaviors by acting as mentors and in this way they build followers’ self-confidence with respect to goal attainment” (p. 5) this will best fix or create a new circle of followership and instill confidence in those followers. Without them learning from their mistakes (exactly what us leaders go through as no one is perfect) there would never be no progress in the organization. Because once one leader retires, the next one up to bat has to step to the plate and it is up to us as mentors to shape and mold these young subordinates as they will become the future.

References:

Bartram, T., & Casimir, G. (2007). The relationship between leadership and follower in-role performance and satisfaction with the leader. Leadership & Organization Development Journal, 28(1), 4-19. doi:10.1108/01437730710718218

Kelley, R. E. (1988). In Praise of Followers Harvard Business Review, 66(6), 142-148.

Kolb, D.M., (2015). Be Your Own Best Advocate Harvard Business Review, 93(11), 130-133.

Obolensky, N. (2010). Complex adaptive leadership. (20nd edition.). London, UK: Gower/Ashgate