A633.9.3.RB - Polyarchy Reflections

A633.9.3.RB - Polyarchy Reflections

Most leadership models have the assumption of oligarchy – leadership is done by a few leaders over many followers. If Polyarchy is fast replacing the old oligarchy assumptions does this make these old leadership models redundant?  Reflecting on traditional leadership from the perspective of complex adaptive leadership, address the implications and how they will affect you as a leader in the future. 

Polyarchy is fast replacing the old oligarchy leadership style but I don’t think that makes oligarchy completely obsolete. I’m not quite sure how to say this but I’m going to try to make sense: Oligarchy is essentially like the parent of Polyarchy. Polyarchy is born out of a need for change in how organizations are being run because the times have changed. It’s a different world than that which birthed oligarchy and while it is archaic, and maybe a little grumpy after 7pm, it is still important to never lose sight of it because of its relationship to Polyarchy. There is a natural evolution and one day, Polyarchy will be an outdated idea and something new and more meaningful will be born of it. So, while you and I are made up of the DNA of generations of our family members, so it is with Polyarchy and Oligarchy.

The implications of this to me as a future leader are simple. Look forward, seek out positive changes, but never forget where you’ve come from and how much you’ve grown. I believe that Polyarchy is the next natural evolution within the complex adaptive strategy and there will be another evolution that will be an improvement on Polyarchy because the adaptive strategies and methods will lead us there.

My personal leadership development needs over the next 3 years will desperately require coaching. While we were doing our coaching sessions in Team B, I realized that I honestly have no idea what I want or where I want to go…speaking specifically of my career. I’ve always just kind of landed somewhere and made a go of it. Taking this job in South Carolina was the first time I actively made a career decision that forced me completely out of my comfort zone and into a place where my network is 3200 miles away. I did it because in my gut I knew that the glass ceiling was lower than I wanted to believe in my old organization. I also wanted to pursue this Master’s program because I knew that leadership skills would be very important to make any changes I might have the opportunity to make. But the specifics? Nothing. I need a coach who can ask me the non-suggestive questions to help guide me to what I really want to do. Starting with the coaching, I would also like to study more about Taoism and Chaos theory. The impact this will have on my future strategy will be to actually develop a future strategy. I'm sorry this isn't more technical; I learned a lot about complex adaptive strategy but honestly, I have more questions than answers at this point. However, I don't think that's a bad thing. Right?

Thank you Kees for your wonderful feedback this term. I've never had a professor who took the time to have a conversation with me (albeit virtual...still meaningful) like that. I hope to work with you again in the future and maybe by then I'll have more answers about my future leadership development. I really hope I have some great stories for you by then! Take care, Happy Holidays, and I hope 2017 is awesome for you!

References:

Obolensky, N. (2015). Complex Adaptive Leadership. Farnham, Surrey, England: Gower Publishing Limited.

A633.8.3.RB - How do Coaches Help

A633.8.3.RB - How do Coaches Help?

Based on the readings reflect upon the statement below:

To be an executive coach, it is necessary to know that clients are the first and best expert capable of solving their own problems and achieving their own ambitions, that is precisely the main reason why clients are motivated to call on a coach. When clients bring important issues to a coach, they already made a complete inventory of their personal or professional issues and of all possible options. Clients have already tried working out their issues alone, and have not succeeded.

Given the statement above what is it that coaches do to provide value to their clients?

Coaches provide a sounding board, direction, and, sometimes a confidant to executive clients. “Mindful coaches perfect a form of conscious and comfortable simultaneous attention to themselves, their coachee, the relationship between them, and the mental, emotional, and relational dynamics occurring in the moment.” (Riddle, 2012) Coaches give clients a place to think without the fear of sounding stupid or out of touch. By listening and helping clients answer their own questions, coaches empower clients to explore options.

Why is coaching a vital aspect of both leadership and strategy? 

According to the statement above, clients already know what the problems are. They already have ideas and theories about how to solve these problems. The coaches ask open and non-suggestive questions to help clients focus and prioritize these problems/solutions. “Open questions cannot be answered by ‘yes/no’ and non-suggestive questions do not imply an answer in any way.” (Obolensky, 2015) Coaches provide guidance and perhaps the confidence needed to make difficult decisions. Coaches know that clients probably already know what the answer is, or what the solution should be, they have the information in front of them but can’t see the forest for the trees. Through conversation and asking questions, coaches help to thin the clutter, mental, virtual, and physical, so that the clients can see and think clearly.

How can it make a difference in an organization?

Let’s face it; leaders who are overly egotistical and believe that they have all the answers are usually detrimental to the organizations they run. Leaders who are encouraged to use coaches, who seek coaches are more effective and well rounded. Taking advice…or even being open to advice suggests humility and emotional intelligence.  “Coaching allows someone to stay on a line of thought until it yields new perspectives and answers.” (Riddle, 2012) Being able to disconnect from the craziness of a day as an executive and seriously and mindfully focus on solutions and different aspects of a situation is essential and a coach enables this ‘safe space’ for executives to bounce ideas off a platform without risking any outside judgement.

What does this mean to you and your organization?

Coaching in my organization means that they care about their leader’s development. They are investing in the future leadership and understand that leadership isn’t completely just how someone is or isn’t. Leadership takes effort and continual improvement.

References:

Obolensky, N. (2015). Complex Adaptive Leadership. Farnham, Surrey, England: Gower Publishing Limited.

Riddle, D. (January 23, 2012) Three Keys to Meaningful Leadership Coaching. Center for Creative Leadership. Forbes.com. http://www.forbes.com/sites/ccl/2012/01/23/three-keys-to-mindful-leadership-coaching/#62b9a30d743f

A633.7.3.RB - Leader Follower Relationship

A633.7.3.RB - Leader Follower Relationship

Complete the exercise at the beginning of chapter 10 and use the scoring table at the end to assess your responses.

Reflect on what this assessment means in terms of you as a leader and your relationship to your followers.

The results of the exercise at the beginning of chapter 10 for me are as follows:

Strategy 1 (Tell) = 3

Strategy 2 (Sell) = 0

Strategy 3 (Involve) = 9

Strategy 4 (Devolve) = 4

The sum of my S1 and S3 score is higher that S2 and S4 which according to the text means that I may be taking a too direct an approach. The sum of my S2 and S3 is higher than my S1 and S4 and that could mean that I’m working too hard. Obolensky states that it also might be someone who finds letting go and being separated difficult. (Obolensky, 2015)

I guess I don’t understand why my high “tell” and “involve” score means that I could be taking a too direct approach and if so, why that is a bad thing. Since the “involve” score is the highest by far…that should be a fairly good thing. Since I have no true management/leadership responsibilities right now…not even training new people since I’m the newest person in my group, my frustration with not being allowed to be involved in decisions about my statement of work is probably what prompted my answers.   

This course has continued to change the way I’m thinking about being a leader and a follower. I thought that I was a fairly critical thinker, and I am, but not when it comes to systemic, complex leadership. It’s like digging deeper into a system that I thought was less dynamic and more stagnant than it is.

My future leadership goals include growing confident in my ability to tear down walls and ask the important questions for better or worse (hopefully better). In my experience, questions force people to think about what they are doing or telling others to do and that isn’t always easy to do. As we all know, a lot of direction given to subordinates is just parroting direction given to the managers when they were subordinates. We need to ask these questions so that we really understand what and why we are doing what we’re doing to make sure we are doing the right thing in the right way.

References:

Obolensky, N. (2015). Complex Adaptive Leadership. Farnham, Surrey, England: Gower Publishing Limited.