Lesson out of the classroom - Support Team

We are almost at the end of our module 2 in LPM - Support Team.

What we have learnt:
CE 1 - Conduct team planning activities

• Review organisational objectives and business plans to identify requirement of team.
• Lead team planning activities to identify trends and issues impacting on team and its productivity.
• Create team operational plan to support team progress toward defined objectives.
• Allocate resources required for implementation of objectives.

CE 2 - Demonstrate organisational values

• Identify organisational values that underpin strategic priorities and contribute to effective functioning of team.
• communicate vision, values and expectations to team members.
• Role model behaviours which demonstrate application of organisational values in the work setting.

CE 3 -Build support and commitment within the team

• Communicate clear, inspiring goals, plans and priorities to ensure team member support and buy-in.
• Engage employees to contribute to the operationalization of strategic priorities.
• Model strong leadership by demonstrating application of organisational values.

In retrospection, last lessons on engaging employees where we learnt of Curphy-Roellig Followership Model, employees were classified into 4 main classes of Self starters, Brown-nosers, Slackers and Criticizers.  I feel that besides these diverse followership styles, there are cultural, racial gender and most importantly (workshops have been organized for this topic); the different generational employees.
Today, for the first time (after WW2), there are 4 generations working side by side.  These are the Traditionalists, Baby-Boomers, Generation X and Generation Y. The years indicated are a rough guide (based on Ken Blanchard companies)

Traditionalists (circa 1925 - 1945), Baby Boomers (circa 1946 - 1964), Generation X (circa 1965 - 1976) and Generation Y (circa 1977 - 1994).
Each generation has different values, different motivation, different working styles and different expectations.

CORE VALUES
Traditionalists	Baby Boomer	Generation X	Generation Y
Conformity	Personal and social expression	Free agency and independence	Collaboraton
Stability	Idealism	“Street Smarts”	Social activism
Security	Health and wellness	Cynicism	Tolerance for diversity

Thus, as a leader who has these 4 generations in his/her team, different approaches has to used.

In my last job, I have a Baby-boomer (62 year old) and a Generation Y (21  year old) clashed at work.  The Baby-boomer thought that the management favoured the Generation Yer, because she is younger, faster at work.  The Generation Yer thought that the Baby boomer is too authoritative and demanding.  To resolve this issue, I delegated the responsibility of teaching providing excellent customer service task to the Baby Boomer; telling the Generation Yer that as she is older and has more experience in customer service industry, she had good points to share.  For the daily task of doing reports (using excel), I delegated the task to the Generation Yer, as she is more tech-savvy.  However I also went through the reports with the Baby boomer, to let her know what the reports are about.  But I told her that the younger will have to do this mundane task.

This arrangement works well, no more conflicts.  Each one was happy with the arrangement.

Knowing the different generations values and expectations would help the leader to delegate responsibilities.

In supporting team, a leader has to embrace the differences and draw from the different strengths to achieve results.

Lesson 7 half- Overall reflection on support team

My previous journal on the journey of LPM:

http://nowherejourney.blogspot.sg/

Well, the blog site is not no where journey.  It stands for now here journey.

I find that a lot of us, me included always live in the past or in the future:
Last time, I was richer, younger, prettier holding a higher position etc....or
Next time, I will be better, richer, smarter not so stupid. etc....

Enough of that, we have to be in the present, living life to the fullest. The past 7 lessons on LPM had taught me, and got me reflecting on a leader's role.  He/she must be firmly on the ground, close to the team members, always in the present with the team.

True leaders hold the vision, strategize plans, motivate and develop more leaders.  Holding the vision is not living in the future; the vision is the goal, upon which we strategize and along the way, evaluate, revise and re-strategize objectives and goals.

In the first lesson we have touched on the difference between leaders and managers, one of the point is that a leader inspires and a manager controls.
This morning at work, the above point hit me in the face.  My present boss gave me a long list of tasks to do; daily, weekly, bi-weekly and monthly.  When I told my friend who asked me to take on this present job, she told me she does that to her subordinates too.  And she called it timetable.  OMG!!! What a micro-manager she is! (She is a head of department in an educational institute).
In my last job, as a project lead in charge of 3 call centres teams, I gave the agents: code of conduct, their responsibilities, the client's expectations and the client's house rules.  Periodically I will go over their work to check for any discrepancies.  If found, I will ask them to correct the mistake.  On the other hand, I will ask for feedback from client.  Good points, I will praise them and the areas to improve on, I will inform them.

This course has really been beneficial to me, even though it's just an advanced certificate course.  I'd rather have this than a Degree in Micro-Managing!

Lesson 6 - C-Vat Psychometric Leadership Style Report

According to the foreword:  "This report generates the 'Leadership Style' analysis based on C-VAT Psychometric Profile.  C-VAT measures a person's natural traits.  When it comes to leading, having the right traits is more important than having the right attitude.  Individuals who desire to be in leadership roles without possessing the supporting traits in their natural self will rely on masked or modified behaviors.  Such behaviors are short-termed, require tremendous effort on the individual's part, and may not yield sustained performance and results."

I first received the report in Dec 2013, I was cynical; thinking to myself: 'OMG, not another personality test result!  I have done MBTI, DISC, Enneagram and..... Enough!'  I threw the report aside.

When Mr Jamali, our trainer took the whole lesson, going through the 4 sub-themes, then the 4 sub-dimensions of the sub-themes; I looked at my report,  For some points I was sold, other points I didn't agree.

Well, I agreed on:
As a leader I am well organized and constantly planning, I take ownership of what I believe is under my care and retain control. Am concerned about others without being overly involved.  Am imaginative and explore new concepts and ideas.....and others on the leadership part.

However, I don't agree on:
I may not be effective to take on leadership roles such as public speaking or managing a larger group as I tend to be shy.  Me shy, no, no, no.  I may be reserved and aloof at times, shy..NO.
As a leader, I tend to be less interested in material rewards or excessive compliments.  I may not find that they are necessary. NOT TRUE!  I need material rewards for a better lifestyle.

It was good that Mr Jamali took the time to explain the report to us.  Very grateful to him. This report is different from MBTI, Enneagram in that it is focused on the Leadership Style. Even if the report is 75% accurate, it can still be applied at work.  This would be most helpful to the HR and managers.  The report would serve as a guide for delegating the right candidate for the job.

For me, I feel that this helps me to know my strengths and weaknesses.  I will know when to use my strengths and know what the areas I need to improve on.
If only my present boss had read this report.  She would know that I am a leader, I don't like to be micro-manage.  And she won't tell me: "Janette is Geok Choo!, you should be able to put 2 & 2 together!"  How the hell I know Janette is Geok Choo, it was not mentioned anywhere in the email!  And for heaven's sake, I am only 3 weeks on the job: I don't know the students' name, don't know where the files are (company just moved office last week of Jan '14, I joined after the move on 4th Feb '14).  She would also know that the instructions given to me will have to be specific.  "These are the aroma oils".  How do I know I have to distribute the oils to the students! You didn't tell me!

Well, this report is good for my own personal development.  I realized that I do have the natural traits of a leader.  I will continuously strive to improve, learn new skills and reflect on the experiences.  Using the Gibb's model of reflection to help me in the process.

I also realized why I am not motivated to work in the present company.  I can and enjoy working alone, so that is not the problem.  The problem is that I don't have a team to lead.  I am lost and demotivated!  I need to leave this job soon, or I will die of lack of motivation!