A633.8.3.RB_BuebyJames

Interview both superiors and subordinates in your organization with questions focused on the central theme of how the organization can better enable leadership at all levels.

            When putting the results together to better foster the leadership climate as a whole, a few similar characteristics were found. The most predominate factor that allows leadership to better be enabled is communication. There seems to be a lack of 'effective' communication in my organization because too many times initiative is exercised but is continually perceived to be in the wrong direction. This inhibitor stifles both motivation and morale which causes the opposite effect initiative is intended. Subordinates feel as though they are afforded to opportunity to lead, but isn't given the proper mentorship that allows their practice to be effective, and seemingly a waste of time. In retrospect, leaders were unaware of the lack of mentorship, and up flow of communication is the culprit. Overall it's hard to judge how to better enable leadership when communication is lacking, but it is understood by all parties that the flow of information does need to be a two way street.

            Getting information flowing is the first step to getting the organization more streamlined with strategy. This enables everyone to be involved in the process of finding solutions and action through both individual and collective goals. I've seen many strategies work in the past, but the problem with the current organization is how fast our doctrine is transitioning. This then doesn't allow the individuals who process the techniques on a daily bases to understand the fundamental and powerful concept. It feels at times like going back to chaos all over again. No focus on the process of first understanding and then applying, but in-fact just going straight into action. This is killing motivation and morale, which can severely delay the necessary output for where support is needed most. 

            Probably the most viable role I can play is being an advocate for all facets that are lacking. Being a mediator allows me to push in one area, and pull form another based on what the individual groups can handle. I'm actually in a very rare position in an organization because I have a huge amount of influence on what actually happens, but am not directly responsible or accountable for the results. I operate with multiple chains of accountability, and am mentored and coached by both who can serve different agendas at times (if it seems strange, it's because in-fact it is). My door is always open and this allows me to gain perspectives from all operational sides. Not only do I have tacit knowledge because of experience, but am learning different perspectives of how individuals practice this differently. Generational behaviors are becoming exponentially different in a much shorter time nowadays, and knowing how to bridge these gaps with effective communication is probably where my organization can benefit most from me.

References

Eisenhauer, T. (2015). 14 foolproof tips for managing generational age gap in the workplace. Retrieved from https://axerosolutions.com/blogs/timeisenhauer/pulse/302/14-foolproof-tips-for-managing-generational-age-gap-in-the-workplace

Obolensky, M. N. (2014). Complex Adaptive Leadership, 2nd Edition. [Bookshelf Online]. Retrieved from https://bookshelf.vitalsource.com/#/books/9781472447937/