A511.6.3.RB – Meaning
“Leadership is a
self portrait.” Nancy Adler. What does this mean? To me, it means that
every word, decision, behavior, and action we take, as leader is a
reflection of who we are. Leaders see what's possible,
can describe the possibilities, and pursue them. It all
starts with an individual choice
to begin a process of change.
Others, looking at
my leadership, see whom I am through how I lead and behave. My leadership style
and performance is a picture of me, and I am constantly painting my own
portrait through how I am at any moment. My leadership is a reflection of my
self.
Leaders who help shape a vision that is engaging to others, who
weave the stories that help people make sense of the past and imagine the
future, and who tap into the unique desires and values of individuals engage
people’s hearts as well as their heads and hands.
Leaders not only see what’s possible, but
also describe what’s possible. They describe what’s possible in a clear,
concise, and compelling manner. Leaders paint the picture of a better
future in a way that people can visualize it, feel it, and connect with it.
Leaders
are “agents of change”, and if change is to occur at all it must begin
somewhere and within someone. The role of leadership is to envision a better
future and become the change agent that makes this future possible. This is
true of a business, a community or our personal life. But it all starts with an
individual choice to begin a
process of change. It has been said that we must become the change we wish to see.
Those who succeed at creating meaning — either on their own or
with the help of their boss — tend to work harder, more creatively, and with
more tenacity, giving the companies that employ them a leg up in the
marketplace. What’s more, study after study suggests that when employees
experience meaning, their employers enjoy higher rates of customer commitment
and investor interest. Considering how much meaning can contribute to building
a sustainable and competitive organization, it’s important for leaders to
understand what makes an employee experience meaningful and what role they can
play in this process. (Ulrich & Ulrich, 2010)
Module (Module 6) and this Reflection Blog comes at a good
time in my career and week. I have talked to my leadership team (manager and 2nd
Level manager) at work about my motivation. I have worked as a contractor for
most of my career and have never been in one place longer then 2 years. I’ve
been at my current site 8 years and in my current position 4. I am getting
bored and unmotivated.
This the perfect time for The Leadership
Challenge: "The executive must find a way to
communicate the vision in a way that attracts and excites members of the
organization" (1987, p. 106). This would be a good time for them to use their abilities to create meaning, enhanced the challenges, use
emotional safety (fostered by fairness and self-esteem), and autonomy
(structure but not micromanagement). And hopefully they can do all these things
without dumping a bigger workload, but by being creative and thoughtful.
If you want change
efforts to run smoothly, your stakeholders (me as the employee) must perceive them as
relevant and meaningful. Relevance comes from how the change fits in the bigger
picture of their world and the organization. Meaning comes from how it touches
them personally, on a deeper emotional or even spiritual level. Without
relevance and meaning, adults do not turn their attention, energy and action
toward something in a positive and sustainable way. It’s no different in
writing a blog.
Some
people can’t see beyond today. They have no vision. Other people see new
possibilities but have trouble describing them clearly, concisely and
convincingly. Still others see what’s possible, describe it, but never take the
first steps to achieve their vision. To be an effective leader all three
actions—seeing what’s possible, describing what’s possible, and pursuing what’s
possible—are needed to lead and make a difference.
Works
Cited
Ulrich, D., & Ulrich, W. (2010, June 02). Getting
Beyond Engagement to Creating Meaning at Work. Retrieved February 18,
2016, from https://hbr.org/2010/06/getting-beyond-engagement-to-c
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