A641.2.3.RB_AmIAResonantLeader_LouBeldotti

A641.2.3.RB

Am I a resonant leader?

            In this blog, I am asked to read Chapter 2 of the workbook “Becoming a Resonant Leader." and complete the exercise titled, “Am I a Resonant Leader?” on page 42. (McKee, Boyatzis & Johnston, 2008)

            The exercise is below:

Am I a Resonant Leader?

If you are wondering if you are a resonant leader, ask yourself these questions:

Am I inspirational?  How do I inspire people?

            I feel that I am very inspirational.  When I was on Active Duty in my last assignment, I was frequently referred to as the fixer.  I was able to go to units and help them correct their deficiencies when it came to retention.  I would roll up my sleeves and get down and dirty all the way down to the Unit Retention NCO.  We would get it fixed if it were broken.  I would use logic, facts and humor to make this happen.

Do I create an overall positive emotional tone that is characterized by hope?  How?

            When I would arrive at a unit, I would be given an in-briefing.  During the in-briefing, the unit would brief me on their current status and, if they needed improvement, what their plan was to turn their short comings around.  In turn, I would explain to them that I was there to help, make recommendations and give them any help that I could. 

            Retention is logical and peppered with common sense.  It is also psychological.  It requires salesmanship.  More often than not, Unit Retention NCOs and Career Counselors were lacking training and/or skills when a unit was failing at its retention mission.  It was my job to make the necessary adjustments, recommendations and provide or recommend training.  At no time, would I ever cause despair.  I always informed them that there was hope.  Things could be turned around and success was right around the corner.

Am I in touch with others?  Do I really know what is in others’ hearts and on their minds?  How do I show this?

            Gentle reader, if you have ever served in the military, you will understand my next few comments. 

            While in the Army, professional relationships were very important.  Personal relationships existed with those of the same rank.  Subordinates are treated professionally and contemporaries are friends.  Because of this, the military is different than any other occupation. 

            An effective leader is always concerned with their subordinates.  A happy Soldier is always an effective Soldier.  I was have always displayed a genuine concern from my Soldiers whether it was in my role as a combat leader or a Career Counselor.  However, I displayed a more dissonant behavior during my time as a leader of war fighters and a more resonant behavior during my time as a Command Career Counselor.  This was required because of the task(s) at hand.

Do I regularly experience and demonstrate compassion? How?

            I have always displayed a genuine concern for my Soldiers while in the Army.  I showed compassion when it was needed.  I have had experiences where my Soldiers and their families need my personal attention and I gave it.  I had personally bought toys for my Soldier’s children for Christmas when they could not and purchased food for them when they had none.  This was both in the combat role and as a career Counselor.  As an Army JROTC instructor…a teacher, compassion is not only needed, but required.  These are children.  I have one particular Cadet that seldom, if ever, has lunch during the day.  I make it a point it take extra food to work to share with her.

 

Am I authentic and in tune with myself, others, and the environment?  How can people see this in me?

            I was raised to be honest and always tell the truth.  I have taken these attributes with me throughout my life.  I try to be as transparent as possible.  I know myself and always seek self-improvement.  I have always been “me” when dealing with others, in and out of the military.  With regards to the environment, I always do my best to protect it and I instill this into my subordinates.  One thing I learned quickly while in the military was to protect the environment.  Honestly, it was not an option.  We were instructed never to litter.  If we saw something on the ground, we had better pick it up.  If we damaged something, we had to fix it.  It was just that simple.  People see this by my actions and deeds.

            After completing this exercise I have discovered that I am more resonant than dissonant.  I had thought that my Army upbringing had indelibly changed me forever. 

            In reading chapter 2, I quickly gravitated to the paragraph headings.  Some that really stood out to me were “Self-Awareness:  The Foundation of Emotional Intelligence”, “Don’t accept Life’s Scripts”, “Stay Open, but Let Values Drive All Your Choices”, and “It’s Not About Being Nice”.  (McKee, Boyatzis & Johnston, 2008).  When I roll these all together, I see a reflection of myself.  I am always self-aware.  I never listen to the nay-sayers...“It can’t be done, because…”.  I do keep an open mind but I normally do not share this with my subordinates.  I am value driven, to fault.  And finally, My past Soldiers and Cadets see my rough and gruff attitude, but know that it is nothing personal.

Reference

McKee, A., Boyatzis, R., and Johnston, F. (2008). Becoming a resonant leader. Harvard Business Press: Boston, MA