Post by mstjuste on May 12, 2021 16:12:17 GMT
Leadership PDSA- Small change to improve my skills.
1. Identify area/process I want to improve my leadership skills:
Based on 360 and feedback from my supervisors, I avoid having difficult conversations including providing constructive criticism to staff.
When I started Leadership Academy, this is one of the key areas that I shared with my mentor Shawn McCurley that I wanted to improve upon.
Pre-pandemic, I remember instances where staff was not consistent or on task. There were times where I knew I could address issues but simply left it to management. I was not interested in push-back, being questioned about my authority or credibility or even having an awkwardness between myself and co-workers. The easy road for me has always been support management and often take up the slack for staff/coworkers so that whatever is not being addressed is not “an issue”, because “I handled it”. This unfortunately did not bode well for staff’s personal development. I recognized that I had to hold them accountable. The only time that I did was when asked my opinion, but I never initiated. If I intend to lead, this must change. I must be willing to have these important conversations to help develop my team and help us succeed. My goal is to break out of my comfort zone of hiding and being silent and step out on faith and confidently have conversations that may be uncomfortable but come out with the end result that it’s clear I’m focused on success as a team.
2. Identify a small test of change:
Now that the contract for our program is ending, I will look for opportunities to give constructive criticism to staff even if it feels “uncomfortable”.
3. Prediction – what do I think will happen?
I anticipate that I will experience a bit of awkwardness. There may be doubts that arise on my end and potential push back from staff if my communication isn’t effective. If I succeed I may be more confident and experience being a contributions vs a threat.
4. Measure it:
Afterward, I will follow up with a conversation with staff/coworker to assess how my communication landed. The response will indicate it was successful. Additionally, if I experience a sense of accomplishment, and increased faith and confidence in my worth, words and contribution, this will indicate an improvement and support my belief and my supervisors’ recommendation that taking initiative is something I can/will/must take on to make a greater difference/impact.
5. Do it- small test:
Opportunity (Moment of Truth) – I had an interaction with co-worker whose actions were inconsistent with what required task/service. I approached the co-worker and had a candid/uncomfortable conversation to address it. At first, the co-worker was taken aback. I could tell that this was not expected of me because I’m normally silent and usually allow upper management to address the issue if seen. Management was not present, but I took on that if I am present, I represent not only Management but the integrity of what we do and how we serve. After addressing the issue, I followed up with a conversation to ask how it landed for my coworker and whether there was anything needed from me to help assist. Coworker acknowledged the issue had to be addressed and didn’t question my approach. There was still a little uneasiness, but I got the sense at that moment that I’m okay with my coworker not “feeling me” as long as “we’re on the same page” and we both experience mutual respect and understanding.
6. Was my prediction correct?
Yes. I did experience awkwardness but I also developed a larger sense of self-worth and self-confidence. I communicate with credibility that I once did not to avoid sounding conceited or self-inflated. I recognize it’s not about putting on a front and being discovered as a fraud. It’s a fraud not to demonstrate my true intention which is to experience and provide authentic connection and service.
7. What is next?
Next, I am going to see if I can create a metric to measure my interactions with staff or co-workers and have conversations to break out of my comfort zone of being silent. I may also have conversations with leadership about taking on roles or initiatives that I normally would avoid to keep me "out of the limelight" especially if they're not in my wheelhouse of expertise.
1. Identify area/process I want to improve my leadership skills:
Based on 360 and feedback from my supervisors, I avoid having difficult conversations including providing constructive criticism to staff.
When I started Leadership Academy, this is one of the key areas that I shared with my mentor Shawn McCurley that I wanted to improve upon.
Pre-pandemic, I remember instances where staff was not consistent or on task. There were times where I knew I could address issues but simply left it to management. I was not interested in push-back, being questioned about my authority or credibility or even having an awkwardness between myself and co-workers. The easy road for me has always been support management and often take up the slack for staff/coworkers so that whatever is not being addressed is not “an issue”, because “I handled it”. This unfortunately did not bode well for staff’s personal development. I recognized that I had to hold them accountable. The only time that I did was when asked my opinion, but I never initiated. If I intend to lead, this must change. I must be willing to have these important conversations to help develop my team and help us succeed. My goal is to break out of my comfort zone of hiding and being silent and step out on faith and confidently have conversations that may be uncomfortable but come out with the end result that it’s clear I’m focused on success as a team.
2. Identify a small test of change:
Now that the contract for our program is ending, I will look for opportunities to give constructive criticism to staff even if it feels “uncomfortable”.
3. Prediction – what do I think will happen?
I anticipate that I will experience a bit of awkwardness. There may be doubts that arise on my end and potential push back from staff if my communication isn’t effective. If I succeed I may be more confident and experience being a contributions vs a threat.
4. Measure it:
Afterward, I will follow up with a conversation with staff/coworker to assess how my communication landed. The response will indicate it was successful. Additionally, if I experience a sense of accomplishment, and increased faith and confidence in my worth, words and contribution, this will indicate an improvement and support my belief and my supervisors’ recommendation that taking initiative is something I can/will/must take on to make a greater difference/impact.
5. Do it- small test:
Opportunity (Moment of Truth) – I had an interaction with co-worker whose actions were inconsistent with what required task/service. I approached the co-worker and had a candid/uncomfortable conversation to address it. At first, the co-worker was taken aback. I could tell that this was not expected of me because I’m normally silent and usually allow upper management to address the issue if seen. Management was not present, but I took on that if I am present, I represent not only Management but the integrity of what we do and how we serve. After addressing the issue, I followed up with a conversation to ask how it landed for my coworker and whether there was anything needed from me to help assist. Coworker acknowledged the issue had to be addressed and didn’t question my approach. There was still a little uneasiness, but I got the sense at that moment that I’m okay with my coworker not “feeling me” as long as “we’re on the same page” and we both experience mutual respect and understanding.
6. Was my prediction correct?
Yes. I did experience awkwardness but I also developed a larger sense of self-worth and self-confidence. I communicate with credibility that I once did not to avoid sounding conceited or self-inflated. I recognize it’s not about putting on a front and being discovered as a fraud. It’s a fraud not to demonstrate my true intention which is to experience and provide authentic connection and service.
7. What is next?
Next, I am going to see if I can create a metric to measure my interactions with staff or co-workers and have conversations to break out of my comfort zone of being silent. I may also have conversations with leadership about taking on roles or initiatives that I normally would avoid to keep me "out of the limelight" especially if they're not in my wheelhouse of expertise.