Post by Leslie on Jun 9, 2021 15:50:52 GMT
C. On the discussion board, please discuss the following:
1. Are you more of a Why, a What, or a How person? Where do YOU begin when "selling" your vision?
I am a “Why” person. I recognize the importance of identifying yourself as a “Why” “What” or “How” person because that is how you show up in your relationships both personal and professional. My identification as a “Why” defines my passion, drive, and commitment to get it right regarding service provision to the young people enrolled in the programs I have overseen. Showing up as a “Why” for a leader can be all consuming. In the best situations your passionate “Why” is met with similar passion and drive. In difficult situations your passion and drive are not matched. I have experienced of both, and the latter causes me great concern. As a leader I struggle with team members who do not operate from a place of driven passion. In this work, where small steps are the building blocks to accomplishment it is our commitment to nurture success in others that drives us to push forward.
My self-reflection as a leader is answering the question: How do I create an atmosphere that supports the “work” with participants and at the same time help to guide and support a staffer who shows up as a “What” or “How”? I think I have neglected my role as a supporter and mentor of team members because they did not share the same purpose or belief about this work. It can be exhausting combating the challenges our participants face and at the same time combating naysayers on your own team.
2. How do you help your team (or your colleagues) "see the vision, live it, and breathe it"? (See Chapter 5 Winning)
I begin selling my vision from the “Why” space. I dive by revealing why I believe in the basic premise of our work, what I have experienced and what are the possibilities and the challenges in our work. I think it is important to be realistic and identify the stumbling blocks our participants will face and I look for allies/comrades who share a similar vision, who buy into the purpose and cause and then I dream out loud, unafraid, and unapologetically making resources (training, money etc. available to do the work.)
3. What types of questions might you ask of your team that are "answered with action"?
What are the unspoken fears young people show up with every day? How are those fears evidenced?
What common behaviors that are exhibited by our participants cause you to reduce your level of engagement with them?
Describe the participant you least prefer to work with.
4. What one thing would you add to Welch's "Leadership Rules"?
Chapter 5 of “Winning” provided so much insight to me. I would add “Leaders watch and listen”
1. Are you more of a Why, a What, or a How person? Where do YOU begin when "selling" your vision?
I am a “Why” person. I recognize the importance of identifying yourself as a “Why” “What” or “How” person because that is how you show up in your relationships both personal and professional. My identification as a “Why” defines my passion, drive, and commitment to get it right regarding service provision to the young people enrolled in the programs I have overseen. Showing up as a “Why” for a leader can be all consuming. In the best situations your passionate “Why” is met with similar passion and drive. In difficult situations your passion and drive are not matched. I have experienced of both, and the latter causes me great concern. As a leader I struggle with team members who do not operate from a place of driven passion. In this work, where small steps are the building blocks to accomplishment it is our commitment to nurture success in others that drives us to push forward.
My self-reflection as a leader is answering the question: How do I create an atmosphere that supports the “work” with participants and at the same time help to guide and support a staffer who shows up as a “What” or “How”? I think I have neglected my role as a supporter and mentor of team members because they did not share the same purpose or belief about this work. It can be exhausting combating the challenges our participants face and at the same time combating naysayers on your own team.
2. How do you help your team (or your colleagues) "see the vision, live it, and breathe it"? (See Chapter 5 Winning)
I begin selling my vision from the “Why” space. I dive by revealing why I believe in the basic premise of our work, what I have experienced and what are the possibilities and the challenges in our work. I think it is important to be realistic and identify the stumbling blocks our participants will face and I look for allies/comrades who share a similar vision, who buy into the purpose and cause and then I dream out loud, unafraid, and unapologetically making resources (training, money etc. available to do the work.)
3. What types of questions might you ask of your team that are "answered with action"?
What are the unspoken fears young people show up with every day? How are those fears evidenced?
What common behaviors that are exhibited by our participants cause you to reduce your level of engagement with them?
Describe the participant you least prefer to work with.
4. What one thing would you add to Welch's "Leadership Rules"?
Chapter 5 of “Winning” provided so much insight to me. I would add “Leaders watch and listen”
