Module 9 Course Reflections

     I attended the United States Air Force Academy (USAFA) for my undergrad and a common expression that we use to describe our school is that it is a “leadership laboratory.” We were constantly in charge of events, expected to exhibit superb time management skills, and we were responsible for taking care of underclassmen when it came to training, discipline, and honor awareness. One of the most important things I learned is that I cannot fully and satisfactorily take care of my team if I do not know his/her personality, what motivates them, and where their interests lie. I initially thought they should be able to tell me their strengths and weaknesses, which I would use to build from. However, I have grown to understand that this is only the tip of the iceberg. I need to form my own list of where each of my employees flourish and where they need help. This will allow the opportunity to capitalize on their individual talents, but also ensure that they are not falling behind with the things that give them difficulty. Leadership is about setting followers up for success. Casemore (2016) argues that “if you focus on capturing the minds of your employees, (that is, tapping into and using their collective knowledge and expertise), you inadvertently capture their hearts and in turn their commitment to the company, its customers, and its mission.” We must promote the talents of our followers and give them the tools they need to accomplish the mission. 

    As an officer in the military, I am not necessarily the person who has hands on gears and is fixing the plane when it requires maintenance. My job is to ensure that my airmen have every tool at their disposal that is required to bring the plane back to fully mission capable status. It is also to check on the member and his family and ensure he has a stable home life so that he is well rested to come into work and efficiently complete his job. I strive to fill in the gaps where my members need help or guide them in the direction that benefits them and suits their needs. This, coupled with the societal implications of working in a diverse career field, needs to be monitored and addressed properly. The textbook says, “because virtually every manager will be faced with the opportunity to interact with and manage individuals born in other cultures, being aware of value differences and being able to diagnose and manage those differences is an important prerequisite for success” (Whetton & Cameron, 2016, p. 74). Diversity breeds creativity and enables a greater space for ideas to flourish among employees. This recognition of diverse personnel and their mindsets will instill cultural sensitivity and, ultimately, respect across the entire work force. I am grateful for my early exposure at USAFA to be aware of these indicators and always have oversight of my troops to protect their interests and development. Ultimately, employees are the driving force of any organization. When they are properly taken care of and looked after, success will follow.

 

References:

Casemore, S. (2016). Operational empowerment: Collaborate, innovate & engage to beat the

competition (1st ed.). McGraw-Hill Education. Chapter 12: Empowerment Imperative: Transitioning from Thinking to Doing | Operational Empowerment: Collaborate, Innovate, and Engage to Beat the Competition (oreilly.com)

Whetton, D. A. & Cameron, K. S. (2016). Developing management skills (9th Ed.). Pearson.

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