I am privileged and fortunate to work with a very talented and diverse group of people on our state Family and Consumer Sciences team and our Community Nutrition team. As mentioned in Goleman and Boyatzis’s article in the example of Janice (pg. 80), I have some very good role models and coaches that can provide stimulation for my mirror neurons. (Goleman & Boyatzis, 2008) Dr. Bruns, who is the FCS AD, often approaches ideas very differently than I or our other Community Nutrition leaders might.
In looking at the Emotional Intelligence traits of our leadership in Community Nutrition, I now wonder as we make and enact policy and procedures if Dr. Bruns had a different purpose in mind when creating the structure of the three Regional Program Specialists.
Prior to our current structure, the Family and Consumer Science Educators in the counties had the supervisory role for their program assistants. Out of necessity, due to educators retiring and leaving the system, a newly created level was put in place to help oversee the professional development and fiscal management of all program assistants in a region and provide day to day oversight of those program assistants with no county FCS educator. I now wonder if the intent was to have the three of us, who are out in the counties with the program assistants, be the liaison and buffer to handle the communication out in the counties in more of an emotionally involved or socially smart way. Goleman stated, “people wonder how leaders can make hard decisions if they are “feeling” for all the people affected.” (Golemen, 1998) Although we are involved in much of the decision making, we come to those discussions with a different perspective, one from those out there doing the work. Although I see positive social and emotional characteristics in our state staff, I am not sure the trust and bond between the county personnel and the state personnel is always there. I think the intention is that we are the conduit between the state staff and the county personnel trying to “develop the genuine interest in and talent for fostering positive feelings in the people whose cooperation and support we need.” (Goleman & Boyatzis, 2008) Maybe this is what Dr. Bruns had in mind when this was first piloted all along. Although never stated, has that been the underlying mission or goal? Could this lead to stronger and more impactful performance? Are we seeing success as a result of this structure?
Because we have developed the rapport with many of the program assistants and have more of the empathic touch, are we more suited in many situations to deliver the “news?” I also wonder if because the state leaders are not out in the counties they just don’t see what we see or hear, thus making the feelings for the “people” come to life.
One of the biggest challenges for me is the ability to develop the trust and bond with the program assistants due to the geographic distance between us. Since each of the program assistants are so different and have such different needs, (as one of my PAs reminded me once, “we all need something a little different to feel valued”), the time and effort involved to really do this well creates a major challenge. How can I do a better job of remotely supporting and really knowing the different program assistants I work with? Since I am unable to physically be in 10 plus counties every week or even month what methods will help me be more successful?
Finally, I really examined the work by George in Northouse’s chapter. (Northouse, 2013) Is it the sense of strong relationships that I need to continue to build if I really want to see the results I think are possible from this structure? The third characteristic of authentic leadership that George mentioned was that of establishing the connection with others through sharing ones’ own story and listening to others stories. Are my personnel experiences and stories too personal, embarrassing or hard for me to share? Do I take the time to really listen to the program assistants or do I have too many other tasks and concerns on my mind? Do I fully listen to my daughter when I am home or is my mind on work or other concerning situations? I am afraid I have more questions than answers at this point.
At stated in Northouse, “in a sense people are asking leaders to soften the boundary around their leadership role and to be more transparent.” (Northouse, 2013) How do I really make that happen? Do I need to continue my journey of self-awareness and self-knowledge? As suggested in the Northouse chapter, increasing one’s sensitivity to others’ culture, background and living situations can help leaders develop compassion. I have applied and been accepted into a study abroad class to Honduras in May. This is a huge stretch for me. Although very nervous, I am also very excited to learn more about myself through really opening my mind to new and different experiences and being flexible. What can I learn about myself and give to others from this experience?
I have many more questions than answers in this week’s reflection with more topics of interest than space allows. I really look forward to further topics and exploring the team leadership in times of changes. How do I focus on the skills that will lead to the greatest success of our team?
References:
Golemen, D. (1998). What Makes a Leader? Harvard Business Review.
Goleman, D., & Boyatzis, R. (2008). Social Intelligence and the Biology of Leadership. Harvard Business Review.
Northouse, P. (2013) Leadership Theory and Practice (6th Edition). California: Sage