Courageousness

Upon entering the Leadership and Change Master’s program, I had experienced transformational change on multiple occasions. Most of these changes were when surrounded by other learners. When trying to make sense of the program switching to an online format, I reflected on my previous educational opportunities and I found similarities. First, the other learners; who were they, how did they impact my learning, and were they different from me? Second, the topic; what did it mean to me personally, how did it relate to what I was currently studying, and how would it inform my future behavior? Lastly, personal reflections refocus each learning outcome to eventually allow the information to stick long term. This paper will review concepts covered in the Seminar on the Cape, my daily interpretations of the course, and how it lead to a transformational change.

We began this seminar by creating a psychological contract between the group, which would inform our boundaries and time together. It was an important piece of the seminar because it set the tone for the learning. Based on my perception of previous classes, this group was special because each of us needed to overcome the fear of learning via zoom and it needed to happen fast. The group worked in both a large group and small groups. This distinction was beneficial because the folks felt more confident opening up in the small group to discuss what they viewed as small issues. Whereas, some folks were uncomfortable bringing a discussion point to the large group to be dissected. The behavior of the group eventually developed as folks became more confident and trusting. The topic of carrying on crucial conversations was laid out by the Gervase Bushe Clearleadership video (2012), that described how to mentally prepare for how a conversation may go, reserving judgement, owning personal experience, and not taking on the responsibility of other’s experiences. Right away, on the first day of the course, interpersonal clarity was achieved. Each individual was able to overcome their fear and begin active collaboration. While the first day was focused on individual interactions, it demonstrated the impact on the larger group as the group explained during check outs.

Day two began with check ins, where the group realized how tremendous the first day had been. The topics of active listening, discerning observations, thoughts, feelings, and wants allowed the group to become more self-aware. The experience cube encouraged the group to break up the normal human tendencies of processing experiences. I however, tend to think, feel, and act on both logic and emotion depending on the situation. If it is a situation at home, with family, I tend to respond emotionally. If it is a situation at work, with co-workers, I think more logically. I think this distinction is in my learned behavior knowing my family will love me no matter what. Now that I practice using my curious self, I have more opportunities to be loved without pushing the boundaries. I can be my logical authentic self and be loved just as hard as if I were broken and emotional. This helps me to identify with others because I can push them to be authentic without being argumentative or abrasive. I can ask curious questions to understand their perspective, rather than provide an opinion with the option to agree or disagree. I found myself emotional at the end of class because of the breakthroughs each person experienced during the exercises. I also believe I was called to be in this class, but now I am feeling the calling is something more than class, or the program. I think I have the opportunity to change my path and lead others in a different way than how I was lead in the past.

Each day of the seminar, a deeper layer of discussion opened our minds further.  One day, I felt sad because I had been working toward generative change in my organization and department. Since that job has been eliminated, I was worried that the work I was doing will be left behind. The people I was helping facilitate discussions were becoming more confident, behaving differently, and maintaining openness to change. I realized after class that if I done the work the best I could have, then the folks will take the committee work on and feel empowered to continue the change. Reframing this in my mind helped me to let go of the feelings of sadness and feel confident that my people will continue to practice collaborating on decisions. I also found this narrative powerful. In previous classes, like OB, OD, diversity and inclusion, we discussed this mindset of being self-aware. I was able to use this to reframe my assumption that no one would continue the work I had started. This idea of generative change and clear leadership align perfectly with the principles of OD. I also see how valuable these principles are because the more people practice the concepts the more they change and develop further. It genuinely is a continuous improvement process that holds true to the main principles. This helps me to be a better leader because I can make changes in my own patterns of behavior. I can continue to learn about myself, my assumptions, and act accordingly. My intentions were to lead the group at work to eventually lead each other and if I truly believe that, I will not be sad because they have the tools I presented to rise to the occasion.

While these reflections are mostly processing my own intentions, it is beneficial for how I interact within the group. I insist on asking questions to maximize the group’s expectations and self-organized stimulation. This seminar was instrumental in helping me identify my abilities in personal relationships and professional relationship. One of the twenty-two manager’s at my previous organization re-connects with me on a bi-weekly basis. We check in with each other and discuss personal well-being, professional goals, outcomes, and concerns. In our last conversation, he told me my name came up, yet again, in a meeting. This time, the sentiment of the group was that the technician empowerment committee that I began had made a great deal of an impact for the pharmacies and even though I was no longer there to facilitate the meetings, it needed to continue. I became overwhelmed with gratitude to the Leadership and Change program and the multitude of people I am able to work with.

Whether, I am learning in a seminar with extremely special individuals, or determined to make a difference at my organization, I am confident my courageousness will lead to other’s successes and that will be my greatest accomplishments in life. The people we meet in life are always going to be different from us and that generates optimal growth opportunities. Following a model may not be the easiest for all folks, but that is how encouraging openness and resilience drives innovation among groups. Trust other people are telling their perception of their truth. Online or in person, people will need help to overcome challenges. Find the commonalities among people and continue to look inward for answers.