A520.1.6.RB_RuggerioSteven

Self-Awareness: Five Core Aspects and the Path to Great Leadership

Sir Isaac Newton’s Law of Motion states, “Things that are still stay still and things that are moving keep moving with a steady speed unless a force of some kind pushes or pulls on them” (Woodford, 2013).  Too many people are paralyzed to pursue their purpose for fear of making the wrong choice.  Unsure of the details and afraid of ending-up at a place not of their choosing, they ask me, “What if I am wrong?”  To use Newton’s insight I often tell them, get moving towards your dreams and make course corrections along the way.  It’s easier to change directions than to initiate movement from a static position.

I began to feel the call to pursue additional education in the fall of 2011.  I considered a doctoral program; however, in the end, based on costs and time requirements, I enrolled in the M.S. in Logistics and Supply Chain Management (SCM).  One of the reasons for pursuing this curriculum was it would provide me with more marketability in my current profession.  Obtaining an M.S. in SCM along with an MBA achieved in 2004 would provide me the resume punch needed should I my current contractual position be eliminated.  And then something began to change.

It’s no surprise that graduate work takes an incredible amount of energy, time, and discipline.  Halfway through my fourth class I began to lose steam and felt I made a mistake in pursuing another degree.  Part of me loved the learning but another part was searching for the passion necessary to call up the discipline needed for late nights and long hours.  Then, while leading a men’s group on a Saturday morning, my dilemma was addressed.  As I was speaking to the men about faith, I stated, “We often make decisions out of fear, e.g., fear of failure or fear of losing our security.”  And then, a small voice inside me said, “That’s what you did.”  Literally, as I was speaking to the men, I felt addressed that I had fallen prey to the very same thing I was warning them against.  After men's group, I pulled my son-in-law aside and told him what had happened.  I was conflicted, uncertain, and yet humbled by the moment. 

It was less than a week when I realized, yes, I was driven and called to go back to school; however, I chose the SCM program out of fear.  I thought, “If I lose my job, firms will have to hire me with these credentials.”  At the same time, I looked at the Embry-Riddle site and noticed they just initiated a Leadership curriculum.  The moment I saw it my heart came alive!  The more I read about it, the more excited I became.  After speaking to my wife about changing majors, I called my employer and the university and “changed course.”  Two of the four classes transferred and now I am two classes form completing this curriculum.  Throughout the program, my family has commented on the light in my countenance and the love I express for the material.  They contrast the two programs and can easily discern that I made the right choice.

I share that story to show that the level of my self-awareness began before taking my first class in the MSLD program and has deepened ever since.  From my first MSLD class Organizational Leadership; I knew I was on a journey unlike any I’ve ever pursued.  Each course has challenged me to evaluate my self-identity and motivations.  They have encouraged me to look at my past and its affect on my present decisions.  Interestingly, from the outset, many would think this curriculum is about “looking outwardly” and leading others.  And while that is true, I believe it is trumped by the leadership axiom, “The first person you should lead is yourself.”  In the light of that perspective, this program recognizes that we can only take people as far as we’re willing to go ourselves.  The deeper we are willing to look inside of ourselves, the further we can look to lead others.  

In Building Below The Waterline, Gordon MacDonald (2011) referenced “having a keen self-knowledge” as one of the traits of a leader.  He said, “If we don’t know ourselves and what shaped us, what neutralizes us, and what our limits are, we invite disaster.  Many men and women in leadership positions are insecure.  Some struggle with large unresolved areas from the past.  Unless the past can be resolved, it often becomes an Achilles’ heel in leadership” (p. 7).  The five core aspects of self-awareness are the primary principles expressed through every course of this curriculum.  Decision-making, teamwork, ethics, and change are woven throughout these qualities.  They highlight and define us individually and lead and guide us collectively. 

Over the next few minutes, I’d like to provide a short summary of each aspect; its meaning, and how it has been strengthened in my life as a result of this curriculum.

Emotional Intelligence

On June 5^th, 2011 I purchased Daniel Goleman’s groundbreaking book Emotional Intelligence.  It provided me with countless insights and strengthened my resolve to improve my relationships and influence.  Goleman (1995) said, “Handling emotions in someone else—the fine art of relationships—requires the ripeness of two other emotional skills, self-management and empathy.  These social abilities allow one to shape an encounter, to mobilize and inspire others, to thrive in intimate relationships, to persuade and to influence, and to put others at ease” (p. 113). 

Without the slightest doubt, my emotional intelligence has matured and developed.  Goleman breaks his emotional intelligence into four quadrants: Self-awareness, self-management, social awareness, and relationship management.  Each of these quadrants has been thoroughly strengthened by the MSLD course material and discussions.  For starters, it has encouraged me hold my tongue and listen intently to what people are saying rather than seek to solve problems with my first opinion or suggestion.  And, it goes without saying that one of the greatest leadership traits lacking in so many leader is the art of listening.

                          Personal Values

Whetten & Cameron (2011) said, “Becoming more mature in values development requires that individuals develop a set of internalized principles by which they can govern their behavior” (p. 72).  Much of the disappointment we see in our leaders today is a result of values infractions.  Bad decisions made from a good heart are much more palatable than good decisions made from a bad heart. 

The MSLD program has taught me three significant keys in living and leading from my values.  First, write them down.  We have an inherent value system that guides our decisions on a daily basis; however, writing them down and looking at them further solidify their importance in one’s identity.  Secondly, understand how your values may conflict with other people’s value systems.  Education is a great path to diversity and acceptance.  While we can disagree about our beliefs, we do not need to be disagreeable and judgmental.  And lastly, every profession, whether corporate or non-profit, requires leaders to stand upon principle and core values.  This curriculum has continued to enforce the importance of upholding the values of honesty, integrity, transparency, humility, compassion, and courage.  Gini & Green (2013) said, “The moral quality of leadership is summed up in the understanding that real leaders are ethical and possess both virtue and character” (p. 9).

Cognitive Style

Whetten & Cameron (2011) define cognitive style as, “the inclination each of us has to perceive, interpret, and respond to information in a certain way” (p. 74).  Each of us view the world—both input and output—through a series of frames; references built from our personal experiences, education, and expectations.  These frames help us evaluate and interpret and respond accordingly (as defined above).  While they help us organize information they can also act as an inhibitor.  Our frames can cause us to misinterpret, judge wrongly, and miss potential benefits.  The MSLD curriculum—along with my daily devotions and faith—continue to enrich my ability to “see life from another’s perspective.”

People unconsciously process millions of bits of data all day long.  The MSLD path has encouraged me to operate with a greater intentionality on the three learning styles: knowing, planning, and creating.  Though we all vary in each of these, as leaders, we will be called upon to operate within each realm.  Awareness and adaptability of these traits has improved not only the decisions I make, but also how and why I make them.

Orientation Toward Change

In Change or Die, Alan Deutschman (2007) said, “Change is a paradoxical process, and trying to change your own life means opening yourself up to new ideas and practices that may seem illogical or even insane to you, at least until you’ve experienced them for long enough to develop a new understanding” (p. 151).  There is no avoiding it or ignoring it.  One rarely fully understands it or appreciates it.  But, like no other element in leadership—change—with all its troubles and opportunities, our personal approach to it can make or break our ability to lead others.  Whetten & Cameron segment change orientations into two dimensions: tolerance for ambiguity and locus of control.  Both have shown me my strengths and inclinations.  Throughout this curriculum, I’ve been forced to manage both aspects whether in school, at work, with my family, or in ministry.  Approaching ambiguity with a better sense of confidence and operating as a strong “internal” has allowed me to learn from each situation and make the best decision going forward.

Core Self-Evaluation

Whetten & Cameron (2011) define core self-evaluation as “the fundamental evaluation each person has developed about himself or herself” (p. 80).  The past two years have made me more confident and courageous.  It has strengthened my resolve to help others and to lead with compassion and energy.  With only two courses left before graduation, I can clearly demonstrate a greater ability to promote teamwork, cast vision, articulate goals, and lead by example.  I am a better leader today than before beginning on this journey.  Not because I know more but because I have become more.  As Whetten & Cameron (2011) clearly articulated, “People with high core self-evaluation scores have also been found to have higher levels of life satisfaction and personal happiness and lower levels of personal stress” (p. 81).

One of my favorite leadership books is The Leadership Challenge by Kouzes & Posner.  They (2007) said, “Leaders must keep hope alive, even in the most difficult of times.  Without hope there can be no courage—and this is not the time or place for the timid.  This is the time and place for optimism, imagination, and enthusiasm” (p. 349).   The five core aspects of self-awareness continue to refine my ability to lead with courage.  There is no better time in history to be a leader than today.  And rather than pursuing the masses and standing on stage to lead thousands, it is just as important and effective to lead one at a time.  One person can make a difference.  And, the beautiful thing about that strategy is everyone knows at least one person.

Steve

References

Deutschman, A. (2007). Change or die. New York, NY: HarperCollins Publishers.

Gini, A., & Green, R.M. (2013). 10 virtues of outstanding leaders. Malden, MA: John

Wiley & Sons.

Goleman, D. (1994). Emotional intelligence. New York, NY: Bantam Dell.

Kouzes, J.M., & Posner, B.Z. (2007). The leadership challenge. San Francisco, CA: John

Wiley & Sons.

MacDonald, G. (2011). Building below the waterline. Peabody, MA: Hendrickson

Publishers Marketing.

Whetten, D.A., & Cameron, K.S. (2011). Developing management skills. Upper Saddle

            River, NJ: Pearson.

Woodford, C. (2013). Motion. Retrieved from

http://www.explainthatstuff.com/motion.html

A630.5.4.RB-RuggerioSteven

NASA: Exploring Internal Space

One of my close friends is a NASA engineer.  He is one of the smartest men I know and also one of the nicest.  We meet regularly as I am coaching him about marriage and making right decisions.  Throughout our conversations, he speaks frequently of the challenges inherent in his job and the interactions with his coworkers.  He’s never complained about the atmosphere or the culture though he has mentioned butting heads with very strong-minded people who can be quite unmoving and inflexible in their views.  I found that interesting while watching NASA Administrator Sean O’Keefe discuss safety culture, employee opinions, and potential management changes.

Why did NASA Administrator Sean O'Keefe address NASA employees to describe the plan to bring about proposed changes to NASA's culture?

Administrator O’Keefe held a news conference to discuss the conclusion of BSTs cultural investigation into NASA and the Columbia Accident Investigation Board.  The report exposed NASA and said it was a space agency with a non-existent safety program. It spoke of a culture that prevents free discussions and promoted employee disrespect.  O’Keefe said, “We get it,” and is now facing the challenge of reinventing a culture that contains over 45-years of deep-seated bureaucracy.

The BST report, “Assessment and Plan for Organizational Culture Change at NASA” surveyed about 40 percent of the space agency’s 19,000-member workforce.  The report showed both positive and negative elements within the NASA culture.  According to Frank Sietzen from Space Daily, the positive elements reflected what the report called “a long legacy of technical excellence and a can-do-attitude.” However, there were other elements that did not fair as well.   For instance, the report found the present-day NASA working environment "does not yet reflect the agency's espoused core values of safety, people, excellence, and integrity."

Was O’Keefe believable?

This video about the changes at NASA was the first time I’ve seen Sean O’Keefe make a presentation.  Obviously, he is highly intelligent.  He cares greatly for his company and his people. And, he wants what is best for the administration and the future of our country.  However, with all that said, he does not speak and present his heart in a believable manner.  Yes, I do believe he wants the agency to improve; but I just didn’t get the sense that he was willing to do whatever was necessary to make that happen.

Rather, I heard an air of bureaucracy with an undercurrent of timelines and expectations surrounding deliverables, i.e., programs, successful products, and better shuttles.  In short, it sounds like his passion is not for the people and what happened in them that allowed the tragedies to occur.  He said, “This is about a much broader approach of values.” He stated that safety and integrity should be evidenced in everything they do; yet, is he willing to hear news about a launch being delayed because of safety concerns?

Is it important whether he appeared to be believable?

Yes, visual believability is extremely important.  It can be the difference between the employees accepting O’Keefe’s message or writing it off as public relations damage control.  What I found even more disconcerting during the video were the audience members.  Every person listening to O’Keefe seemed distant, disengaged, uninterested, and certainly not passionate about taking steps to change the culture!  In fact, what I picked up was apathy and resignation.  They seemed not only unmoved by the director’s comments, they actually projected mannerisms that said, “It’ll never happen here.”

Normally, when speeches of this magnitude are given, they are delivered with passion and hope for a better future.  The audience normally nods in agreement and provides the non-verbal necessary to encourage the speaker of their belief in the message. That was not the case in this video.

Why did he talk about NASA values?

Everything within a company rests on the values established and modeled by leadership.  NASA uncovered an insidious problem within their culture—disrespect and lack of accountability.  When employees are afraid to bring up safety concerns for fear of being marginalized or ignored, it undermines the values of integrity and transparency.  O’Keefe promises greater accountability.  He said it’s a “We” culture not a “Them” culture and that each and every employee from this point forward will be encouraged to bring up concerns.  While every suggestion will not be followed, there will be an avenue to be heard.

What can you take away from this exercise to immediately use in your career?

In Cohn and Moran’s book, Why Are We Bad At Picking Good Leaders, they identified integrity as one of the prevailing characteristics of a good leader.  They said, “People in organizations look to the leader for guidance on how to act.  This includes deciding what is right and what is wrong.  When a leader sets the tone for what is ethically permissible, the tone is contagious.”  At NASA, leaders placed schedules, budgets, and programs over safety and ethics.  After a while, employees realized their suggestions would not be heard (or worse, they would face retaliation); therefore, they kept silent.  The tragedies surrounding the Columbia disaster and the Challenger before it, are examples of what happens when leaders ignore integrity and devalue employee insights.

Personally, I have learned many important lessons in this study. One that stands out is this: Compromises, no matter how small or how big, have consequences.  Even if you never see the immediate effect of cutting corners, the cumulative value adds up and eventually there is a payment that will come due. As a leader, be willing to make the hard decisions on the front end. The blast effect of a missed deadline is a tiny percentage of what you or someone else may face later.

Steve

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Southwest Airlines - Leadership by Example

Leadership is dangerous.   In Leadership on the Line, Heifetz & Linsky (2002) said, “To lead is to live dangerously because when leadership counts, when you lead people through difficult change, you challenge what people hold dear—their daily habits, tools, loyalties, and ways of thinking—with nothing more to offer perhaps than a possibility” (p. 2).  Lead anyway.

In the commercial aviation market, competition is fierce.  Surrounded by big names, thousands of jumbo aircraft, and unimaginable growth, Herb Kelleher found a niche with air transportation that, in many ways, has brought much larger companies to their knees.  And, he did it with humility, grace, care, and the power of personal relationships. 

In a 1997 edition of Leader to Leader magazine, Kelleher described some of his leadership and cultural concepts.  What seemed to be another rich CEOs version of what it takes to succeed was instead a heartfelt account of one man’s desire to believe.  In the article, Kelleher shared about the importance of quality and reliability.  No big surprise.  He then spoke of financial discipline and market awareness.  Sure, that’s to be expected.  But then, he opened up and let the readers into his true motivation: the power of being yourself.

In the article, Kelleher said, “Culture defines personality.”  He believes in releasing control to his employees and that the best leaders serve.  As a result, his employees enjoy freedom, informality, and an interplay that motivates them to work in the best interest of the company.  He said, “If you take an ongoing, genuine interest in the well-being of your people, outside as well as inside the workplace, you eventually create trust.”  As a result, Southwest has created a culture of trust, camaraderie, and focus that has not been replicated. 

As a result of Southwest’s success, competitors have tried humor, delegation, and various methods of inspiration.  They quickly found out that authenticity and vision cannot be faked.  You can’t create a culture that you don’t believe in.  Kelleher believes in the people at Southwest.  He believes in a better flying experience for customers.  And, he believes that people shine when they are loved and treated with respect.  Unlike the CEO sharks circling prey and intimidating employees, Kelleher shows vulnerability when he says, “We are not afraid to talk to our people with emotion. We’re not afraid to tell them, ‘We love you.’ Because we do.”  Not many leaders speak like that.  As a result, not many leaders have employees like those at Southwest.

For a class assignment, I was asked to watch a You Tube video titled “A Day in the Life of the Culture Committee by Southwest Airlines.”  It was a four-minute window into the life and culture of Southwest.  Kelleher’s heart and insights were highlighted in this short snippet of film.  The following are my responses to the assignment: 

Is the Culture Committee at Southwest effective in establishing cultural norms?

            Brown (2011) said, “The values and behaviors of every organization are unique” (p. 10).  Kelleher has made it very clear that his organization values integrity, respect, hard work, and fun!  Too many organizations leave their values hanging on office walls.  At Southwest, they live them out every day.  By demonstrating their appreciation, the employee-to-employee enthusiasm inspires people toward unity and generosity.  The norms are contagious and effective.  They have spread through management, the employees, and as earnings per share show – the customers as well!

From what you can tell, what is the purpose of the Culture Committee at Southwest?

            The Culture Committee is more than a “feel-good” surprise at the end of the day.  They are genuinely pursuing the organization’s vision and mission.  Southwest’s new CEO, Gary Kelly said, “Our people are our single greatest strength and most enduring long term competitive advantage.”  The Culture Committee all wear the same shirts on “hokey” day highlighting three core components of the culture at Southwest: Warrior Spirit, Servant’s Heart, and a Fun-Loving Attitude.  These are not merely work place slogans; rather, they are foundational beliefs and purpose of the leadership and employees at Southwest. 

            The motivation behind the Culture Committee is to take an extra step toward employee appreciation.  Flights are not always easy.  Unruly passengers, tight quarters, and lots of time away from home can cause even the best employee to get tired.  Opening the cabin door and being told to “sit back, take it easy, get something to eat, and let the Culture Committee clean up your plane” is a profound way to show appreciation.  In short, it’s love in action.

What would you see as a viable mission for a culture committee in your place of work (or your last place of work if you are not currently working)?

Most of my day is spent staring at emails and solving problems.  I rarely take lunch and without windows in my office, I often don’t know what the weather is like outside.  Personally, I would be extremely happy if the Culture Committee showed up at my office around lunchtime and told me, “Come with us outside for a nice lunch!”  Showing up on a busy day with lunch and going outside to enjoy the day would be a great break from the computer and constant phone calls. 

Fortunately, my supervisor keeps his finger on the pulse of his employees.  He schedules regular meetings to ensure communication is open.  He promotes monthly team lunches at a restaurant in the local area.  And, he often calls just to ask how we’re doing.  Furthermore, he remembers and rewards people with special recognition awards to let them know they are appreciated.

What can you take away from this exercise to immediately use in your career?

From Herb Kelleher to Gary Kelly and to my supervisor, there is an important take-away from this assignment: Employees want to know they are appreciated.  Acknowledging someone’s hard work with a pat on the back, a hokey-day, or a team lunch are all ways in which CEOs and supervisors say, “Thank you for a job well done.”  One more thing: We spend most of our lives at work. We might as well have fun!

Steve

References

Brown, D.R. (2011). An experiential approach to organizational development. Upper Saddle River, NJ: Prentice Hall.

Heifetz, R.A., & Linsky, M. (2002). Leadership on the line. Boston, MA: Harvard Business School Publishing.

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CEO Ethics and Behaviors

The United States Air Force controls the skies.  Whether flying over the Middle East or in its own backyard, the aircraft deployed by the U.S. is unmatched in air superiority and maneuverability.  One of the key defense contractors responsible for their success is Lockheed Martin.  Holding the title as the largest defense contractor in the world, Lockheed has designed, built, and fielded a number of weapon systems used by nations all over the globe. 

I spent 20 years on active duty with the United States Air Force (USAF) and am now embedded with them as a Lockheed Martin (LM) employee supporting the F-22 Raptor.  As an Airman, I learned the importance of core values, ethical principles, and teamwork.  One of the great rewards of working for Lockheed Martin are the values I prided myself in while on active duty are now the same values espoused by Lockheed Martin.

In the USAF, we were taught, Integrity First, Service Before Self, and Excellence In All We Do.  As a Lockheed employee, my new (similar) values are Do What’s Right, Respect Others, and Perform With Excellence.  Whether my business attire was USAF blue or LM gray, ethics and excellence undergird everything we did.  However, even a strong ethical culture cannot eliminate all indiscretions.  Therefore, there must be a system that both rewards positive ethical behavior and punishes individuals who violate the company’s ethical code of conduct.

The current CEO of Lockheed Martin, Marillyn Hewson said, “Lockheed Martin has always been a company driven by its values.  While we are known for breakthrough innovations and exceptional performance, we are defined by our commitment to ethics and integrity” (Lockheed Martin, 2013).  In Lockheed’s code of ethics, Hewson said, “Being honest and ethical in all our dealings builds trust and secures our future.  Acting with integrity is the responsibility of each Lockheed Martin employee, and it goes beyond simply complying with laws, rules, and regulations that govern our business.  It requires embracing our values in every decision we make and every action we take” (Lockheed Martin, 2013).

Employees have quit, retired, and been fired from Lockheed since their inception and short of an office party, a luncheon, or some cubicle gossip, much else isn’t said.  However, when an executive leader, the next CEO is asked to resign, it gets plenty of attention.  Christopher Kubasik, Lockheed’s chief operating officer was slated to become CEO on January 1, 2013.  However, he was asked to resign after the company discovered he was having an inappropriate relationship with a subordinate.  In short, Kubasik, who is married, was caught having an affair with a junior employee (Ratnam, 2012).

The Lockheed code of ethics states, “All employees are responsible for adherence to the standards of conduct set forth in this code.”  More specifically, the code has a section labeled: Avoid Personal and Organizational Conflicts of Interest.  Under the heading, it states, “You must avoid situations in which your personal interests might conflict with, or appear to conflict with the interest of Lockheed Martin.”  And for Kubasik, the real kicker was the following requirement: Examples of How a Personal Conflict of Interest Could Occur: Having a close, personal relationship with a subordinate employee (Lockheed Martin, 2013).  Kubasik was quoted as saying, “I regret that my conduct in this matter did not meet the standards to which I have always held myself” (Ratnam, 2012).

In Chuck Gallagher’s Unethical Continuum, Kubasik slid right past what’s good for the customer and the company, and camped out in the areas of policy violation and unethical behavior.  So far as we know, there was nothing illegal about Kubasik’s actions, but it most certainly proved unethical (Gallagher, 2013). 

While Kubasik provides a virtual buffet of water cooler gossip and unethical organizational behavior, his replacement, Marillyn Hewson shows great ethical vision.  One of the first initiatives of Hewson was renewing Lockheed’s commitment to sustainable business practices. 

In her message title, “Tomorrow Matters: Building a Sustainable Future,” she said, “Sustainability encompasses many activities that promote responsible growth, protects our environment, and strengthens our workforce and our communities.  It means that we will continue to act with integrity in everything we do, and we will take action to: ensure the safety and health of our employees, develop a diverse and inclusive workforce, increase the environmental and social benefits of our products, and make our operations greener, volunteer in our communities, and support science and technology education” (Hewson, 2013).

Hewson stresses ethics and integrity.  She leaves no stone unturned.  She discusses the environment, the people, the community, and the products.   One of the ways Hewson demonstrates Weinstein’s framework of ethics is her motivation for community involvement and volunteerism.  She recognizes, as Weinstein stated, “When you make people feel better, it makes you feel better” (Weinstein, 2012).

As an employee of Lockheed Martin, my hat is off to Ms. Hewson.  Her ability to step in and take the reigns of a company this size after the unethical fall of her predecessor shows great courage, deep leadership, and a vision for people and the product that isn’t easily attained.

Steve

References:

Gallagher, C. (2013). Business Ethics Keynote Speaker: Chuck Gallagher Shares Straight Talk

about Ethics. Retrieved from http://www.youtube.com/watch?v=gUJ00vNGCPE

Hewson, M. (2013). CEO & President Marillyn Hewson Addresses 1Q Results. Retrieved from

            http://www.lockheedmartin.com/us/employees/enr/0426-hewson.html

Lockheed Martin Corporation. (2013). Code of Ethics. Retrieved from

            http://www.lockheedmartin.com/us/who-we-are/ethics/code-of-ethics.html

Ratnam, G. Lockheed’s Incoming CEO Kubasik Quits After Relationship. Bloomberg

Businessweek. Retrieved from

http://businessweek.com/printer/articles/361862?type=bloomberg

Weinstein, B. (2012). Keynote Speech Excerpts from The Ethics Guy. Retrieved from

            http://www.youtube.com/watch?v=eLxbHBpilJQ