I need at least 150-word comment on my classmate’s discussion

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I need at least 150-word comment on my classmate’s discussion

Rafael 

Areas of Relative Strength and Weakness

Going into the survey, I had an honest opinion that I would do well in this survey because I really value myself as someone who is a very hard worker, great listener, great motivator, and persuasive leader who can drive the boss into the key necessary decision which need to be made for the overall success of my organization. Looking over the 30 questions of the survey, I went through each of them one by one and really gave thought on how to answer them all based on feedback and assessments which I have received in the past from my superiors, supervisors, peers, and subordinates as well.

At the conclusion of the survey, the following results were as follows (My survey score is listed first, followed by the maximum score which could have been achieved in parenthesis): Gaining Information – 94 (108); Expertise – 12 (12); Personal Attractions – 10 (12); Effort – 12 (12); Legitimacy – 11 (12); Centrality – 12 (12); Criticality – 9 (12); Visibility – 6 (12); Flexibility – 10 (12); Relevance – 12 (12); Using Influence – 26 (30); Resisting Influence – 16 (18); Increasing Authority – 23 (24).

When looking at the survey results, I am very strong in many categories, such as expertise, effort, centrality, relevance, legitimacy, and increasing authority. Again, I attribute this due to my high work ethic and my ability to be a subject matter expert in my field and trade within the organization. I value my effort and expertise as it is my foundational basis for who I am as a leader and mentor within my organization. However, when looking at the survey results, I also am weak in two critical areas: criticality and visibility. This could be of great concern to me because, in order to be a great and effective leader, one has to make themselves visible and accountable in all matters of their work, and one cannot also be very critical of others in a way of constantly finding fault or judgement in others on a constant basis. This type of behavior ultimately makes it seem as though I constantly look to deflect blame onto others for even my own potential shortcomings.

Areas for Improvement

As just mentioned, two vital areas which I have been able to identify that require work to improve are criticality and visibility. Looking over the survey results, I was able to determine where the root of the problem was in terms of why I scored so poorly on visibility, and not so well on criticality. When it came to visibility I was able to see that this positional characteristic was directly related to questions 7 and 16 on the survey. Question 7 asked “I consistently send personal notes to others when they accomplish something significant or when I pass along important information to them.”, and question 16 asked “I constantly strive to find opportunities to make reports about my work, especially to senior people.” With question 7, I strongly disagreed on my answer as I do not send personal notes or pass along important information to them, and with question 16 I mostly agreed in terms of striving to find opportunities to make reports about my work.

With question 16, the reason that I mostly agreed is because I have to write various reports on my work and annotate it all in the forms of varying memos and presentations. However, my major fallback in this is my failure to acknowledge great work or accomplishments when it is merited by my fellow peers and subordinates, and also failing to pass along important information to my coworkers when needed. For me, praise will not come in the form of personal notes, but more with written statements of record where I can explain in detail the good work that is being done by the warranting employee, and therefore it can be used as a document of record for future evaluations. Likewise, I can ensure that I do a better job at providing necessary and vital information to my peers and subordinates so that we can strive to better the organization as a whole, instead of trying to compartmentalize it all to myself.

In terms of criticality, I was able to see that this positional characteristic dealt with questions 6 and 15 of the survey. Question 6 asked “I find something in which I can specialize that helps meet others' needs.”, while question 15 asked “I constantly strive to maintain some part of my work that is unique to me; others don't duplicate it.”  I mostly agreed with question 6 when I answered it, and with question 15, I just agreed to it. While I do look to find some sort of specialization in terms of cross-training with other peers and departments so as to better our results for the organization, I do struggle to maintain anything unique to me in nature at work. This is mainly because my line of work involves delving into other peoples’ line of work and expertise, so that in turn I am able to facilitate my expertise within my department. In other words, my sectional area relies heavily on the matters of others; therefore, I can’t really define anything as unique within my own structure or framework. Ultimately, this may lead to a low score on criticality as my perceived judgement on others in terms of failings is due to the fact that my section is so reliant on other areas in terms of assistance. One way I can improve on this is to really emphasize with each section and department that I collaborate with and show them exactly what uniqueness I can bring to the table, and also just how I can truly make their respective areas stronger in-turn. This way, by strengthening my collaborating efforts, I can provide a holistic approach on each of our collaborating efforts, and thus minimizing the chances of being critical of others in the long term.

I believe that this course can really provide me with the insight on how to be persuasive within my line of work in order to achieve my goals for the greater good of my organization. In addition, I believe that this course can also provide me with the necessary skillset to identify and explain the main sources of organizational power and the main influence strategies used by leaders. Looking ahead to some of the materials in the course, I believe that articles like “Using power and influence tactics for better results” by MAJ David A. Anderson, “Positively using your power” by Sharlyn Lauby, “Power and politics” by Luthans et al. in Organizational Behavior: an evidence-based approach, and the readings within module 4 of persuasion can honestly provide me with eye-opening material and insight on just how I can truly understand and analyze the power of influence and persuasion within the work environment on a daily basis, and also provided me the necessary tools and insight to be able to do this as a leader within my own organization as well.

    • 6 years ago
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