Alexis Lake Management Philosophy

Graduate Seminar Management Philosophy Alexis Lake March 22, 2018

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My management philosophy is a “cohesive way of thinking” (Walker, 2015) about my leadership, mindset, and management practices. It is not just actions or personal style, but the “why” behind my behavior and the “underlying code of conduct [that] guides” (Walker, 2015) my decision making process. From professional experiences and the lessons I have learned in this master’s program, my management philosophy is based on the principles of servant leadership, goal setting, transparency, feedback, and emotional intelligence. These practices create a foundation for trust, consistency, and communication. This foundation allows teams and managers to better understand each other, to question and push for the best solution while relying on each other’s strengths to get the job done. Those behaviors and practices are each part of my management philosophy and will establish me as an effective team member, manager, and leader within any organization.

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Before defining all the elements of my management philosophy it is important to first understand the concepts of a leader versus a manager. In the simplest terms, “the manager administers and the leader innovates; the manager maintains and the leader develops; the manager is a copy and the leader is an original; the manager asks how and when, while the leader asks what and why” (Murray, n.d.). In personalizing and applying these concepts to my management philosophy, it is important to establish that there will be scenarios when I need to be a leader and a manager. Sometimes I will need to manage a task or project to completion, while other times I could be called upon to innovate change or inspire a greater group. These situations require different approaches and styles, and my management philosophy encompasses multiple strategies from servant leadership, goal setting, transparency, feedback, recognition, and emotional intelligence. Additionally, my own beliefs in trust, consistency, and honesty produce principles for my philosophy, which begins with servant leadership.

This leadership style and management practice, defined by Robert Greenleaf and explored in our Leadership class, “has strong altruistic ethical overtones in how it emphasizes that leaders should be attentive to the concerns of their followers and should take care of them and nurture them,” (Northouse, 2016, p. 343). Greenleaf outlines that effective servant leaders emphasize “listening, empathy, and unconditional acceptance of others” (Northouse, 2016, p.

343). This practice comes through asking questions, effective listening skills, and wholeheartedly valuing the needs and contributions of others. While these behaviors are fundamental in creating a strong manager, it starts with embracing a mindset that your employees do not work for you (Walker, 2015). This may sound radical, but it is actually very simple. Your employees work for the organization and for themselves, or their own livelihood.

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This type of management practice was demonstrated to me very early in my professional development during an internship at Lockheed Martin in Syracuse, New York. During one of my first weeks on the job, I met with my second level supervisor, Troy Scully. He is someone I still consider a mentor today because he asked me what he and the team needed to do to ensure my success. This was not my success working for the man himself, Troy Scully, but what experiences the organization could give me to benefit my overall career. While his questions were textbook examples for servant leadership, they also helped me to actually define my own goals and interests. Once I established and shared those goals, he would listen and often interpret or repeat back what I said. This only solidified for me that I was heard, understood, and supported. This experience with Troy underscores the importance of servant leadership, but also that a manager should create a relationship between the employee and the company through instituting meaningful goals.

But what are meaningful goals? What gives them significance or priority? These are goals connecting the employee and the company in a united purpose or mission. For example, imagine a rowing team. Each rower may have a different position on the boat, a different level of speed or strength, but they are all pulling the boat in the same direction (Tyson, 2016). Goals should be tailored the same way. Part of my management philosophy is to ensure my team understands how and why their position, and their projects, their daily tasks deliver on the organization’s overall mission or goals. This speaks to a topic discussed in our Organizational Behavior course called the “Golden Circle.” Author, motivational speaker, and executive leadership consultant, Simon Sinek coined the phrase “Golden Circle” and it speaks to “the why, the how, and the what” of the organization (Sinek, 2014). The why is the center of the circle and it is the purpose of the organization, or why it exists. The next layer is how the organization

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succeeds or is different from its competitors. This could be a special manufacturing method, innovation process, or skilled employees. The last layer of the circle is what the actual products or services are that the company offers. In my experience, companies often start with the products and how they are made, but rarely get to the why or the purpose. In being an effective manager means defining and applying the “Golden Circle” concept for my employees, but also advocating for it to be a strategic part of how the company defines and markets itself. Employees should feel connected to and inspired by the purpose of the organization.

This need to connect employees to the purpose also supports my management philosophy because I have a responsibility to ensure my team understands the company, their role, and how to accomplish their goals. In order for goals to be effective they must be “specific, measurable, achievable, relevant, and time-bound,” (Wayne State University, 2017), or S.M.A.R.T. Establishing goals within this framework allows for clarity and a strong connection back to the overall organization and its purpose. For example, in one of my previous roles at Corning Incorporated, the company had a purpose of bringing life changing innovations. This translated to me because I was helping to commercialize and launch one of these innovations within a certain timeframe and budget. My specific project was focused on developing the top five messages for how the company would describe and advertise the product. This was a very specific task, but the goal was clear and it was connected back to a greater purpose. In addition to creating a sense of clarity, these goals also generated a sincere pride and self worth that my efforts were important and closely tied to the success of the company. These are powerful, real feelings that form loyalty between an employee and organization.

While establishing goals is important, equally important is how regularly they are communicated, tracked, and even celebrated. This sounds easy, but as one leader stated in a Fast

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Company article, “once your purpose is more defined, your job as a leader is to relentlessly ground your team in it. After all, it’s easy to forget your purpose in the fog of war,” (Rosenstein, 2015). That daily grind and onslaught of tasks can and often does cloud the goals. This is something I have felt and struggled with in my professional experiences as well. When your strategy is unclear it is hard to see how one more social media post, one more postcard, or one more advertising campaign is really going to make a difference. It becomes disparaging and cyclical for myself as well as many others. In fact, researchers have found that “one in four employees have, or know someone who has, left a business due to a lack of transparency on business direction and performance,” (Whittick, 2016). This means that frequent and ongoing communication translates into better retention and employee satisfaction. It does not mean having one yearly performance meeting or posting the goals on the wall to collect dust. In order to be effective, managers must be actively measuring, sharing, and evolving the goals of the company. And employees are ready to listen and respond. A recent study found that, “over 80% of employees want [their] bosses to share more [information] and data about the business,” (Whittick, 2016). As part of my management philosophy, I aim to be transparent with my team members and employees, especially on communicating and tracking goals. This establishes an open, honest dialogue on the overall status of the company, but also an individual’s performance.

By having that established communication channel, it makes it easier to deliver feedback.

Open and frequent discussions between a manager and an employee should include performance feedback. These types of conversations should not be left to an end of year process, but an ongoing, continuous feedback loop. This also ensures that issues are addressed as they happen and improvements can be made immediately. Nothing should come as a shock to the employee, or the manager. While providing reviews and suggestions for improvement can be

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challenging, it “is not criticism, it is a supportive act intended to deal with under-performance in a constructive way and to develop performance to a higher level,” (Dignen, 2017). Some of the best and worst feedback I have received was that I easily intimidate people. This was a genuine piece of advice for me to be more aware and sensitive to the contributions of others. However, when I asked my manager what I could do to improve or curb this behavior she did not have any guidance aside from increased self-awareness. This was not something that I was aware of and did not know what to look out for, so I asked for examples when I might have behaved this way or unintentionally dominated a project. Again, she could not provide any tangible details or instances. I left the performance review with less confidence and self-assurance than I had going into it. This was a painful learning moment, but more importantly I discovered how not to deliver feedback. My poor behavior should have been addressed or brought to my attention when it happened in order to promote true change. Also, in giving feedback there must clear examples and tangible, actionable steps to improvement. There needs to be a focus on the positives and how to improve, versus enforcing the negative or wrong behavior. For example, the language and conversation should not be focused on what an employee did not do, but rather if they had done something it would have changed the result (Dignen, 2017). Also, feedback should not always be focused on what an employee did wrong, but celebrating what they did right. As part of my management philosophy, I promise to recognize and reward my team members. This could be giving incremental raises when possible, but even small gestures like buying someone a coffee, acknowledging their contributions to a larger group, or sending them a handwritten thank you note. I have always believed in feedback as another “word for praise and…about taking the opportunity to express appreciation of a job well done, in the hope of inspiring an individual to do…even better,” (Dignen, 2017).

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Another area of feedback and recognition is celebration, or marking the end of a project.

During both the Research Evaluation and Planning and Project Management courses we discussed how projects or goals needed to have a specific end. This ensures that the task or project is completed and then evaluated. If all the results point to a positive outcome, then success should be celebrated. As one CEO shared during an interview with the Inc. publication, “As you celebrate your wins, others look for ways to participate in what you have successfully built. The right partnerships are formed via a value-for-value exchange. This means that to attract you to allow others in, there is a high probability they will be coming to the table with ways to expand upon what you've already achieved,� (Carmody, 2015).

Recognizing and evaluating success allows for the company and team to improve and expand.

Additionally, on a personal side, it creates a level of satisfaction and relief that a project is completed and you can celebrate with your team. As one of my managers once described to me after a major trade show, recognition events help bookend achievements and bring the team back together one last time. Recognition also plays an important role in motivating employees. An effective manager must ask questions and listen to what drives individual team members toward being successful. Some might be focused on monetary raises or bonuses, while others might want praise in front of team members, or more vacation or flexible time away from the office to recharge. Knowing how to best reward and recognize your employees will ensure a strong connection between their individual goals and a job well done. As part of my management philosophy, I pledge to always review projects and conduct meta-evaluations as much as possible, while also celebrating successes. These recognitions may be big or small, but no matter the budget, they should be tailored to what truly motivates the team members.

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Part of motivating and understanding teams comes through a manager with emotional intelligence, or “the ability to perceive and express emotions, to use emotions to facilitate thinking, to understand and reason with emotions, and to effectively manage emotions within oneself and in relationships with others,” (Northouse, 2016, p. 28). Emotional intelligence has less to do with a manager’s knowledge or IQ, and more to do with their social and personal competencies. An emotionally intelligent manager will focus on how they interact with others, how their emotions and others’ emotions are involved in the decision making process, and how emotions help with motivating and leading teams. Also, managing emotions can produce an effective, less chaotic environment for an organization or company. Leadership expert, Daniel Goleman outlined five skill sets of people who are emotionally intelligent: self-awareness, managing emotions, motivation, empathy, and social skills (Goleman, 2013). While these skill sets are important, they take time to acquire and learn. Emotional intelligence is gained through experience, maturity, and a desire to want to be empathic. As a young professional, I may not have as many years of experience, but based on my strengths and skills I believe I am developing a strong level of emotional intelligence.

When I completed the Meyers-Briggs assessment during our Organizational Behavior course, the results came back as extrovert, sensing, intuitive, and judging, or an ESTJ. This ties into my level of emotional intelligence. While some ESTJ’s “may even consider emotions as irrelevant or unimportant,” (Green, 2015) focusing just on black and white facts, I believe in a combination of facts and feelings. Being a communications and marketing professional, I often socialize with a variety of people and personalities, while also being able to sense and empathize with the feelings of my target audiences. Additionally, part of emotional intelligence is being aware of your own feelings and when it is appropriate to express them. While this is something

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that comes best with experience, in my short professional career I have made significant strides in keeping my emotions in check at work and at school. However, being an ESTJ has very positive implications for being a manager because one of my greatest strengths is “organizing projects and people to get things done, [with a] focus on getting results in the most efficient way possible,” (16 Personalities, 2017). As an ESTJ, I can often be found “taking pride in bringing people together, [because] ESTJs frequently take on roles as community organizers, working hard to bring everyone together in celebration of cherished local events, or in defense of the traditional values that hold families and communities together,” (16 Personalities, 2017). In identifying this personality type and applying it to my management philosophy, I must always exploit this passion for bringing people together toward a common goal. This behavior directly corresponds to the first line in my StandOut Assessment, also completed during the Organizational Behavior course, which stated that I am a Creator, or “a catalyst for positive, well-organized change,” (StandOut Assessment Results, 2017, p. 2). According to StandOut, a Creator “makes sense of the world, pulling it apart, seeing a better configuration, and creating it,” (StandOut Assessment Results, 2017, p. 3). Being a Creator means I always analyze things and ask questions, which leads to my beliefs on how the relationship between managers and employees should be based on The Four Agreements.

The Four Agreements are principles originally coined and developed by don Miguel Ruiz. While the agreements have a religious-based origin, they are clear for guiding how managers and employees should behave and interact with one another. These principles may seem simple, but when faced with the challenges of the work place and life, they can be taxing and difficult to follow. However, on a personal level, I found consistency and pride in my actions after adopting and committing to these four agreements: be impeccable with your word, do not

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take anything personally, do not make assumptions, and always do your best (van Warmerdam, n.d.). This means that a manager should always speak with honesty and integrity, avoiding gossip and rumors. Also, managers are always going to be criticized, but they do not need to be a constant state of upset. This is why it is so important to not take things personally, because “when [managers] are immune to the opinions and actions of others, [they] won’t be the victim of needless suffering.” (van Warmerdam, n.d.). Also, by asking questions, and never making assumptions, truly effective managers will “communicate with others clearly...to avoid misunderstandings, sadness, and [turmoil],” (van Warmerdam, n.d.). Lastly, by always doing the best you can, managers can set expectations, but also evolve and demonstrate what success looks like moment-by-moment, and day-by-day. The truth is that sometimes life happens and what is our best on one day is not on another. Managers must accept this principle for themselves, but also for their team members. People cannot always be at full efficiency, full capacity, or full throttle. Rest, respect, and trust are essential and lead into my final management mantra: is it kind, it is true, is it necessary. This was an expression shared in our Human Resource course as a way to encourage us to always conduct thorough research and remain committed to the facts.

However, this expression should apply to all interactions between managers and employees.

Feedback and exchanges should always be constructive, honest, and meaningful, never deceptive or hurtful. Again, this seems simple, but in the everyday tasks there are often opportunities to pass blame or start rumors. However, avoiding these negative behaviors fosters a solid rapport of trust and mutual respect between managers and employees within any organization.

My philosophy is a blend of management strategies and moral principles discovered through my education and professional experiences. This philosophy now becomes my code of conduct and personal mission. I promise to always be a servant leader, setting goals,

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communicating with transparency and honesty, delivering feedback, and maintaining a level of emotional intelligence. My management philosophy serves as a compass for how I will lead and guide my future teams. Following through on these practices engenders trust, consistency, and communication among employees. I will always aim to understand what motivates my team members, build upon their strengths, provide them with meaningful goals, and follow-up with frequent, constructive feedback. Aside from putting my team first, true to my personality type, I will always remain inquisitive, extroverted, and hungry for the best solution. I possess a deep passion to continuously do my best and bring together the most effective team toward a common goal. This mentality combined with my management philosophy will establish me as a trustworthy, reliable, and honest team member, manager, and leader within any organization.

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References: 16 Personalities. (2017). ESTJ Personality ("The Executive"). Retrieved September 26, 2017, from https://www.16personalities.com/estj-personality Carmody, B. (2015, August 12). 3 Reasons Celebrating Your Many Accomplishments Is Critical To Your Success. Retrieved March 19, 2018, from https://www.inc.com/bill-carmody/3reasons-celebrating-your-many-accomplishments-is-critical-to-your-success.html Dignen, B. (2017, February 20). Five reasons why feedback may be the most important skill.

Retrieved March 19, 2018, from http://www.cambridge.org/elt/blog/2014/03/17/fivereasons-feedback-may-important-skill/ Goleman, Daniel. (2013, September 5). Daniel Goleman Explains Emotional Intelligence [Interview]. Retrieved January 16, 2017, from https://www.youtube.com/watch?v=ZsdqBC1tHTA Green, R. (2015). The Emotional Intelligence Institute | Perth, Australia. Retrieved March 19, 2018, from http://www.theeiinstitute.com/ei-personality-types/7-emotional-intelligencefor-estj-managers.htm Jung Typology Test™. (n.d.). Retrieved September 3, 2017, from http://www.humanmetrics.com/cgi-win/jtypes2.asp Murray, A. (n.d.). What is the Difference Between Management and Leadership? Retrieved March 19, 2018, from http://guides.wsj.com/management/developing-a-leadershipstyle/what-is-the-difference-between-management-and-leadership/ Northouse, Peter G. (2016). Leadership: Theory and Practice (7th ed.). Los Angeles, California: Sage Publications.

Rosenstein, J. (2015, January 12). The Key Habit Of Highly Effective Teams. Retrieved March 19, 2018, from https://www.fastcompany.com/3040710/the-key-habit-of-highlyeffective-teams Sinek, S. (2014, March 03). Retrieved March 19, 2018, from https://www.youtube.com/watch?v=IPYeCltXpxw Standout Assessment Your Results. (2017). Retrieved September 11, 2017, from https://standout.tmbc.com/assessment/assessmentconsole/showResultsHero Turchin, B. (2011, September 14). The Self-Taught Manager. Retrieved March 19, 2018, from http://www.selftaughtmanager.com/2011/08/define-your-management-philosophy.html Tyson, L. (2016, May 5). Why Goal-Focused Teams are Essential for High-Growth Companies | Geckoboard. Retrieved March 19, 2018, from https://www.geckoboard.com/blog/whygoal-focused-teams-are-essential-for-high-growth-companies/#.WqsTglLMyb8

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van Warmerdam, G. (n.d.). The Four Agreements. Retrieved March 19, 2018, from http://www.toltecspirit.com/ Walker, C. A. (2015, September 15). New Managers Need a Philosophy About How They'll Lead. Retrieved January 29, 2018, from https://hbr.org/2015/09/new-managers-need-aphilosophy-about-how-theyll-lead Wayne State University. (2017). Wayne State University. Retrieved March 19, 2018, from https://hr.wayne.edu/leads/phase1/smart-objectives Whittick, S. (2016, September 24). 3 Signs you're a Mushroom Manager and How to Stop | Geckoboard. Retrieved March 19, 2018, from https://www.geckoboard.com/blog/3-signsyoure-a-mushroom-manager-and-how-to-stop/#.Wqsco1LMyb-