Category: LRNT 525

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Unit 3, Activity 2: Leading Projects

A recent project that comes to mind in the organization that encompasses a large portion of my time is transitioning from using a variety of software programs to get all the daily office tasks completed, including quoting, developing work orders, time card tracking, payroll, accounting reports, inventory management, project management, making documents private, and using one program to do all these tasks.

The problem that needed to be solved was finding a software program to do all or a majority of what took multiple excels and multiple software programs to complete. The overall goals communicated were to find a software program that replaced multiple programs, spreadsheets, and processes. The team involved included the estimating, accounts receivable, accounts payable, payroll, inventory, shipping and receiving, accountants, and shop personal. All individuals who lead or were responsible for the department needed to be involved in the process of evaluation, which required a tremendous amount of time and resources and stretched our team to the maximum. Additionally, we had hired an Engineer to lead the project; however, with limited options, the individual who was hired had little experience in Project Management, later this proved to be a serious roadblock. Our location also did not help with acquiring the skilled and experienced staff we needed to move to the next level.

Some of the changes in planning that could have helped with the barriers and challenges would have been to interview and research companies who have previously taken similar steps of change. Additionally, what may have helped is for key staff to have taken the time to participate in the training instead of having one individual..

The barriers came down to experience of the project lead, time, and having a member of the team not on board, who made it difficult as a team to progress forward. I would suggest overcoming the barriers by paying more of a wage for a project lead with the experience, drive, and education. Additionally, it may have been the best to replace a Manager who made it difficult for the rest of the team to move forward, continuously having to work through roadblocks caused by one individual who was not a team player.

Methods, upon reflection, that I can see myself using would be thinking of project management as a temporary endeavor with a definite beginning and end as described by Knolskape (2013) and establish that from the start. This would assist with also giving the details to the entire team, so all could see the start and the end and know that as a team, we are all responsible to get to the end together.

References:

Knolskape (2013). Introduction to Project Management. [YouTube Video]. https://www.youtube.com/watch?v=BOU1YP5NZVA

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Assignment 1: Leadership

Assignment 1: Leadership (Individual)

Myrna Pokiak

LRNT 525

MALAT: Royal Roads University

Submitted to: Michelle Harrison

February 20, 2022

 

 

Figure 1: Change in Leadership

Note: M.Pokiak design symbolic of the path to leadership change.

From personal experience in business, in addition to a personal discussion with an owner of a business (2022, personal interview), organizational readiness (Weiner, B., 2009) is a hot topic in leadership. Physiologically preparing to do what it takes to progress forward and lead a team in the direction of where the entire world is shifting is occurring globally. It is not an isolated event in an organization, but requiring a committed team who want to and are willing to implement organizational change using technology. From my perspective as explained below, successful change takes a path of recognition, research, reorganization, implementation, and motivation.

First of all, successful change begins with recognizing the need for change. Internal reflection for the benefit of a team, as Al-Haddad and Kotnour referenced “understanding where your reorganization sits today and what processes it needs to improve, change or transform is the first step toward introducing business process change discipline” (2015, para 27). This same concept was reaffirmed in the personal interview with E.P. (2022) in my organization. Without recognizing the need for change, repeat patterns continue, and often have negative results, limiting growth and advancement. Successful change requires a leader to recognize the need for the benefit of the team.

Research is the next step and one that leaders must do efficiently while listening to the team. Understanding hurdles faced, funding, technology, training, and supports requested, are all important to understand the dynamics of technology advancement and the purpose. This includes evaluating strengths within the team and weaknesses. A topic that came up in my personal interview, is knowing what generation individuals belongs to; centennials and millennials or baby boomers?  (2022, The Center for Generational Kinetics). Though Centennials require more direction, they do provide value in the technology world. Research provides the data necessary to understand how to take the next step forward with the team available.

The next step forward can be tagged as reorganization. With the change in education technology, in line with what Al-Haddad & Kotnour describe as lean thinking, “originated with driving out waste so that all work adds value and serves customer’s needs” (2015). Having gone through this process, I understand lean to take a business from its current state to its future state and through the process focus on process and procedures to improve efficiencies and eliminate inefficiencies. Throughout this process it also offers opportunity to assess strengths and weaknesses of a team, offering opportunity for advancement while reorganizing the organization. Including the younger generation can work as a benefit. Acknowledging their value, offers insight into a generation most Managers have difficulty relating to but can benefit from when involving them in the reorganization of the organization.

The fourth and the most important step in leadership change, in my perspective, is Implementation. As Biech affirms, “no role is more important than that of guiding implementation to ensure that it keeps moving forward” (2007, Chapter 8). While consulting with my colleague, one of the challenges mentioned was the implementation phase and being confident to take this next step. Leaders’ responsibilities are substantial and beyond implementation comes a stage that I often struggle with, as do my colleagues.

A step that even leaders need is Motivation. Biech described the efforts that offer value and reaffirmed the importance to encourage involvement, build momentum and motivate everyone.” (2007, Chapter 8). Motivation offers opportunity for new ideas, increase in production, and happier minds, essentially healthier minds for leaders and those being led. This step, when achieved, is one that completes the successful change within an organization. As a leader, this stage is also a reminder that even a leader needs a leader to guide and offer motivation. This is where the star becomes symbolic.

I chose the symbol of the North star for many personal reasons, but the one most important is the symbol that the star is a guide. This reminds me that even a leader needs something or someone to look up to and like the North Star, a leader guides the way, even in the darkest days of change.

References:

Al-Haddad, S., & Kotnour, T. (2015). Integrating the organizational change literature: a model for successful change. Journal of Organizational Change Management, 28 (2), 234-262. https://www-emerald-com.ezproxy.royalroads.ca/insight/content/doi/10.1108/JOCM-11-2013-0215/full/html

Biech, Elaine. (2007). Thriving through change: A leader’s practical guide to change mastery. https://royalroads.skillport.com/skillportfe/assetSummaryPage.action?assetid=RW$1544:_ss_book:22651#summary/BOOKS/RW$1544:_ss_book:22651

P, E. (2022). Personal Interview with Colleague.

The Center for Generational Kinetics. (2022). Generational Breakdown: info about all of the generations. https://genhq.com/faq-info-about-generations/

Weiner, B.J (2009). A theory of organizational readiness for change. Implementation Science, 4(67). https://implementationscience.biomedcentral.com/articles/10.1186/1748-5908-4-67

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Unit 1 Activity 3 – Blog Post – Leadership Reflections

As I reflected on the readings, my thoughts changed direction. I recognize leadership is less about age, gender, geography, or commitment, but more about the unspoken characteristics that draws a person in. Leaders I respect have attributes that builds connections, are community driven, uses storytelling, recognizes their responsibility, and offers humility. Those attributes are supported below from personal experiences and the readings.

First, connecting, as referenced by Wright et als. (2010), is a valuable attribute. It creates a community or a team among people (pg 2, para 5), for digital and in-person learning. In my experience, I am most engaged, when I can connect, and feel it is the same for others as connection makes people feel valued.

Second, a leader who is community driven, leads for the greater good of people versus individual wants (Wright et al, 2010). This stands out to me, as I have witnessed and experienced both those who lead for a community versus those who lead for oneself. My uncle Boogie (Randal) Pokiak, a born leader, was never concerned with a title, or about what he wore or what he had. He was more concerned with what others had, which included knowledge. He shared his knowledge with his community and was valued for what he knew. He was a man of words and wisdom and though he never sought leadership, he naturally connected people from past, present, and future. His knowledge continues to be passed on through digital technology and his wisdom continues to empower communities. Uncle Boogie’s voice, character, humour, humility, and stories will continue to be heard, with the power of digital technology.

The third attribute of a leader, in my mind, is one who is a storyteller, particularly of traditional knowledge. This attribute is a natural gift. Story’s can bring lessons to life and provide teachable moments, while engaging an audience. Stories can be told in person, over the phone, in books, and adapted to be shared through digital technology. My most memorable lectures are those that offer meaning, connection, and reflection on our own lives, experiences, hopes, and dreams. With digital technology, storytelling comes to life with digital art, tools leaders can draw upon to connect with their audience.

The fourth attribute is a leader who understands their responsibility. Responsibility, through generations, is instilling the gifts given, passing on traditional knowledge to the next generation. Reflecting on traditional knowledge I have been provided, I feel a deep responsibility as a bridge from the past to the future. This same value was highlighted in the results of the study by Julien et als. (pg. 7, para 10) who shared, one who sits in the middle of a circle, has a responsibility to past and future generations. A leader’s responsibility is heavy and entrusted by our ancestors. Digital technology is transforming leadership, as Castelli (2016, para 4) highlighted, known as transformational leadership. Digital technology can be used to support one’s responsibilities, engaging future generations and honouring past generations.

A final attribute, one that I have recently come to appreciate, is humility. Humility is a value that I have personally come to appreciate when faced leadership downfalls or accepting mistakes so meaningful change can occur, as Castelli (2016) explained. Humility can be humbling, offering reflection and self-awareness. Ukleja (2016) is quoted, “Contrary to popular belief, humility is not ‘thinking less of yourself’ – it’s ‘thinking of yourself less’” (para 2.) and this to me is a powerful reminder of what great leaders do. I first heard a leader, Paul Andrew (2021), an elder, talk about humility on reflection of his vision for the young generation before him and that left me with a powerful message. This attribute I saw in him made me realize accepting humility, which is embracing successes and failures as Ukleja describes, ultimately offers lessons and opportunity for future generations to succeed. Digital learning does not eliminate humility, instead it offers another path for a leader to do great things humbly and with humility for the benefit of future generations.

Overall, I believe digital learning supports change from traditional schooling to digital learning. Building connections, being community driven, storytelling, being responsible and accepting humility are attributes of leaders, in person or in digital learning environments. Digital resources can reach a greater audience and age, gender, and geographic region are no longer limits. As Sheninger (2014) highlights, transforming leadership into the digital age, with goals to engage and achieve, offers opportunities for learning to advance, bringing together people around the world.

References:

Andrew, Paul. (2021). Strong People Strong Communities. [Event Speech].

Castelli, P. A., (2016). Reflective leadership review: a framework for improving organisational performance. The Journal of Management Development. 35(2), 217-236. https://www.proquest.com/docview/1767544220?accountid=8056&parentSessionId=qp2mnPynHshjnIIWuxX6O1lommJ9LMbDvLOYv2OmhRk%3D

Julian, M. Wright, B., and Zinni, D.M. (2010). Stories from the circle: Leadership lessons learned from aboriginal leaders. The Leadership Quarterly, 21(1), 114-126. https://doi.org/10.1016/J.LEAQUA.2009.10.009  [retrieve from RRU library]

Pokiak, R. (Lifetime of Inuvialuit Traditional Knowledge).

Sheninger, E. (2014). Pillars of digital leadership. International Centre for Leadership in Education. http://leadered.com/pillars-of-digital-leadership/

Ukleja, M. (2016). 6 Attributes of healthy humility. [Success Blog Post]. November 25, 2016. https://www.success.com/6-attributes-of-healthy-humility/