A511.6.3.RB_DiazBrian

Reflecting on this week's materials I find myself asking "What is my meaning?  What purpose am I serving my organization?  Is there a way for me to better position myself and prove I can be an essential asset to my organization?"  Recently I have been giving a lot of thought to the last question.  I feel that there are opportunities for me to take advantage of that might put me "on the radar" and help me to advance my career.  The real challenge will be whether or not I decide to take a "leap of faith" or play it safe and hope that opportunity will present itself to me over time based on merit.  I will  answer my first two initial questions a little later on.

Ulrich & Ulrich (2010) wrote that "Meaning is not a dropped coin we pick up by chance.  It is more like fine pottery we craft.  People have to create the meaning of their work and their lives, and that process requires skill and practice, not just luck.  Those who succeed at creating meaning - either on their own or with the help of their boss - tend to work harder, more creatively, and with more tenacity, giving the companies that employ them a leg up in the marketplace." Retrieved from http://blogs.hbr.org/2010/06/getting-beyond-engagement-to-c/

Leaders can help us find our "meaning" by articulating a meaningful vision for the future that appeals to our beliefs and values.  Yukl (2014) wrote "The appeal of a vision depends on its ideological content as well as on its relevance for the challenges facing an organization.  If the vision embodies shared values and ideals for most members of the organization, it is more likely to illicit their commitment." (p. 93).  I agree that if an organization has a vision it is imperative to present it in a manner that will garner support, excitement, and appeal.  Since change is a constant, in order for leaders to successfully navigate implementing change Yukl (2014) notes it is important to:

• Communicate a clear vision of the benefits to be gained from change.
• Identify the supporters/opponenets, and reasons for resistance.
• Build support for the change.
• Prepare people fro change by explaining how it will affect them.
• Provide opportunities for early success to build confidence.
• Monitor the progress of change and make adjustments as needed.
• Keep people informed of the progress of the change.
• Demonstrate optimism and continued commitment to the change. (pp. 85-88).  

This week my organization held our end of year meeting.  The new Dean of Online Learning shared with us his vision for our department.  He began the meeting by going over the previous year's goals and how we did as a whole.  Once we reviewed the information he presented us with this year's challenges and goals.  He has set the bar pretty high and our target goals are greater this year than last.  He was able however to convey the importance of the work that we do and how we impact the organization.  He really zeroed in on us building stronger relationships with our students.  We then had our breakout sessions by teams and my Director further explained the vision that leadership has for our department and how we are going to achieve our goals.  I feel that the leadership team was able to effectively identify with my team's shared values and beliefs.  I have commented in the past that we are a pretty cohesive unit and our shared values and beliefs are what I think makes us such a great team.  The leadership team was also able to link the vision to our core competencies and prior achievements effectively.  Yukl (2014) notes "One way to build follower optimism about the vision is to link it to their ability to collectively solve problems and overcome difficult obstacles." (p. 94).  Our Director noted that our progress would be more closely monitored through the year in order to offer encouragement and support.  At the end of the day I think I walked away from the meeting with a renewed sense of urgency, a clear objective of my expectations, and a genuine desire to not only meet but exceed my expectations.

I think I left that day with "meaning" to what I currently do and how I plan to do things moving forward.  Looking within myself I have always wanted to do something that helped others.  I am fortunate to be able to do that today by assisting graduate students in accomplishing their educational goals.  The last few days have been a whirlwind of brainstorming sessions on how to improve my processes, what I can do to be a better team member, and  formulating a strategic plan to accomplish my goals. I consider myself to be a "spoke on a wheel".  However, I would eventually like to consider myself a part of the "engine" that helps to drive my organization.  I want to be a leader.  Ulrich & Ulrich (2010) wrote"Leaders who help shape a vision that is engaging to others, who weave the stories that help people make sense of the past and imagine the future, who tap into the unique desires and values of individuals engage people's hearts as well as their heads and hands." Retrieved from http://blogs.hbr.org/2010/06/getting-beyond-engagement-to-c/ 

So earlier I asked myself "What is my meaning?  What purpose am I serving my organization?"  I think my "meaning" is to help others.  Since my end of year meeting, a fire has ignited inside of me to be the best I can possibly be.  I want to be a role model to my teammates and an example of hard work and dedication.  I want to dedicate myself to accomplishing the goals that have been set for me and that I have set for myself.  I am serving my organization as a representative who's purpose is my commitment to serving my students and making sure they are successful.  If my students are successful my organization is successful.  Having the opportunity to be a part of that process is my reward.

Ulrich, D & W. (2010). Getting Beyond Engagement to Creating Meaning at Work. Harvard Business Review, Retrieved from http://blogs.hbr.org/2010/06/getting-beyond-engagement-to-c/ 

Yukl, G. A. (2013). Leadership in organizations (8th ed.). Boston: Pearson.