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REFLECTION ON SEVEN HABITS PROFILE
I scored the higher in three sections: emotional bank account, think win-win, and seek first to understand. I work in the healthcare field as a nurse, so empathy, kindness and consideration of others is a major part of the job. When I am charge nurse, I try to go to work with a positive attitude even if I’ve had a bad day at home. If I had a bad day at home, I keep it at home. I don’t transfer my negative feelings to work because it will show in how I treat my patients and co-workers. As I leader, I treat other employees with respect and strive to build a encouraging relationship which is part of making deposits into emotional bank accounts. I do care about the success of others, I believe that building positive relationships with people whether personal or business is important. I also keep my commitments. When a patient or coworker asks for my help but I am unable to do it right now, I let them know I will complete that task but not at this moment. I will keep my promise and complete the task. Keeping my word and following up on my commitments is important to me. I scored well with seek first to understand, which correlates with emotional bank account. Active listening and acknowledging someone else is part of making emotional bank deposits. Seeking first to understand someone else helps me more empathetic and gain insight on their perspective. It is an important part of communicate effectively with others. As a leader, I trust in the abilities of those I am managing. I make it well known that I am available for guidance. Situations may occur that require a meeting for evaluation. Listening to each employee to gain their input and possibly a new perspective on how to make improvements. For instance, there is a nightly wrap-up group and some nurses struggle to complete this group. I was in charge one
night and seen that patient’s were gathered for this group but the nurse assigned to it was not there. I approached the nurse to remind her about wrap-up group, she instantly became defensive and started listing a number of tasks she needed to complete. I listened to her and let her know I understood she has a lot of things to multitask, then offered to do wrap-up group. Her defensive demeanour softened and she thanked me for my help. I want to understand the other person to gain another perspective and clarity to find an effective solution. Think win-win is my greatest strength. It is important to me to have a positive work environment with coworkers that are united with a common goal. I believe this type of cohesiveness builds good morale and encourages positive attitudes. I try to be a resource for my co-workers, if those I am working with are more prepared and knowledgeable it benefits everyone working with them. I enjoy showing coworkers how to do things because it builds their confidence and aids them in being self-sufficient. Switching computer programs caused a lot of people to struggle with navigating the new system. I took classes to be a super-user, which allowed me to help simplify and personalize my coworkers home screen so they could better utilize the program. Many times patients become escalated and agitated while working on a psychiatric unit. Providing assistance to the nurse that is caring for this patient is important in the de-escalating process. I delegate different tasks to staff and we join together to ensure a positive outcome for the unit as well as the patient. The sections I scored lower on is: be proactive, begin with the end in mind, and put first things first. I think lowest on being proactive because I need to improve on being assertive. I’m cooperative and strive for a positive non-confrontational work environment. I will address negative work behaviors but if it continues or if I am met with a abrasive and challenging personality I tend to back down. I know this is not proactive and does nothing towards improving
requires attending work classes so that I can be a resource to coworkers. This quality is developed through self- reflection, listening, continually being open to learning, and forming a connection from what we know and believe to what we say or do (Waite, 2011). When we switched computer systems at work, everyone had to take a class to learn the new system but some people continued to struggle with the transition. I took extra classes to be a superuser in the new program and enabled me to help others when they had any questions. I openly offered help and provided tips that might be helpful in making it easier to understand how to navigate the new program. Being a resource helps me gain new knowledge and be able to share that with someone to help them feel more proficient. My second strength is the ability to be empathic and strong interpersonal skills. I scored well in the 7 habits profile in the emotional band category. I try to show kindness and consideration to others. As a nurse, it is important to be empathetic to others needs. I make an effort to listen to the needs of others and anticipates a plan of action to address those needs. Serving culture is characterized as a work environment in which participants share the understanding that the behavioral norms and expectations are to prioritize the needs of others above their own and to provide help and support to others (LIDEN, WAYNE, CHENWEI, & MEUSER, 2014). It can become chaotic at work, dealing with patients, families, and doctors. It is a common expectation for nurses to have to juggle many different tasks while attending to their patients. Trying to be efficient in many different ways, it can be difficult to take the time to check in with your patient and listen to their needs as well as their families needs. When my patient or their family have questions or concerns, I strive to listen and help them in anyway possible. I attempt to do this with my coworkers too. If I see one of my coworkers is struggling or looking overwhelmed, I will ask what I can do to help them. In my experience, this has help
cultivate teamwork and positive work relationships. Those who I have given support and help, have reciprocated the support when I needed it. My third strength is effectively collaborating with others and emphasising teamwork. Creating an environment of in which everyone can add to a shared goal, helps those involved feel empowered that they are contributing. This builds rapport amongst involved and helps employees grow in their abilities. As a leader, I encourage a collaborative work environment by recognizing everyone's strengths and assigning them a tasks that match their strength. This also involves recognizing the needs of those you work with, if someone is struggling to deal with a difficult patient it takes a team effort to de-escalate the situation. Teamwork is essential with this type of situation and everyone plays an important role in ensuring the shared goal of de- escalation is obtained. In organizations, servant leaders operate on two levels: for the fulfillment of their subordinates’ goals and needs and for the realization of the larger purpose or mission of their organization (Daft, 2014). The greater purpose is safety for the patient and the employees. I assign someone who has a calmer demeanor as the speaker, two other people are on standby for support, another employee is gathering any medication needed to help the patient calm down, and someone else is ensure that other patients needs are met. Everyone in this situation shares the same desire to maintain a safe environment and plays an important part in achieving the desired outcome. Collaborative work builds trust amongst the team and allows everyone to contribute towards problem-solving as well as fulfilling a purpose. PERSONAL LEADERSHIP WEAKNESSES Three weaknesses of my leadership practices that relates to the servant leadership theory that I’m not proficient in yet. My first weakness is negatively judging others. I try to be supportive and understanding towards people but I do need to work on making assumptions
these situations in the future. Not only is the employees behavior counterproductive but my lack of assertiveness is causing a precedence that not doing your work is tolerated. Other employees who do their job efficiently will observe this, which could negatively affect morale and working environment. As a leader I need to be more assertive and let those who I am leading know my expectations of them. Employees who do not identify with the team are less inclined to emulate the behavior of colleagues with whom they have little or no connection (LIDEN, WAYNE, CHENWEI, & MEUSER, 2014). My third weakness is lack of courage. I have been able to assert private victory by striving to gain personally with learning new skills. What I lack is the courage to present ideas for improvements in fear of rejection. Within the organizational context, courage is about challenging conventional models of working behaviors; it is essential for innovation and creativity (Dierendonck & Nuijten, 2011). I also lack the courage to set boundaries with some people because I do not want to disappoint them. I have had ideas in the past on how to improve certain operations such as communication sheets. The current sheets being used have columns that aren’t being used because that information is no longer relevant but we still continue to use these sheets. I have created a new sheet with updated columns and additionally columns with information that is pertinent. I never actually turned in this sheet because I was afraid to challenge the old way of doing things. Courage is related to pro-active behavior and implies creating new ways (Dierendonck & Nuijten, 2011). Interestingly enough pro-activity was where I scored lowest on the seven habits profile. I have the creative drive for improvements but presenting those ideas is difficult for me. RECOMMENDATION FOR PERSONAL LEADERSHIP
I have pinpointed three recommendations that I can utilize to maximize my success as a leader that relates to the servant leadership theory. My first recommendation is to address issues with employees by listening and giving clear behavioral feedback. This includes not avoiding interactions with employees just because they may be challenging and difficult. I meet with the employee privately and explain why I have called the meeting. Once the reason for the meeting has been established, I would provide the employee time to explain their feelings on the situation. I want the employee to feel valued and understood. Hopefully this will set a good rapport, then make expectations known. If the poor performance continued, I would meet with the employee again but this time set consequences if things don’t change. It ensures that people know what is expected of them, which is beneficial for both employees and the organization (Dierendonck & Nuijten, 2011). No matter how difficult it may be to confront a difficult employee, continuing to ignore their behavior is pollutes the work environment. Addressing the negative behaviors and establishing expected work performance will set a positive work environment that all employees are held under the same standards. My second recommendation is standing back and setting boundaries. It is important for me to set boundaries for myself and step back once I have helped someone reach a point of empowerment. Servant leaders is about fulfilling the needs of those you are leading in order to motivate and fully engage them. It is a powerful tool to show confidence in one’s followers; it provides boundaries within which one is free to achieve one’s goals (Dierendonck & Nuijten, 2011). Providing support is important but once that person has displayed their capabilities, it is important to step back. Standing back shows that I have confidence in them and trust they are skilled enough to work independently. Setting these boundaries for myself also gives me the opportunity to on others who may be struggling.
chairperson of a group that meets monthly to discuss issues, concerns, and brainstorm changes that would benefit the unit. I will meet with her once a week for an hour over the course of three months for innovation training. I will also attend the monthly meetings, observe and take notes on how she runs these meetings. As I attend these meetings I will reflect over the issues presented and work on an idea for improvement. After attending and observing two meetings, I will run the third meeting under the observation of the head chairperson. During that time I will present my idea for improvement and brainstorm with other group members for suggestions. A2d. Discuss two short-term SMART goals that will help improve your leadership practice Begin by identifying two skills, behaviors, or practices you would like to master in the next month or so. Now it is time to take those two goals and apply the SMART criteria. These goals must be leadership development goals For example, One leadership skill I seek to develop is my mentoring skill. It is critical I become a better mentor to my staff to facilitate their professional development. To develop my mentorship skill, I will meet with a senior leader of the organization once a week for an hour over the course of sixteen weeks for mentorship training. I will also task a four-week training course in mentorship from of organizations Skillsoft training database. (Please note you must provide a minimum of two actions for each smart goal). S pecific: Goals should be precise. For example, I will run four days a week. M easurable: A measurement needs to be included to assess the extent to which the goal is accomplished. For example, I will run for 30 minutes at a time four days a week. A ttainable (Achievable): Goals should be realistic, challenging, and attainable. R elevant: Goals should focus on the end-result. State what results can realistically be achieved, given available resources. They should start with To following by verbs – complete, acquire, increase, decrease, etc. T ime-bound: Goals specify target dates for duration and completion. Periodicity is required. This example is specific, measurable, attainable, results-oriented, and time-bound. This goal is more likely to yield success than a generic goal such as I will go to college to develop leadership skills. Now it is your turn to create two goals that meet the SMART criteria. Important: Include why you are setting each goal, how the goal is linked to your leadership development, and what you hope to accomplish as a result of achieving the goals. This section should not exceed 2 pages. Note: All the components of the SMART model must be met for each goal. This model required objectives to be: (a) specific, (b) measurable, (c) achievable or attainable, (d) realistic or relevant, and (e) time-bound or time-based. EXTRA REFERENCES
Within the organizational context, courage is about challenging conventional models of working behaviors; it is essential for innovation and creativity (Dierendonck & Nuijten, 2011). The ability to look at the current situation and effectively envision possible future outcomes is an area where leaders need to be effective (Heyler & Martin, 2018). This quality is developed through self- reflection, listening, continually being open to learning, and forming a connection from what we know and believe to what we say or do (Waite, 2011). Imagination allows the leader to connect their ideas with the follower’s own experience and thereby drives the follower to become more involved and committed to the effort (Heyler & Martin, 2018). The servant leader can persuade team members to go along with their ideas (Laub, 1999) and share a compelling vision of the future (Heyler, S. G., & Martin, J. A. (2018). A serving culture provides members of the collective with the understanding that the focus is on behaviors that provide benefits for others (LIDEN, WAYNE, CHENWEI, & MEUSER, 2014). Servant leadership consists of seven dimensions, including emotional healing or being sensitive to the personal setbacks of followers, creating value for the community, such as encouraging followers to engage in volunteer activities that benefit local communities, conceptual skills, or the problem-solving abilities and task knowledge that are prerequisites for providing help to followers, empowering, helping subordinates grow and succeed, putting subordinates first, and behaving ethically (LIDEN, WAYNE, CHENWEI, & MEUSER, 2014). They accept a person for who they are and yet they still refuse to accept a level of effort that is not equal to a subordinate’s capabilities, in part because servant leaders aim to foster an environment of trust (Heyler & Martin, 2018). Individuals grow taller when those who lead them empathize and when they are accepted for what they are, even though their performance may be judged critically in terms of what they are capable of doing (Waite, 2011).
