Provide a peer response to your below classmate post

"Hello class,

With regard to the new results from retaking your competency profile:

• What were the three biggest changes from the last profile? What are your thoughts about those changes?
• What surprised you when you compared your two profiles?
• What findings are you especially pleased about?

My score in Collaborate and Control went up even more from my last time. This again did not surprise me, given my nature of work. I work in Finance, and we have to have controls in place for a reason, and I am very deadline driven given the nature of my work. I have worked even more on the collaborate, making sure our department works with all the departments that are affected by our program, to come up with solutions for funding shortages. Last time, my biggest weakness was create and compete, that score has come up a bit this time. I think it is because I have challenged myself professionally to not just sit on the sidelines, to express my ideas and thoughts, and actually pitch ideas that I think would be helpful to our organization. Also I have been trying to be more of a motivator to those around me, and myself during a hard transition. In the collaborate, my understanding self and others went up significantly, I think as a pause for more self-reflection. Understanding my drive, and what motivates me helps me understand that about others.

I think what surprised me and what I was pleased with are the same thing. That I am working on being more comfortable, speaking up for myself, and expressing my ideas and thoughts, not just taking a sideline role in things, when I know I have input. Also the self-reflection peace, realizing my weaknesses, and being ok with that, and working on improving them.

Discuss three major challenges of becoming a master manager.

• How would you know if you are a master manager? What metrics would you use?
• Under what circumstances can leaders be master managers and not know it? Or be ineffective managers and not know it? Provide an example.
• Can a manager be a master manager to some people and not to others? How could that be? Provide an example.

A master manger must navigate the competing values framework, and be able to have a diverse range of skills from interpersonal communication to strategic thinking. Those skills are ever evolving and taking continued learning and self-improvement. To measure if I was becoming one, I would look at my impact that I have had on the organization and those around me. I would also ask for feedback from those on my team, to see how they view me, and what more they might need from me to be able to meet their goals.

A leader may not know they are a master manager because they don't realize the impact that they make. They may not have a title that has manager or executive in it, so they don't feel like they have earned the title of leader. A title however does not make someone a leader. You can be a leader no matter what position of the company you are in.

A leader can be an ineffective manager and not know it, because they are not in tune with those on their time. They don't look for feedback, or provide their team feedback on how they are doing. They are so focused on their own growth that they do not focus on the team they are supposed to be leading.

A manager can be a master manager to some, but not others, depending on how the team member perceives them. Some may like a hands off leadership style, while someone else may prefer a more hands on approach, so in some eyes they are not a master manager, but others they are.

Drawing on the Sink video in this unit, discuss the following questions:

• What are your observations?
• How does it contribute to your understanding of how to be a good leader

In the video Sinek emphasized the importance of creating a safe environment for employees (Sinek, 2014). He brought up the fact that leaders who make their team feel safe, by encouraging open communication. This is essential for growth. Also they can be good leaders by showing empathy and support. Understanding the needs of employees, can go far in making a supportive work environment. Leaders also need to share responsibility. Not only for success but for failures as well. Leaders also need to effectively create a long term vision.

It contributes to my understanding of a how to be a leader, by helping create an environment that I would want to be in. By being a leader that I would want to have. I have had managers/leaders who did not value me as a person, who did not respect me. In turn, in being a manager and leader, I make sure that I value everyone around me. I make sure I help create a safe and open communication environment. I want those around me to succeed, and by them succeeding, then I have as well.

Quinn, R. E., Bright, D. S., McGrath, M. R., Thompson, M. P., & Faerman, S. R. (2015). Becoming a Master Manager: A Competing Values Approach. Wiley.

Sinek, S. (2014).Why good leaders make you feel safe[Video]. TED Talks. https://www.ted.com/talks/simon_sinek_why_good_leaders_make_you_feel_safe?subtitle=en"