Alex Carter’s leadership journey illustrates the challenges and growth opportunities leaders face at different stages of their careers. His story serves as a roadmap for aspiring leaders, emphasizing the importance of self-awareness, adaptability, communication, and strategic vision in achieving success. His story serves as a roadmap for aspiring leaders. Please answer the following questions:
- Reflect on Alex’s early career challenges. How did self-awareness and adaptability help him grow as a leader? Provide examples from your own experiences or observations.
Answer: Alex was a typical hard charging Type A person. He would be exposed to a problem, and immediately start to solve it. He was probably unaware of the impact he was having on peers and subordinates. However, he was savvy enough to listen to advice from a mentor. His leadership approach began to evolve when he incorporated the advice into his leadership style.
My experiences:
When I was a Second Lieutenant in the Army I was like Alex. When I was assigned as the Cash Control Officer in the Finance Office (I branch transferred to the Finance Corps from Infantry because of a back injury), I supervised 5 military personnel and 5 civilians. Since I had a Bachelor’s Degree, graduated from the Finance Basic Course, and was the boss, I thought I knew the best course(s) of action without soliciting input. I frequently told everyone what to do, and issued unrealistic suspense dates. Two officers (peers in another office) recommended I solicit input from the senior non-commissioned officer and the senior civilian before issuing directives. I was hesitant to yield control, but the advice was spot on. Subordinate leaders welcomed the authority and support, and the staff responded accordingly. I was able to redirect my energy to improving operating procedures and developing a training program.
Thirteen years later I was the Executive Officer for a finance battalion, Seoul, Korea. I was responsible for over 200 Soldiers and civilians in three geographically dispersed locations throughout the Korean Peninsula. My leadership style had evolved to establishing a vision, setting priorities, delegating decisions, analyzing performance(s), soliciting input on how best to improve, and providing support to subordinate leaders. The approach worked well as we earned plaudits from several independent audit agencies and senior military leaders.
- During his transition to management, Alex worked to build trust with his team. What strategies can new leaders use to navigate the dynamics of leading former peers?
Answer:
Alex held one-on-one meetings with one peer to seek advice and gain support. This approach worked very well for several reasons: it demonstrated respect for Chris, it showed he was willing to keep his ego in check (i.e., not assume he knew the right course(s) of action because he was the team leader), and it showed he was willing to give credit to others for effective recommendations.
Leading peers is challenging. Showing respect to peers, listening to their suggestions, and giving others credit when due is an effective way to build a long-lasting team.
- In the crisis scenario, Alex demonstrated accountability and resilience. How should leaders balance transparency with maintaining confidence during challenging times?
Answer: Alex’s performance was exemplary. He involved key stakeholders and included all (or at least the affected directorates) in developing and implementing solutions. In a crisis the keys are: a) explain the cause(s) of the crisis; b) explain the effects of the crisis on the organization; c) give leaders and employees in affected directorates the opportunity to assess their area(s); d) solicit suggestions from directorates; e) establish a timetable on actions; f) involve key leaders in assessing performance and revising solutions.
- Alex’s executive leadership highlights the importance of cultural leadership. What steps can leaders take to overcome resistance to organizational change and build alignment around a shared vision?
Answer: The key to overcoming resistance to organizational change is shared acknowledgement of the vision and mission. If employees support the vision and mission, everyone will want the organization to succeed. Leaders must demonstrate how changes are aligned with the vision and mission. Transparency is key. Open meetings, frequent e-mails, speaking directly to employees, and other communication approaches are required.
