As humans and as leaders, we have an infinite ability to grow, to be and to become more (Cashman, 2008). All of us have particular skills or domains of life in which we excel (Cashman, 2008). Some come to us almost naturally; others evolve through study and hard work (Cashman, 2008). As a rising leader, I have to remember that growth is an evolving process that starts with my thinking process. Positive psychology revisits “the average person,” with an interest in finding out what works, what is right, and what is improving (Sheldon & King, 2001).
After completing Cameron’s positive leadership assessment, I identified areas that were developed that I did not know was developed and I recognized some areas that did not pertain to me in my current role but I could still start developing these skills. In this assessment, there were five categories in which I never responded, seldom, sometimes, frequently. In most of the twenty-four questions I responded ‘frequently’ but there were two specific sections where I responded ‘always’ responded which were “expressing gratitude to multiple employees each day” and “make gratitude visits and gratitude notes a daily practice”. I did not think these two categories would be on the assessment, but they are obviously important in becoming a successful leader.
In my old role as a community outreach associate, I work with a team of administrators, sales associates, managers, and executive level directors that are all important to the company. I have always made it a point to speak to everyone I am in contact with and always express my appreciation for their work. People often over look the people who do not have a fancy title or a big office, but fail to realize that the secretaries and administrative assistants are just as important as the presidents and vice presidents.
A recent example of my actions in expressing gratitude with other employees within the company happened with my coworker. My director’s administrative assistant showed me how to pull sales information from a tedious computer program and export into a report for the sale associates. Although it only took her two minutes to show me this, I was still grateful that she took out time of her busy schedule to show me a project she did not have to show. I offered my thanks to her and also commended her on an excellent job she continues to do within the company. Positive leadership also refers to an affirmative bias or a focus on strengths and capabilities and on affirming human potential (Cameron, 2008). Its orientation is toward enabling thriving and flourishing rather than toward addressing obstacles and impediments (Cameron, 2008).
Another statement I responded always was “make gratitude visits and gratitude notes a daily practice”. It is in my routine every time I am in the office to speak to everyone I see on the way to my desk. After getting settled in and checking my emails, I walk to the other side of the office to speak with the people on my team and the temporary staff workers we have in the office. I make this gesture prior to asking for anything because some people only ask for tasks to get done without even asking that person how their day is going. People respond better to people who genuinely show an interest in them and value their work.
After I conclude my general greetings and small talk, I return to my desk and if I receive a directive from my immediate manager to complete a specific project, I have no problem asking for additional help to other people on my team because they know I can not acquire certain information without them. After completing projects or reports, I always provide a genuine email thanking them for their efforts in helping me to complete the assignment or I just walk to their desk and tell them face to face.
In the positive leadership assessment, I also responded ‘never’ to some of the categories. One specific category I marked never was “tie the outcomes of the work to an extended time frame, so that long-term benefits are clear”. I have not had the opportunity to tie expectations to workers on the job because of my current position. I do not have the role of providing this feedback to employees because no one directly reports to me. Although I feel that this type of expectations should be in place for all workers, so they can know what to look forward to on the job and within their duties on the job. If people do not have a definite explanation of their duties and the allotted time to complete the task, then projects will not be completed on time and employees will feel like they do not have a handle on their time or responsibilities. This communication also assists in employees’ yearly appraisal for additional compensation as well as being recognized for added bonuses.
In today’s world, the amount of distractions and busyness we all experience keeps us from undertaking the inward journey and engaging in the quiet reflection required to become more authentic human beings (Cashman, 2008). Growth is necessary in becoming a helpful and useful leader. I welcome the challenge and opportunity to become more than what I am today.
References
Cameron, K. (2008). Positive leadership. San Francisco, CA: Berrett-Koehler.
Cashman, K. (2008) Leadership from the inside out. San Francisco, CA: Berrett-Koehler.
Sheldon, K. & King, L. (2001). Why positive psychology is necessary. American Psychologist, 56(3), 216–217
