Leadosophy

In this episode, Jess and Tim discuss an article by Weber et al. (2022) titled "Building Individual and Organizational Wellness Through Effective Followership." The authors discuss how physicians in the healthcare industry can combat the effects of burnout with the positive forces of effective followership.  Although the article is geared towards healthcare professionals, its applicability is wide-ranging. For example, professionals in all industries and organizations experience burnout.  References Chaleff, I. (1995). The courageous follower: Standing up to and for our leaders. Berrett-Koehler Pub. Weber LA, Bunin J, Hartzell JD. Building Individual and Organizational Wellness Through Effective Followership. J Healthc Leadersh. 2022;14:47-53 https://doi.org/10.2147/JHL.S357107

Panel Members: 1. Rob Alexander, Executive Director, Small Business Development Centers in Springfield 2. Darin Gerdes, Professor of Management, Charleston Southern University Question for discussion: For an organization to thrive, are there any “necessary conditions” required internal to the organization and its members? By “necessary conditions,” I mean that an organization will be ineffective at a minimum or ultimately fail to achieve its goals without these conditions. I’m trying to dig up the roots of organizational effectiveness, and I am interested in the necessary conditions required for all organizations, regardless of size or purpose. We might also delineate between requirements needed for survival versus conditions necessary for thriving. One prominent example might be purpose: No organization is sustainable without a purpose. For example, some organizations form to solve an immediate problem. Once that problem is solved, the organization dissolves. Other organizations might fail because an organization’s purpose becomes confused, unclear, or even disagreed upon by its members.

This episode is about an organization's environment, a powerful influencing force in any organization. The analogy here is comparing the organizational environment to a crop's soil, and soil fertility is vital for maximizing crop yield. If you guessed that the people within the organization are the crop of your choice, you would be right.  Crop yield might be analogous to the growth or learning of organizational members. Crop yield might also be analogous to how empowered members of the organization feel or how much autonomy they have to pursue mastery of their crafts.  Now we get to the central thesis of the soil analogy: the richer the soil, the richer the crop yield. We can unpack what it means to have rich soil within an organization. Does it follow that the richer the organizational environment is, the more growth (or growth opportunities) organizational members will experience? Key Assumption: The more effort or energy an organization deliberately pours into its members, the more **effective** that organization will be. As applied to organizational effectiveness, Leadosophy defines “effort or energy” as organizational knowledge, organizational tools, and organizational resources, or KTR. KTR is a main component of the soil. 

In this episode, Leadosophy discusses how we uniquely conceptualize organizational effectiveness. We each bring our own assumptions to this dialogue session. Organizations come in many sizes and forms, from formal organizations like for-profit businesses and not-for-profit businesses to informal organizations like a local community group of volunteers who organically form to tackle local issues like crime, poverty, or addressing a lack of after-school activities for the youth. More than likely, we all are members of one or many organizations right now. There is a lot of discussion about the term “organizational effectiveness” and how to make organizations more effective. But how do we define an “effective organization,” and what does it mean to be an “effective organization?” Is “effectiveness” unique to each organization? Show Guests: Adam Lorentz, US Coast Guard Jessica Shafer, US Coast Guard All views expressed by the show guests are their own; their viewpoints are not the official stances of their respective organizations. References 1. Bolman, L. G., & Deal, T. E. (2014). How great leaders think: The art of reframing. San Francisco, CA: Jossey-Bass. 

Assumption: On a long enough timeline, each of us will work for a manager-leader who we perceive to be but are not limited to: 1. Technically incompetent,  2. Emotionally disconnected, e.g., lacking empathy or compassion, 3. Dehumanizing the workspace 4. Fostering low morale,  5. Valuing power and control over empowering others. Hypothetically, how should one navigate the challenges associated with a leader-manager characterized above? Hypothetically, do those in a subordinate role to this leader-manager bear some responsibility in fostering a harmonious work environment despite the challenges presented above? If so, what are some of those responsibilities? 

Episode 101 In this episode, Leadosophy interviews Dr. Markiel Perkins, a High School Principal in Northern Ohio, and Bill Kermavner, a Public School Superintendent in Northern Ohio. Areas of Discussion: • Team effectiveness, strategy and decision making, and leading throughout the Covid pandemic • The pandemic's social and emotional impact on students two years later • Developing relationships and the overall importance of relationships as public school administrators  • "Leading students where they are at," to borrow a quote from Dr. Perkins • Words of wisdom for aspiring school administrators • Relational dynamics between Principals and Superintendents • School system leadership challenges •The attrition of educators • The importance of followership Leadoosphy is the fusion of leadership and philosophy. To learn more, visit: www.leadosophy.com

Episode 100 Leadosophy was enormously humbled to be on the receiving end of some great questions from Tim's wife, Jess. A very fun interview that had some technical challenges, extreme temperatures, barking Great Danes, and lively leadership discussion.  Many thanks to Jess for the podcast idea for Episode 100. This marks the end of Season 1 of Leadosophy!

Episode 99 Leadosophy flips the script on self-doubt and discusses self-confidence. How do we gain self-confidence? Tim discusses his concept of self-confidence with the "Three Buckets" metaphor: Experience, Preparation, and Mindset.  Leadosophy hopes this episode inspires you to examine your unique understanding of self-confidence.  Season One: Leadosophy is the fusion of leadership and philosophy. We use philosophical thought to deepen our understanding of leadership together.

Episode 98 Leadosophy continues the self-doubt discussion by leaning on an academic article that deep dives into the psychological world of self-doubt. Of interest in this podcast are the coping mechanisms we use to mask or overcome our self-doubt.  Also, as leaders, we potentially can have an effect on those around us by the way we react to mistakes that are made and how those within our sphere of influence think that we are judging their mistakes.  References Braslow, M.D., Guerrettaz, J., Arkin, R.M. and Oleson, K.C. (2012), Self-Doubt. Social and Personality Psychology Compass, 6: 470-482. https://doi.org/10.1111/j.1751-9004.2012.00441.x PDF here: https://homepages.se.edu/cvonbergen/files/2013/01/Self-Doubt.pdf Season One: Foundations of Leadosophy Leadosophy is the fusion of leadership and philosophy. We use philosophical thought to deepen our understanding of leadership together.

Episode 97 Leadosophy introduces the concept of self-doubt as it applies to leader effectiveness.  This is a cathartic exercise because self-doubt was a constant and shifting cloud that hovered over my various leadership roles. I am hoping that once this podcast is over maybe a few of you might rest easier knowing that leading humans is an enormous responsibility and it is ok to have healthy levels of anxiety in a leadership role. It is ok to constructively question your abilities from time to time. To question whether or not you are providing the tools, knowledge, and resources to others. To question whether or not you’re drifting into the realm of overconfidence.  Questions: Can we learn more about the origins of our self-doubt by examining the origins of our self-confidence?  Have you ever doubted your ability to lead other humans? What are the origins of self-doubt? Can we overcome self-doubt? If so, how?  References https://www.verywellmind.com/what-is-self-concept-2795865 https://www.healthline.com/health/mental-health/imposter-syndrome Season One: Foundations of Leadosophy Leadosophy is the fusion of leadership and philosophy. We use philosophical thought to deepen our understanding of leadership together.