Becoming a Self-Differentiated Leader: A Personal Reflection
As I reflect on the past 8-weeks of class, I've deepened my understanding of what it means to be a self-differentiated leader. According to Murray Bowen, a self-differentiated leader maintains a strong sense of self, independent of the emotional pressures of their environment.
In my role as a student advocate, emotions are inevitable, but I've developed practical strategies to manage them effectively. When facing challenging situations, I take deep breaths, listen actively, remain calm, and take detailed notes to process information objectively. These practices have helped me maintain clarity when emotional pressures mount.
I recognize that true self-differentiation requires ongoing inner work. By acknowledging that change begins from within, I've committed to continuous growth as both a leader and learner. This journey has shown me that the strongest leaders are those who remain grounded in their principles while staying open to development.
The crucial conversations we've studied have highlighted how authentic connections drive successful organizational change. As I reflect on my leadership journey, I can see both my progress and areas for continued growth—embracing this balanced self-awareness is itself an act of self-differentiation.
My Innovation Plan for the VikingGo Mobile Applications will serve as a practical testing ground for these leadership principles. For the plan to succeed, I need to implement the following strategies and goals as outlined in this course, balancing emotional intelligence with clear purpose:
The "Why" is crucial in change initiatives because it provides motivation, inspiration, and a sense of control. Change efforts often target the mind while overlooking the heart, as we naturally seek rational reasoning and proof for our decisions. Yet as Dr. John Kotter wisely notes, "we have to win over hearts and minds." Effective change requires rational thought to align with emotional resonance—creating what might be called "rational vulnerability."
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Why – Students are at the heart of everything we do.
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How – We approach each student with compassion, grace, and confidence, recognizing that everyone at Del Mar College deserves respect and the opportunity to achieve their goals.
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What – We create safe learning environments where students can take chances, build confidence, and successfully complete their educational journey.
Here is where we begin to change vital behaviors with the Six Sources of Influence. With at least 4 of these behaviors, we will see changes.
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Personal Motivation: A way to help people decide if they love or hate something. It connects to their core values and allows for buy-in.
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Personal Ability: Allows people to perform tasks under pressure and support them in their endeavors.
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Social Motivation: Provide peer and organizational leadership support to model behavioral changes.
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Social Ability: Provide collaborative support and resources when needed that fosters change.
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Structural Motivation: Provide tools and rewards as needed for change.
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Structural Ability: Take notice of changes made and acknowledge accomplishments.
Installing the 4 Disciplines of Execution
Effective leaders lead change from the frontline, looking beyond daily operations (the "whirlwind") and applying the 4 Disciplines of Execution to drive successful organizational transformation
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Focus on the Wildly Important Goal (WIG)
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Act on the Lead Measures
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Keep a Compelling Scoreboard
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Create a Cadence of Accountability
In conclusion, Leading Organizational Change has taught me that while emotions inevitably accompany change, self-differentiated leaders acknowledge these feelings without being governed by them. Armed with effective tools for success, our true challenge lies in thoughtful implementation while inspiring others to embrace the transformation journey ahead.
References
Fink, L. D. (2013). Creating significant learning experiences: An integrated approach to designing college courses. Jossey-Bass.
Harapnuik, D., (2020, Dec. 7). Contributions to your learning [Video]. YouTube. https://www.youtube.com/watch?v=WT4ZHFW6d48
McChesney, C., Covey, S. & Huling, J. (April 2012). The 4 disciplines of execution (4DX): Achieving your wildly important goals. Simon and Schuster.
Mills, R. (2021, March 29). Dee Fink's taxonomy of significant learning [Video]. YouTube. https://www.youtube.com/watch?v=Vb-d6_32W-0&t=147s
Kotter, J. (2011, Mar 23). John Kotter: Resistance to change. [Video]. YouTube. https://www.youtube.com/watch?v=Wdroj6F3VlQ
Kotter, J. (2013, August 15). John Kotter: Leading change: Establish a sense of urgency [Video]. YouTube. https://www.youtube.com/watch?v=2Yfrj2Y9IlI
TEDx Talks. (2009, September 28). Simon Sinek: Start with why - how great leaders inspire action [Video]. YouTube. https://www.youtube.com/watch?v=u4ZoJKF_VuA