A631.1.5.RB - EcoSeagate

In a well written blog, reflect on the following questions: 1. Do you see value in the EcoSeagate team development process? 2. Why would something like this be necessary in a high-performing organization? 3. Could your organization benefit from a similar activity? Seagate Technology is a US designer and manufacturer of hard disk drives (HDD) for data storage and was incorporated in 1978 as Shugart Technology. Seagate is incorporated in Dublin, Ireland and has its main executive office in Cupertino, California. Seagate has approximately 60,000 employees and revenues of $15 billion. The company website is www.seagate.com. It is a public company traded on NASDAQ. Founders include: Alan Shugart, Tom Mitchell, Doug Mahon, Finis Conner and Syed Ifikar. Stephen J. Luczo is Chairman and CEO. Seagate is known for developing the first 5.25 HDD in 1980 and was a dominant supplier in the microcomputer market in the 1980's. Acquisitions include: Control Data Corporation's Imprimis division (Wren product line), Maxor and Samsung HDD business. In 2013, Seagate had produced two billion HDDs. (Seagate, 2014) To develop teaming, teamwork and leadership skills, Seagate selects several hundred employees every year and brings them to New Zealand for a week to enhance and build on their existing physical and mental limits of performance. This yearly process is called "Eco Seagate". Before starting, the employees are broken into small teams and do not know each other. Many speak different languages too. Each team was expected to finish all activities known as the "Eco Challenge". Teaming activities include walking, running, biking, kayaking, mountain climbing etc. in mountainous terrain, flat land, rivers, lakes etc. What is the goal and purpose of doing this? Seagate wants to develop team leaders and bring skills back to the workplace for self-directed and high performance teams instead of just an informal work group. This includes purpose, goals, bonding, problem-solving, passion, commitment, attitude, morale, mutual trust, respect and understanding relationship within the team too. It also includes operating guiding norms and standards for a team based culture. Culture includes values, beliefs, norms and attitudes. (Seagate, 2014) (Eco Seagate 1/3, 2008) (Eco Seagate 2/3, 2008) Unfortunately, as stated in the case study, there are no metrics, measurements or results from this process. How do we know if it is working or not? Value added or non-value added? The answer is we do not know. There is no facts or data to support this. Potential metrics measurements could include: productivity, quality, cost, safety and attitude morale. (Brown, 2011) I see potential value in the process, however, I think there are some missing things. The value in the process is that leadership skills are developed along with self-esteem and self-actualization. First, what is the classroom instruction, preparation and learning prior to the event? You don't just "jump in" and say here I am and start. You have to know what and why you are doing something. Second, what is the follow-up process including metrics measurements to ensure the "Eco Seagate" process is working? Boeing uses a process similar to this at the Leadership Center in St Louis for leadership, management and process programs. It is a blending of classroom theory and hands on applications in a team environment. Activities include: hiking, basketball, volleyball etc. And there are follow-up metrics measurements to ensure the process is working. References Brown, Donald R. (2011). An Experiential Approach to Organization Development (8th ed.). Upper Saddle River, New Jersey: Pearson Education, Inc. Eco Seagate 1/3 (2008). [On-Line] Available http://www.youtube.com/watch?v=zCOfOFMiLtE&feature=youtu.be Eco Seagate 2/3 (2008). [On-Line] Available http://www.youtube.com/watch?v=Etwuap-_Azk&feature=youtu.be Seagate (2014). [On-Line] Available http://www.seagate.com/internal-hard-drives/nas-drives/nas-hdd/?cmpid=ppc-_-NASHDD-_-G-_-us

A633.9.3.RB - Polyarchy Reflections

Most leadership models have the assumption of oligarchy – leadership is done by a few leaders over many followers. If polyarchy is fast replacing the old oligarchy assumptions does this make these old leadership models redundant? Reflecting on traditional leadership from the perspective of complex adaptive leadership, address the implications and how they will affect you as a leader in the future. What impact will they have on your future strategy? The assumption that leadership is done by a few leaders over many followers (oligarchy) is the wrong assumption and a good example of why you should never assume. This is a classic example of the old and outdated Theory X and scientific management models including command and control, dictatorship, authority and numbers metrics task focus. The only organization that resembles this today is the military. For most organizations today, this is the model and path for failure. The implication is that it doesn't work anymore. It doesn't work and isn't people and process focused. This is also an example of "pull" using old outdated and ineffective techniques. Why? Today's highly competitive business environment, global economy, technology, competition and constant change has changed business forever. Most successful organizations today use some form of a team process, e.g., self-directed and high performance. For example, I use the Hersey and Blanchard Situational Leadership Model and Bruce Tuckman Model in my roles and responsibilities as an Industrial Engineer at Boeing. I am an employee involvement team captain for our team of 15 IE's. This is an example of "pull" and upward communication using team based processes and techniques to achieve business results. The implications of doing this delivering extraordinary business results and customer focus. For example, commercial aerospace is booming and is expected to for the next 20 years. Build rates have increased over the last several years and the relationship between leader and follower is now more important than ever. Competition especially from European Airbus is ferocious too. The impact on my future strategy is continuous improvement to grow and develop as a leader along with having a mentor and coach. References Obolensky, Nick (2010). Complex Adaptive Leadership: Embracing Paradox and Uncertainty. Farnham (Surrey), England: Gower Publishing Limited.

A633.8.3.RB - How Do Coaches Help?

I have had the opportunity to have many coaches in my career and also growing up as a teenager. I played little league baseball for several years and learned how to play baseball. I was a member of the track and field team in junior high school and was a star shot putter because of several great coaches. I was in Boy Scouts for many years and several coaches enabled me to earn skill and merit badges. Although I was a scout for five years, my deepest regret is that I did not stick with it and become an eagle scout. I played football for several years in high school and was a two way starter and superstar tackle on the team because of good coaches. I also played tidbit football too. I had several college visits for potential football scholarships to Georgia Tech and Penn State, however, these did not materialize. I was a member of a church for many years and the pastor and sunday school teacher were my coaches including baptism. In college, I was on the powerlifting team for four years and had a good coach who enabled me to win several prestigious awards, trophies and plaques. I was a member of Junior Achievement (JA) for several years and had several excellent coaches from IBM. This prepped me for business along with setting up and running a company. And I had several good college advisors colleges (and professors) who coached me in my academic career and graduating with honors. Several honorable mention coaches I have had the opportunity to meet are Joe Paterno and John Wooden. Wooden's Pyramid of Success and wisdom including: be true to yourself, make each day your masterpiece, drink deeply from good books including the Good Book, make friendship a fine art and help others are so powerful and challenging (and so applicable for life too). And both were both from my alma maters too. In a summary these coaches prepared me for life, taught me skills, and were role models examples including character. Skills included teamwork, communication, physical and mental fitness, problem-solving, lead by example and commitment to excellence. And also be servant leader as in the Boy Scout motto "do a good deed daily" assuming you will receive nothing in return and also the powerful strategy "be prepared". In my professional career, I have had several good coaches too. It took me four years to get my lean six sigma black belt certifications from Lockheed Martin and The University of Texas at Austin. This included projects (project management), mentoring lower level green and black belts, training and tests. My coaches provided me with examples, direction and exposing me and my abilities to leadership for project management positions. Back in McDonnell Douglas days, I was selected for a section manager training program which was a two year program including classroom theory, four rotational assignments and outside projects and education. This was a great program as it exposed my to management and leadership. I was fortunate enough to have a great coach who pushed me with stretch goals, assignments and opportunities. Now in my mid career at Boeing, I have a great coach exposing me to new projects, assignments and opportunities including being a mentor to lower level teams. From an organization, leadership and strategy perspective, coaching enables achieving goals and objectives. References Obolensky, Nick (2010). Complex Adaptive Leadership: Embracing Paradox and Uncertainty. Farnham (Surrey), England: Gower Publishing Limited.