Week 7 Journal

This week I studied a case study on Jack Welch and General Electric.  I tried to be empathetical towards those in the 1980’s who lost their job due to Welch’s cuts.  I found that, even though I’ve lost jobs before, it was easier to see the big picture through Welch’s eyes, than to feel the job-loss in the employee’s eye’s.  The case study opened up nearly three decades of the visionary internal workings of a masterful leader.  Welch made moves that seemed risky and unorthodox, however is created a learning/ teaching experience for all leadership involved.  I can see today how a lot of companies are riding on the shirttails of Jack Welch.  The company I work for now (Cummins, Inc.) tries to emphasize a liberal agenda – the “happy hand holding” method of leadership.  However, on the ground level (where I reside and labor), the fight is real.  Our division was purchased by Cummins, Inc. in May of 2014 and corporate leadership remains in a struggle to get all divisions in line with a central vision.  The case study on General Electric mentioned, towards the end of the Welch days, divisions and companies would be acquired and the transitional period was as quick as 100 days.  This speaks to me on many levels!  If we had proper corporate leadership that cared more about efficiency and our true “vision, mission and values” than they would find a way to center our focus and get some bonified leadership, not the “politically correct” appointments that are happening today.

                    In the address “Jesus the Perfect Leader”, by President Spencer W. Kimball, he explains the virtues a perfect leader should possess.  A perfect leader is one that has fixed principles.  Decisions made in business are performed in haste, due to principles that have been set in stone and are immovable.  Business decisions should not be made on a whim, while feeling pressure from outside or internal forces of any kind.  Also, the Savior was a listening leader.  He was able to understand the needs and desires of those that served with him.  I love the scripture that President Kimball quoted from Proverbs (Prov. 15: 31-32) “The ear that heareth the reproof of life abideth among the wise.  He that refuseth instruction despiseth his own soul: but he that heareth reproof getteth understanding.”  This is a perfect recipe for a listening employee and employer.  In an address given by Elder Kim Clark, he explains the recipe for leadership with a small “l”.  He quoted a scripture found in Matthew 20, versus 25-28: “But Jesus called them unto him, and said, Ye know that the princes of the Gentiles exercise dominion over them, and they that are great exercise authority upon them.  But it shall not be so among you: but whosoever will be great among you, let him be your minister; And whosoever will be chief among you, let him be your servant:  Even as the Son of man came not to be ministered unto, but to minister, and to give his life a ransom for many.”  This poignantly states the purpose of being a “small l” leader – we should serve those we lead and be leaders that teach the principle of “do as I do”, not “do as I say.”

                    The Harvard Manage Mentor explains how “management and leadership are two distinct and complementary systems of action.”  My wife is a great manager, she will often craft specific targets and goals, establish detailed steps for achieving these targets and allocating resources required to accomplish them.  In comparison, my mentor and friend, Rich Rucker is a leader who will gather data and look for patterns or relationships, will develop a vision of future needs and craft strategies necessary to achieve that vision.  As a manager, she will choose a job hierarchy, staff positions with appropriate people, provide training, communicate plans to the workforce and decide how to delegate authority.  Rich, in concert with this will solicit input and discussion from others, help people to comprehend a vision of an alternative future and once this vision is understood they energize and motivate those to achieve the desired result.  Managers will often compare behaviors in a system they’ve organized and staffed with the original plan and budget, when finding a divergence from the original plan they take corrective measures to get back on track.  Leaders will see this same divergence and effectively motivate and inspire to allow the desired results.  Leaders do this by articulating a vision in a manner that stresses the value of their audience, involve people in deciding how to achieve the shared vision, support employees’ efforts to realize the vision by providing coaching, feedback and role modeling, then they recognize and reward success.  In life, I’ve found that neither managers or leaders are more important – both are needed to successfully allow a vision to come to fruition.