Leadership Reflection Keeping Teams Motivated

Leadership Reflection Paper

Section 1: The Leadership Practicum Project Reflection

Three salient examples of specific learning from previous DHA coursework that was used to help me complete my leadership practicum project include the cross-functional engagement strategies which were modeled in DHA 804’s “How to Make Sure Agile Teams Can Work Together” proved invaluable for aligning stakeholders during rapid development sprints. Regular check-ins validated priorities across departments, allowing real-time priority calibration, directly applying the agile principles explored in case studies. Yet another example of specific learning included DHA 802’s cultural intelligence techniques, as exemplified in “Communicating, Negotiating, and Resolving Conflicts Across Cultures,” which helped tailor my communications; adjusting messaging to participant discussion norms was vital for global team consensus. Moreover, DHA 807’s change models emphasizing participation's motivational impact structured my vision rollout; for instance, by soliciting user insights and constraints, a sense of urgency around shared solutions was created and sustained, thereby avoiding reactions by demonstrating respect, as emphasized in our conflict resolution readings.

In addition, another example of specific learning was the combination of agile team coordination, multicultural sensitivity, and inclusive change leadership practices which provided a robust framework for unifying diverse groups around transformational programs. In sum, by continuously grounding approaches in terms of serving others’ valid interests and points of view through flexible structures responsive to unique needs, the methodologies help improve teamwork and innovative practices.

Section 2: Accountability Partners Reflection

One salient example of specific learning that helped me complete my leadership practicum project included empirical observations of peers. For instance, one of the partners selected has been in my B Cohort throughout the DHA program. I observed how she would interact in the Zoom meetings and discussion forums, where she presented a professional and no-nonsense business demeanor. In addition, her discussion posts were well thought out, relevant, and informative. Similarly, I met my second partner in the teaching practicum. She had the skillset of being organized and detail oriented. We bonded over our fear of public speaking but were determined to conquer and excel. Her demeanor was also polished and professional and bottom line.

A second example of specific learning occurred as a result of communications with accountability partners. For instance, I texted messages to both people with a request to become accountability partners. They both agreed, and our first task was to schedule a meeting to agree upon norms and other logistics to ensure our success. Both partners were flexible and eager to ensure they did what was necessary to be aligned. This ensured a seamless transition for us becoming and working as accountability partners. Our team met, and we discussed our mutual expectations. We shared our past experiences to alleviate any barriers that would prevent our success and to give us a baseline to begin.

A final example of specific learning occurred as a result of collaboration and team responses to new challenges. For instance, we decided to have our initial post posted by midweek. This would allow ample time for reviewing the week’s readings. Each partner would respond by Friday. We also discussed that life happens and that communication with the partners must happen if partners cannot meet the expected deadlines, and to allow each other grace. What made this successful was the implementation of regular weekly check-ins via text message to ensure that everyone stayed on track or may require support. This has built trust between the partners while also holding each person accountable. The relationship garnered from this experience is one that one can hope to have with any leadership team. We became each’s supporters but also a voice of reason.

For the most part, the response from the team has been timely. Sometimes, it fell outside of norms and expectations; however, it was not without communicating with the partners. We also send periodic reminders to each other if we see that one of the partners has not posted. Partner feedback has helped me view my leadership concepts from different perspectives. My partners shared experiences that ranged from military to mental health perspectives that resonated with me. This was probably the best and most honest feedback that I received in week 3 for personal and professional growth. I shared my perspective of emotional intelligence of the motivation component; my peer shared the perspective they understood but challenged me to empower my team by expressing the motivation while providing the team with the why behind your drive and motivation. Also, I give them the what's behind my motivation to gain their buy-in and support. From there, they will complete the “how,” and the team wins. I lead by my passion and sometimes this is not always the best strategy. Another insight was during week 2 I received was regarding my challenge when it comes to networking. For example, my cohort shared her perspective to me that it will be uncomfortable to face bias, hierarchical thinking, and, in some cases, cultural incompetence; however, we must lean in and be the change required to move the needle to the right. This is so critical to my development as a leader. Therefore, I will do all the required work but stand in the back if it requires me to be in the limelight.

Finally, I always like to present with complete transparency; sometimes, my post was not timely with the expectations set in our norms. The partners were utterly understanding as we collaborated to complete the weekly assignments. The feedback I submitted to my team was based on the readings from the assignments and my experiences.