Special Request: Deadline 2PM EST 9/25/2013

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Discussion Overview

The discussion revolves around a participant's preparation for a coaching session related to their leadership program. Topics include personal goals, MBTI personality types, and the dynamics of management and team collaboration. The conversation touches on both short-term and long-term career aspirations, as well as the challenges of leadership and interpersonal communication.

Discussion Character

  • Exploratory
  • Conceptual clarification
  • Debate/contested

Main Points Raised

  • One participant shares their background as a senior controls engineer and their aspirations to fill a managerial role, expressing a desire to become an executive despite acknowledging its impracticality.
  • Another participant questions the assumption that everyone shares the same long-term goal of becoming an executive, suggesting that management may not be fulfilling for everyone.
  • A hypothetical scenario is presented regarding the impact of being promoted within the management hierarchy, prompting reflections on potential changes to company structure and team alignment.
  • Participants discuss the effectiveness of coaching sessions, noting that they often lead to self-discovery and the realization of previously unexamined thoughts and feelings.
  • Humor is introduced regarding the potential for conflict between marketing and project management teams if co-located, highlighting the challenges of interdepartmental communication.
  • There is a mention of the importance of emotional intelligence and people skills in leadership roles, with one participant expressing confidence in the original poster's ability to engage with "feelers" despite their MBTI type.

Areas of Agreement / Disagreement

Participants express a mix of agreement and differing views on the nature of management and leadership aspirations. While some acknowledge the value of coaching and self-reflection, others challenge the notion that all individuals aspire to executive roles, indicating a lack of consensus on this point.

Contextual Notes

Participants reflect on their personal experiences and assumptions regarding management roles, coaching effectiveness, and interpersonal dynamics, but do not resolve the underlying complexities of these topics.

Who May Find This Useful

Individuals interested in leadership development, coaching methodologies, and the dynamics of team collaboration may find this discussion relevant.

FlexGunship
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I've been selected for my company's leadership program. I have a one-on-one coaching session today. I think I've gotten the first time slot out of the 25 people in the program (world wide).

We're encouraged to talk about our goals and our recent "round 2" in-depth MBTI results. What are some other topics I might bring up? I'm drawing a blank.

I'm a senior controls engineer specializing in motion and mechatronics. My MBTI type is ENTJ. I'm 28. My short term goals are pretty standard, there's no manager for our engineering group, so I'd like to fill that role. I've spent a total of 5 years in project leadership and 3 years in functional leadership. My long term goals (like everyone else's, I'm sure) is to be an executive. I realize it's impractical, but it's a goal.

We meet at 2 (in about an hour). Just got the invite. Any suggestions?
 
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Congrats Flex. :smile:
 
FlexGunship said:
My long term goals (like everyone else's, I'm sure) is to be an executive.

Don't make assumptions without evidence :smile:

I figured out years ago that I can do "management" in my sleep, but it was so boring I probably wouldn't want to wake up again.

Here's a question to think about: Suppose you were promoted 2 or 3 levels up the management hierarchy from your current position, and given the power and the budget to change whatever you liked in the company. What would you do?

And a follow-up question: if you got the same job, but with no special executive powers and no reorganization budget, then what would you do?
 
Gad said:
Congrats Flex. :smile:

Thanks.

AlephZero said:
Don't make assumptions without evidence :smile:

I figured out years ago that I can do "management" in my sleep, but it was so boring I probably wouldn't want to wake up again.

Here's a question to think about: Suppose you were promoted 2 or 3 levels up the management hierarchy from your current position, and given the power and the budget to change whatever you liked in the company. What would you do?

And a follow-up question: if you got the same job, but with no special executive powers and no reorganization budget, then what would you do?

At this point, if I were promoted a few levels up, the biggest change I would make would be to co-locate marketing and project management. They're only a couple hundred feet from each other, but they might as well be on different continents when it comes to program alignment.

Well, anyway, I didn't get a chance to use this during the conversation. But we found plenty to talk about. We mostly talked about skills that I lack and certain shortcomings in perspective. True to classic "coaching" form she put all of my questions back to me as questions. I have a few action items and plenty to think about.

If there are any __F_ (MBTI types with a feeling component) out there, let me know. I'm supposed to talk to a feeler; don't worry, she made me promise not to hurt any feelings!
 
FlexGunship said:
At this point, if I were promoted a few levels up, the biggest change I would make would be to co-locate marketing and project management. They're only a couple hundred feet from each other, but they might as well be on different continents when it comes to program alignment.

That could be fun. Once they are in the same room together, they might learn how to to throw real rocks at each other instead of just sending emails. Make sure they all leave their guns and knives at the door... :biggrin:

Seriously though, it seems like you got something useful from it - and that's the main thing.
 
AlephZero said:
Seriously though, it seems like you got something useful from it - and that's the main thing.

Definitely. I think in any of those types of sessions (whether they be personal coaching, leadership coaching, general emotional therapy, etc) you ultimately end up being the source of your solutions. Ask a question, and you get one back. It's a common tactic, but it works well. I found myself saying things that seemed clear in my head and then finding that those things really weren't; they were either convoluted or really undeveloped.

At one point, I said something to the effect of: "but why am I expected to pat someone on the back for spending a week coming to the wrong answer?" And after saying it aloud, I realized how silly that really is. Pragmatically, you often have to follow a problem to completion before you realize it wasn't the right track. But on a personal level, it's a really deflating experience to begin with and casual dismissal makes it all the more demotivating.

So, just an example...
 
Controls engineers FTW!
 
I think you'll do just fine talking with "feelers". You've never struck me as someone who is oblivious to others' feelings, in fact I suspect you have very good people skills.

Congrats :smile:.
 

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