As the Interim Managing Director of CSN’s Performing Arts Center (PAC), creating and/or maintaining cohesive units with staff members is the key to achieving organizational goals. In other words, if a conflict or eventually a battle develops, as a leader, I must devise and implement effective strategic planning to work out short-term and eventually long-term solutions. In my book, The Mission of Corporate Strategic Behavior, my research work revealed that leaders who have self efficacy issues, can respond to conflict through layers of defense mechanisms which in turn, can trigger heightened levels of emotions. Strategies created from this mindset, I have found from my own experiences, yield results with the least effective outcomes (Berry, 2014). Therefore, establishing trust and harmonious working conditions with fellow staff members, is a key component to achieving organizational goals.
In his book, Knowledge for Action, Chris Argyris (1993) purports that mistakes can happen because of a mismatch between both the transmission and receipt of information. In addition, errors occur when a discrepancy exists between intentions and results (Argyris, 1993). Therefore, to achieve positive outcomes in this new position, I am looking to work diligently with other team members in order to create and nurture a culture that supports and values all staff members equally.
One of the first things I focused on was making sure that each staff member had the support and the tools required to maintain efficiency in their own areas of expertise. For example, rather than coming in with the mindset of a leader looking to set up a new regime with an intent to modernize or change old systems, I refrained from implementing these kinds of strategies until I can assess how current operational functions are being achieved with the procedures and policies that exist at the present time. In other words, rather than coming in and creating an upheaval by making changes, at this time, keeping the status quo to maintain efficiency, is a key priority.
As the new kid on the block, I don’t want to step on any toes especially working with seasoned vets that have been in their current position for many years. The last thing I want at this time is to alienate the crew that is there to support me in this new endeavor or make their duties more difficult, add more stress, or add to their already busy schedules. Until an individual is placed permanently in the PAC Director position, I and the other staff members, are working diligently to maintain functioning operations. We are doing our best to raise awareness of the PAC and shine a light on the amazing people that run this facility and perform at this extraordinary Performing Arts Center which many say is one of “Las Vegas’ best kept secrets!”
So as the temporary leader of the PAC, together with the amazing crew known as the CSN PAC RATS (Performing Arts Center Really Amazing Technical Staff) we are united and committed to work in partnership to keep this organization running smoothly. Therefore, with a positive attitude, the staff members and I stand at the ready as we adjust our sails to maintain a steady course and continue on a trajectory for the “second star to the right … straight on ’til morning!
Yo Ho, Yo Ho, it’s a PAC RATS life for us!
That’s it for this week me mateys, yo ho, yo ho! Until next time … keep a positive attitude and stay organized!
I suppose leadership at one time meant muscles; but today it means getting along with people. – Mahatma Gandhi
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Argyris, C. (1993). Knowledge for action. San Francisco: Jossey-Bass.
Berry, M. A. (2014). The mission of corporate strategic behavior. USA: Kindle Direct Publishing.
Coulter, M. (2010). Strategic management in action (5th ed.). Upper Saddle River, NJ: Pearson Education, Inc.