A Leadership Vignette
Feb. 18, 2013
When I began my engineering career, I was hired by Sperry Phoenix, in Phoenix, Ariz. My first job was as the project engineer for the UHF radio transceiver that went to the moon in the Apollo Moon program. Since I wanted to do circuit design, this was a new engineer’s dream. My future objective was to move into management. According, my wife and I moved to Richardson, Texas, where I took a job as a systems engineer for Collins Radio Co. My task was related to the design, analysis and testing of the earth stations for first Intellsat synchronous communications satellites that were launched. I was on my way to management as I was designated the acting program manager in the plant when the designated program manager was on site in Moree, Australia
Wishing to complete advanced degrees, I shortly decided to attend Southern Methodist University. Even though I had obtained a teaching assistant position and was going to take a leave of absence, my Division Director offered me a better deal. He put me on one half time, continued by benefits, and paid for my advanced degree 100%. However, even before being totally finished (which I did), I was put in charge of a group of PhD’s in my 20’s. By this time, I had discovered that most problems were not technical or even fiscal in nature; they were all related to people. Thus began intense investigation of leadership as well as courses in motivation, goal setting, and group dynamics. I studied these subjects intensely.
However, one of the valuable lessons come though a totally different route.
My wife and I both have country in our hearts. There was a separate “town” (Buckingham) nearby encircled by Richardson. It consisted of about 152 acres with a population of 102 in 1980. Each of the lots in this town had two acres. It was less than 10 minutes from the Collin Radio facility. There were no restrictions on animals or gardens. So, we jumped at the chance to purchase an older home there (they were all old). At last, some land was ours.
Our backyard consisted of an area separated from our neighbors adjacent to us by a chain link fence. The “back” of the back yard was an open board fence. Beyond this fence was our barn and “pasture” area fenced with a barb wire fence. This was where we put our chicken house, and our milk goats. There was a fairly large area to mow in the back yard.
Our adjacent neighbor on the west side was an older couple (compared to us) who was a contractor. They had a German shepherd named Rousa. Rousa was a watch dog—a real one. Rousa taught me one of the first and very important lessons about leadership. As Rousa was getting older, our neighbor bought another German shepherd about one year old. If you know about dogs, you know there is no formal designated “positional authority” as we have in our management structures, but there is definite authority. Rousa was the “top dog”.
Remember that we had a chain link fence separating our back yard from our neighbors. Rousa was not one to bark at just anything she heard or saw. But, if you appeared to threaten her territory or appeared to encroach on it, she would definitely let you know and sound the alarm. She never barked at us or the children when we were in our yard. She rarely barked at all. However, when I mowed the yard, I would sometime forget about Rousa and back up against “her” chain link fence with my back to Rousa. I would hear nothing. Until…….suddenly the most blood curdling and vicious bark you’ve ever heard would be right at my back. You haven’t lived until you have experienced the sudden jolt of fear this engendered.
Being a good “top dog” leader, Rousa began to train her young successor in how to conduct herself. We began to notice Rousa actively getting the young dog to do exactly what she did. The “proof” of this was not too long in coming. One day I forgot again backed up to the chain link fence. Once more, I was scared half out of my wits. But, this time when I recovered and looked up , there was Rousa serenely sitting on our neighbors back deck just watching. She had sent her trainee out to let us know that we shouldn’t get too close to her territory.
What are the leadership lessons?
- There are “top dogs” in any “pack” of humans organized to accomplish tasks. They may or may not have positional authority
- These “old bulls” train new people to: a) Understand their tasks in the same way they understand their tasks b) Perform whatever the tasks are in the same way that the “old bulls” do that task.
- That it is difficult for new people put in with “old bulls” to challenge either the tasks or how to do the tasks. Because of the “top dog” status of these old bulls, their experience in suppressing leadership challenges, and their reluctance to “give up” long exercised authority, it is rare that change occurs.
- The “old bulls” are watchful that what they think are the major objectives are still the main objectives and they are still done. They will be watching from the porch even if they delegate tasks.
- The Forming Stage
- The Storming Stage
- The Norming Stage
- The Performing Stage
- The Adjourning Stage
Interesting.
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