In the coursework there are ten behavioral guidelines defined to help with supportive communication as a leader. My reflection blog is to discuss these guidelines within my current leadership role and project results by using the behavior guidelines that work for me as a leader.

The first behavioral guideline is centered on the difference between coaching and counseling. In my current role I provide support to 23 control account managers, where my efforts focus more on coaching than counseling. I provide directions on how to schedule work, and suggested approaches to managing scheduled tasks. I also provide advance advice of cause and effect  if they take a particular step, which has a potential negative or positive ending. Example would be if they scheduled a task to be completed on a specific day and they chose to postpone the task, then there is a delay in schedule, which could possible effect down stream complications.  I also do an ample amount of counseling by outlining “problem recognition” to prevent the undesired outcome. However, using the same type of counseling, I can use the undesired outcome to train to prevent the same outcome in the future.

The next behavior guideline is being able to communicate congruently or ensuring emotions and actions are aligned.  As a leader you want to make sure the verbal information that is being distributed is not misunderstood by non-verbal body language, as this can be conflicting or misleading. An example in my workplace, I have a very bad uncontrolled body language of rolling my eyes. I was not aware of this body language until my manager told me, which was embarrassing to hear. I had no idea that I did this in meetings, and was leaving the idea to others that I did not care about the topic or them. After I was told this, I continuously work on ensuring I am not rolling my eyes in a conversation. There are other types of body language that I feel I can work on such as the eye stare when someone is telling me something, or the fake grin that allows others to know you are at least listening, but completely uninterested in the conversation. I have had to work on these behavioral issues as often I don’t know I am even doing it. Slowing down to focus more on others allows me to be better prepared to not roll my eyes or stare of confusion.

The next behavior guideline that works for me is communicating that problems are problem oriented and not people oriented. After spending twenty years in the military, when there was a problem the leaders automatically want to know who did it, verses what caused it. I had a really good program manager a few years back make a statement that most issues are caused either by a person, process, or a tool. I like the analogy and even use it today, because it makes sense. Although people design processes and tools, it doesn’t mean is caused by people. As a leader, I tend to be objective and do research prior to communicating information.

The last behavioral guideline I would like to discuss is to own your statements, and encouraging other to do this as well. I have experienced situations where conversations were bad and the blaming game was in great force, and sadly this was within the last decade at my current company. It sad sometimes when you work with some extremely intellectual leaders who lose control when they are under pressure. I have learned that being honest to those who you lead, whether its good or bad, I tend to get better support and respect. I have also learned that when you are able to stand up and take accountability in front of your peers, you gain even more respect. The hardest part as a leader is when I hear other individual state that management is the driving force to change, or something occurred because of management. My approach is often supportive by telling those that I lead that management had a meeting, and I agree with the decision before giving out the information. This approach provides the team with confidence that I am involved with whatever the decision was, and offer the opportunity for them to provide feedback.

Although, there are ten behavior guidelines to supportive communication, there are just a few that I think I do good as a leader. There are always areas of improvements such as being specific in my leadership communication as it personalizes to the team as well.  The one value of this blog, am I found myself conducting a self-awareness identifying some major areas where I could improve. In the end, supportive communication in my opinion requires respect and honesty.