This week marked the first practice team rollover and revealed the issue of just how ambiguous Mikes Bikes will be. Deciding how much money to invest in each aspect, such as marketing, was similar to asking how long a piece of string is. I found it difficult to accept that we could not pinpoint a perfect number for each aspect in order to win as it all depended on how the other three teams played their hand. How could 20% of our grade be left up to chance? To add to this, we were the predominantly grades-oriented group, winning was definitely our drive.
Spreier, Fontaine and Malloy (2006) explain the drive to achieve and the value of achieving is instilled in us from an early age. Through primary we are congratulated on being the best in maths or the fastest at running. Yet in the real business world, apparent achievement may have come at the cost of over pressured employees or rule abiding. This is often the result of over-achieving managers with achievement motivation who push for high results over too long a period. This is contradictive to ‘socialized-power’ motivated managers who work through collaboration and bolstering workers. This could link with Collins’ (2005) ’Level 5 Leader’ which demonstrates great will and humility. In either of these leaders, winning is not the core focus. Encouraging workers in their own area emphasizes learning and developing their skills. I believe our team should work towards socialized power motivation shown through traits of coaching, support and encouragement (Spreier et al., 2006).
Through this first rollover and overall in this course, I see the emphasis is on learning more than winning. Learning will not only occur through winning, but through evaluating and reflecting on our not so great decisions. Therefore, the first rollover may have been ambiguous, however the second rollover will at least provide a situation which we will need to respond to through careful evaluation. Perhaps when these actions are executed well, we will learn as well as win.
Collins, J. C. (2005). Level 5 leadership: the triumph of humility and fierce resolve. Harvard Business Review, 83(7/8), 136—146
Spreier, S. W., Fontaine, M. H., & Malloy, R. L. (2006). Leadership run amok. Harvard Business Review, 84(6), 72--82