Reading from sections IV-VI

Section 4 was primarily about building diverse teams - and recognizing how each team member may have different approaches to interacting, solving problems, and communicating. It was interesting reading since I certainly face diverse teams at work. The obvious diversity is the physical characteristic I can see as a leader - race, color, sex. But I've realized over the last several years that diversity is a lot more than just those - it's diversity of each individual's experiences and norms. When building an effective team, the good leader will recognize and value those diverse perspectives, and find ways to be inclusive, playing to each person's comfort level and strengths.

Section 5 was about volunteerism as integrated in the corporate and academic environments. One article was written by our very own Bill. It's interesting to read the thoughts on the typical cynics - of which I clearly was/is one. But, friends who have been previous participants in 510 have told me to get over the cynacism since it's a great experience.. and that's exactly what Bill points out. Glad I'm fitting his mold! Liesl had an editorial opinion piece in a newspaper about the value of the volunteerism as part of education. After reading through these, there hasn't been any new specific information, but they both make compelling arguments that service projects as part of team exercises - whether it be family, academic, or corporate - build bonds between team members significantly differently from normal "let's get to know each other" activities. This helps me understand why Microsoft holds a twice-yearly "day of caring" for its employees. Each team is encouraged to select a community activity and volunteer. I've always thought of these days as nice days to be at work since everyone's usually gone, but now I'm wondering if I'm missing out on an opportunity to build my team of 20 into a more effective team.

Section 6 - Spirit and Creativity - WOW! I need to go back and re-read these articles a second and third time. There's so much very cool stuff in there! Many of the attempts we've been doing at work are clearly explained in these articles - the whole leader as a servant part struck me in particular. When thinking about this concept, it makes me start to feel insecure with my own motives and desires. Is my primary motivation to serve my team? Or is it to be recognized as a leader and build power and responsibility. The answers to those questions and the candid self-evaluation required to arrive at the answers are pretty gut-wrenching. Who wants to admit to himself that he's shallow and in leadership positions so he can build his power base? What happens if that's true?