A640.9.2.RB – FINAL PROJECT REFLECTION

The Chief Operating Officer of the Council on Aging is a friend of mine who had an excellent job and getting paid excellently well who decided to be the COO of COA, a non-profit organization here in Florida.  She’s far away from retirement age.  When I asked her what made her leave a high paying job to be a COO of Council on Aging, her response actually surprised me.  She has been chairing non-profit organizations like PACE here at the Volusia/Flagler County for free or without compensation, and she found it very rewarding.

I have not seen my friend so happy, and every time I see her, she looks younger than the last time I saw her.  She relayed that the enthusiasm of their employees who are compensated not as much as private organizations’ workforce, are very contented and are happy with their current positions.  My COO friend surveyed her employees on what makes their work rewarding.  She said that 83% of the responses were regarding their encounter with their aging customers and their family.  The staff further reiterated that the family’s and clients’ appreciation and gratitude towards them are priceless.

The COA Executive Leadership team exemplifies to its 155 paid employees and around 400 volunteers within the Volusia County of Florida, servant and supportive leadership.  According to Greenleaf (1998), a servant leader first and foremost is a servant whose primary focus or desire is to serve.  What drives the COA Executive Leadership team is to help their employees, volunteers, and stakeholders aspiring them to be of excellent service to their colleagues, team members and the Volusia County's senior citizens who are in need of companionship and care.  Greg Longstreth, the Dining Site Manager of COA Ormond Beach, epitomizes servant leadership.

As Greenleaf (1998) wrote,  the best test of the effectiveness of servant leadership is the result of the development of those who are being served like Greg.  Greg has autonomy to run the dining site as he sees fit, he is emotionally vested and healthy, and he is an excellent servant to his volunteers.  On a daily basis, Greg has a 14-15 member regular diverse group of volunteers whose responsibilities are to pack the Meals on Wheels at the exact time to ensure compliance with the state and federal guidelines for serving food.  According to the federal and state guidelines, the food has to be served at the specified temperature (140 F degrees) and deliver these meals to elderly residents and to Respite Program locations on time.  A minimum of about 50 daily meals had to be packed within ten minutes and be delivered before noon.  Greg timed volunteers to start packing and sealing hot meals from 10:30 to 10:40 am.  Every food serving has to have one-third of the daily nutritional requirements for a 70-year-old adult.

Developing teamwork is critical for the success of any organization.  It is to the advantage of the company when every member of the team works cohesively to accomplish departmental and organizational goals.  It is not only of the utmost importance that team members have the autonomy and freedom to achieve assigned tasks, but it is also of importance that they have the capacity to work well with other members of the team.  It is also of significance that members of the team not only have the skills to communicate their aspirations or ideas to other members of the team and be collaborative to accomplish departmental projects and tasks successfully but also have the willingness to accept constructive criticisms to improve themselves.

As a leader, Greg gives his volunteers autonomy to decide who does what, except for the Meals on Wheels and Respite drivers who have their assigned route of delivery.  They are responsible for making sure that there is enough food remaining for those elderly clients who come into the Dining Site to play bingo and network with other seniors.  One of the volunteers was in charge of filling the meal container with chicken.  This volunteer is mentally disabled.  While in the packing process, she realized that we were running out of chicken.  She kept on apologizing for her error.  Greg, without uttering a word, stepped-in and the packing continued smoothly.  When the preparation of the food was completed, the volunteers and senior visitors played bingo and spent lunch together.  As Cerff & Winston (2006) said, a servant leader is one who can serve members of his/her team that would enhance hope, nurturing the followers, strengthening their weaknesses, and has the confidence that things are going to work out fine.

Going back with my COO friend’s attitude, she reminded me of Proverbs 4:23 that states, the heart is the very seat of our soul, our emotions, and our passions. It is the very essence of our being and that which drives our thoughts and our motives. No wonder God tells us to guard our hearts.  My friend’s and Greg’s heart as a leader is the foundation of their lives. It is what drive their passion leading in a deeper sense of their heart.  Money was not the motivation of my friend’s and Greg’s leadership style, but it is their longing to serve first that aspire them to lead.  They both are the epitome of servant leadership.

This course has confirmed that developing teamwork is critical for the success of any organization.  It is not only of the utmost importance that team members have the autonomy and freedom to achieve assigned tasks, but it is also of importance that they have the capacity to work well with other members of the team.  It is also of significance that members of the team not only have the skills to communicate their aspirations or ideas to other members of the team and be collaborative to accomplish departmental projects and tasks successfully but also have the willingness to accept constructive criticisms to improve themselves.  As a leader, it is not only important that I serve my organization to the most of my ability but also, I have to expand my service to the betterment of my community just as the COA employees from the Executive team, like my friend, to employees like Greg.

References: 

Greenleaf, R. (1998). The Power of Servant Leadership. San Francisco, CA: Berrett-Koehler.

Cerff, K. & Winston, B. (2006). The Inclusion of Hope in the Servant Leadership Model An Extension of Patterson and Winston’s Model. Servant Leadership Research Roundtable. School of Leadership Studies. Regent University