I am generally comfortable interacting with the community because I am naturally gregarious and curious as to the various backgrounds and ideas of constituents. In fact, as more of a coalition builder, I am excited by the prospect of working with unfamiliar people and places in order to learn more about the issues (Newell, 1993, p. 28), and am fascinated by the potential for change and improvement in these interactions. For instance, I moved to the somewhat divided community of San Jose (p. 33) and chose to take jobs in schools on the eastside of the city so I could gain more experience in working with different populations and cultures. I’ve had a lot of experience in recruiting, which requires delving into a community with different people, being proactive, and being the first line of communication for an organization or group; such experience has been difficult but valuable.

However, like others, I do tend to be uncomfortable in unfamiliar situations. I find that I am generally uneasy with groups that do not speak English; communication is such an important part of public administration, and speech is a significant part of communication in my opinion. While I tend to gravitate naturally toward groups that I have worked with before and that I know a good amount of information about, I make an effort to interact with those who can teach me a lot about the work I do and about life in general; the challenges they may present can allow me to grow as a leader and as a person.

As far as flexibility, I find that I have learned to become much more adaptable as an educator teaching students who bring a wealth of surprises to the table every day. Though I am naturally a closer who prefers to resolve issues as soon as possible, I have learned that politics and other contingencies can produce delays (Newell, p. 28); therefore, one must look at issues from several angles and then formulate different plans to address any situation.

On the leadership compass, I fall to the side of empathy, which means that I tend to be considerate of the opinions and contributions of others. Inclusion is a key to acquiring the support of one’s constituents and to achieving effective leadership (Newell, pg. 45); one can’t lead the public successfully without making an effort to consider the differences of various community groups, and this can mean having to make changes that are greatly unanticipated (pg. 36). Nonetheless, it’s important to get this input from as many groups as possible to avoid mistakes and huge revamps further down the road.

            I personally am happy to include the opinions and ideas of others because I know that I can’t know everything about all issues, nor have I had sufficient experience to allow me to make satisfactory decisions at all times. However, I feel that I might be flexible to a fault, almost being passive in accepting the advice or opinions of others due to a lack of confidence on my part. I am aware that this is an area in which I should improve as a manager, but I also feel that with further experience in the field, that confidence will build in time.

            When I consider a situation or an issue, I tend to first address the fundamentals and look at it from a broader perspective. For instance, I studied journalism for my undergraduate degree because I considered the media to be a key player in solving societal concerns; its power to expose and interpret news can often encourage political action (Newell, pg. 45). I currently work in schools because I regard education as the great equalizer; children should be able to learn what they need to rise above any negative social circumstances, and even solve issues themselves. However, I have learned that specific actions are just as important to resolving problems. An effective manager should be a sensor in that he or she can focus on the present rather than merely contemplate the future as would an intuitive (p. 27). Planning steps and strategies to reach the overall goal is vital to successfully resolving an issue.

Works Cited

Newell, C. (Ed.) (1993). The Effective Local Government Manager (2^nd ed.). Washington D.C.: International City/County Management Association.