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Introduction
The woven fabric of leadership carries the weight of every facet of experience—from the
momentous triumphs to the most galling challenges—as the seed of novel growth and selfawareness. The moments of Hero and Zero, which I reflected on during this journey, it made me
fill out this reflective journal that now is a structured journey into my life and the reasons to hold
opposing my professional path. Whether a hero moment, a victory that characterizes
accomplishments, or overcoming obstacles, which is when my actions match the ideal actions of
doing service and leading from my side, this has become remarkable in Bhutan during the
shutdown of COVID-19. On the other hand, the moments of extent zero symbolize times that are
observed as times of hardship and self-introspection, where it is promulgated that leadership is a
tedious path that is full of learning curves that often come as a result of team interactions that may
be complicated or personal temperaments that are dictated by one's personality.
This paper emphasizes the growth potential and demonstrates that reflective practice is
effective by integrating my positive and negative leadership experiences. By this contemplation, I
set out to strike the right balance between enlightened competence and unsteady awareness,
encompassing both the wisdom of the victorious moments and the experience of the failures. Thus,
the lessons drawn from heroes and zeros are essential for the proper judgment and the approach of
a natural leader. Hence, the journal becomes a depository of my past actions and a lighthouse to
explore a leadership approach that is conscious as well as substantial.
Report
Hero Moment: Navigating Crisis During COVID-19
The unprecedented COV1-19 crisis in Bhutan, when my role as a Customs Officer was
prominently and unexpectedly raised to the peak of public services, to which I am forever grateful.
It was as if the nation paralyzed by the virus fell with the lockdown; the standstill hit all, but I was
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placed at the southern gateway, an entry for international trade critical for the nation's survival.
Domestic employees, especially those who are immigrants, get paid less compared to local
employers and experience barriers when it comes to job promotions and career growth.
The new and missing unit created a new addition to those services that I have been working
on for three years. Although it was both an honor and a challenge at the time, I was appointed as
the head. The project implementation flow was geared towards a smooth trade, and a team of
recruits was trained. My strategy changed and revolved around creating an environment that is not
competitive but cooperative, where every member's contribution is appreciated. Hence, we work
together and produce results as a harmonic team. We received much motivational help and
encouragement, courtesy of this empathetic leadership approach, and were prompt. At times, we
made mistakes, but these were minimal thanks to our being a team and our leader's method of
developing us the way he did.
Our trials were not just the culmination of the procedures or legal framework but extended
far beyond. Mother Nature's zeal went overboard when torrential monsoon rains poured
ineffectively and could have flooded our operations. Given that the tanks were filling up and there
was a lasting electricity outage after the storm ceased, we may have gotten trapped without further
rescue. In the face of such a moment of doubt and referring procedures, however, I decided against
the policies of using only direct communication and dialogue with the department heads; I stressed
the well-being of my team. It was this move that was the end product of my best efforts. Therefore,
a profound recollection will be alive in my subconscious at night as I gather in a canopy under a
projection that provides shelter. I was alert in the wake of rising risks. I showed no reluctance to
make decisions that guaranteed everyone's safety, commanded the respect and appreciation of my
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superiors and peers alike, and reinforced my commitment to leadership characterized by the
impetus for magnanimity.
Zero Moment: A Test of Teamwork and Temperament
Alternatively, for me, 2020 was a year when, around noon, in a real team, we had been
given the simple task of solving crying error messages about custom clearance. We went out in
twos to cater to the abounding import shipment, and the expectations were a shared workload. If
she continued to make me disappear, I would become increasingly strained by the job's difficulty;
either way, the importers would become angry at me for not being responsible.
This exponentially growing amount of stress I experienced made me feel as if I was on the
verge of snapping, and my ability to keep a professional demeanor was compromised. The conflict
between my partner and me made a situation stand out, one that had nothing to do with work, and
my colleagues were displeased with me. The breach of professional ethics had immediate
consequences—tainted our team's reputation. It led to an indefinite postponement from our initial
day shift to a more grueling and demanding night shift.
This was a unique physical experience with an emotional reaction, and the resulting
reflection allowed me to question how I was already reacting to stress and interpersonal conflicts.
It highlighted that emotional intelligence is vital for leadership and the value of attentive guidance
and endurance, even in harsh circumstances. Though this Zero moment made me suffer, the one
silver lining over the storm was that I succeeded during the storm in self-development, wherein
evaluating my problem-solving and teamwork approach became imperative.
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Reflection
Hero Moment Reflection
The COVID-19 crisis created awareness of my ability to aid others in turmoil. What was
my burning impulse amidst the flood emergency? The feeling of obligation for the well-being of
others compels one to serve selflessly. This did not only mean an absence of compliance with the
job but also a moral obligation to protect my crew and maintain trade flow and the vital national
supply lines connected to the sea. The role of leadership, which I filled as it were, carried an
implicit message: when all is lost, the courage of one is an uncle to the rest. My persona as a public
caretaker and defender was as though meant for a peculiar job, for it was not assigned to me but
adopted merely out of my instincts.
Evacuating people and the subsequent congratulations by the finance minister made my
business strong and established my management abilities. This hero moment served as a crucible
that forged my tenets of duty and valor with the latter of my professional attribute, which resulted
in a better sense of purpose and a greater desire to instantiate both my values.
Zero Moment Reflection
Although my mentoring experience was vividly positive, with my colleague incident, the
thoughts were hugely negative. They might obstruct me from coping with others and managing
work pressure in the future. While it presented my vulnerability and the destruction of my belief
in teamwork and the experience of joint responsibility, fairness was essential to me. Still, realizing
the unjust work distribution was all over and triggered my anger, contradicting my role as a fair
member. It occurred to me that I was trying to hide my intern cover, and the best dressed won the
day.
Through the tumultuous time of this Zero stage—a self-searching period and heartache that
I experienced—I acquired spiritual growth. It was like a wake-up call to me that the leader's
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responsibility extends to self-monitoring and handling emotions rather than just juxtaposing
external crises. It began to look clear that we must develop a specific approach that can address
serious problems but not affect a permanent solution. I found myself in an unexpected position
because of the personal values that I carried through my actions, and these served as a harsh lesson
in humility and the disregard for emotional intelligence in leadership.
Personal and Professional Growth
However, overall, they have paved the way for my transformation. The hero moment gave
me another boost of courage, which ultimately made me believe that my on-the-spot leadership
skills were what the crisis demanded. It boosted empathy in my leadership style, and I embraced
courage, which is the building block for me and my professional identity. This, however, might
imply rethinking my conflict resolution strategies and coping skills. Therefore, I learned it is
crucial to keep developing and improving myself.
Ultimately, both experiences have had teaching moments because they reflect the dynamic
nature of leadership- the continuing push and pull between one's values, identity, and the prevailing
crisis atmosphere. They have been both the Helmer moments and the Capulets moments, for with
them, I have recognized that my positive moments are nothing without my negative ones, as they
represent the soil on which the human soul seeds its well-being. In the future in my career, my
takeaway is that there is a 'bedrock' from which I can build a more enduring, adaptive, and selfreflective leadership practice.
Reframe
Reframing the Hero Moment
During the COVID-19 disaster, DLM tends to elaborate that leadership is the most effective
when it is developed and shared between those with related knowledge and competence. In
retrospect, I understand that leading the team around me and using their different skills is integral
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to being a leader. Despite the circumstances in which I, as the team leader, was tasked to manage
the work, our combined efforts and the knowledge advancement within the team made the job
easier. In DLM terms, the team I was part of functioned through 'sensemaking,' a process that
helped reveal the intricacy of our existing environment and the best way of responding to the
challenges. This crisis needs a type of leadership that is distributed, that is, relying not only upon
my placements but also on the various perspectives provided by the different members of my team.
It is seen here how DLM refers to the capacitance to relate to connect to the other members. Despite
all, the unit functioned the day without a hitch, which illustrated the team member's ability to stay
steadfast in visioning and inventing as we strived to provide some safety and efficiency despite the
situation.
Reframing the Zero Moment
On the contrary, the zero moment, which occurred during the conflict between me and my
manager due to an unbalanced contribution, has been analyzed from the distributed leadership
model (DLM) perspective and has revealed the leadership gaps. Another thing I can think of is a
missed chance to enhance my 'relating' with this colleague because a lack of more substantial
reliance and trust might have discouraged me from collaborating with him. Due to my incapability
of having my team communication channels and sharing tasks, the team started to fall apart. Also,
with such a large amount of work that still needs to be finished, team cohesion occurs. Apart from
that, the presence of 'sensemaking' lost the opportunity for a considered response, making a
situation more aggravating.
In both cases, the DLM is a well-composed tool with which the interactions and patterns
of the system's dynamics can be described and understood. It highlights the imperativeness of
people leading who are adaptable to the situation, including crises where old hierarchies work less.
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Learning of the Hero-Leader-Hopper model enables me to assess my leadership skills
sophisticatedly. I should work on my sensemaking and relating skills, whereas my visualizing and
inventing skills are primary.
A signifier of how vital a leader's proficiency is is their aptness in addressing and properly
cheerleading the four competencies of the DLM and their management. As illustrated by the stories
I am telling now, leadership roles are always dynamic, and context is the most essential factor
regarding how the leader operates. Looking to the future, this newly defined perspective influences
my commitment to building a shared leadership model, fostering resilience, and still learning from
the experiences.
Redesign
1. Enhancing Sensemaking
Action: Actively seek diverse perspectives and feedback to understand complex situations before
making decisions.
If…then Statement: If I am confronted with a challenging situation that requires swift action, I
will pause to gather diverse insights from my team to ensure a well-rounded understanding
before proceeding.
2. Strengthening Relating
Action: Build stronger interpersonal relationships with team members, nurturing trust and open
communication.
If…then Statement: If I notice a team member struggling or becoming disengaged, then I will
initiate a one-on-one conversation to explore their concerns and collaboratively develop
solutions.
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3. Improving Visioning
Action: Regularly articulate and align the team's objectives with the broader organizational
vision to ensure coherence and collective motivation.
If…then Statement: If a new project or crisis emerges, I will lead a team discussion to align our
actions with the organizational vision, reinforcing the purpose and direction of our work.
4.
Inventing
Action: Encourage innovation and creative problem-solving by creating a safe space for the
team to propose and experiment with new ideas.
If…then Statement: If the team encounters a roadblock or an inefficient routine process, I will
facilitate a brainstorming session to encourage innovative thinking and experimentation.
5. Personal Development:
Action: Commit to continuous learning by pursuing leadership development opportunities and
remaining open to feedback.
If…then Statement: If I receive constructive feedback or encounter a personal leadership
challenge, I will reflect on this input, seek out resources or training to address the area of
improvement, and apply new strategies in practice.
6. Balancing Workload and Well-being
Action: Prioritize the distribution of work more equitably and proactively manage my workload
to prevent burnout and maintain work-life balance.
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If…then Statement: If I find myself or a team member overburdened with tasks, I will reassess
the distribution of responsibilities and adjust as necessary to ensure a sustainable balance.
7. Emotional Regulation:
Action: Develop strategies for emotional regulation, such as mindfulness or stress management
techniques, to maintain composure during high-pressure situations.
If…then Statement: If I feel overwhelmed or frustrated, I will employ mindfulness techniques
to regain emotional equilibrium before addressing the issue.
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