Self awareness 2012
This presentation was developed for a workshop called “Developing Self Awareness”. We kick off this workshop with the video “Imagine Leadership” The key sentence of the video is “Be the Change You Want to See in This World”. In order to be the change we want to see, we need to know in what this change consists and how we can contribute to it. In a few words, we need to know… WHO WE ARE. Regarding Self‐Esteem We need to develop self‐esteem and to see ourselves as capable, successful and worthy. Regarding Internal Locus of Control Successful managers and leaders are capable of abstracting themselves from the particular situation they are involved in and, from this neutral point of view, they can recognize when they succeed and when they fail. Regarding Values Personal Values: we need to distinguish Standard of Conducts from Desired Ends of Goals. The firsts concern values that are very well rooted in myself and influence every single decision. The seconds are newly created values that are consistent with my final objectives. Regarding Gordon Gekko and Greed Take a look at fantastic Michael Douglas’ monologue “Greed is Good” (http://www.youtube.com/watch?v=ONXpaBQnBvE) Regarding Learning Styles We tend to privilege a particular method when we learn something but the best possible learning happens when we have the chance to experience the whole learning circle. Example: learning how to write a business plan. ‐ You can read a very well done business plan and learn by Reflective Observation ‐ You can study what a business plan is and what needs to be done in order to perform it. This method is called Abstract Conceptualization ‐ But only if you Experiment it and get the Concrete Experience you’ll get the best possible learning experience. Regarding Attitude Toward Change Everything is much more dynamic than it used to be, considering both: ‐ Companies: mergers and acquisitions, reorganizations, closings, openings, new markets… ‐ individuals: if 20 years ago a person used to stay in the same company for the whole working life, now it has been proved that we will change job 10 to 14 times in our life. So, please, don’t sit down, keep looking around you and be prepared for the change! Regarding the Sensitivity Line This is a very theoretical topic but extremely useful in order to introduce a very important factor in the development of our Self‐Awareness which is FEEDBACK. Always ask for FEEDBACK! And be humble! We can learn from every person we encounter in life. Sometimes we believe that we can only learn from people that are better educated or older or more successful than us. We need to overcome this belief because we can learn from any other person’s experience, regardless of her education or status or… G
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Self awareness 2012
- 2. EVER WONDER WHY SOME PEOPLE ALWAYS SEEM TO KNOW WHERE THEY ARE GOING IN LIFE? NO MATTER WHAT THEY WANT TO ACHIEVE, THEY KNOW EXACTLY WHAT NEEDS TO BE DONE
- 3. ARE YOU DOING LIFE OR IS LIFE DOING YOU?
- 4. ARE YOU CONSCIOUSLY CHOOSING WHAT YOU MOST WANT?
- 5. SELF AWARENESS istheprocessof UNDERSTANDINGone’ sownBELIEFS, THOUGHTS, MOTIVATIONS andrecognize how they AFFECT OTHERS Boyle, 2005
- 6. It’s a LIFELONG PROCESS thathappensgradually, but at times it can be helpfultoPUT EFFORTintoRAISING OUR SELF AWARENESS
- 7. 5 pillars of SELF AWARENSS E.Q. CoreSelf- Learning AttitudeTowa Emotional Values Evaluation Style rdChange Intelligence
- 8. EMOTIONAL INTELLIGENCE RECOGNIZE and DIAGNOSE yourownEMOTIONS CONTROL YOUR EMOTIONS RECOGNIZE and DIAGNOSE the EMOTIONS displayed by OTHERS
- 9. EMOTIONAL Researchsuggeststhat INTELLIGENCEis4 times MORE IMPORTANT THAN IQ In determiningMANAGERIAL and LIFE success
- 10. CORE SELF-EVALUATION SELF-ESTEEM: theextenttowhichpeopleseethemselves as capable, successfulandworthy LOCUS OF CONTROL: peoplebeliefabouttheextenttowhichthey can control theirownexperiences INTERNAL LOCUS OF CONTROL: “I wasthe cause ofthesuccessorfailureforthechange” EXTERNAL LOCUS OF CONTROL: “somethingelsecausedthesuccessorfailure”
- 11. Research suggests that ... SUCCESSFUL MANAGERS andLEADERShave a higherINTERNAL than external LOCUS OF CONTROL moreover,theytendNOTto be manipulative, insensitiveandselfish
- 12. VALUES CULTURAL VALUES: patternsofvaluessharedamongpeople in variouscountries PERSONAL VALUES: whatpeopletendtovalue in theirdecision, both standards ofconductanddesiredendsorgoals ETHICAL DECISION MAKING AND VALUES
- 13. GORDON GEKKO istotallyOUT GREED isNOTgoodany more LessCOMPETITIVENESS, more SHARED VALUE Michael Porter, Mark R. Kramer: “The Big Idea: CreatingSharedValue”, Harvard Business Review, January–February 2011
- 14. LEARNING STYLE Anindividual’sinclinationto PERCEIVE, INTERPRET and RESPOND toinformation in a certainway. Concrete Experience ActiveExperiment ReflectiveObserva ation tion AbstractConceptu alization
- 15. ATTITUDE TOWARD CHANGE BecauseMANAGERS and LEADERS mustwork in anENVIRONMENTofCHANGE, itisimportanttounderstantone’sTOLERANCE tosituationsthat are AMBIGUOUS, UNCOMPLETE, UNSTRUCTURED andCHANGING
- 16. The SENSITIVITY LINE: the Enigma ofSelf-Awareness Thepoint at whichindividualsbecome DEFENSIVE or PROTECTIVE whenencountering INFORMATION ABOUT THEMSELVES whichisinconsistentwiththei r SELF-CONCEPT
- 17. The SENSITIVITY LINE: the Enigma ofSelf-Awareness Overcomingit... by receiving INFORMATION thatis VERIFIABLE, CONTROLLABLE and PREDICTABLE by INTERACTING withothersand ENGAGING in SELF- DISCLOSURE
- 18. ASK FOR FEEDBACK, ALWAYS! And rememberthe IMPORTANCE of HUMILITY “Ifyouhave a humbleeagernesstolearnsomething, yourlearningopportunitieswill be unlimited” Clayton M. Christensen: “Howwillyoumeasureyour life?”, Harvard Business Review, July - August 2010
- 19. WHY TO BECOME SELF-AWARE To improve PERFORMANCE To MANAGE YOURSELF: set appropriate GOALS, choose appropriate CAREERS, manage STRESS To understand differences between YOU and OTHERS: understand why others REACT to you the way they do, adapt your COMMUNICATION to others’ need, develop INTERPERSONAL SKILLS
- 20. HOW TO BECOME SELF-AWARE Know your PREJUDICES Know your MOTIVATION and NEEDS Know your RESPONSES FEEDBACK from FRIENDS and FAMILY FEEDBACK from PEERS (active listening and openess) FEEDBACK from YOURSELF
- 21. The 5 interviewquestionsaimed at verifyingourself- awareness (weshould know theanswer even thoughwedon’thaveanyinterviewschedu led...)
- 23. 2 What are your 3 mainstrengthsandyour 3 mainweaknesses?
- 24. 3 How wouldyou describe yourpersonality?
- 25. 4 What’syourfavoritewebsite andwhy?
- 26. 5 What are your long- termprofessionalgoals?
- 30. References • “BecomingSelf-Aware”, a UniversityofSurrey Career Service’sDocument • “DevelopingSelf-Awareness”, Craig W. Fontaine, Ph.D., Northeastern University, College of Business Administration • “The Variety of Self-Awareness”, David Chalmers, Ph.D., Australian National University 30