Managing Oneself & Reflective Practices

Managing Oneself & Reflection Practice

What all effective leaders know

Know Yourself First

Success in the knowledge economy comes to those who know themselves, their values, and how they best perform. Drucker. P, 2006

The Reflective PersonUse a critical reflection lens for self-analysis

The reflective person is one who completes less of the task, but is more careful not to make mistakes in what he or she does complete. The individual usually does not make a conscious choice: he or she does what feels natural. Hackett, 2001

Self Challenge Invitation

How: Use critical reflectionWhat: Do an honest evaluation of current situation - not your desired one

This self assessment will help you to map a path between now and your desired future

What are my Strengths?

Boyatzis’ Managment Competency Model

• Goal and Action Management Cluster• The Leadership Cluster

• The Human Resource Management Cluster• The Directing Subordinates Cluster• The Focus on Others Cluster• Specialised Knowledge

Understand your strengths through feedback analysis

Simple: Self Assessment Activity

Ratings exercise: using Dubrin

Personality traits: 1 2 3 4 5Self-confidence Trustworthiness Extroversion Assertiveness Warmth Emotional stability Enthusiasm Motivational traits: Tenacity Drive Need for power Cognitive traits: Openness to experience Farsightedness Insight into people andsituations Creativity Knowledge of thebusiness

Self Reflection - personality style - my believed strengths are:

Simple: Self Assessment Activity

Self Reflection - my believed strengths are:

Personality Profile: using Myers Briggs

ENTP type personality:

See opportunities and analyse them strategically

Good at understanding how systems work

Lots of imagination, initiative for starting projects and impulsive energy

Stimulated by difficulties, quickly devise creative responses and plunging into activities

Myer Briggs Profile

Check out your profile on

www.mbticomplete.com/en/index.asp

Address available on Links page too

How Do I Perform?

• Difficult to MEASURE• Self reflection gives a better understanding of oneself• Understand HOW you perform through reflection

How Do I Perform?

1. Preparation for experiential events:

Using Drucker’s feedback analysis -

HOW will you perform?

Andersen et al. (2000, pp 232-3) theory

2. Reflection during experiential activity:

What results are you achieving?

How Do I Perform?

Andersen et al. (2000, pp 232-3) theory

3. Reflection after the event:

• Attend to how you felt during the event

• Re-evaluate HOW you actually performed

How Do I Perform?

Andersen et al. (2000, pp 232-3) theory

Reader or a listener?

Few listeners can be made, or can make themselves, into competent readers -- and vice versa.

To try will likely result in being unable to perform or achieve. Drucker, P. 2005

Impacts on managing people: - Receive information - you/others?- Agenda before meeting?

Reader / Listener

Simple: Self Assessment Activity

Multimodel (like 60% of population)

Self Reflection, Julie’s VARK Learning results:

- Visual 5/20- Aural 5/20- Read/Write 2/20- Kinesthetic 4/20

Analysis: Adapt easily to presented learning style

Simple: Self Assessment Activity

Find your style of learning style. Take this quick and easy assessment and find out!

http://www.vark-learn.com/english/page.asp?p=questionnaire

Address available on Links page too

Your Own Reflection:

How do you work with People?

Drucker

Some people work best as:

- Subordinates- Team Members- Alone- Decision Makers- Advisors

How do you work with People?

Hackett

Method: determine how to best work with people:

- Communicate: why, what, how and when of the process

- Involve individuals to determine competencies and

identify what they need to learn

- Clarity & Visibility enables people to perform better

Note: see Craig’s story in Methods of Action for a deeper understanding

Simple: Self Assessment Activity

The 15 teamwork skills are defined as:

1. Trust2. Patience3. Respect4. Cooperation5. Organisation

Julie’s self assessmentWeakest teamwork skills: Tension

Stongest teamwork skills: Cooperation

6. Tension7. Interaction8. Control9. Persuasion10. Disposition

11. Responsibility12. Perseverance13. Determination14. Understanding15. Listening

Simple: Self Assessment Activity

Identify preferred style of working with people.Go on give it a try!

http://www.testcafe.com/team/?affil=

Address available on Links page too

Your Own Reflection:

Decision Maker or Advisor?

Some people perform better as advisorsThey cannot take the burden of making decisions

Some people need an advisor to force them to thinkThen they can make a decision and act with speed,

self-confidence and courage

What are my Values?

What kind of environment are you comfortable?

Are these compatible with organisation you work for?

If not, this can lead to frustration & non performance

As I alwayssay the rulesare the samefor everyone

The Question of Belonging

The person who has learned that he or she does not perform well in a big organisation should have learned

to say no to a position in one. He or she who has learned that he or she is not a decision-maker should

have learned to say no to a decision-making assignment. Drucker, P. 2005

Responsibility for Relationships

Managing yourself requires taking responsibility for relationships

Accept other people as individuals- Take responsibility for communication

Drucker wants you to know these Elements

Find where intellectual arrogance enables outcomes

Understand and remedy bad habits

Comparing your expectations with your results also indicates what not to do

Manners are the lubricating oil of an organisation

Act on new self knowledge

What now? Will you be true to yourself?

Critical Reflection

Hackett offers six reasons why critical reflection is important

1. Helps practitioners to take informed actions2. Develops a rationale for practice3. Avoids self-blaming4. Grounds practitioners emotionally5. Enlivens the learning environment6. Increases democratic

Critical Reflection

Will you be a “competent” manager who attains the accepted specific and generic skills in the

practices of your profession?

Will you utilise critical reflection to grow your real professional skills?

How does this make you a better leader/manager?

The challenges may seem obvious, if not elementary. But managing oneself requires new and unprecedented things from the individual, especially from the knowledge worker.

Do not try to change yourself -- you are unlikely to succeed. But work hard to improve the way you perform. And try not to take on work you cannot perform or you will only perform poorly. Drucker, P. 2005

Thank you for taking this journey!

References

Drucker, P.F. (2005) Managing oneself. Harvard Business Review, 83 (1) pp.100–109.

Hackett, S. (2001) Educating for competency and reflective practice: fostering a conjoint approach in education and training. Journal of Workplace Learning, 13 (3) pp. 103–112.