Managing Oneself & Reflective Practices
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Transcript of 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.