Managing Oneself & Reflective Practices


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Managing Oneself & Reflective Practices

  1. 1. Managing Oneself & Reflection Practice What all effective leaders know
  2. 2. Know Yourself First Success in the knowledge economy comes to those who know themselves, their values, and how they best perform. Drucker. P, 2006
  3. 3. The Reflective Person Use 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
  4. 4. Self Challenge Invitation This self assessment will help you to map a path between now and your desired future How: Use critical reflection What: Do an honest evaluation of current situation - not your desired one
  5. 5. What are my Strengths? Understand your strengths through feedback analysis 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
  6. 6. Simple: Self Assessment Activity Self Reflection - personality style - my believed strengths are: Personality traits: 1 2 3 4 5 Self-confidence Trustworthiness Extroversion Assertiveness Ratings exercise: using Dubrin Warmth Emotional stability Enthusiasm Motivational traits: Tenacity Drive Need for power Cognitive traits: Openness to experience Farsightedness Insight into people and situations Creativity Knowledge of the business
  7. 7. 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
  8. 8. Myer Briggs Profile Check out your profile on Address available on Links page too
  9. 9. How Do I Perform? • Difficult to MEASURE • Self reflection gives a better understanding of oneself • Understand HOW you perform through reflection
  10. 10. 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
  11. 11. How Do I Perform? 2. Reflection during experiential activity: What results are you achieving? Andersen et al. (2000, pp 232-3) theory
  12. 12. How Do I Perform? 3. Reflection after the event: • Attend to how you felt during the event • Re-evaluate HOW you actually performed Andersen et al. (2000, pp 232-3) theory
  13. 13. 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
  14. 14. Reader / Listener Impacts on managing people: - Receive information - you/others? - Agenda before meeting?
  15. 15. Simple: Self Assessment Activity Self Reflection, Julie’s VARK Learning results: Multimodel (like 60% of population) - Visual 5/20 - Aural 5/20 - Read/Write 2/20 - Kinesthetic 4/20 Analysis: Adapt easily to presented learning style
  16. 16. Simple: Self Assessment Activity Your Own Reflection: Find your style of learning style. Take this quick and easy assessment and find out! Address available on Links page too
  17. 17. How do you work with People? Drucker Some people work best as: - Subordinates - Team Members - Alone - Decision Makers - Advisors
  18. 18. 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
  19. 19. Simple: Self Assessment Activity The 15 teamwork skills are defined as: 1. Trust 6. Tension 11. Responsibility 2. Patience 7. Interaction 12. Perseverance 3. Respect 8. Control 13. Determination 4. Cooperation 9. Persuasion 14. Understanding 5. Organisation 10. Disposition 15. Listening Julie’s self assessment Weakest teamwork skills: Tension Stongest teamwork skills: Cooperation
  20. 20. Simple: Self Assessment Activity Your Own Reflection: Identify preferred style of working with people. Go on give it a try! Address available on Links page too
  21. 21. Decision Maker or Advisor? Some people perform better as advisors They cannot take the burden of making decisions Some people need an advisor to force them to think Then they can make a decision and act with speed, self-confidence and courage
  22. 22. What are my Values? As I always say the rules What kind of environment are you comfortable? are the same for everyone Are these compatible with organisation you work for? If not, this can lead to frustration & non performance
  23. 23. 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
  24. 24. Responsibility for Relationships Managing yourself requires taking responsibility for relationships Accept other people as individuals - Take responsibility for communication
  25. 25. Drucker wants you to know these Elements Find where intellectual arrogance enables outcomes Understand and remedy bad habits Manners are the lubricating oil of an organisation Comparing your expectations with your results also indicates what not to do Act on new self knowledge What now? Will you be true to yourself?
  26. 26. Critical Reflection Hackett offers six reasons why critical reflection is important 1. Helps practitioners to take informed actions 2. Develops a rationale for practice 3. Avoids self-blaming 4. Grounds practitioners emotionally 5. Enlivens the learning environment 6. Increases democratic
  27. 27. 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?
  28. 28. 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.
  29. 29. 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
  30. 30. Thank you for taking this journey!
  31. 31. 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.
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