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  1. 1. Personal Transformation
  2. 2. “ Nothing changes without personal transformation” England, 2002
  3. 3. England’s Inner Leadership <ul><li>Provides a systematic method for realising successful business leader qualities </li></ul><ul><li>Allows people to utilise their “deepest resources and self-leading potentiality” </li></ul><ul><li>Provides a guide for self awareness </li></ul><ul><ul><li>Introduces a mapping tool to uncover hidden parts of our personality </li></ul></ul>
  4. 4. Transformation – A Choice <ul><li>Personal transformation creates change </li></ul><ul><li>We have the ability to change our personality to enable better leadership </li></ul><ul><li>We must continually review our inner personality </li></ul><ul><ul><li>Never assume our reaction or action is the correct method </li></ul></ul>
  5. 5. Personal Transformation <ul><li>The Process: </li></ul><ul><ul><li>Understanding selves through personality maps – Johari Window </li></ul></ul><ul><ul><li>Exploring personality parts </li></ul></ul><ul><ul><li>Realising the power to change personality </li></ul></ul><ul><ul><li>Implementing Inner Leadership into daily lives via the above steps </li></ul></ul>
  6. 6. Key Theories <ul><li>R-E-A-L Model </li></ul><ul><li>Constituents </li></ul><ul><li>Centre of Identity </li></ul><ul><li>Will </li></ul><ul><li>Transformation </li></ul><ul><li>Johari Window </li></ul>
  7. 7. R-E-A-L Model <ul><li>R ecognizing our main personality traits </li></ul><ul><li>E xploring our inner personality and discovering beliefs which narrow our thinking </li></ul><ul><li>A ctualizing our thinking by letting go of our habitual ways and making new conscious decisions </li></ul><ul><li>L eading. Through self awareness we see the real needs of each situation and can apply new thinking to each </li></ul>
  8. 8. Constituents <ul><li>England highlights the need to </li></ul><ul><ul><li>understand the parts of our personality </li></ul></ul><ul><ul><ul><li>which inhibits us and </li></ul></ul></ul><ul><ul><ul><li>parts that make us perform or feel confident </li></ul></ul></ul><ul><li>Understanding these can help to deal with the negative situations in a more confident manner </li></ul>
  9. 9. Centre of Identity <ul><li>The ability to direct the constituents to </li></ul><ul><ul><li>withdraw the incorrect immediate reaction </li></ul></ul><ul><ul><li>allow for time to reflect and make the correct choice in a situation </li></ul></ul><ul><li>This gives us freedom from our inner beliefs and allows a situation to be observed and reacted to in the correct form </li></ul>
  10. 10. Will <ul><li>The ability to successfully achieve what we want to achieve </li></ul><ul><li>The “Achiever” constituent that allows us to perform and achieve our desires </li></ul>
  11. 11. Transformation <ul><li>Often requires inner conflict, which can stunt ideas or positive action. </li></ul><ul><ul><li>Inner conflict should not be avoided, but effectively managed to ensure a win-win situation is achieved where both parts of our conflicting constituents are satisfied. </li></ul></ul>
  12. 12. Johari Window – The Process OPEN HIDDEN BLIND Ask others for their perception of my traits <ul><ul><ul><ul><li>Driven </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Hard-Working </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Insightful </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Has high emotional awareness </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Knowledgeable </li></ul></ul></ul></ul>Step 1 <ul><ul><ul><ul><li>Organised </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Intelligent </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Has Integrity </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Enthusiastic </li></ul></ul></ul></ul>List my traits Step 2 <ul><ul><ul><ul><li>And they told me that I was </li></ul></ul></ul></ul>These traits are what I and others see and know. These traits are what others see and I don’t These traits are what I see and others do not Could there be statements about me that need to be answered? Are there Unknown traits that unseen by myself and others???
  13. 13. Johari Window <ul><li>Step 3 </li></ul><ul><ul><li>A statement conveying an image of me to someone who does not know me is derived </li></ul></ul><ul><ul><ul><li>I work hard at achieving my goals </li></ul></ul></ul><ul><ul><ul><li>I enthusiastically approach most of my job tasks </li></ul></ul></ul><ul><ul><ul><li>I tend to see the deeper understanding or meaning to a problem or a followers issue. I try to look at the emotional side of people to ensure they fell as thought their opinion counts </li></ul></ul></ul><ul><ul><ul><li>I try to make decisions and act with honesty and integrity </li></ul></ul></ul>
  14. 14. Blind Spots <ul><ul><li>Step 4 </li></ul></ul><ul><ul><ul><li>Questioning the Unknown </li></ul></ul></ul><ul><ul><ul><ul><li>Can I be arrogant in views and opinions? </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Sometimes you can be too confident in your views and believing they are always correct </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><li>Can I come across as a know-it-all? </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>No </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><li>Do I allow others to express their ideas freely? </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Most of the time. Sometimes you cut people off to express your opinion. </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><li>Am I too judgmental of people or their ideas? </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>No </li></ul></ul></ul></ul></ul>
  15. 15. Revised Johari Window With Self Disclosure Unknown traits Become more open Feedback from others There is shared discovery OPEN What I and others see and know BLIND What others see and know and I do not HIDDEN What I see and know and others do not UNKNOWN What is unknown both to myself and others OPEN What I and others see and know BLIND What others see and know and I do not HIDDEN What I see and know and others do not UNKNOWN What is unknown both to myself and others
  16. 16. Weakness of Theory <ul><li>The Johari window is an effective tool for self analysis and feed back from peers. </li></ul><ul><li>The theory relies on the reviewer to provide constructive criticism - which may be difficult in a work environment. </li></ul><ul><ul><li>Some times honest feedback is difficult to receive. </li></ul></ul>