Personal Transformation
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Personal Transformation

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RMIT MBA self awareness in management and leadership

RMIT MBA self awareness in management and leadership

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Personal Transformation Personal Transformation Presentation Transcript

  • Personal Transformation
  • Nothing changes without personal transformation. England , 2002
  • England’s Inner Leadership Systematic methods for successful business leader qualities Deepest resources and self-leading potentiality Guide for self-awareness, including a a mapping tool View slide
  • The Choice Creates change Changes to personality Continual review of inner personality Reaction/Action View slide
  • The Process Johari Window Personality parts Power to change Daily routine Inner leadership
  • Key Theories R-E-A-L Model Constituents Centre of Identity Will Transformation Johari Window
  • R-E-A-L Model Recognising main personality traits Exploring inner personality, uncover beliefs of narrow thinking Actualizing our thinking, letting go of habits, make conscious decisions Leading, apply new thinking to situations
  • Constituents Understand personality parts which: Inhibit Perform or feel confident
  • Centre of Identity Withdraw Time to reflect, make correct choice Freedom to observe
  • Will
  • Transformation Inner conflict stunts ideas or positive action Managed effectively Win-win situation
  • An Example using the Johari Window........
  • Johari Window OPEN BLIND What I and What others see others see and and know that I know do not HIDDEN UNKNOWN What I see and What is unknown know and others both to myself do not and others
  • Step 1 Personal Perception Eg. Driven Hardworking, Intelligent Enthusiastic Emotional Awareness Insightful Integrity
  • Step 2 Check personal perception with others Place phrases in relevant window This indicates if personal perception is OPEN or HIDDEN and if there are traits not known about (BLIND) OPEN Driven BLIND Hardworking Organised Intelligent Knowledgeable Integrity Enthusiastic HIDDEN UNKNOWN Insightful Emotional Awareness
  • Step 3 Statements to convey an image of OPEN self to someone who does not know you Eg. I work hard at achieving my goals I try to make decisions and act with honesty and integrity
  • Step 4 BLIND spots - statements that you need to be answered from others. Answers in italics. Eg. Am I arrogant? Sometimes you can believe only your views are correct Do I allow others to express ideas freely? Sometimes you cut people off to express your opinion
  • Step 5 Revise window based on information collected in steps 3 and 4
  • Step 6 Where you How you will Where you How you will will use this use this will use this use this self knowledge self knowledge New Disclosed knowledge in your life knowledge in your work Aspects on in your life in your work OPEN self I display more People will warm When dealing with I will managed emotional Friends, family to me easier all work people based awareness and and feel colleagues on their skills Newopening show comfortable in and ability consideration awareness expressing rather than for BLIND of peoples themselves managing all the feelings self freely staff the same. I will need to When dealing with I will need to I can be arrogant Friends, family listen more and all work listen more to in my opinions not always colleagues the advice of I need to let express my I will need to When dealing with I will needaround people to others express Friends, family opinion listen more and all work me. I will seek listen more and their feelings not always colleagues their opinion. I not always opening express my will ask the site express my foreman the
  • Johari Window - Result OPEN BLIND What I and What others see others see and and know that I More open to change know do not HIDDEN UNKNOWN What I see and What is unknown know and others both to myself do not and others
  • Application at Work Where? How? Disclosed Aspects on OPEN self Higher E.I. and consideration for feelings Work colleagues Manage based on skills New Awareness of BLIND self Arrogance, let others express feelings Listen, Learn & Seek Work colleagues opinion
  • Theory Weakness Constructive Criticism
  • Thank you
  • References England, D. (2002). Inner Leadership - Personal Transformation, Industrial and Commercial Training, 34 (1), pp21-27