RMIT MBA self awareness in management and leadership

1. Personal
Transformation

2. Nothing changes without
personal transformation.
England , 2002

3. 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

4. The Choice
Creates change
Changes to personality
Continual review of inner personality
Reaction/Action

5. The Process
Johari Window
Personality parts
Power to change
Daily routine Inner leadership

6. Key Theories
R-E-A-L Model
Constituents
Centre of Identity
Will
Transformation
Johari Window

7. 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

8. Constituents
Understand personality parts which:
Inhibit
Perform or feel confident

9. Centre of Identity
Withdraw
Time to reflect, make correct choice
Freedom to observe

10. Will

11. Transformation
Inner conflict stunts ideas or positive action
Managed effectively
Win-win situation

12. An Example using the
Johari Window........

13. 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

14. Step 1
Personal Perception
Eg. Driven
Hardworking,
Intelligent
Enthusiastic
Emotional Awareness
Insightful
Integrity

15. 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

16. 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

17. 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

18. Step 5
Revise window based on information
collected in steps 3 and 4

19. 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

20. 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

21. 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

22. Theory Weakness
Constructive Criticism

23. Thank you

24. References
England, D. (2002). Inner Leadership - Personal
Transformation, Industrial and Commercial Training, 34
(1), pp21-27