This document discusses developing leadership presence and personal branding. It emphasizes focusing on four key areas: IQ (intellect), EQ (emotional intelligence), body, and vision. Developing these areas helps one stand out, build confidence, and craft an impactful personal brand. Specific tips are provided in each area, such as maintaining strong physical posture, knowing one's purpose or "why", and flexing communication styles. The overall message is that by focusing on continuous self-improvement in these domains, one can enhance their leadership abilities and better influence others.
A presentation for self - introspection and letting you know the key points for assessing yourself .
The 5 pillars of Self Awareness and Techniques of Self analyses are explained briefly.
Knowing your strengths, weaknesses, vulnerabilities, thoughts, and feelings is a big step towards knowing who you really are.
Self-awareness is the key to preventing the emotional drama that guides your reactions to situations and other people.
This document discusses paradigms and proactive thinking. It begins by introducing Stephen Covey and his teachings on starting "inside-out" by examining one's paradigms, character, and motives. It then discusses how paradigms shape one's perceptions and can lead to paradigm shifts by seeing situations in new ways. The document advocates becoming proactive by choosing one's responses and focusing on problems within one's circle of influence rather than one's larger circle of concern over which one has less control. It encourages using "be" language focused on what one can control rather than "have" language focused on things outside one's control.
This chapter discusses the self in interpersonal communication, including sources of self-concept such as others' images and social comparisons. It describes ways to increase self-awareness and self-esteem through activities like asking yourself questions and seeking feedback from others. The chapter also examines perception and impression formation, outlining the stages of perception and the processes involved in forming impressions of other people.
This document provides seven ways to gain self-knowledge and get to know yourself better. It discusses getting to know your personality, core values, and body. It also recommends journaling, identifying strengths and weaknesses, envisioning your life mission, and questioning automatic thoughts. The overall message is that practicing self-reflection through these various methods can help you develop a well-rounded understanding of who you are.
This document outlines 5 levels of leadership:
1. Position - People follow because they have to due to your job title.
2. Relations - People like you as a supervisor beyond just your job.
3. Production - You produce results and teach others to be effective.
4. Develop - You generate momentum by knowing people and developing their skills beyond their comfort zones.
5. Respect - People follow because of who you are and what you've accomplished.
This document discusses developing leadership presence and personal branding. It emphasizes focusing on four key areas: IQ (intellect), EQ (emotional intelligence), body, and vision. Developing these areas helps one stand out, build confidence, and craft an impactful personal brand. Specific tips are provided in each area, such as maintaining strong physical posture, knowing one's purpose or "why", and flexing communication styles. The overall message is that by focusing on continuous self-improvement in these domains, one can enhance their leadership abilities and better influence others.
A presentation for self - introspection and letting you know the key points for assessing yourself .
The 5 pillars of Self Awareness and Techniques of Self analyses are explained briefly.
Knowing your strengths, weaknesses, vulnerabilities, thoughts, and feelings is a big step towards knowing who you really are.
Self-awareness is the key to preventing the emotional drama that guides your reactions to situations and other people.
This document discusses paradigms and proactive thinking. It begins by introducing Stephen Covey and his teachings on starting "inside-out" by examining one's paradigms, character, and motives. It then discusses how paradigms shape one's perceptions and can lead to paradigm shifts by seeing situations in new ways. The document advocates becoming proactive by choosing one's responses and focusing on problems within one's circle of influence rather than one's larger circle of concern over which one has less control. It encourages using "be" language focused on what one can control rather than "have" language focused on things outside one's control.
This chapter discusses the self in interpersonal communication, including sources of self-concept such as others' images and social comparisons. It describes ways to increase self-awareness and self-esteem through activities like asking yourself questions and seeking feedback from others. The chapter also examines perception and impression formation, outlining the stages of perception and the processes involved in forming impressions of other people.
This document provides seven ways to gain self-knowledge and get to know yourself better. It discusses getting to know your personality, core values, and body. It also recommends journaling, identifying strengths and weaknesses, envisioning your life mission, and questioning automatic thoughts. The overall message is that practicing self-reflection through these various methods can help you develop a well-rounded understanding of who you are.
This document outlines 5 levels of leadership:
1. Position - People follow because they have to due to your job title.
2. Relations - People like you as a supervisor beyond just your job.
3. Production - You produce results and teach others to be effective.
4. Develop - You generate momentum by knowing people and developing their skills beyond their comfort zones.
5. Respect - People follow because of who you are and what you've accomplished.
This document discusses self-awareness and the Johari Window model. It explains that self-awareness and intelligence are two important leadership characteristics. The Johari Window model has four panes - the open frame which represents what is known about oneself, the blind spot which is what others know but the person does not, the hidden frame which is what the person hides from others, and the unknown which is unknown to both. Developing self-awareness involves asking for feedback, recognizing strengths and weaknesses, self-reflecting, monitoring self-talk, saying no to temptations, and questioning decisions.
The document provides information on various topics related to personal and social mastery, including emotional mastery and managing toxic emotions. It discusses the importance of vision, performing self-assessments, and developing strategies to strengthen strengths and correct weaknesses. Tips are provided on effective listening, giving feedback, and improving vocal cues and body language during conversations. The document aims to impart knowledge on developing oneself both personally and socially through mastery of emotions, vision, communication skills, and strategic planning.
This document discusses keys to self-awareness and building self-esteem. It defines self-awareness as objectively looking at one's values, personality, emotions, strengths, weaknesses, and using that understanding to create a plan for personal development. Self-esteem is defined as one's overall self-evaluation. The document provides tips for enhancing self-esteem such as stopping comparisons, using affirmations, associating with supportive people, and making lists of successes and positive qualities. It also discusses how to build confidence by facing problems, improving conversation skills, getting involved in activities, using positive self-talk, and practicing a confident attitude.
Why Self-Awareness is the New Leadership SkillAlicia Morga
Self-awareness is the new critical leadership skill according to the article. As entrepreneurs, leaders are constantly observed by employees and their every expression can influence others. However, most people are not aware of their own emotions due to being socialized from a young age to suppress feelings. The article recommends three skills to develop self-awareness: 1) Listen to body signals, 2) Get in touch with feelings by asking how you feel, 3) Check thoughts and question if they are true. With self-awareness, leaders can better understand themselves and manage how their emotions influence others.
Self awareness involves questioning who you are, why you exist, and what you are doing. It is important to understand yourself through self-reflection and communication both internally and externally. How you communicate sets causes in motion and impacts your quality of life. To develop confidence and success, you must define your feelings and values, and understand that you give meaning to things through your own beliefs, mental perspective, and physical state. True change comes from adjusting your own mindset rather than expecting outside forces to change.
The document provides endorsements from various leaders praising Stephen Covey's book "The Seven Habits of Highly Effective People". The endorsements highlight that the book provides wisdom and principles that can be applied to improve personal effectiveness and success in both personal and professional lives. They note the book's profound insights and ability to change lives by exploring ourselves and our impact on others. Several endorsements specifically call out the book's blend of wisdom, compassion and practical experience that energizes people and produces leaders at all levels.
Want to know what it takes to be a strong leader? Start by effectively leading yourself. Learn the importance of self-leadership and the power you have within yourself. Learn how leading yourself builds confidence and how your new found confidence makes others notice you and how effective you are in your own life. Being an effective leader to yourself begins to prepare you in leading others. After all, if you can’t lead yourself, how can you lead others?
The document discusses leading individuals and working with people. It notes that while leaders cannot manage, motivate, change, or appraise people directly, they can lead people by empowering them, ensuring they have what they need to motivate themselves, changing the environment, clearly stating expectations, and helping people develop themselves. The key aspects of leading individuals involve starting with self-improvement, understanding others, accepting differences, working with people as individuals, and improving the system rather than faulting individuals.
This is the first of a three part program on personal mastery. When corruption and greed become rampant, personal mastery takes on great significance in life.
This document summarizes Anurag Kanoongo's journey of self-discovery over the past 11 months as part of SOIL. It describes how he has realized new abilities and perspectives about himself. He recognizes the importance of applying concepts in his daily work, building good reading habits, and enhancing assertiveness. Key learnings included appreciative inquiry, overcoming mental models, and using resilience and classes to further his self-leadership. The document reflects on Anurag's purpose in life and how to make progress towards it.
Self-leadership involves learning to understand oneself better in order to guide one's own life more effectively. It discusses models of self-leadership including focusing on physical, mental, social, spiritual, and professional well-being. The principles of effective self-leadership include finding purpose, focus, authenticity, renewal through learning, trust, patience, assertiveness, sensitivity, love, and humility. Benefits of self-leadership include becoming a role model, leader, and person of influence.
There is no greater joy than gradually dicovering who you are. This document hopes to help people break out of their shells and start the journey of self discovery.
Groups focus on task completion while minimizing feelings and conflicts, with personal goals and unclear shared objectives. Teams openly share information and trust each other to achieve common objectives, working through conflicts. Teams develop over four stages - forming, storming, norming, and performing - eventually becoming highly cohesive and productive units. Team performance and member satisfaction relate to a curve, where great performance produces love but poor performance hate. When issues arise, leaders should invite participation, mediate differences, and promote new ideas to help the team progress to high performance.
This document discusses exploring and understanding oneself and others. It covers:
- Developing self-awareness through understanding one's values, behaviors, personality type, and interpersonal needs.
- Understanding differences in how people work and communicate, including extraversion vs introversion, sensing vs intuition, thinking vs feeling, and judging vs perceiving.
- Potential incompatibilities that can arise between people based on differences in what behaviors they express and want from others.
The overall message is that gaining insight into oneself and appreciating individual differences can help people understand each other better.
This document discusses effective communication and coaching. It explains that perception influences how we understand the world and each other, as our perceptions of others are based on past moments and people change over time. Effective communication requires clarity and feedback through listening, asking questions, and summarizing to establish shared understanding. When giving feedback, one should empathize, explain the behavior in question, describe its impact, and focus on changeable behavior. Coaching involves asking open-ended questions, paying attention to responses, and reflecting to improve performance through an iterative process.
This chapter discusses building high self-esteem. It defines self-esteem as a combination of self-efficacy and self-respect. Self-esteem develops from childhood experiences and is influenced throughout life. People with high self-esteem tend to feel competent and in control of their lives, while those with low self-esteem often feel unworthy and rely on external factors. The chapter provides ways to raise self-esteem such as setting goals, using positive self-talk, and seeking mentorship. Organizations can also help by making employees feel valued and empowered.
7 habits of highly effective people - Book summaryJeyasri Ramesh
This document provides a summary of Stephen Covey's book "The 7 Habits of Highly Effective People" from www.themarketingbug.net. It outlines the 7 habits which are be proactive, begin with the end in mind, put first things first, think win-win, seek first to understand then to be understood, synergize, and sharpen the saw. For each habit it provides examples, what happens if you don't practice the habit, and a summary comparing effective vs ineffective people. It also discusses the principles upon which the 7 habits are based and the 4 unique human endowments of self-awareness, conscience, imagination, and willpower.
Personal mastery is about empowering individuals through constant self-reflection and development. It involves continuously clarifying what is truly important through clarifying one's vision and understanding the gap between the current reality and that vision. This creative tension can then motivate people to address underlying beliefs that may be limiting their potential, such as a lack of self-worth or ability. With commitment to truth and by accessing one's subconscious mind, people can change limiting beliefs and empower themselves to achieve their vision. For organizations, fostering personal mastery requires investment, alignment around shared goals, and potentially reworking structures to give people freedom to pursue their visions. Exercises provided help individuals explore their deepest desires and clarify their core values to guide personal and
This document discusses self-reflection and personality traits. It defines self-reflection as humans exercising inner thought to learn about their nature, purpose, and essence. Self-reflection can be reflection-on-action, reflection-in-action, or critical self-reflection. Reflection-on-action involves analyzing past experiences, while reflection-in-action occurs in the moment. Critical self-reflection uses provocative questions to challenge understanding of oneself. The document also discusses five personality traits: openness, conscientiousness, extraversion, agreeableness, and neuroticism.
This document provides information about self-confidence and activities to improve it. It defines self-confidence as a belief in one's own abilities. Several activities are suggested, including taking a self-confidence quiz, identifying personal qualities, and doing a SWOT analysis to recognize strengths, weaknesses, opportunities, and threats. Tips for dealing with setbacks and building self-confidence include focusing on accomplishments, positive thinking, and setting small, achievable goals. The overall message is that recognizing past successes and potential can help develop self-confidence to achieve future goals.
SM Module A Part 2 Self-Confidence in students.pptNiyasAli17
Understanding Confidence:
Define what confidence is and its significance in personal and professional life.
Differentiate between healthy self-confidence and overconfidence.
Recognize the role of both internal and external factors in shaping confidence levels.
Identifying Factors Affecting Confidence:
Reflect on individual factors such as self-esteem, self-image, past experiences, and external influences like environment and social support.
Understand how these factors can either boost or hinder confidence levels.
Building Confidence:
Provide practical strategies and techniques for enhancing confidence, including goal-setting, positive self-talk, focusing on strengths, and improving body language.
Equip participants with tools to step out of their comfort zones and visualize success.
Overcoming Fear and Self-Doubt:
Recognize common fears and self-doubts that undermine confidence.
Introduce effective strategies for managing fear and self-doubt, such as breaking tasks into manageable steps, challenging negative thoughts, seeking support, and learning from failures.
Engaging in Confidence-Boosting Activities:
Engage participants in interactive activities designed to build confidence, such as role-playing, group discussions, presentations, and team-building exercises.
Provide opportunities for participants to practice assertiveness, communication skills, and collaboration in a supportive environment.
Encouraging Application and Reflection:
Encourage participants to apply the concepts and techniques learned during the session in their daily lives.
Foster a culture of reflection by inviting participants to share their experiences, insights, and challenges related to confidence building.
Reinforce the idea that building confidence is an ongoing process that requires practice, persistence, and self-awareness.
This document discusses self-awareness and the Johari Window model. It explains that self-awareness and intelligence are two important leadership characteristics. The Johari Window model has four panes - the open frame which represents what is known about oneself, the blind spot which is what others know but the person does not, the hidden frame which is what the person hides from others, and the unknown which is unknown to both. Developing self-awareness involves asking for feedback, recognizing strengths and weaknesses, self-reflecting, monitoring self-talk, saying no to temptations, and questioning decisions.
The document provides information on various topics related to personal and social mastery, including emotional mastery and managing toxic emotions. It discusses the importance of vision, performing self-assessments, and developing strategies to strengthen strengths and correct weaknesses. Tips are provided on effective listening, giving feedback, and improving vocal cues and body language during conversations. The document aims to impart knowledge on developing oneself both personally and socially through mastery of emotions, vision, communication skills, and strategic planning.
This document discusses keys to self-awareness and building self-esteem. It defines self-awareness as objectively looking at one's values, personality, emotions, strengths, weaknesses, and using that understanding to create a plan for personal development. Self-esteem is defined as one's overall self-evaluation. The document provides tips for enhancing self-esteem such as stopping comparisons, using affirmations, associating with supportive people, and making lists of successes and positive qualities. It also discusses how to build confidence by facing problems, improving conversation skills, getting involved in activities, using positive self-talk, and practicing a confident attitude.
Why Self-Awareness is the New Leadership SkillAlicia Morga
Self-awareness is the new critical leadership skill according to the article. As entrepreneurs, leaders are constantly observed by employees and their every expression can influence others. However, most people are not aware of their own emotions due to being socialized from a young age to suppress feelings. The article recommends three skills to develop self-awareness: 1) Listen to body signals, 2) Get in touch with feelings by asking how you feel, 3) Check thoughts and question if they are true. With self-awareness, leaders can better understand themselves and manage how their emotions influence others.
Self awareness involves questioning who you are, why you exist, and what you are doing. It is important to understand yourself through self-reflection and communication both internally and externally. How you communicate sets causes in motion and impacts your quality of life. To develop confidence and success, you must define your feelings and values, and understand that you give meaning to things through your own beliefs, mental perspective, and physical state. True change comes from adjusting your own mindset rather than expecting outside forces to change.
The document provides endorsements from various leaders praising Stephen Covey's book "The Seven Habits of Highly Effective People". The endorsements highlight that the book provides wisdom and principles that can be applied to improve personal effectiveness and success in both personal and professional lives. They note the book's profound insights and ability to change lives by exploring ourselves and our impact on others. Several endorsements specifically call out the book's blend of wisdom, compassion and practical experience that energizes people and produces leaders at all levels.
Want to know what it takes to be a strong leader? Start by effectively leading yourself. Learn the importance of self-leadership and the power you have within yourself. Learn how leading yourself builds confidence and how your new found confidence makes others notice you and how effective you are in your own life. Being an effective leader to yourself begins to prepare you in leading others. After all, if you can’t lead yourself, how can you lead others?
The document discusses leading individuals and working with people. It notes that while leaders cannot manage, motivate, change, or appraise people directly, they can lead people by empowering them, ensuring they have what they need to motivate themselves, changing the environment, clearly stating expectations, and helping people develop themselves. The key aspects of leading individuals involve starting with self-improvement, understanding others, accepting differences, working with people as individuals, and improving the system rather than faulting individuals.
This is the first of a three part program on personal mastery. When corruption and greed become rampant, personal mastery takes on great significance in life.
This document summarizes Anurag Kanoongo's journey of self-discovery over the past 11 months as part of SOIL. It describes how he has realized new abilities and perspectives about himself. He recognizes the importance of applying concepts in his daily work, building good reading habits, and enhancing assertiveness. Key learnings included appreciative inquiry, overcoming mental models, and using resilience and classes to further his self-leadership. The document reflects on Anurag's purpose in life and how to make progress towards it.
Self-leadership involves learning to understand oneself better in order to guide one's own life more effectively. It discusses models of self-leadership including focusing on physical, mental, social, spiritual, and professional well-being. The principles of effective self-leadership include finding purpose, focus, authenticity, renewal through learning, trust, patience, assertiveness, sensitivity, love, and humility. Benefits of self-leadership include becoming a role model, leader, and person of influence.
There is no greater joy than gradually dicovering who you are. This document hopes to help people break out of their shells and start the journey of self discovery.
Groups focus on task completion while minimizing feelings and conflicts, with personal goals and unclear shared objectives. Teams openly share information and trust each other to achieve common objectives, working through conflicts. Teams develop over four stages - forming, storming, norming, and performing - eventually becoming highly cohesive and productive units. Team performance and member satisfaction relate to a curve, where great performance produces love but poor performance hate. When issues arise, leaders should invite participation, mediate differences, and promote new ideas to help the team progress to high performance.
This document discusses exploring and understanding oneself and others. It covers:
- Developing self-awareness through understanding one's values, behaviors, personality type, and interpersonal needs.
- Understanding differences in how people work and communicate, including extraversion vs introversion, sensing vs intuition, thinking vs feeling, and judging vs perceiving.
- Potential incompatibilities that can arise between people based on differences in what behaviors they express and want from others.
The overall message is that gaining insight into oneself and appreciating individual differences can help people understand each other better.
This document discusses effective communication and coaching. It explains that perception influences how we understand the world and each other, as our perceptions of others are based on past moments and people change over time. Effective communication requires clarity and feedback through listening, asking questions, and summarizing to establish shared understanding. When giving feedback, one should empathize, explain the behavior in question, describe its impact, and focus on changeable behavior. Coaching involves asking open-ended questions, paying attention to responses, and reflecting to improve performance through an iterative process.
This chapter discusses building high self-esteem. It defines self-esteem as a combination of self-efficacy and self-respect. Self-esteem develops from childhood experiences and is influenced throughout life. People with high self-esteem tend to feel competent and in control of their lives, while those with low self-esteem often feel unworthy and rely on external factors. The chapter provides ways to raise self-esteem such as setting goals, using positive self-talk, and seeking mentorship. Organizations can also help by making employees feel valued and empowered.
7 habits of highly effective people - Book summaryJeyasri Ramesh
This document provides a summary of Stephen Covey's book "The 7 Habits of Highly Effective People" from www.themarketingbug.net. It outlines the 7 habits which are be proactive, begin with the end in mind, put first things first, think win-win, seek first to understand then to be understood, synergize, and sharpen the saw. For each habit it provides examples, what happens if you don't practice the habit, and a summary comparing effective vs ineffective people. It also discusses the principles upon which the 7 habits are based and the 4 unique human endowments of self-awareness, conscience, imagination, and willpower.
Personal mastery is about empowering individuals through constant self-reflection and development. It involves continuously clarifying what is truly important through clarifying one's vision and understanding the gap between the current reality and that vision. This creative tension can then motivate people to address underlying beliefs that may be limiting their potential, such as a lack of self-worth or ability. With commitment to truth and by accessing one's subconscious mind, people can change limiting beliefs and empower themselves to achieve their vision. For organizations, fostering personal mastery requires investment, alignment around shared goals, and potentially reworking structures to give people freedom to pursue their visions. Exercises provided help individuals explore their deepest desires and clarify their core values to guide personal and
This document discusses self-reflection and personality traits. It defines self-reflection as humans exercising inner thought to learn about their nature, purpose, and essence. Self-reflection can be reflection-on-action, reflection-in-action, or critical self-reflection. Reflection-on-action involves analyzing past experiences, while reflection-in-action occurs in the moment. Critical self-reflection uses provocative questions to challenge understanding of oneself. The document also discusses five personality traits: openness, conscientiousness, extraversion, agreeableness, and neuroticism.
This document provides information about self-confidence and activities to improve it. It defines self-confidence as a belief in one's own abilities. Several activities are suggested, including taking a self-confidence quiz, identifying personal qualities, and doing a SWOT analysis to recognize strengths, weaknesses, opportunities, and threats. Tips for dealing with setbacks and building self-confidence include focusing on accomplishments, positive thinking, and setting small, achievable goals. The overall message is that recognizing past successes and potential can help develop self-confidence to achieve future goals.
SM Module A Part 2 Self-Confidence in students.pptNiyasAli17
Understanding Confidence:
Define what confidence is and its significance in personal and professional life.
Differentiate between healthy self-confidence and overconfidence.
Recognize the role of both internal and external factors in shaping confidence levels.
Identifying Factors Affecting Confidence:
Reflect on individual factors such as self-esteem, self-image, past experiences, and external influences like environment and social support.
Understand how these factors can either boost or hinder confidence levels.
Building Confidence:
Provide practical strategies and techniques for enhancing confidence, including goal-setting, positive self-talk, focusing on strengths, and improving body language.
Equip participants with tools to step out of their comfort zones and visualize success.
Overcoming Fear and Self-Doubt:
Recognize common fears and self-doubts that undermine confidence.
Introduce effective strategies for managing fear and self-doubt, such as breaking tasks into manageable steps, challenging negative thoughts, seeking support, and learning from failures.
Engaging in Confidence-Boosting Activities:
Engage participants in interactive activities designed to build confidence, such as role-playing, group discussions, presentations, and team-building exercises.
Provide opportunities for participants to practice assertiveness, communication skills, and collaboration in a supportive environment.
Encouraging Application and Reflection:
Encourage participants to apply the concepts and techniques learned during the session in their daily lives.
Foster a culture of reflection by inviting participants to share their experiences, insights, and challenges related to confidence building.
Reinforce the idea that building confidence is an ongoing process that requires practice, persistence, and self-awareness.
The document provides an overview of a presentation by Cynthia Hakutangwi on understanding personal identity and planning for personal, professional, and social development. The presentation covers understanding your internal identity, external identity as seen by others, and identity as defined by God. It discusses the importance of knowing your authentic self versus fictional self defined by others. The presentation also touches on setting goals, career development, barriers to personal development, mentors, social circles, and prioritizing tasks.
This document discusses developing a growth mindset and becoming a proactive manager. It emphasizes developing the whole person, including their body, mind, heart and spirit. A proactive manager is visionary, competent, forward-thinking, a great coach, and a role model. Benefits include conquering challenges, achieving greatness, and inspiring others. The document provides models and questions for self-reflection to strengthen skills and maximize positive impact as a leader.
The document discusses personal development and defines it as the process of learning about oneself and one's strengths, weaknesses, and potential in order to improve and fulfill one's aspirations. It involves self-discovery, self-acceptance, developing skills and abilities, and ultimately reaching one's full potential or self-actualization. The key areas of personal development are mental, social, emotional, spiritual, and physical well-being. Essential characteristics for personal development include trying new things, working hard, concentrating, pushing oneself, improving, helping others, and not giving up. Embracing one's uniqueness is also emphasized.
This document discusses self-advocacy and strategies for effective self-advocacy. It defines advocacy and self-advocacy, and discusses the benefits of self-advocacy such as improved self-esteem and communication skills. It provides tips for using positive language, managing emotions, and overcoming self-doubt when advocating for oneself. Examples of positive affirmation statements and I-messages are given. Activities are included to help the reader assess their self-image, identify feelings, and gauge their use of positive language. Overall, the document aims to equip readers with tools for speaking up confidently and effectively on their own behalf.
The document discusses several theories and concepts related to self-awareness in leadership and management, including:
- Eysenck's personality typology which categorizes people across extraversion, neuroticism, and psychoticism dimensions.
- The Johari window model for understanding one's open, hidden, blind, and unknown aspects of personality. Applying this model through feedback can help increase self-awareness.
- John Holland's theory of six personality types (realistic, investigative, artistic, social, enterprising, conventional) which influence work preferences.
- Developing "inner leadership" through processes like exploring one's constituent personality parts and transforming limiting beliefs, in order to become more self-aware
The document discusses knowing oneself through a personal development module. The objectives are to explain how knowing oneself can improve self-concept, effectiveness, and dealing with others. It also aims to determine how characteristics, habits, and experiences make each person unique. The module will define self-concept categories, compare skills that increase efficiency, and distinguish strengths and weaknesses. Students will identify their own unique qualities, strengths, and experiences.
Know thyself. to lead others, you must first lead yourself.
Self-management starts with self-discovery and self-discovery is an
outcome of in-depth self-assessment.
Know thyself! To lead others, you must first lead yourself.
Self-management starts with self-discovery and self-discovery is an
outcome of in-depth self-assessment.
This document provides guidance and questions for leaders to reflect on and improve their leadership. It discusses the importance of self-awareness, seeking feedback, learning from failures and disruptions, releasing anchors like perfectionism, and focusing outward on developing others. Leaders are encouraged to challenge themselves, evaluate their performance critically, and make progress through small actions. Regular reflection on questions like what employees experience working for the leader can help identify areas for growth. Overall it emphasizes that leadership development requires ongoing learning, humility, and courage to acknowledge shortcomings.
This document discusses self-awareness and its importance for personal development and career choice. It defines self-awareness as understanding your own personality, including strengths, weaknesses, thoughts, beliefs, and emotions. Having self-awareness allows you to understand how others perceive you and to take control of your behavior. The document outlines key areas for self-awareness like personality, values, habits, needs, and emotions. It suggests that self-awareness helps with compatible career choices, performance, and satisfaction. Tips for improving self-awareness include focusing on strengths, not comparing yourself, and overcoming fear of failure.
P.A.C.T. Coaching Model - Wathenia Guinn - re|x|sevenWathenia Guinn
The document outlines the P.A.C.T coaching model developed by Wathenia Guinn. The model focuses on powerful questions, active listening, creating self-confidence, and telling your truth. It provides objectives and benefits for each element. Powerful questions help expand inner strength and direction. Active listening builds understanding and trust. Creating self-confidence allows freedom and happiness. Telling your truth leads to authenticity and growth. The model is designed to help clients through supportive questioning, empathy, empowerment, and honesty.
This document discusses the importance of personal development for Christian leaders. It provides objectives for personal development such as helping individuals identify skills needed to set life and ministry goals, make positive decisions, and experience personal and spiritual growth. It discusses developing the self through increasing self-awareness and setting goals. A story is provided about a couple who learned English to succeed in their new community, showing how Christians must develop themselves. Reasons for personal development and models for development are explained.
Dr. Jennifer Irwin discusses student motivation in education. She notes that motivation is a shared goal between teachers and students, not solely the responsibility of teachers. The document then provides an overview of theories of motivation including behaviorism, Maslow's hierarchy of needs, attribution theory, expectancy theory, goals orientation theory, and flow theory. It also discusses the teacher's role in motivation using the ARCS model of gaining student attention, relevance, confidence and satisfaction. Intrinsic versus extrinsic motivators are compared, and the relationship between anxiety and performance is addressed. The importance of teacher expectations on student motivation is emphasized.
The document discusses motivation and self-motivation. It defines motivation as an inner burning passion caused by needs, wants and desires that propels an individual to exert physical and mental energy to achieve goals. There are intrinsic and extrinsic types of motivation. Intrinsic motivation arises from self-generated factors while extrinsic motivation occurs due to external rewards or punishments. Self-motivation is the ability to motivate oneself and is an important skill. The document provides techniques to improve self-motivation such as thinking positively, having determined goals, working hard, and learning from mistakes. It also discusses the importance of motivation and factors that influence motivation.
Similar to Namology Leadership Coaching - Maximise Potential (20)
Dr. Shabnam Das Kar and I present the present and future of wellness, aging and technology. We talk about digital twins and blood sugar levels as key technology and biomarker respectively.
On the occasion of International Yoga Day, Dr. Shabnam Das Kar and I presented a talk on the future and present of wellness, biomarkers and technology.
This document discusses overcoming insecurities and contains questions to prompt discussion on the topic. It defines insecurity as a lack of confidence or feeling of vulnerability that threatens one's self-image. Videos are included to begin the discussion, and participants are asked to share their personal experiences with insecurity, how resilient they feel, and where they need self-improvement. The discussion is intended to help participants reflect on and address their own insecurities.
We all face stress in our lives and we all have different ways to cope with it. This presentation provides overview on stress and proven tips and tricks.
This document discusses self-awareness, including definitions, benefits, and how to cultivate it. Self-awareness is defined as having conscious knowledge of one's own personality, feelings, motives, and desires. Benefits include improved relationships and performance. There are two categories - internal awareness of one's thoughts and emotions, and external awareness of one's behavior and how others see you. Methods to improve self-awareness involve reflection, getting feedback from others, and journaling. The document also discusses the importance of self-awareness during the COVID-19 pandemic.
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2. Questions
• What is potential?
• What is fulfilment?
• How are fulfilment and potential related?
• What is “Maximizing your potential?”
• Exercises and Discussion
3. Potential
Latent qualities or abilities that may be developed and
lead to future success or usefulness.
Qualities that exist and can be developed
The possibility of something happening or being
developed or used
Oxford Dictionary
4. Ability
Possession of the means or skill to do
something.
Talent, skill, or proficiency in a particular
area.
Oxford Dictionary
5. Human potential
Human potential is the capacity for humans
to improve themselves through studying, training,
and practice, to reach the limit of their ability to
develop aptitudes and skills.
Wikipedia
6. Human Potential Model
A psychological approach in education that emphasizes
the importance of helping learners to achieve the
maximum development of their potential in all aspects of
their functioning. It is derived from the basic tenets
of humanistic psychology.
https://dictionary.apa.org/human-potential-model
7. Human Potential and Fulfilment
Inherent within the notion of human potential is the
belief that in reaching their full potential an
individual will be able to lead a happy and more
fulfilled life.
David Vernon, Human Potential: Exploring Techniques Used to Enhance Human
Performance (2009), p. 1.
8. Fulfilment
The achievement of something desired,
promised, or predicted.
The meeting of a requirement or
condition.
Oxford Dictionary
9. Influencers of human potential and fulfilment
Personal
(Internal)
Societal
(External)
Jana Gašparíková, "Human Potential and Social Equilibrium", in Józef Tischner, Józef Życiński, and George
F. McLean, eds., The Philosophy of Person: Solidarity and Cultural Creativity (1994), p. 195.
10. Exercises and discussion
• What is your fulfilment?
• What is your potential?
• What are your internal/ external influencers?
• How can you “Maximize your potential”?
• Making your road map
11. Measuring our existential
fulfilment levels
Loonstra, B. & Brouwers, A. & Tomic, Welko. (2008). Conceptualization, Construction and Validation
of the Existential Fulfilment Scale. IEEE Transactions on Circuits and Systems I-regular Papers -
IEEE TRANS CIRCUIT SYST-I.
12. Measuring Self Acceptance
I find it very hard to accept myself
I often do things because I have to,
not because I really want to do them.
I often feel uncertain about the
impression I make on other people
I do a lot of things that I would
actually rather not do
I often feel I have to prove myself
0 1 2 3 4
Not at all Fully
0 1 2 3 4
Not at all Fully
0 1 2 3 4
Not at all Fully
0 1 2 3 4
Not at all Fully
0 1 2 3 4
Not at all Fully
13. Measuring Self Actualization
Deep inside I feel free
I completely approve of the things
that I do
I’ll remain motivated to carry on
even in times of bad luck
Even in busy times I experience
feelings of inner calmness
My ideals inspire me
0 1 2 3 4
Not at all Fully
0 1 2 3 4
Not at all Fully
0 1 2 3 4
Not at all Fully
0 1 2 3 4
Not at all Fully
0 1 2 3 4
Not at all Fully
14. Measuring Self Transcendence
I think I am part of a meaningful entity
I feel incorporated in a larger meaningful
entity
I think my life has such a deep meaning
that it surpasses my personal interests
I have experienced that there is more in
life than I can perceive with my senses
It is my opinion that my life is meaningful
0 1 2 3 4
Not at all Fully
0 1 2 3 4
Not at all Fully
0 1 2 3 4
Not at all Fully
0 1 2 3 4
Not at all Fully
0 1 2 3 4
Not at all Fully
15. Results
Based on the scale pick a subdomain
of fulfilment (self acceptance, self
actualization, self transcendence)
you want to work on
If possible narrow down on one of
the 15 items we measured.
If you have another subdomain or
item you want to work on, that is fine
too
16. Now let’s find out
your potential
• What are your hidden abilities (or ability) that you think you
want to develop in order to find fulfilment in the item or
subdomain?
• Make a list
• Once you have made a list try connecting the abilities to one
another to see which one you may need to develop first
• Otherwise, see which ability you feel drawn to develop first
17. What are your
internal and
external
influencers?
Make a list of
your influencers
Personal
Family
Societal
Cultural
18. Now let’s connect the dots
• Aspect of self-fulfillment I want to work on is……
• Ability which will help me towards self-fulfillment is…..
• Personal influencers which will affect my ability are….
• External influencers which will affect my ability are….
19. Maximizing my potential
• Define what this means for you
Template:
If I can do …… ability for …. duration and get …. outcomes
over …… time period, then I will consider I have reached my
maximum potential zone. I understand ability is like a muscle
and the more I develop it, the more it will have scope to
develop.
20. Road map to maximizing potential
• Developing Tiny Habits (Recommend BJ Fogg, Tiny Habits)
• Incorporating immediate rewards
• As your ability increases, your internal motivation will
increase