Introduction
After the terrorist attack in New York on September 11, 2001, Rudolph Giuliani wrote, “Much of your ability to get people to do what they have to do is going to depend on what they perceive when they look at you and listen to you. They need to see someone who is stronger than they are, but human too” (Giuliani, 2002). In the teachings of “The Fifth Disciplines” Peter Senge explains that this kind of leadership stems from personal mastery and the understanding that Personal Mastery is not a destination but a life long Journey.
It’s strange how in your journey of self- development you tend towards specific people and ideals, holding puzzle pieces in both hands. The introduction to personal mastery has made these puzzle pieces start …show more content…
But I very quickly learnt that dealing with people is what I loved. There were a few strategic moves that took place before embarking on a journey that would push every comfort zone I had, Corporate Health Manager (CHM). This was a role where I felt that I truly made a difference, not just with individuals over the phone as a Client Services Consultant or a recon as a Billing Specialist. Here I could make a difference by tapping into everything that I had learnt up to this point, but at the same time pushing every boundary that I had. It was empowering being able to sit around a table with decision makers of large organisations on one day and have one-on-one discussions with people who were embarking on their own journeys dealing with terminal illnesses- in both instances I was able to help them formulate a plan of action that we would follow together. In the midst of all of this there was a change in leadership. A change that I didn’t adapt to very well. Looking back now, I could not have handled it any worse than I did at that stage. I became the disruptive person that I had seen previously in our organisation, and vowed to never become. What this did do though, was push me to make a move. A move that would see me move from leading within to my first leading from the …show more content…
For me this phrase further solidifies the notion that when your real self and ideal self are not aligned, there is a sense of mental stress which is caused.
Real self
Everyone has an idea of what their real self is and more often than not we feel that our real self and ideal self are quite equally matched. It is only when we put measures in place to see what other people’s perception of us is, that we see who we really are. In this instance, my discovery of my real-self came from feedback sessions with my team, results from my UCF Development Action Planner feedback report and the SCARF model.
The OPQ report shows that a Competencies are broken up into 3 main areas, in which I have indicated areas which could hinder my ability to reach my ideal self:
• Leading self o I have the tendency to feel tense before important occasions
• Leading people o I may not always seek to understand other peoples’ needs or motives o I may not consistently seek to understand the reasons for others’ behaviour o I may only occasionally trust, and thus empower, others
• Leading
After the terrorist attack in New York on September 11, 2001, Rudolph Giuliani wrote, “Much of your ability to get people to do what they have to do is going to depend on what they perceive when they look at you and listen to you. They need to see someone who is stronger than they are, but human too” (Giuliani, 2002). In the teachings of “The Fifth Disciplines” Peter Senge explains that this kind of leadership stems from personal mastery and the understanding that Personal Mastery is not a destination but a life long Journey.
It’s strange how in your journey of self- development you tend towards specific people and ideals, holding puzzle pieces in both hands. The introduction to personal mastery has made these puzzle pieces start …show more content…
But I very quickly learnt that dealing with people is what I loved. There were a few strategic moves that took place before embarking on a journey that would push every comfort zone I had, Corporate Health Manager (CHM). This was a role where I felt that I truly made a difference, not just with individuals over the phone as a Client Services Consultant or a recon as a Billing Specialist. Here I could make a difference by tapping into everything that I had learnt up to this point, but at the same time pushing every boundary that I had. It was empowering being able to sit around a table with decision makers of large organisations on one day and have one-on-one discussions with people who were embarking on their own journeys dealing with terminal illnesses- in both instances I was able to help them formulate a plan of action that we would follow together. In the midst of all of this there was a change in leadership. A change that I didn’t adapt to very well. Looking back now, I could not have handled it any worse than I did at that stage. I became the disruptive person that I had seen previously in our organisation, and vowed to never become. What this did do though, was push me to make a move. A move that would see me move from leading within to my first leading from the …show more content…
For me this phrase further solidifies the notion that when your real self and ideal self are not aligned, there is a sense of mental stress which is caused.
Real self
Everyone has an idea of what their real self is and more often than not we feel that our real self and ideal self are quite equally matched. It is only when we put measures in place to see what other people’s perception of us is, that we see who we really are. In this instance, my discovery of my real-self came from feedback sessions with my team, results from my UCF Development Action Planner feedback report and the SCARF model.
The OPQ report shows that a Competencies are broken up into 3 main areas, in which I have indicated areas which could hinder my ability to reach my ideal self:
• Leading self o I have the tendency to feel tense before important occasions
• Leading people o I may not always seek to understand other peoples’ needs or motives o I may not consistently seek to understand the reasons for others’ behaviour o I may only occasionally trust, and thus empower, others
• Leading