Self-leadership a new approach for leaders and teams
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Author, speaker and leadership consultant, Andrew Bryant shares latest findings and strategies from his book "Self Leadership"
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Self-leadership a new approach for leaders and teams
- 1. Self-leadership A New Approach to Developing Leaders and Teams andrew bryant Certified Speaking Professional 1
- 2. 2
- 3. Self leadership having a developed sense of who you are, what you can do, where you are going coupled with the ability to influence your communication, emotion s and behaviors on the way to getting there. 33
- 4. You can’t lead others unless you can yourself 4
- 5. An accurate (not underestimated) sense of one’s abilities and achievements. The ability to acknowledge one’s mistakes, imperfections, gaps in knowledge, and limitations. Openness to new ideas, contradictory information and advice. Humility 5
- 6. What do I think about Head this? What do I Heart feel about this? Hand What do I do about this? Response-ability 6
- 7. “My Thoughts” “My Feelings” “My Words” “My Actions” Ownership 7
- 8. Co-dependency 8
- 9. “To” Thoughts Thoughts & Feelings & Feelings “FOR” “FOR” Responsibility + Accountability 9
- 10. “To” Shared Goals and agreed behaviors “FOR” Self Self-leadership Teams
- 11. Culture 11
- 12. Are you a driver or passenger? 1212
- 13. strat·e·gy Noun - A plan, method, or series of manoeuvres or stratagems for obtaining a specific goal or result. suc·cess Noun - 1.The accomplishment of an aim or purpose. 2.The attainment of popularity or profit. A Strategy for Success 13
- 14. Choose empowering beliefs Imagine success Improved mental scripts Positive Self-talk Mental Strategies 14
- 15. Self-observation Cues management Self-goal setting Self Correction Self-reward Behavioral Strategies 15
- 16. What will you different? 16
- 17. Intentional – They act with purpose and have a vision for the future Accountable – they are committed to achieve the goals they set or agree to Adaptable to different circumstances Resilient – able to take feedback and bounce back from set backs Validating – able to celebrate their own and others success The Self-leader is… 17
- 18. 18 18
Editor's Notes
- Why are you here? – (Singapore Airlines Story)Why a new approach?Because the world is changing. Arrogant, command control leadership kills creativity and cripples resilience.Because it is tough to be a leader, we often find ourselves in positions of leadership unprepared to and without a road map to deal with challenges.Because we need leaders who we can trust and who can inspire their people to lead themselves.
- Imagine a large chess board. Now consider you are a piece on this chess board.Are you a porn; moving slowly forward with little choice and at the mercy of other more powerful pieces? Are you a Knight, able to take risks and attack, but with little concern for your own safety?Perhaps you are a bishop, able to move rapidly but constrained to a diagonal path from which you may not deviate?Or you may think of yourself as Rook, solid and safe but not very adventurous?A King? Very important but requiring other pieces to serve and defend you.Which leaves the Queen; Highly flexible and adaptable, able to move in any directions?You know what you shouldn’t be, a piece of wood being pushed around by someone bigger than you.This simple metaphor of a chessboard gives helps us to consider whether we are fully utilising our Self-leadership.
- Self-leadership is NOT selfish, quite the opposite, because self-leaders are less needy they are better able to collaborate and contribute. My research has shown that a team of self-leaders with a clear objectives will be high performing.
- It matters not how strait the gate, How charged with punishments the scroll,I am the master of my fate:I am the captain of my soul.These last few lines of a Victorian poem inspired Nelson Mandela, a man who was imprisoned 27 years for his acting on his beliefs, and yet on release chose not to be consumed by anger and hatred but to lead his party (the African National Congress) in negotiations that led to a multi-racial democracy.We all face adversity. The author faced the loss of his business in Australia through fierce international competition and began his consulting business from a backpacker hostel in Kings Cross in Sydney using the internet. After many knockbacks he landed Singapore Airlines as a client and now speaks globally.Self-leaders are resilient, they are able to bounce back and have strategies to manage their thinking, feelings and actions.JFL leadership and learning are indispensible.
- Hardware Shop storySelf-leaders are not arrogant or narcissistic. Self-awareness leads to humility and research (Tangney 2002) identifies a number of key features of true, rather than false humility: An accurate (not underestimated) sense of one’s abilities and achievements.The ability to acknowledge one’s mistakes, imperfections, gaps in knowledge, and limitations.Openness to new ideas, contradictory information and advice.Keeping one’s abilities and accomplishments in perspective.Appreciation of the value of all things, as well as the many different ways that people and things can contribute.
- Unlike Pavlov dogs which react to what happens to them humans can choose their response and therefore have response-ability.Andrew engages the audience by “acquiring” items from them by just asking, which demonstrates how we often abdicate choice.We can choose what we think and feel about a situation and therefore what do and say.When our actions are in alignment with our values and intentions we demonstrate Authenticity.“To believe in something and not live it is dishonest – Gandhi”
- Many people have lose their response-ability to disempowering programming in their early years.We can take back ownership by affirming our choice to think, feel and act.Andrew get’s the audience energy up with them regaining their power of choice.(Audience members get their items back).
- We are responsible “for” our thinking feeling NOT “for” others. We are bad leaders if we become responsible “For” our employees because they won’t mature into self leaders.Signs of co-dependency are:All decisions escalated to bossNo ownership or creativityBlaming
- A healthy relationship for leaders is to encourage self response-ability and accountability “To” agreed goals and targets which are in align with the organization.
- Self-leadership teams are potent because they have shared belief in their ability to perform and are aligned to shared goals and agreed behaviors.
- As we have already stated that arrogant, command control leadership kills creativity and cripples resilience but it is important in emergency situation – eg. At 35,000 feet when the oxygen masks drop. But overdone command control leads to disengagement and resentment.Becoming empowering without developing people’s response-ability can lead to low performance. But when you move both together you gain self-leadership.
- So are you a driver or passenger of you life? Drivers lead, passengers follow.Andrew demonstrates with an audience member that by changing our beliefs we change our results.
- A strategyis a plan, method, or series of manoeuvres or stratagems for obtaining a specific goal or result.Success is 1.The accomplishment of an aim or purpose. 2.The attainment of popularity or profit.
- Mental strategies are how we run our brain for success and Andrew shares inspirational stories from his own life, sport and business on how we can exceed even our own expectations.
- Behavioral strategies are simple but powerful behaviors that have been proven to distinguish the self-leader from the also ran.
- An inspirational challenge.“What are the changes you will make, what are the excuses you will no longer make?”?Will you get real about your strengths and believe that you will overcome or will you blame the economy?”
- Summary.Everyone validates themselves and others in the room.
- http://www.amazon.com/Self-Leadership-Become-Successful-Efficient-Effective/dp/0071799095/ref=sr_1_3?s=books&ie=UTF8&qid=1348714910&sr=1-3&keywords=self+leadership