This document discusses the importance of self-reflection for effective leadership and management. It provides tools and exercises for individuals to evaluate their strengths, values, learning styles, and how they work with people. Critical self-reflection is presented as key to developing as a professional and realizing one's full potential. The document encourages taking an honest assessment of oneself in order to continually improve performance and responsibilities.

1. Managing Oneself
& Reflection Practice
What all effective leaders know

2. Know Yourself First
Success in the knowledge
economy comes to those who
know themselves, their values,
and how they best perform.
Drucker. P, 2006

3. The Reflective Person
Use a critical reflection lens for self-analysis
The reflective person is one who
completes less of the task, but is more
careful not to make mistakes in what he
or she does complete. The individual
usually does not make a conscious choice:
he or she does what feels natural.
Hackett, 2001

4. Self Challenge Invitation
This self assessment will help you to map a path
between now and your desired future
How:
Use critical reflection
What:
Do an honest evaluation of current situation - not your
desired one

5. What are my Strengths?
Understand your strengths through feedback analysis
Boyatzis’ Managment Competency Model
• Goal and Action Management Cluster
• The Leadership Cluster
• The Human Resource Management Cluster
• The Directing Subordinates Cluster
• The Focus on Others Cluster
• Specialised Knowledge

6. Simple: Self Assessment Activity
Self Reflection - personality style - my believed strengths are:
Personality traits: 1 2 3 4 5
Self-confidence
Trustworthiness
Extroversion
Assertiveness
Ratings exercise: using Dubrin Warmth
Emotional stability
Enthusiasm
Motivational traits:
Tenacity
Drive
Need for power
Cognitive traits:
Openness to experience
Farsightedness
Insight into people and
situations
Creativity
Knowledge of the
business

7. Simple: Self Assessment Activity
Self Reflection - my believed strengths are:
Personality Profile: using Myers Briggs
ENTP type personality:
See opportunities and analyse them strategically
Good at understanding how systems work
Lots of imagination, initiative for starting projects and impulsive energy
Stimulated by difficulties, quickly devise creative responses and plunging into activities

8. Myer Briggs Profile
Check out your profile on
www.mbticomplete.com/en/index.asp
Address available on Links page too

9. How Do I Perform?
• Difficult to MEASURE
• Self reflection gives a better understanding of oneself
• Understand HOW you perform through reflection

10. How Do I Perform?
1. Preparation for experiential events:
Using Drucker’s feedback analysis -
HOW will you perform?
Andersen et al. (2000, pp 232-3) theory

11. How Do I Perform?
2. Reflection during experiential activity:
What results are you achieving?
Andersen et al. (2000, pp 232-3) theory

12. How Do I Perform?
3. Reflection after the event:
• Attend to how you felt during the event
• Re-evaluate HOW you actually performed
Andersen et al. (2000, pp 232-3) theory

13. Reader or a listener?
Few listeners can be made, or can make themselves,
into competent readers -- and vice versa.
To try will likely result in being unable to perform or
achieve. Drucker, P. 2005

14. Reader / Listener
Impacts on managing people:
- Receive information - you/others?
- Agenda before meeting?

15. Simple: Self Assessment Activity
Self Reflection, Julie’s VARK Learning results:
Multimodel (like 60% of population)
- Visual 5/20
- Aural 5/20
- Read/Write 2/20
- Kinesthetic 4/20
Analysis: Adapt easily to presented learning style

16. Simple: Self Assessment Activity
Your Own Reflection:
Find your style of learning style.
Take this quick and easy assessment and find out!
http://www.vark-learn.com/english/page.asp?p=questionnaire
Address available on Links page too

17. How do you work with People?
Drucker
Some people work best as:
- Subordinates
- Team Members
- Alone
- Decision Makers
- Advisors

18. How do you work with People?
Hackett
Method: determine how to best work with people:
- Communicate: why, what, how and when of the process
- Involve individuals to determine competencies and
identify what they need to learn
- Clarity & Visibility enables people to perform better
Note: see Craig’s story in Methods of Action for a deeper understanding

19. Simple: Self Assessment Activity
The 15 teamwork skills are defined as:
1. Trust 6. Tension 11. Responsibility
2. Patience 7. Interaction 12. Perseverance
3. Respect 8. Control 13. Determination
4. Cooperation 9. Persuasion 14. Understanding
5. Organisation 10. Disposition 15. Listening
Julie’s self assessment
Weakest teamwork skills: Tension
Stongest teamwork skills: Cooperation

20. Simple: Self Assessment Activity
Your Own Reflection:
Identify preferred style of working with people.
Go on give it a try!
http://www.testcafe.com/team/?affil=
Address available on Links page too

21. Decision Maker or Advisor?
Some people perform better as advisors
They cannot take the burden of making decisions
Some people need an advisor to force them to think
Then they can make a decision and act with speed,
self-confidence and courage

22. What are my Values?
As I always
say the rules
What kind of environment are you comfortable? are the same
for everyone
Are these compatible with organisation you work for?
If not, this can lead to frustration & non performance

23. The Question
of Belonging
The person who has learned that he or she does not
perform well in a big organisation should have learned
to say no to a position in one. He or she who has
learned that he or she is not a decision-maker should
have learned to say no to a decision-making
assignment. Drucker, P. 2005

24. Responsibility for Relationships
Managing yourself requires taking responsibility for relationships
Accept other people as individuals
- Take responsibility for communication

25. Drucker wants you to know these Elements
Find where intellectual arrogance enables outcomes
Understand and remedy bad habits
Manners are the lubricating oil of an organisation
Comparing your expectations with your results
also indicates what not to do
Act on new self knowledge
What now? Will you be true to yourself?

26. Critical Reflection
Hackett offers six reasons why critical reflection is important
1. Helps practitioners to take informed actions
2. Develops a rationale for practice
3. Avoids self-blaming
4. Grounds practitioners emotionally
5. Enlivens the learning environment
6. Increases democratic

27. Critical Reflection
Will you be a “competent” manager who attains
the accepted specific and generic skills in the
practices of your profession?
Will you utilise critical reflection to grow your
real professional skills?

28. How does this make you a
better leader/manager?
The challenges may seem obvious, if not
elementary. But managing oneself requires
new and unprecedented things from the
individual, especially from the knowledge
worker.

29. Do not try to change yourself -- you are unlikely
to succeed. But work hard to improve the way
you perform. And try not to take on work you
cannot perform or you will only perform poorly.
Drucker, P. 2005

30. Thank you for taking this journey!

31. References
Drucker, P.F. (2005) Managing oneself. Harvard Business Review,
83 (1) pp.100–109.
Hackett, S. (2001) Educating for competency and reflective
practice: fostering a conjoint approach in education and
training. Journal of Workplace Learning, 13 (3) pp. 103–112.