Managerial Self-Awareness In High-Performing Individuals In Organizations - Case Study Example

Managerial Self-Awareness In High-Performing Individuals In Organizations 1. The Importance of Self Analysis and Self Development in the Context of a Manager Classical Greek philosophers articulated a powerful guiding principle in two words: Know Thyself. No other philosopher could have strongly supported this aphorism than Socrates. He further reiterated that an unexamined life is not worth living. These philosophers believed that life’s ultimate goal is knowledge about oneself which then leads to happiness. Self-knowledge was also defined as the understanding of one’s limitations and weaknesses. Much, if not the whole, of Psychology as a discipline finds its roots from this teaching in Philosophy. Many psychologists acknowledge the importance of self-awareness in the process of healing and well-being. Early social psychologists (which in the early 1900’s were referred to as neo-Freudians) have pointed out the importance of realization and acknowledgement of oneself for a healthy lifestyle. A famous psychoanalyst Karen Horney in the mid-1900’s advocated the role of self-analysis in therapy. Horney even went as far as explaining that with self-analysis, one is able to heal him/herself in the absence of a psychiatrist. She is considered one of the pioneering authors of the earliest “self-help” books suggesting that for minor neurosis, each individual has the capacity for self-healing. Existential and humanistic psychologists resonate as well with the work Horney started, adding validity to the self-awareness construct. Humanistic and existential thoughts are concerned with the relationship of self-awareness and human conditions and its effect on the individual self. Humanistic psychologist Carl Rogers stated that “… the best vantage point for understanding behaviour is from the internal frame of reference of the individual himself” (qtd in Cooper & Pervin, 1998, p. 140). Self-Awareness Theory has demonstrated the advantages of self-awareness to human potential development. The “theory states that when we focus our attention on ourselves, we evaluate and compare our current behaviour to our internal standards and values” (Absolute Astronomy.Com, 2009) and in the process be able to align actions with these standards. It is not surprising therefore, that self-analysis became a valuable tool in different areas of applied Psychology. The realm of industrial and organizational psychology recognizes an individualistic approach to assessment against the backdrop of the systemic roles for organizational improvement. The concept of introspection has found its way into the world of business strategies and organizational development. Trainings and workshops designed to capitalize on human resource put value on insights gained from introspection. In the book, Adventure in Business, Smolowe et al. (1999, p.11) talked about how adventure initiatives created for companies or organizations can lead to the surfacing of insights about oneself in relation to one’s work: “Adventure initiatives compel people to look in the mirror and see how their own behaviours and actions impact an organization. They also expand participants’ understanding and appreciation of what they can do and might contribute.” In 1995, Daniel Goleman carried out a research on Emotional Intelligence and found out that it was twice as important as IQ and technical skills. Goleman stated that, ".. the higher up the organization you go the more important Emotional Intelligence becomes" (qtd in Diaz, 2003). Furthermore, Goleman has identified self-awareness as the foundation for emotional competence. He describes it as an awareness of one’s strengths and weaknesses as well as an understanding of the variables that elicit emotional responses in oneself and in others. Thus, “equipped with this awareness, an individual can better manage his own emotions and behaviors and better understand and relate to other individuals and systems” (Cavallo & Brienza, 2005, p.1). Self-knowledge therefore, is the key that unlocks the path towards successful leadership. It has been boldly pointed out by Goleman and other researchers that self-awareness distinguishes a great leader from mediocre ones. Bristow (2001) analyzed the list of characteristics which made managers competent at their jobs. The top five desirable characters were communication, self-management, organizational ability, influence and teamwork. Closely following these five traits are interpersonal skills and analytical ability. Based on these findings, the qualities which gained top rankings rely heavily on interpersonal skills. It is believed that to hone the skills for effective working relationships, one must go through the process self-analysis. As reiterated by Ryan (2008, p.255), “everyone surely benefits from developing their own awareness and an understanding of the impact they have on others.” In another study by McCarthy and Garavan (1999), the creation of self-awareness in considered important in developing an effective managerial career. Because of his findings, Bristow (2001) concluded that in terms of self development and managerial training, focus must be given to inter- and intra-personal skills prior to the technical skills. There are many different approaches to self-awareness clustered between either the nomothetic or ideographic approach. McCarthy and Garavan (1999) revealed a positive relationship between managerial effectiveness and self-awareness using the Myers Briggs Type Indicator (MBTI) and 360-degree feedback reports. In a study conducted by Allan (1997), regardless of the measuring tool or method of assessment, managerial performance is directly correlated with managerial self-awareness. Thus high-performing managers have a unifying character trait that distinguishes them from average-performing managers and that is the ability to proactively seek methods for self-analysis as a way to self-development. Self-awareness has been proven historically and empirically as an important trait among successful leaders. It is implicitly established that self-management precedes effective management of a team or an organization. Studies consistently report the importance of character competencies over technical competencies to successfully lead an organization. The ability to influence and implement successful interpersonal working relationships with and among subordinates start with the development of the self. The process of self analysis and self development thus, aids in the identification of management skill gaps; leads to the alignment of strengths and opportunities where once can be most productive and effective; allows for a more comprehensive decision-making process; and creates an awareness and understanding of the needs and situations of one’s subordinates. Against a backdrop of dynamic and changing global societies, human resource is of primary importance. The ability of a manager to monitor one’s performance vis-à-vis the organization’s performance is significant in anticipating and adapting to the changes necessary to respond to the global demands. 2. Findings and Implications from Self Analysis Toolkits Self Analysis Toolkit Belbin’s Team Role Profile Summary of critical incident (use detailed critical incidents from your module activities, residential weekend, past experiences etc) What happened, or what did I do? As part of the professional development plan of the company, top management and middle management personnel attended an adventure program workshop for three days. Consultants who were experts in adventure programming conducted a training needs analysis and the following objectives were identified for the workshop: (1) Cohesion – The program will provide an opportunity to foster camaraderie and familiarity among managers from the two levels; (2) Teamwork – The program will develop the spirit of teamwork through activities and from which insights can be related to the work setting; (3) Brainstorming – The program will allot a day for managers to discuss about current and strategic plans and brainstorm on different approaches within a safe environment; and (4) Relaxation – The program will have time for participants relax and enjoy. The location of the workshop was indeed a far-cry from the office set-up. It was situated in the countryside and surrounded by nature. It achieved its purpose of transporting us out of the confines of the office both physically and mentally. Although, we had an idea on what was about to transpire for the next days, nothing could have prepared us for what was about to take place. In the next couple of days, we went through physically challenging activities that ranged from low to high element obstacles, such as wall climbing and zip lines, and water activities like kayaking. While I had no problems joining the activities and facing each adventure, it was the group processing that followed which left me uncomfortable. There was one particular activity that left me baffled and one which I found myself very much engaged in the discussion that followed. The activity called “Playing To Win” grouped the participants into 4 groups each with balls and a basket. It was simple shooting activity where each member was assigned as the leader, shooters, or retrievers (the ones who pick up lose balls and return them to the shooter). I was voted as the leader and assumed the role of motivating my team while discussing strategies in the four given attempts with a time limit of two minutes to accomplish the task. After every two minutes, the facilitator would read out a reminder on “Playing To Win” reiterating that “it is not about winning but how to play the game.” The game eventually took on a competitive mood among teams as to which gets to shoot the maximum number of balls at a limited time. In the group processing that followed, the facilitators pointed out why we did not improve in every attempt and what we should have done. To make the long story short, the point of the game was to think of a way for each team to help out each other instead of competing with each other and in turn guarantees 100% accurate shots. The process was then demonstrated by the facilitators. While majority of the participants accepted and were enlightened by what was presented before them, I was one of the few who challenged the process, explaining that unclear and ambiguous instructions hampered the success of the activity. I was not ready to accept the explanation presented before me because perhaps I perceived it as too novel and unorthodox. The discussion led to a series of arguments with the resolution that I keep an open mind as the answers will perhaps reveal itself in the coming days. At that time, there was no personality test taken that would probably have enlightened me about my reaction. Whereas I accepted the main point of the activity which is the value of collaboration and teamwork, I did not perceive how that process could lead to that kind of learning experience. How does this reflect the findings of your chosen self analysis toolkit? I recalled this experience in light of the results from the Belbin Team Role Profile toolkit that I took. This experience was significant because although it involved working in a team with people I work with in the office, the tasks and roles we took were far from that which we have back at the work place. However, the reactions and behaviors elicited were not different from how we behave and react in the daily routine of our lives. Although what were at stake were not as great as the implications of the decisions we make as managers at work, our pattern of reactions remain the same. Thus, it is safe to say that it shed light into our real personalities. The Belbin Team Role Profile indicates that my preferred team roles are that of teamworker, completer/ finisher, and coordinator. This highlights my ability to bring people together for collaboration and to work cooperatively in a tem while avoiding friction. I stay focused and make sure that my actions deliver the appropriate results on time. All these were reflected in how I approached the activities in the program, whether individually or working in a team. Some of the physically-demanding challenges were new to me yet I responded to each one positively and with a mindset to accomplish each task that was presented. Generally, my dealings with my colleagues during the workshop, and even prior to the workshop in the work place can be described as benign and accommodating. During group discussions, I realized that more than a leader, people look on to me as a mediator or facilitator when arguments arise, especially those that bring about heightened emotions. This is not to say that I do not argue but I have the diplomacy to pacify both sides and turn the discussion into a more productive one. Once again, my ability to create cohesion in a team follows through. The Belbin Profile also reflected relatively high points on shaper, resource investigator and implementer roles. In relation to my preferred role as a teamworker and coordinator, this is reflected in how I motivate the team to work together. Surprisingly, this was an enjoyable task for me which I welcomed during the sessions. Towards the end of the session, I can even confidently say that our team achieved the highest level of trust and cohesion as observed during the last day when we had to brainstorm about the company’s strategic plans in an environment of mutual trust and support. The striking incident during the activity “Playing To Win” which I was having a difficult time reconciling can be reflected in the least role preferred in the Belbin Profile which is the plant role. The activity singularly isolated the role of leaders who were the only persons allowed to interact with other leaders from another group. The interaction was supposed to be the starting point of collaboration which obviously did not occur. The facilitators during the group processing reiterated the leaders’ need to think “out-of-the-box” and come with creative solutions to common situations. Reflecting on the incident and the Belbin Profile results made me realize that perhaps my frustration was not due to the team’s failure per se, but the realization that I was required to step into a role that I was not comfortable. The implementer role in me which scored relatively higher under the manageable role spectrum added to my negative reaction towards the process. Implementers are considered conservative in habits rather than flexible and this was in operation in my arguments against unclear instructions given by the facilitator. Indeed the results from the Belbin Team Role Profile were able to account for my behaviors and reactions during the three-day adventure program. What are the implications for future career or personal development What this experience revealed is my immense capacity to relate well with others. The ability to handle personal differences is an admirable trait for leaders, and one that is necessary to ensure smooth operations at the workplace. By being able to appease conflicting parties, I assure that priority is given on delivering results and directing office communication into more productive efforts. The role of a leader however, means taking responsibility especially in times of difficult moments. The Belbin profile indicates plant and specialist roles as the ones least preferred. Perhaps these are areas that I need to improve on so that slowly it becomes an overt behavior which is expected of a leader. There is value in the ability to come up with creative solutions and be able to assert it. I acknowledge however, that there are specialized skills that I do not have and in the same manner, there are exceptional individuals who generate excellent ideas. My role as a leader is to spot these individuals and to nurture their potentials so they continue to grow and contribute to the company’s success. I believe this is one area where I rated high in the Belbin Team Role Profile. I believe I am bound to stay on a long-term basis in a particular company especially where I have already built and strengthened my team because I know that I work better in an atmosphere of mutual support rather than a competitive one. However, competition is a given condition in almost all situations and can be perceived as healthy. Perhaps one area where I can consciously work on is developing a positive attitude towards competition instead of perpetually viewing it as a threat. 3. Strengths and Weaknesses and their Implications on Future Career Development Although my IPIP-NEO results show that I am an introverted individual, one of my strengths in the work place are my interpersonal skills. I am able to relate with colleagues in a pleasant and accommodating manner. Furthermore, I deal with them in a fair and just manner. This has extended in my ability to motivate and strengthen teams. The atmosphere of mutual support creates a safe environment in the work place. While as a leader, I admittedly lack the assertiveness to put forth unorthodox ideas, I welcome the exchange of ideas, novel and old, from other members of the team. This does not necessarily mean that I am highly agreeable and less critical. My IPIP-NEO test shows that I can be an uncompromising, critical and tough. However, diplomacy in words and action takes precedence and it is this striking balance that gives the impression of reliability. In terms of work attitude, I have a good eye for details and thrive in routine duties. I follow through every instruction given and persevere to assure that quality of output is not sacrificed. Although my personal work attitude dictates me to be organized and conscientious, results from the Belbin Team Role Profile reveals that I have the capacity to work with less cautious and difficult individuals for as long as I recognize their talent and ingenuity. I therefore, put premium on significant contributions over disruptive work attitudes. Perhaps, this is a way of compensating for the less desired roles of plant and specialist. According to IPIP-NEO test results, I scored low in Openness to Experience indicating that I prefer to think in simple terms instead of being creative and imaginative. As mentioned, I prefer routines and can be quite conservative. The ability to recognize and embrace the benefits of change is perhaps one area where I can improve on. As a leader, there is a need to be forward thinking and be able to anticipate opportunities and threats. Due to my lack of interest in taking a plant role and be able to generate important ideas and innovative solutions, finding people who are motivated and have the knowledge to do so is crucial. Working with these people then will be complementary to my preferred roles since I am more of an implementer than a designer. My perseverance to look for ways to ensure that solutions articulated are followed through and implemented will assure these innovative individuals that their ideas will not go to waste. Lack of interest however, does not spell out limited ability. Gradually, I will have to take steps to gain more confidence and be able to present and assert my ideas to the group no matter how unconventional they are. Perhaps one of the ways to boost my confidence and take care as well of the other role specialist role (where I also ranked low), is to involve myself in the process of lifelong learning through attending courses and skills in areas I am genuinely interested in relation to the work that I am doing. APPENDIX A. Personal Development Plan This personal development plan is classified into two parts, one which relates to character development and the other to technical skills competencies. As Bristow (2001) stressed, interpersonal working relations rank high among the desired managerial competencies. Thus, it is important for intra- and inter-personal skills to take precedence over development of technical skills. However, it should be noted that according to the results the self-analysis toolkits, my strengths are a function of well-developed interpersonal skills while the weaknesses will find roots in the need for upgrading of technical skills. The activities listed are not sequential and maybe taken simultaneously when possible. 1. Character Development (Intra- and Inter-Personal Skills) a. Involvement in Programs or Activities for Self Analysis – I have learned the value of self analysis for self development. It is therefore, imperative to make time for self-analysis through either the ideographic or nomothetic approaches. Being a structured individual, I prefer the use of the latter approach. b. Feeback – One of the more beneficial methods of gaining knowledge about oneself is through constant feedback from colleagues. As the Johari Window activity points out, there is an area of the self that one does not consciously perceive but others do. It is an important and humbling trait of a leader to submit himself to the evaluation of his/her subordinates. I believe also that this is one way of nurturing open communication and mutual support in a team. c. Indulging in New and Stimulating Activities – I am continuously reminded of what took place in the adventure program workshop because of the unusual challenges and although, I did not realize initially the metaphors it stood for, through the process of self-analysis, I am gradually enlightened. The experience of low impact novel activities will simulate the experience of facing and accepting changes. This has been identified as a major area of weakness and one I hope to proactively seek opportunities for development. 2. Development of Technical Competencies a. Enrolling in Courses to Improve Technical Skills – Learning cannot be limited by age since society is constantly being transformed through technological advancement. One’s area of specialization may need further upgrading to meet the demands of globalization. Learning in itself has its own internal benefits and I believe the milestones achieved in school, as well as the praises and admiration from professors and peers boost one’s confidence. b. Taking on a Mentoring Role – Mentoring can take place in the office or a more bold approach would be to link up with universities and mentor an undergraduate where I can share my knowledge and skills. Through this one-on-one sharing, I am slowly presenting my ideas in a less threatening situation. My desire to help and assist others is also satisfied through this activity. c. Joining Professional Organizations – One comes to a point in life where being a mentee stops and one becomes the mentor. However exciting the prospect of developing another individual may be, one misses the opportunity to interact to learn more through the parallel exchange of knowledge. Expanding my social circle to involve individuals in the same field with similar interests will address this need. 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