Self-awareness and continuous self-development - Essay Example

? Self-awareness and Continuous Self-development Task: Self-awareness and Continuous Self-development Introduction Competenceabout oneself provides fundamental tools that can help managers improve their performances. Tennant (2012) observes that organizations have realized the important of promoting self-awareness and development; thus, the contemporary corporate world accords this strategy sufficient attention. Beneficial attributes of self-awareness emanate from various avenues. As such, persons need to understand and utilize opportunities provided by this strategy in developing organizations. This paper explores the necessity of observing self-awareness and development and provides guidelines for achieving them. The concept of self-awareness According to Cohen & Bradford (2005), self-awareness is a way, through which an individual examines his individual personalities, values, beliefs, natural preferences and tendencies. This means that self-awareness entails establishing a clear knowledge about identity. Cohen & Bradford (2005) note that people are of different meanings concerning how individuals learn, examine and react to situations in dissimilar manners. This presents that one’s response to a scenario is may not be predictable, thus, Maurer & Weiss (2010) indicate that people need to spend time in self-examination to develop a good insight of themselves. Importantly, Euberger (2007) identifies that self-awareness mainly refers to three abilities which entail emotional awareness, accurate Self-appraisal and Self-confidence. Initially, emotional awareness entails realizing one’s own feelings and their effect on performance. Subsequently, knowledge about accurate self-appraisal enables one to evaluate his potential and limitations; thus, one can engage feedbacks and learn from his mistakes to develop his performance. George, McLean and Craig (2008) observe that there is a straightforward relation between accurate self-assessment and one’s self growth since individuals with these skills are capable of building their lives. Lastly, Self-confidence emerges after one has established coherent knowledge about self and has developed tactical self-examination skills. Self-confidence is typified with person’s traits such as optimism, pride, boldness, enthusiasm, independence and ability to manage critics. Importance of self-awareness and development Tennant (2012) affirms that the concept of self-awareness entails understanding one’s strengths, motivators, potentials and values. As such, self-awareness emerges as an initial step of people’s development; hence, these two virtues are closely related. As one develops in self-awareness, he is in a better position of comprehending why he experiences feelings and why he behaves in a certain way. This, hence, provides one with the opportunity and autonomy of altering his habit to develop a life of choice. According to Euberger (2007), with poor knowledge about self, self-appreciation and change are impossible. Indeed, Cohen & Bradford (2005) support the position of self-reflection in enhancing development by observing that clarity about needs empowers us into realizing people’s wants. In fact, failure to establish knowledge about one’s self makes an individual be vulnerable to self-dramas and uncertain beliefs since the practice allows unknown thought that determines one’s feeling and activities (George, McLean & Craig, 2008). Additionally, Bishop (2010) observes that Self-confidence enables us to develop positive and sensible insights of our abilities and selves. Tactical management of self-confidence is essential since it affects one’s prospect of attaining success in his activities. In fact, Tennant (2012) affirms that when strengths are exaggerated they result to liabilities. Self-confidence skills blend well with self-examination capabilities; hence, building strong individuals. Importantly, Maurer & Weiss (2010) observe that manager’s activities are characterized by adjustments and development of frequent decisions that affect people. As such, every position adopted by the manager influences strongly on others. A manager who has self-knowledge is aware of this situation; hence, engages others before adopting or executing sensitive decisions. Indeed, Bishop (2010) claims that self-aware individuals are confident and understand that they are not perfect; hence, they are cautious on their weak sides. As such, self-aware administrators understand others, meaning that individuals who work under such supervisors are more comfortable. Notably, the managerial role entails coordinating various parties (Rothstein, 2010). These parties emerge with great diversities and the manager has a challenging role of responding to each of these differences. As such, an individual holding this position should have superb skills of managing diversities. This is of great essence since administrators with potential of managing these challenges makes their workers feel appreciated, an aspect which increases productivity. Armstrong (2011) asserts that with a clear understanding on how to relate with colleagues, people can adjust their behaviors to communicate with them more effectively. Through self-understanding, one attains self-control which is reflected in people’s personality and behavior. Managers should also identify their weaknesses so that they set goals to address the very critical weaknesses. In fact, Rothstein (2010) affirms that managers who fail to observe self-reflection have potential of developing a workforce which lacks motivation, and with reduced creativity. Self-aware managers take time to think through issues before judging. This helps them to reflect on past happenings and make more insightful judgments. When you reflect on past decisions, one is able to discover the character and identify areas requiring assessment (Armstrong, 2011). Self-awareness enables people to attain their holistic full potential. Contemplation and meditation also affirm people’s self-consciousness. Indeed, George, McLean & Craig, 2008) observe that understanding about self provides an ideal approach of unlocking challenges that we face since the idea encourages us to develop a plan of managing weakness. Self-reflection also develops a person who is composed, with empathy and one capable of facing challenges critically. Consequently, such an individual is flexible and is able to examine situations from all perspectives, an attribute which promotes association and communication in a team. These considerations indicate that the self-reflection and development is essential, particularly to the managers. However, Rothstein (2010) affirms that developing these capabilities is a strenuous endeavor while observing them is even more intricate. This emerges by the sense that some people can hardly recognize their emotions; others cannot understand events that make them have cruel response while others are paralyzed by their emotions. Interestingly, most people have misleading consent about their potentials and limitations. Such people mainly ignore critics and have no interest in adopting improvement strategies. All these aspects have potential of undermining one’s performance; hence, while in my managerial position, I will avoid them. It is necessary to outsource and utilize any strategy, which can help me achieve and observe my self-awareness. Achieving self-awareness As a manager, one should endeavor to improve on how he relates with people. This is imperative to more gratifying relationships. To understand ourselves, it is imperative for a manager to understand his emotions and actions. This entails a deeper ‘physical, mental and spiritual’ awareness that shapes our personality, opinions and relationships (Fisher, 2002). Counseling and coaching are valuable in guiding people to analyze their actions and reactions. Counselors guide us to identify ineffective conduct and promote standard expected behavior that is critical for self-development (Fisher, 2002). Cognitive therapy enables one to take greater accountability on their thinking processes and attempt to avert negative thinking (Armstrong, 2011). Therefore, managers should enlist periodic counseling to ensure that they attain self-awareness and can make unbiased decisions. Daily writing on self is vital as it helps us to reflect feelings and actions. Writing builds on emotional fluency, captures style of thinking and enables us to reflect on past and future actions. Writing diaries and notebooks helps to keep track of events, and it can be an ideal measure of commitment to work. Moreover, reflecting on our past thoughts and actions is critical to emotional development and can help inform future decisions. Managers should keep off negative thoughts that do not share in the aspirations of the company. They must be assertive on their dreams and comprehend the factors that will propel them to victory. Thus, managers should identify their points of weakness and demarcate areas that need transformation (Fisher, 2002). This is through purposed familiarity with their responsibility that propels them to more growth. Managers should enroll in refresher courses within their field of specialization. This is because the manager requires improving on his confidence and his intellectual capability in order to remain marketable and relevant to the field (Hall, 2002). Moreover, there is technological advancement that promotes better managing, thus, the manager should be ready to embrace these changes and reflect them in his work. Knowhow promotes respect among colleagues, thus, creating a better operational environment. Moreover, it enhances individual intellectual development. Knowledgeable managers reflect on the company’s overall performance because of better practices. Having adequate information on current developments affecting their business enhances self-confidence in their line of specialization. Physical fitness boosts confidence and promotes respect. This is because physically fit persons have the vigor and physique expected of managers. Moreover, exercise helps one to feel better and revitalizes us helping to keep negative emotions at bay (Hall, 2002). Temperate managers make effectual decisions and relate harmoniously with their colleagues. Conclusion Self-awareness and development are vital for any manager who needs to succeed in his endeavors. Indeed, self-awareness and development provide a reasonable solution to many challenges that managers face while in their duty. Importantly, strategies that can help us attain self-awareness and development exists. As such, while in my managerial post, I will prioritize the idea of self-reflection and encourage my team to adopt the scheme in order to develop my productivity. References Armstrong, M. (2011). How to be an even better manager: A complete A-Z of proven techniques and essential skills. London: Kogan Page. Bishop, S. (2010). Develop your assertiveness. London: Kogan Page. Cohen, A. R., & Bradford, D. L. (2005). Influence without authority. Hoboken, N.J: Wiley. Euberger, J. (2007). Self-awareness will unlock the social economy. Third Sector, (481), 14-14. Retrieved from http://search.proquest.com/docview/231745528?accountid=45049 Fisher, K. (2000). Leading self-directed work teams: A guide to developing new team leadership skills. New York: McGraw-Hill. George, B., McLean, A. N., & Craig, N. (2008). Finding your true North: A personal guide. San Francisco, CA: Jossey-Bass. Hall, D. T. (2002). Careers in and out of organizations. Thousand Oaks, Calif: Sage. Maurer, T. J., & Weiss, E. M. (2010). Continuous learning skill demands: Associations with managerial job content, age, and experience. Journal of Business and Psychology, 25(1), Retrieved from http://search.proquest.com/docview/231745528?accountid=45049 Rothstein, M. G. (2010). Self-management and leadership development. Cheltenham [u.a.: Edward Elgar. Tennant, M. (2012). The learning self: Understanding the potential for transformation. San Francisco: Jossey-Bass. Read More