Self-Awareness: Five Core Aspects and the Path to Great Leadership
Sir
Isaac Newton’s Law of Motion states, “Things that are still stay still and
things that are moving keep moving with a steady speed unless a force of some
kind pushes or pulls on them” (Woodford, 2013).
Too many people are paralyzed to pursue their purpose for fear of making
the wrong choice. Unsure of the details and
afraid of ending-up at a place not of their choosing, they ask me, “What if I
am wrong?” To use Newton’s insight I
often tell them, get moving towards your dreams and make course corrections
along the way. It’s easier to change
directions than to initiate movement from a static position.
I
began to feel the call to pursue additional education in the fall of 2011. I considered a doctoral program; however, in
the end, based on costs and time requirements, I enrolled in the M.S. in
Logistics and Supply Chain Management (SCM).
One of the reasons for pursuing this curriculum was it would provide me
with more marketability in my current profession. Obtaining an M.S. in SCM along with an MBA
achieved in 2004 would provide me the resume punch needed should I my current
contractual position be eliminated. And
then something began to change.
It’s
no surprise that graduate work takes an incredible amount of energy, time, and
discipline. Halfway through my fourth
class I began to lose steam and felt I made a mistake in pursuing another
degree. Part of me loved the learning
but another part was searching for the passion necessary to call up the
discipline needed for late nights and long hours. Then, while leading a men’s group on a
Saturday morning, my dilemma was addressed.
As I was speaking to the men about faith, I stated, “We often make decisions
out of fear, e.g., fear of failure or fear of losing our security.” And then, a small voice inside me said, “That’s
what you did.” Literally, as I was
speaking to the men, I felt addressed that I had fallen prey to the very same thing
I was warning them against. After men's group,
I pulled my son-in-law aside and told him what had happened. I was conflicted, uncertain, and yet humbled
by the moment.
It
was less than a week when I realized, yes, I was driven and called to go back
to school; however, I chose the SCM program out of fear. I thought, “If I lose my job, firms will have
to hire me with these credentials.” At
the same time, I looked at the Embry-Riddle site and noticed they just
initiated a Leadership
curriculum. The moment I saw it my heart
came alive! The more I read about it,
the more excited I became. After
speaking to my wife about changing majors, I called my employer and the
university and “changed course.” Two of
the four classes transferred and now I am two classes form completing this
curriculum. Throughout the program, my
family has commented on the light in my countenance and the love I express for
the material. They contrast the two
programs and can easily discern that I made the right choice.
I
share that story to show that the level of my self-awareness began before
taking my first class in the MSLD program and has deepened ever since. From my first MSLD class Organizational Leadership;
I knew I was on a journey unlike any I’ve ever pursued. Each course has challenged me to evaluate my
self-identity and motivations. They have
encouraged me to look at my past and its affect on my present decisions. Interestingly, from the outset, many would
think this curriculum is about “looking outwardly” and leading others. And while that is true, I believe it is
trumped by the leadership axiom, “The first person you should lead is
yourself.” In the light of that
perspective, this program recognizes that we can only take people as far as
we’re willing to go ourselves. The
deeper we are willing to look inside of ourselves, the further we can look to
lead others.
In
Building Below The Waterline, Gordon
MacDonald (2011) referenced “having a keen self-knowledge” as one of the traits
of a leader. He said, “If we don’t know
ourselves and what shaped us, what neutralizes us, and what our limits are, we
invite disaster. Many men and women in
leadership positions are insecure. Some
struggle with large unresolved areas from the past. Unless the past can be resolved, it often
becomes an Achilles’ heel in leadership” (p. 7). The five core aspects of self-awareness are
the primary principles expressed through every course of this curriculum. Decision-making, teamwork, ethics, and change
are woven throughout these qualities.
They highlight and define us individually and lead and guide us
collectively.
Over
the next few minutes, I’d like to provide a short summary of each aspect; its meaning,
and how it has been strengthened in my life as a result of this curriculum.
Emotional Intelligence
On
June 5th, 2011 I purchased Daniel Goleman’s groundbreaking book Emotional Intelligence. It provided me with countless insights and
strengthened my resolve to improve my relationships and influence. Goleman (1995) said, “Handling emotions in
someone else—the fine art of relationships—requires the ripeness of two other
emotional skills, self-management and empathy.
These social abilities allow one to shape an encounter, to mobilize and
inspire others, to thrive in intimate relationships, to persuade and to
influence, and to put others at ease” (p. 113).
Without
the slightest doubt, my emotional intelligence has matured and developed. Goleman breaks his emotional intelligence
into four quadrants: Self-awareness, self-management, social awareness, and
relationship management. Each of these
quadrants has been thoroughly strengthened by the MSLD course material and
discussions. For starters, it has
encouraged me hold my tongue and listen intently to what people are saying
rather than seek to solve problems with my first opinion or suggestion. And, it goes without saying that one of the greatest
leadership traits lacking in so many leader is the art of listening.
Personal Values
Whetten
& Cameron (2011) said, “Becoming more mature in values development requires
that individuals develop a set of internalized principles by which they can
govern their behavior” (p. 72). Much of
the disappointment we see in our leaders today is a result of values
infractions. Bad decisions made from a
good heart are much more palatable than good decisions made from a bad
heart.
The
MSLD program has taught me three significant keys in living and leading from my
values. First, write them down. We have an inherent value system that guides
our decisions on a daily basis; however, writing them down and looking at them
further solidify their importance in one’s identity. Secondly, understand how your values may
conflict with other people’s value systems.
Education is a great path to diversity and acceptance. While we can disagree about our beliefs, we
do not need to be disagreeable and judgmental.
And lastly, every profession, whether corporate or non-profit, requires
leaders to stand upon principle and core values. This curriculum has continued to enforce the
importance of upholding the values of honesty, integrity, transparency, humility,
compassion, and courage. Gini &
Green (2013) said, “The moral quality of leadership is summed up in the
understanding that real leaders are ethical and possess both virtue and
character” (p. 9).
Cognitive Style
Whetten
& Cameron (2011) define cognitive style as, “the inclination each of us has
to perceive, interpret, and respond to information in a certain way” (p.
74). Each of us view the world—both
input and output—through a series of frames; references built from our personal
experiences, education, and expectations.
These frames help us evaluate and interpret and respond accordingly (as
defined above). While they help us
organize information they can also act as an inhibitor. Our frames can cause us to misinterpret,
judge wrongly, and miss potential benefits.
The MSLD curriculum—along with my daily devotions and faith—continue to
enrich my ability to “see life from another’s perspective.”
People
unconsciously process millions of bits of data all day long. The MSLD path has encouraged me to operate
with a greater intentionality on the three learning styles: knowing, planning,
and creating. Though we all vary in each
of these, as leaders, we will be called upon to operate within each realm. Awareness and adaptability of these traits
has improved not only the decisions I make, but also how and why I make them.
Orientation Toward Change
In
Change or Die, Alan Deutschman (2007)
said, “Change is a paradoxical process, and trying to change your own life
means opening yourself up to new ideas and practices that may seem illogical or
even insane to you, at least until you’ve experienced them for long enough to
develop a new understanding” (p. 151).
There is no avoiding it or ignoring it.
One rarely fully understands it or appreciates it. But, like no other element in leadership—change—with all its troubles and
opportunities, our personal approach to it can make or break our ability to
lead others. Whetten & Cameron
segment change orientations into two dimensions: tolerance for ambiguity and
locus of control. Both have shown me my
strengths and inclinations. Throughout
this curriculum, I’ve been forced to manage both aspects whether in school, at
work, with my family, or in ministry.
Approaching ambiguity with a better sense of confidence and operating as
a strong “internal” has allowed me to learn from each situation and make the
best decision going forward.
Core Self-Evaluation
Whetten
& Cameron (2011) define core self-evaluation as “the fundamental evaluation
each person has developed about himself or herself” (p. 80). The past two years have made me more
confident and courageous. It has
strengthened my resolve to help others and to lead with compassion and
energy. With only two courses left
before graduation, I can clearly demonstrate a greater ability to promote
teamwork, cast vision, articulate goals, and lead by example. I am a better leader today than before
beginning on this journey. Not because I
know more but because I have become more.
As Whetten & Cameron (2011) clearly articulated, “People with high
core self-evaluation scores have also been found to have higher levels of life
satisfaction and personal happiness and lower levels of personal stress” (p.
81).
One
of my favorite leadership books is The
Leadership Challenge by Kouzes & Posner. They (2007) said, “Leaders must keep hope
alive, even in the most difficult of times.
Without hope there can be no courage—and this is not the time or place
for the timid. This is the time and
place for optimism, imagination, and enthusiasm” (p. 349). The five core aspects of self-awareness
continue to refine my ability to lead with courage. There is no better time in history to be a
leader than today. And rather than
pursuing the masses and standing on stage to lead thousands, it is just as
important and effective to lead one at a time.
One person can make a difference.
And, the beautiful thing about that strategy is everyone knows at least one
person.
Steve
References
Deutschman, A. (2007). Change or die. New York, NY:
HarperCollins Publishers.
Gini, A., & Green, R.M. (2013). 10 virtues of outstanding leaders. Malden,
MA: John
Wiley
& Sons.
Goleman, D. (1994). Emotional intelligence. New York, NY:
Bantam Dell.
Kouzes, J.M., & Posner, B.Z.
(2007). The leadership challenge. San
Francisco, CA: John
Wiley
& Sons.
MacDonald, G. (2011). Building below the waterline. Peabody,
MA: Hendrickson
Publishers
Marketing.
Whetten, D.A., & Cameron, K.S.
(2011). Developing management skills.
Upper Saddle
River,
NJ: Pearson.
Woodford, C. (2013). Motion. Retrieved from
http://www.explainthatstuff.com/motion.html
