Introduction as what impact it might bring. Self-regulation

Introduction

 

Nowadays, every business organisations have their own managers and leaders at all different levels. Organisations seek for people who possess relevant skills, in order for an individual to take the Managerial or Leadership role. Leaders and managers based on their own life as well as experiences, generally know their advantages and disadvantages, how to accomplish their goals and be aware on how to communicate with others to be cooperative and supportive (Bennis, 1989). Exceptional or excellent leaders and managers are believed to possess a clear understanding on their emotions as well as understanding others perspectives and feelings around them and during different situations. People in a position of authority are believed to be psychologically stable, in order to understand themselves and others well. The philosophy of self is generally linked with self-awareness, self-esteem and self-development. The purpose of this assignment is to demonstrate my critical understanding on aspects of self-awareness and constant self-development, in order to accomplish my role as a successful Manager or Leader in my career, as well as being aware of my strengths and weaknesses.

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1.    Self-awareness.

 

Every individual has their own understanding of self-awareness. It is a synthesis of our conscious behaviour, emotions, feelings, motives and self-respect. Emotions is one the keys for a successful interaction and communication with others. Salovey and Mayer were one of the pioneers who came up with on emotional intelligence in 1990. They explained emotional intelligence as: The ability to monitor one’s own and others’ feelings, to discriminate among them, and to use this information to guide one’s thinking and action. (Salovey and Mayer, 1990, p.189). People tend to have a general idea that emotional intelligence is a common combination of our emotions, cognition and intelligence. Some people might have a better control over it than others do. Emotional intelligence elevates efficiency, performance and productivity at work. Coleman (1997) stated that possessing high emotional intelligence provides a competitive advantage.

Figure 1 demonstrates emotional competencies and its relation to each other. Coleman (1998) stated that there are 5 domains of emotional intelligence Self-awareness, Self-regulation, Motivation, Empathy, Social skill. The first three of them are personal. Self-awareness is about emotional awareness, accurate self-assessment and self-esteem. To be more precise is about controlling our emotions and understanding or reading the emotions of others, as well as what impact it might bring. Self-regulation is about self-control, trustworthiness, responsibility and conscientiousness, Flexibility and adaptability, Innovation. The last personal domain is self-motivation that contains achievement drive, organisational commitment, initiative and opportunity taking, optimism and resilience.

 

Self-awareness is a serious vision in relationship towards position and role at work. It also helps to solve problems, conflicts and different or intense situations at work. Managers and leaders give and receive feedback, as they want to have a better communication, motivate othemselves and others, manage an overall performance, provide support.  Bennis (1998) states that leaders and managers do have a difference. Managers copy, leaders lead their team members, Leaders are good listeners, far sighted, they emphasise and quite a good psychologies. Leaders have deep moral statements, analyse everyone’s position and behaviour, in order to make or find best solutions and gain profit for organisations, their main aim is to flourish and gain profit of the business, keeping healthy atmosphere amongst people at work. Managers are highly qualified professionals, that focus mainly on tasks and how to resolve by managing time, performance and people. Being self-aware helps to have a positive influence on others. Leaders and managers are generally aware of their strengths and weaknesses, most of the time based on receiving some feedback. Johari Window is one of the tools to give and receive feedback for the professional. By developing our self-awareness, the blind spot needs to be opened development (Figure 2.). The window was initially created by two psychologists Harry Ingham and Jospeh Luft.

Figure 2.

One of the other tools to receive feedback is to use Multi-source (360 degree) feedback system. It is a system where an employee receives an anonymous feedback from their colleagues, it can be in the questionnaire style. The feedback is based on a rating scale and commentaries.

To become a successful Leader or Manager, will vary the way I develop my self-awareness skills, because it is one of the ways to have a better communication with my colleagues and have productive performance. In addition to that, it will be very encouraging to receive a detailed feedback from my colleagues, as it is one of the ways to find out about their opinions, manage my overall performance and receive useful information in order to change my professional vision or behaviour.

2.    Continuous Self-Development.

 

As well as self-awareness, self-development plays essential role for professionals, especially for leaders and managers. Self- development is a constant growth or progress in ability or skills, in other words levelling up our knowledge. In business, this term identifies responsibilities, in order to succeed in new tasks and challenges. People do it because they want to solve problems and situations at work, as well as support and share that gained knowledge with their fellow colleagues. There are four learning stages to go through.

Figure3.

 

Noel Burch (1970) described that model as “Four Stages for Learning Any New Skill”.  People are often unaware of little information they own, in other words, when gaining or learning new skills, the first stage is unconscious incompetence. By the time passes, the knowledge of new skills eventually inflates, and gets to the stage of the mastery, where its done without the conscious thought, almost as if to say by intuition.

In business, this term identifies responsibilities, as well as support and share that gained knowledge with their fellow colleagues. Many leaders and managers confirm that this gives them an enormous amount of confidence, inner rod and stability, in front of controlling global issues in organisations and to achieve set goals. Also, to attract and support their members of stuff. To undertake the Managerial role and be successful, there must be a constant self-development, in order to improve our knowledge and skills.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Figure 4.

Figure 4. shows several stages to go through to gain some knowledge in certain areas where it is needed.

 

In order to be a successful manager or leader, it is under my responsibility to gain knowledge and explore areas which are unexplored, as it will help me to be self-independent, have a better perspective in my role. Also, it is one of the ways to create new goals, as well as filling up the gaps. It will help me to take some action and record my developing progress, by self- analysing.

 

 

3.    Critical Incidents

 

. Template One: Incident from Residential weekend

 

My chosen toolkit is: Belbin report and Honey & Mumford learning styles  

My results for this toolkit are: Co-ordinator, Resource Investigator and Teamworker?

Honey and Mumford’s L.S –

Activist style

0.455

Theorist style

0.333

Reflector style

0.067

 

 

Summary of critical incident

 
During the residential weekend, one of our first tasks was Task Number 5 Pipeline. It was a very intensive and “loud” group work. At first our group wasn’t aware of many aspects from the task, and we actually lost many points for that. We had to physically take the activity and be as fast and cautious as we could. From the very beginning, I could notice everyone’s different personality, without even finding out about their Belbin results. I have also analysed that, when we were in the middle of our task simulations, it was very hard for a group to communicate with each other. Hence, the volume of the voices from every individual accelerated rapidly every minute. Different cultural backgrounds played an impact at some point as well. At the end of the task, we gave and received feedback from each member, to find out how we behaved during the simulations. My team member “X” gave me a reasonably positive feedback, she said that although I was quiet in the beginning, I quickly managed to become the spirit of the team, as I encouraged and motivated others during stressful moments. Another member “Y” added that I possessed Leadership skills when it was needed, because I was so involved in this activity and supported every team member whenever we failed or lost points. They found it very inspiriting and team efficient, as within our set timing, I did try my best to keep reminding everyone to be careful and fast when it was needed, and whenever we failed to do so, I didn’t want our team to be upset over those things, that is the reason I tried to have an optimistic mood towards the end.
 

 

How does your thinking and behaviour in this critical incident reflect the findings of your chosen self-analysis toolkit?

 
When it comes to learning, our approaches are all different from each other. We all have different personalities, mind-set and learning styles. My Belbin profile displays that my two highest scores are Co-Ordinator and Resource Investigator. This report is based on my self-perception only. My ability to communicate in the efficient and friendly way is one of my greatest streghts.  I am someone who is ready to meet new people and find out about different roles. Within organisation, I might be taking leading roles and help others to achieve their objectives, in order to meet overall oranisation’s goals. I am a perfectionist, and normally aim to complete tasks in the correct way. Within my tasks, I was able to meet those roles, by allowing my enthusiasm and opitmism to go along with me, “without a reality check”.  I should realise, that sometimes I might talk too much and head towards another topic, which could lead to a waste of time or miscommunication. Once, I work on those gaps, I will be able to deal with any cases more efficiently. Based on Belbin, my working style is normally innovative, that allows me to use all of the possible resources and engage every team member to participate, by using my highly adaptive social skills. I handled the problem in a calm manner, ensuring that everyone else remained tranquil during the tasks.
In addition to that, my Honey and Mumford’s results identified that my personal preference on learning methods was in “Activist style” as the highst in ranking, he second place took “Theorist Style” and the lowest one was “Reflector Style”.  Activist prefer to engage fully in new activities. I tend to be very open minded, flexible, encouraging, optimistic and enthusiastic.  Activists “have a tendency to act first and consider the consequences later”, is probably very much about me. During the residential, I made a self-analysis, and found that I would quickly start any activities, without even taking into consideration about the final part. My preferred learning methods include brainstorming, visualising, group discussion and roleplaying. I always felt to make sure, that no one’s opinion within our group was skipped or missed out, as John Heywood (1546) stated “Two heads are better than one”. My secondary learning style is “Theorist style”. Theorists in general prefer to handle and solve issues in a logical way. Through our simulation task, I tried to think objectively, by placing theories into action. By keeping in mind about general theories, principals and models, I wanted to make sure that our group achieved the task goals in the best possible correct way. My lowest score method learning is “Reflector style”, it stands for a meaning, to stand back and observe or analyse the whole situation. Learning methods for reflector style include self-analysis, coaching and receving feedback from others.
 

 

Identify how you will use this learning in the future.

Although our residential weekend was only for 2 days, I have learnt enormous number of things for myself. I have learnt that being emotionally intelligent, by controlling my emotions and being self-aware during critical situations, is one of the keys to handle the situation in the most effective way. Having a constructive feedback, is one of the ways to find out about my personal behaviour and interaction in a social context. During the residential, I could notice that being culturally and ethically aware had a highly essential impact within our team in order to be more efficient. I think, this helped me to have a better understand and respect different cultures and ethnical backgrounds, as everyone have various approaches and behaviours, for example, in our case, team member “X” had a couple of bright ideas and solutions, but preferred to stay in the shadow and be quiet instead, because of the cultural and language barrier. Our group by being culturally aware tried to ensure that that particular team member was able to come out of the her comfort zone and speak up. This is how I have learnt, that sometimes we need to persuade and support others, by linking mindfulness to cultural intelligence. I have a better clear understanding of perception and values, and how different individual have various of values and visions.
 
 
 

Q2. Template Two

 

My chosen toolkit is: Emotional Intelligence and The Big Five Locator

My results for this toolkit are: Emotional intelligence is on 44 score = OK.

My Big 5 Locator – Open Minded and Extraverted

 

Summary of critical incident

 
Not so long ago, in November 2017, working in a customer service department as a client advisor for a luxury established brand, I had experienced the most difficult client I have ever had. At first, everything was going well, I introduced myself and found out the reason that client came in to the department where I work. It turned out, that client came back for a second time, because the brand I work for promised to have client’s item back to the store, that she has already paid for by that day. After couple of minutes, trying to find out with a stock where that item was, we were unfortunately not able to find it anywhere and the receipt that client came with was not authorised in our system. I felt this case to be a little bit suspicious on both sides, either the client has already taken that item earlier or something went wrong with our stocktake. The moment after I tried to explain this situation to my client, the aggressive and frustrating side from her side immediately arose. I tried to empathies her state, tried my best to take control of this stressful moment in a very tranquil manner. I wanted to provide a great customer service that customer except from this brand, however it went to the point that this lady started to break the distances, point finger at my face and yell by accusing that it was all my fault. I tried to remain calm, because we all react differently to some situations. I gave an explanation that, there was no reason to attack me, as I understand her frustration, but I was only trying to help her out. My manager who noticed this critical situation, approached us and apologised in front of that lady on by behalf. Although, I did think it was really unfair, I thanked my manager and my customer’s time and patience, and left the conversation, as I could that I got to the heating point, where I would barely be able to control myself anymore. Perhaps, I would end by having a conflict with that person, because of self-respect, as she was very humiliating. I think I did the right thing to leave that situation on time.

 

How does your thinking and behaviour in this critical incident reflect the findings of your chosen self-analysis toolkit?

To evaluate this critical incident I chose Emotional Intelligence and 5 big locator.
 
My emotional intelligence level turned out to be on the level as “OK”.  Sometimes, I find it true, I find some of my colleagues easier to work with rather than with others. I still have some chances to improve with working attitude and relationship, by gaining more knowledge and experiences. To go through Daniel Coleman’s 5 elements that make emotional intelligence, I got 12 out of 15 for my self-awareness. My self regulation is 8 out of 15, which I find very true based, as this term stands for the ability to control yourself and how effectively I am capable to manage my emotions. My score for the empathy is  is 10 out of 15. This is exactly how I would rate myself under this critical incident. Although, with all my effort to understand that client’s needs and feelings, I could not handle the situation to run smoothly until the very end.
The results from my emotional intelligence test, tells me that I gained only 36% on Negative Emotionality, which means I can be worried and insecure in some cases. My agreeableness is on the 39%, which is almost reaching the middle level.

 
 

 

Identify how you will use this learning in the future.

After this incident, I intentionally looked for an advice and feedback from my manager, in order to find out how well did I manage to handle this customer and what should I improve next time, so that this kind of conflict will not rise again, as sometimes there are ways to avoid or prevent it. This case lead me to gain some knowledge for my professional development skills. I understand again that receiving feedback from people, gives a broader evaluation about myself, especially during stressful moments. I always try to statement to myself that, rather than stressing out over any kind of situation, it is better to think rationally and find solution as quick as possible.

 

 

My strength and weaknesses have been analysed through several toolkits. Such as Belbin report, Emotional Intelligence, Big 5 Locator and Honey and Mumford’s test.