James Flanagan combines the independent works of Hogan and Lowney to give a high-level explanation of the transformational benefits of greater self-awareness and its role in developing leadership.
Leadership is not a trait limited to a few but one that is sown within everyone and constantly seeks the opportunity to blossom. It does so not just at work but in the ordinary activities of one's life. It is about 'who you are' as much as 'what you do'. Leadership is a way of living and is defined not by the scale of the opportunity but by the quality of the response to it; it is unlikely we will all become Prime Minister but we can change how we approach what we do.
Our current drought of leadership comes from both a narrow definition of it and our approach to developing leaders. Leaders are defined as those who are in charge of others or those who make a transformational impact and do so in short order. The faster they do it, the more transforming it is and the more people affected the bigger the score they register on the short-term leadership scale, or 'shortermism'. Currently, leaders are developed to do or deliver what we think they should do, establish direction, align people and motivate them. Rather than developing leaders according to lists of what we want them to do, we have seen that we will receive greater benefit if we focus attention on our definition of leaders and who they are.
"Our current drought of leadership comes from both a narrow definition of it and our approach to developing leaders."Definition
We define leaders as people who are very self-aware; they know who they are, what they believe in and what they want to achieve. Grounded by their principles they respond to life's challenges with a consistent and unswerving outlook. They have an internal compass that directs and allows them to respond to the changing external environment. Once this internal foundation has been laid leadership behaviour grows; but if we want a rich harvest, the growth must be nurtured and regularly tended to.
Identification
As curious children we all probably lifted large stones, eager to discover what hidden treasures lay beneath them. Most of us, however, dropped them and jumped back with fright once we saw that it was in fact fat worms and dark, barren, slimy earth they were covering. What we probably failed to notice was that once the stone was lifted the worms scattered and gradually light began to allow growth to return to where the stone once lay.
As adults we need to do something similar; we need to take time, stop and have the courage to identify our stones or blind spots and to lift them up to discover what lies beneath them.
Leaders thrive by understanding who they are and what they value and by becoming aware of unhealthy blind spots or weaknesses that can derail them. Only those who can pinpoint their own weaknesses can conquer them.
This self-discovery, as with the worms, exposes behaviours and attitudes to the light, and those that are not conducive to growth are seen for the destructive way they impact human nature.
Ongoing revelation
A leader's greatest power is his or her accurate and up to-date own vision and is communicated by the example of his or her daily life. Vision is intensely personal; it is the fruit and hard-won product of self-discovery; they know who they are, what they believe in and what they want to achieve.
Personal leadership is not a final destination. For the weak- or narrow-minded, however it may seem so; for them it is a chore with at best the attractive prospect of arriving at some imaginary plateau where one coasts and enjoys the status of "I will do this course and everything will be alright". Personal leadership is a neverending work in progress that draws on a continually maturing self-understanding.
Our external environment evolves, and personal circumstances change as do personal priorities. Strengths erode and opportunities arise to develop others. The strong leader relishes the opportunity to continue learning about the self and the world and looks forward to new discoveries and interests. Each person must decide what personal leadership legacy he or she wants to leave behind. As our leadership role is continually unfolding, we will be making that decision more than once.
"Successful leaders develop a habit of continuous learning and daily reflection on their activities. It is reflection on the run; they recollect even while all hell breaks loose around them."
Successful leaders develop a habit of continuous learning and daily reflection on their activities. It is reflection on the run; they recollect even while all hell breaks loose around them. Deep self-awareness and understanding enables the pinpointing of flaws with greater maturity and accuracy coupled with the ability to appreciate oneself as a uniquely dignified and gifted person. This greater sense of purpose and direction serves as a personal compass.
The person who knows what he or she wants can pursue it energetically. No one becomes great by accident. Only those who know their weaknesses can deal with them. Those who have identified what moves them to wholehearted engagement have little trouble staying motivated.
Conclusion
Leaders take time out to undertake a process of probing self enquiry, but they do so on the run. They continuously dig deep beneath the busy surface of their daily lives and refocus on their core values and principles. These principles act as a springboard for shrewd, pragmatic, politically astute action. They craft an authentic and strong identity based on their own, rather than someone else's understanding of what is right. No-one can make another person self-aware. One can only muster the will, courage and honesty to search oneself.
James Flanagan is training director of a consultancy specialising in positive leadership and has worked as a trainer and a management development consultant in a broad range of companies including IBM, Lilly, Harley Davidson, BUPA and UNICEF
