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Self: the starting point

Self. Self-awareness. Self-esteem. These are the platforms on which executive coaches deliver their services – the building blocks that help equip leaders to access a fuller repertoire of capabilities, to leverage more of the capabilities of their teams, to raise performance levels, and to make sure that the judgments and decisions they make are being made appropriately. The evidence demonstrates that people who are more self-aware perform better at work than those who are not.

We typically talk about one self, one self-esteem, and self-awareness as though of one self.

Several selves, several self-esteems

In reality we all have several selves, and several self-esteems, and it is in part the job of the coach to enable the coaching client to raise their awareness of their range of selves rather than of one self. This multiplicity of selves was explored by Dr Geoff Bird in a workshop entitled ‘Neuroscience and the Leader’ in London on 26^th April, which I organised with my colleague Megan Evans. Geoff is a neuroscientist at the Institute of Psychiatry, Kings College London, as well as a trained coach.

Sense of self is dependent on context

Geoff shared with us the concept that a sense of self is directly dependent on context – so a change in role, in organisation or in team leads directly to a change in the sense of self. We all have multiple selves because we all play multiple roles.

Taking account of this as we coach leaders opens up more options, more possibilities for positive change – and more reason to be optimistic about the possibility of change itself. It reveals the leader as more versatile and more capable (and more complex) than they – or we – might have previously perceived them to be. It also allows us to take account of the context in a richer way – and for me resonates with the systems thinking that brings valuable dimensions to coaching work.

Personality profiling

The implications for personality profiling are thought-provoking. If we all have multiple selves, which self is the personality profile actually profiling? Is the profile in reality a mere snapshot, a moment in a particular context? Can we afford to consider the profile as generalised to the whole person in all contexts?

Self-esteem

Similarly, self-esteem varies according to context. Self-esteem is typically developed by reference to the standards which others set in some way: choosing the group against which we measure ourselves will have a critical effect on the nature of our self-esteem. And we have several self-esteems alongside our several selves. The coach can play a valuable role in working with the coaching client to uncover and manage those self-esteems.

The plastic brain

The brain is constantly in flux, a constantly plastic organ. Understanding more of the neuroscience can enrich our understanding of what leaders can do to maximise their authenticities (rather than their authenticity)and hence their effectiveness, their influence and their ability to get things done through other people – which is, after all, the task of a leader.

Photo by mark Miller via Compfight

Neuroscience and the leader

We all have not one but several selves, and several self-esteems, and it is in part the job of the coach to enable the coaching client to raise their awareness of their range of selves rather than of one self. Self-esteem varies according to context and we have several self-esteems alongside our several selves. The coach can play a valuable role in working with the coaching client to uncover and manage those self-esteems.

The path to authentic leadership

An authentic leader is true to himself or herself, who therefore engenders trust, who leverages the potential of diversity, and who is able to manage with integrity the tensions between their own agenda and that of their organisation. The first and most fundamental step on this path is the journey towards self-awareness.

The authentic leader

We all deliver our best by being who we are – and for most of us that means learning how to become who we are. Leaders who accept and embrace their authenticity often find both personal peace and an energy and focus that means they leverage their strengths with courage and assertiveness and empower their teams to deliver authentically too.

Partnering with Ferri Montana

LWL is partnering with Ferri Montana Ltd, a niche consulting practice focusing on organisational development.

Leaders in the firing line: on integrity, commitment and passion

I’m privileged to be coaching UNICEF leaders again. They need a challenging blend of mastery of people skills, diplomatic skills, technical skills, knowledge, vision, initiative, adaptability, resilience and endurance. Stress levels are high, and the most basic resources in their environments are often lacking. Their integrity and their passion for their cause – the promotion and defence of children’s rights, survival, security and protection – are dazzling and humbling. It’s unbelievably inspiring and energising to be working with them.

Trust: a critical element of leadership

Trust is a key enabler to getting the results that organisations need. Leaders need to nurture relationships at work and need to be able to trust their teams. And their teams need to be able to trust them too. One of the outcomes of development of this kind is that leaders find themselves getting more from their teams without much apparent effort. They find that the members of those teams take more initiative and more responsibility,

Twitter announces new two-tier service

Twitter has announced today, 1st April, that they are shifting to a two-tiered service: Everyone can use the basic service, Twttr, but they will only get consonants. For five dollars a month, you can use the premium “Twitter” service, which also includes vowels.

Making Culture Change Stick

On 10th May in London, our partner ANKLe (A New Kind of Leadership) is running a workshop entitled 'Making Culture Change Stick'. Participants will explore what they mean by culture change and will examine a range of new as well as tried and tested tools and techniques for managing and embedding culture change in organisations.

Approaching the finishing line of the 30 Day Challenge

The 30 Day Challenge draws to a close. I've been challenged, supported, and held accountable, and I've gained some insights. I'm learning about blogging - and about topics I'd never anticipated - and I'm surprised at how much I'm enjoying the blogging process. I'm on the alert for topics to blog about - and now that I'm blogging twice a week, I feel 'in the groove'. My next step is to ensure that my blog is read and to build a readership.

Connect!

My core message is ‘Connect’ – make relationships and nurture them. When people connect, they care enough to hear what’s going on for the other person without judging it, pre-empting, advising or interrupting: they just listen. Out of that apparently simple interaction new perspectives, insights and solutions can emerge.

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