A511.7.3.RB Self-Awareness

I have always been able to function well under stress, maybe as a result of my childhood experiences, and I feel this gives me an advantage over others.  The jobs I have been drawn to are ones where I am able to demonstrate my problem solving skills in a positive way, such as customer service and teaching.  After a few years of being in these professions I came to realize that even though I could handle and solve the stressful problems that arose I might not have reacted in the best emotional way.  Yukl (2012) lists maintaining a high level of self-awareness as a guideline for managers.  He also states that it is good to have awareness of ones emotional reactions to events.  This is where I knew I had to do some work.

After being asked to complete a task that was not a part of my normal job I asked the person why she always asked me to do the extra stuff.  Her response was “because you will give me flack about the assignment but then I know you will get it done.”  I sat down one day to reflect on that statement.  She was correct, I was going to complain about having to do it for about 30 seconds and then I was going to go do it.  This told me I am dependable and because of that I would be asked to do more, but I needed to work on my response to being asked.  

Yukl (2012) describes authentic leaders as being strong, clear, stable, and consistent.  He also suggested that they have high self-awareness about their values, beliefs, emotions and abilities.  When I look at these characteristics I see many of them in myself, but I also see need of change.  I tend to get emotionally charged in certain situations, not in a way where I can’t function but a bit overactive.  I tend to speak louder and more excitedly.  I now recognize this and try to keep this under control.  Goffee and Jones (2006) points out that as leader interact with others they seem better able to learn how they are seen.  This was helpful for me to realize.

In one of the examples given by Goffee and Jones (2006) the head teacher talks about how he fixed the small things first, showing the other teachers he was willing to get things done.  I think this sets a great example; sometimes it is the small things that people appreciate.  I have to agree with the head teachers decision to start changes off slowly this can gain the trust of the employees first before making major changes. 

Goffee, R., & Jones, G. (2006). Getting personal on the topic of leadership. Human

Resource Management International Digest , 14 (4), 32-34.

Yukl, G. (2012). Leadership in Organizations (8th ed.). Upper Saddle River, New Jersey: 

Pearson Education, Inc.