A520.1.2.RB - Self-Awareness

Complete the Diagnostics Surveys for Self-Awareness on pages 46 – 56 before reading this week’s assignments.

After you have completed the survey, use the scoring key at the end of Chapter 1 (pages 97-103) to identify the skill areas discussed in the chapter that are most important for you to master. Reflect on the following questions regarding your overall experience with the self-awareness surveys:
Prepare a Blogger entry by reflecting on the following questions regarding your overall experience with the self-awareness surveys:
What do you notice in your results?
How much of this rang true for you?
What did you see that you were expecting in the results?
What were the surprises?
How will you make use of this information?

What I learned from the list of surveys in Chapter One is that I am in need of development in the areas of core self evaluation and emotional intelligence. I know I need to engage in more honest self-disclosure with people who are close to me and with whom I work with. it is difficult for me at times too admit that I am uncomfortable or angry about something that has been said or done. This is surprising because, as much as I pride being honest and straightforward, I would rather move forward then to the risk a generally productive relationship. 

I suppose in some ways this is an example of a lack of confidence in my communication style, though I never considered myself a poor communicator. I try my best to move past things without making people face their own shortcomings though I realize ways to highlight their strengths, and I would rather take advantage of their strengths rather than highlight their weaknesses. I also realize that I am very open to change and new ideas, and I also like to bring new ideas to the table. 

On pages 91 and 92, there are several descriptions of successful managers who differ in values, learning styles, orientation towards change, and interpersonal orientation, after reading these descriptions, I believe I align most with Gordon Bethune.

Gordon’s personal attention to employees—for example, he attends the graduation ceremonies of every new class of flight attendants, hands out candy canes to employees during the Christmas season, shows up regularly at employee birthday parties, and holds a monthly open house in his office to encourage employee communication. “Anybody who’s worked here longer than two months can recognize Gordon,” says a baggage handler in Newark. When he walks through an airport, employees wave and call out his name.

Like Gordon, I am someone who loves people. I am dedicated to my staff knowing that they are appreciated. I like to know not only what is going on in their work life, but their personalized as well. I am touched by how much people trust me with their stories. I show my appreciation by sharing things that I have overcome, and aiding them in their work whenever they need me. I see myself as a servant leader, someone who focuses on the growth and well-being of people in the communities they serve. I care less about power and the accumulation and exercise of it, and more about sharing power and putting the needs of others first.

References

Whetten, D.A., & Cameron K.S. (2011). Developing Management Skills (8th ed.). Upper Saddle River, NJ: Prentice Hall.