Leading yourself #1

A process of influence for directing behavior toward accomplishing goals A competence to develop with experience A competence needed for senior executive positions A talent-like trait we have been born with

Directing oneself having an impact on owns behavior Creating a strong network of friends and colleagues Understanding your company's strategy and direction Helping others understand what your goals are

Allow to use a carrot and stick approach more effectively Are fully exclusive organizational strategies Are to be applied in all cases Are both needed to a certain degree in modern complex and knowledge-based organizations

In any circumstance that requires strong direction By those who manage teams By high level management By anyone at any level of an organization

Started after World War 2 based in behavioral theories of leadership Develop recently based in the latest developments of the coaching discipline Is based in social cognitive theory, intrinsic motivation - self-determination theory, positive psychology, self-regulation, and self-management theory Started in 1900 based in trait theories of leadership

The awareness and attention put in present mind-body experience The past leadership experience The talent-like trait leaders are born with The time spent in personal development

Are the many aspects of the psychological world of a self-leader Are the personal and independent aspects of the unconscious mind Represent a sequence the self-leader needs to go through Are the basic psychological qualities of a self-leader hero

Helps to visualize the aspects of the mind with a figurative organic language Was proposed by ancient Indian Yogis before our era Defines eight independent parts of the mind Was proposed by Swiss Psychologist Carl Jung with strong inspiration from the Vedas

Non conditioned by experience Automatically assimilated to limiting beliefs Mindset independents Usually discriminative (good, bad, or neutral)

Determining, de-centering and reframing the unconscious Allowing for more objective responses and better view of self, others and human condition Often increasing the level of anxiety and stress Assuring the adaptative maintenance of order upon self-centered experiences

To escape from the strength blindness paradox To allow for greater perceptual precision and less conditioning from beliefs, prejudices and other biases that are not supported by objective or experiential evidence To have a 360 perspective of their character strengths To avoid an unpleasant situation from which it is hard to escape

The reality leaders experience and collectively construct in society How leaders are loved by followers The personality preferences How good are the leaders at the top of any organization

That are not easy to measure due to the lack of assessments available That are genetically conditioned and not easy to change That makes most people experience a fixed mindset That shapes a person's behaviors and makes each individual unique

Being insightful, creative, curious, inventive, and imaginative Being extrovert Having low levels of neuroticism Being hyperactive and agreeable

Behavioral preferences Innate talents Skills and professional preferences More granular self-leadership factors

The Insights Discovery model is an example of this This conditions the most appropriate team contribution style This allow for determining the most personal leadership style to adopt Indeed, the colors Blue, Yellow, Orange and Green are often used to represent such 4-dimension model

How to address stress, anxiety and depression How to develop an upward spiral of positive emotions and awareness Personality and character strengths The conditions and processes that contribute to ordinary human strengths, optimal functioning and flourishing

An increase in flourishing (measured with the PERMA construct elemetns) The development of the virtues of courage, temperance, justice, and humanity A better appreciation of the internal resources A decrease of drug addiction