A way to grow one’s Leadership is through introspection. One needs to look back into one’s past and identify all that which contributed to one’s Leadership and performance development.
This may sound easy but it is not. As we move through work responsibilities and the corporate hierarchy, we tend to develop our own plethora of ‘what we believe made us succeed’ mechanisms consisting of inauthentic facades, assumptions and ‘need to impress the other guy’ behaviours. We also hone our survival instincts. So, when we do get down to ‘looking into our past’ and identifying all that which contributed to our development and growth, we tend to see stuff distorted by our facades, beliefs and impress the-other-guy behaviours.
The way to grow one’s leadership through introspection is to do the following practices.
- Ask yourself, ‘Who were the people who changed you?’
When I thought about this question, I could identify two individuals.
The first was a senior colleague at the start of my career as an Assistant Mechanical Engineer in the Indian Railways. The quality that my colleague brought into our relationship was one of sunny optimism and a natural instinct to mentor without a self-serving mindset.
The second was my boss in Voltas Ltd, where I was handling HVAC projects. The quality that he brought into our relationship was one of down to earth openness and transparency.
I realise today that what allowed me to grow through the above relationships was to try and inculcate a non-self-serving mindset as also authenticity through openness and transparency.
- Ask yourself, ‘What kind of people did you gravitate towards?’
When I thought about this question, I could again identify two individuals.
In my tenure in the Indian Railways, I had two workshop foremen report to me. The first was a kind of a ‘yes man’ guy. He made me at once comfortable through his unquestioning loyalty; he would do exactly what I asked him to. This was a great relationship for maintaining status quo about situations and other stuff.
The second was a guy who was a ‘shop floor rebel’. He would usually give a counter viewpoint to most stuff I would suggest, and at times speak uncomfortable truths based on his own past experience and arguments. I would often ‘see’ his approach as unwillingness to accept my authority or trying to prove me wrong. I would feel upset.
This did not seem to be the kind of relationship I would be comfortable with or gravitate towards at that point in time. But I realise today that the person who allowed me to grow was this ‘rebel’ guy as he shattered my comfort zone and forced me to look at uncomfortable possibilities.
So how might you grow your leadership in today’s disruptive world? How might you foster such growth in your team members?
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In Learning……… Shakti Ghosal
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