Highlights
Purpose:
You are a successful business professional with 20 years of professional experience in senior business management roles, working in planning and business operations, managing large teams and having worked in several corporate firms in different countries in all 5 continents. Your strengths are you are highly competent and highly skilled and your challenges are you lose motivation and you do not know how to sell yourself (self branding).
Identify your leadership potential based upon your predictive traits, mastery of leadership competencies, and your leadership goals, and how you can self-manage towards goal achievement.
Assessment Task:
Taking into account Goleman’s three areas of focus (self, others, and the organisation), construct a detailed account of what you want to achieve in each area, why, and how.
Your goal(s) and the reason(s) why you are setting those goals, should be informed at least in part by the outcome of clarifying discussions with your coach.
How needs to take the following key elements from the course into account:
The four steps involved in turning high potentials into leaders spelt out by Fernandez-Araoz et al (2017)
self-leadership strategies
integrative emotion regulation
self-determination needs
along with what you have learnt about the behaviour of actual effective leaders
Also ask yourself about the challenges you are likely to face in moving toward your goals and which capacities or strategies you would need to develop or strengthen in order to face those challenges.
In particular, your account of how you would achieve your ‘self’ goal should include an explanation of how you could use self-leadership strategies – and / or integrative emotion regulation - to overcome self-doubts or loss of commitment.
Your account of how you would achieve your ‘others’ goal should include an explanation of how you could use self-determination guidelines to overcome a lack of interest or motivation within the people you would be seeking to influence.
Your organisation goal should not only take ambitions related to organisational performance into account but also social purpose (or explain why social purpose is not being taken into account or cannot be taken into account).
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