Page 25 - Ekonomija i Biznis_noemvri 2015.indd

„ INРTУEБRРVИIEКWА
What I realized, before I can
lead other people, the first
thing I have to do is I need to
be able to lead myself. And in
order to lead myself I need to
become self-aware, I need to
really understand how I can
lead myself in a way that I can
set an example for how I am
going to act with other people
terms of self reflection, many
of your leaders are busy people,
they have a lot to do, and i think
they believe if they just go fast
enough, they can catch up. This
is where you will hear this term
multi-tasking. They are just
running and running and run-
ning. I think what that does is
confusion between activity and
productivity. They may be very
active but how productive are
they. And the only way I know to
think that through is to become
self-reflective. Take the time to
slow down, turn off the noise, by
themselves, and ask a couple of
basic questions. What is change
like, what are my values, what do
i stand for, what’s my purpose,
what really matters? The idea is
that self-reflection becomes one
of the most important things in
becoming a leader, and i put it
into sort of three equations. I
say, if I am not self-reflective is tion.
it possible for me to know my-
self? I don’t think so. If I don’t
know myself is it possible for me
to lead myself? I don’t think so.
if i can’t lead myself, how can
i possibly lead other people? so
the importance of self-reflection
is the most important principle.
let us take a look at the oth- am saying something very differ-
er principles, too.
H. Craemers: The second
principle is balance. This is be-
cause many people that are in
leadership position have very
strong opinions. The problem
is they often don’t take time to
understand all sides of the is-
sue. If I am a leader and I want
to make a decision i really want
to know whether what my team
thinks makes sense and then i
will decide based on their input
whether I agree or disagree. So
the whole idea of having this
balanced perspective is under-
standing all sides of the situa-
The third one is true self con-
fidence and people will say to
me, well what is the true? and i
say true because there are many
people that can act very self-
confident who have no self-con-
fidence at all. Sort of that ego-
istical, i am always right, don’t
challenge me kind of boss. But I
ent, when I say true self-confi-
dence i am talking about people
that they know what they know,
they know what they don’t know,
they are willing to admit what
they don’t know, they are will-
ing to admit they were wrong
because they are not trying to
be right, but are trying to do the
right thing. And when I think of
true self-confidence I think of an
executive that is not arrogant, is
not obnoxious, is not egoistical,
nor is it complacent. I am good,
but i can get better each and ev-
ery day I am given. I am work in
progress.
Finally, the fourth principle is
genuine humility. The way I get
people to think about genuine
humility when i talk with lead-
ers or executives i will say, well
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