As we watch scenes of wanton distruction and looting in London we must ask ourselves, is there any situation or circumstance that warrants this kind of behaviour? Just before I wrote this blog I was listening to the BBC World Service and heard someone say that we have created a culture of Self and Self-interest and that this was the cause. I don’t subcribe to simplistic cause-effect statements and don’t believe the London riot is the result of one problem or one group of people but I would like to comment on why this kind of selfish behaviour is NOT Self-leadership. Continue Reading »
Many organisations are suffering a critical shortage of effective senior managers. A senior manager is usually a manager of managers or a manager that needs to lead highly competent individuals. It is critical that that senior managers master some foundational skills if they are to be successful in this role. Here are some of the critical skills that I teach during my Critical Skills for Senior Managers Program.
Culminating in last Saturday’s election, Singaporeans from all walks of life, representing the full range of political views and associations, have recently taken part in an unprecedentedly open and passionate debate about who their leaders would be. While the PAP won a clear majority of votes, it’s also clear that many people aren’t happy with the status quo.
In short: Singaporeans may not yet be ready to change their leaders, but they are ready for their leaders to change.
As coaches to corporate executives across Asia, we have seen this played out many times before. Of course, the context is a bit different: employees don’t get to vote for their CEOs. But their voice is still heard, through the strength (or lack) of their commitment to the leadership team’s strategy and vision. In our experience, when employees don’t commit, it’s usually because they lack a strong connection to their leaders – not because they think the strategy is wrong. Continue Reading »
…the practice of intentionally influencing your thinking, feeling and behaviors to achieve your objective.
Self-leaders have a drive for autonomy, can make decisions, are more creative and persist, even in the face of adversity.
Some of the intentional behaviours that characterise Self-leadership are; self-awareness, self-goal setting, self-motivation, positive self-talk, assertive communication and the ability to receive and act on feedback.
Becoming a Self-leader and maintaining Self-leadership is a self-development activity; but organizations that encourage Self-leadership reap the benefit.
I was recently inteviewed about Self-leadership on Singaore’s 938Live radio program. I have saved 3 audio files here so you can listen as a Podcast.
What is Self-leadership?
Self-leadership is about intentionally influencing yourself to achieve your objectives. Self-leaders have the drive for autonomy and so can make thier own descions. Self-leadership Part 1
US President, John F. Kennedy, once said, “Leadership and Learning are indispensible to each other”, which sets a frame that an effective leader does not know it all but is open to new information and perspective. Consider the possibility that everything we know today about our world emerged because people were curious. They formulated a question or series of questions about something that sparked their interest or deeply concerned them, which lead them to learn something new. It is my experience in developing leaders that the best leaders ask the best questions. Continue Reading »
I have been asked to speak on building an International Speaking Business, which is a topic I know a bit about if you consider the stamps in my passport over the last couple of years. So if you are in Melbourne, Australia at the begining of April and want to talk about the business of speaking or possilbly engaging me for your organisation for leadership development then contact me through the website.
If you want to visit my speaking bureau website feel free to browse and check out the view videos at www.andrew-bryant.com.
Modern organisations strive to develop their leaders to gain a competitive advantage; and smart companies are changing from the traditional management style of command-and-control to a model of self-leadership and shared-leadership. This is particularly important with knowledge workers in virtual teams or in flatter, matrix organisations.
Self-leaders have a drive for autonomy, are more creative and persist, even in the face of adversity. Shared-leadership allows team members to influence peers, superiors and sub-ordinates with the objective to lead one another to innovation and the achievement of high performance objectives.
In this video, inspirational speaker, Andrew Bryant shares a contingent model for developing leaders with self-leadership.
Self-leadership is grounded in Cognitive Learning Theory (CLT), which states that we influence our world and our world influences us. The amount we influence depends on our perception of our own effectiveness or potential effectiveness; “I can do it” or “I can learn to do it”. CLT is also shows that we learn by observing others and by visualising successful outcomes.
The feed-forward and feed-back loops between our selves and the world explains how we program effective or limiting behaviours. Continue Reading »
As we watch scenes of wanton distruction and looting in London we must ask ourselves, is there any situation or circumstance that warrants this kind of behaviour? Just before I wrote this blog I was listening to the BBC World Service and heard someone say that we have created a culture of Self and Self-interest and that this was the cause. I don’t subcribe to simplistic cause-effect statements and don’t believe the London riot is the result of one problem or one group of people but I would like to comment on why this kind of selfish behaviour is NOT Self-leadership. Continue Reading »
