Editor’s Note: This content has been excerpted from the book Mentor, Coach, Lead to Peak Professional Performance. The content has been edited down for length.
The concept of “self”—self-awareness and the ability to coach and motivate oneself—is critical. The practice of self-coaching consists of a hearty helping of reflection, the pursuit of feedback, leading by example, and a never-ending hunger to grow (reading, learning, listening to podcasts, enrolling in professional development programs, etc.). One must be intentional in embarking on these behaviors and in practicing them to reach new heights of self-understanding and leadership prowess. There is much to be said for baring one’s own understanding of self to others—for being vulnerable and courageous in communicating to those around us our shortcomings and natural proclivities, right alongside our strengths and the discoveries that inspire the individuals we lead, mentor, sponsor, coach, organize, lift and motivate around shared goals.
Strengths-Based Leadership
In my workshops and classrooms, I am a big advocate for leadership that is driven by an understanding of each individual charge’s unique strengths. Although we can openly acknowledge our weaknesses as a means of improving, we have greater opportunity for improvement by building on personal talents, which often go hand in hand with areas of interest and passion. When we are allowed to apply, shine and grow with these strengths and interests, we achieve higher performance and are likely more engaged in our work and workplaces. Additionally, others begin to rely on us and our unique set of abilities. The true and enthusiastic performance that is unlocked with strengths-based leadership and organizational cultures is contagious and inspiring to those who depend on us so much and look up to us.
As with all things, even features as seemingly positive as strengths, there is a dark and light side. This is where the concept of managing strengths comes into play. I, for one, am deeply relational. I love getting to know others better and contributing to their lives and organizations in a positive way. In the past, when personal and professional relationships have not been reciprocal, it has been a considerable source of disappointment (and subsequent learning) for me. It is important in these circumstances for me, and all of us when evaluating what makes us tick and grow stronger, to consider that old chestnut: we can have “too much of a good thing.” Sometimes, our greatest strengths—the very elements that contribute to making us our best selves—can also have a tendency to occasionally place us at our worst.
When encountering situations or dynamics that call for tempering or managing those strengths, I recognize that, in putting myself out there for others and connecting deeply and meaningfully, there will always be risks. My perspective and preference may be unvalued or unrealistic for another. But these are risks I am more than willing to take. We must recognize that these strengths, like people in general, are not infallible.
A New-School Approach
Anthony K. Tjan, an author, entrepreneur and strategic adviser and his team developed the Entrepreneurial Aptitude Test found on his website for Heart, Smarts, Guts, and Luck, the book he coauthored with Richard Harrington and Tsun-yan Hsieh. “There is one quality that trumps all, evident in virtually every great entrepreneur, manager, and leader,” Tjan writes in his article “How Leaders Become Self-Aware.” “That quality is self-awareness … Without self-awareness, you cannot understand your strengths and weaknesses, your ‘super powers’ versus your ‘kryptonite.’”
Accordingly, the Entrepreneurial Aptitude Test measures how entrepreneurs, managers or leaders stack up in one of four key traits that drive business and entrepreneurial success, all of which align with the title of Tjan’s book: heart, smarts, guts and luck.
In a blow to the old-school “who cares about your feelings?” leader, Tjan shared that across a set of 500 global entrepreneurs and business builders, about half of those who took the test were found to be “heart-dominant,” with the remaining 25% “luck-dominant” and 15% and 10% “guts-” and “smarts-dominant,” respectively. For further insights into the qualities behind each of these types, I turn to Heart, Smarts, Guts and Luck:
- Heart-dominant—These leaders are often some combination of founder, iconoclast or visionary. They possess traits of authenticity, deep caring, and a drive to translate passions into reality and to make changes that are bigger than one’s product or team.
- Guts-dominant—Decisiveness and bold action are right in these leaders’ wheelhouse. They never experience any of the difficulties others are weighed down with when making a tough or unpopular decision. They lead, manage and motivate as a “starter,” with the capacity to endure and persevere during challenging times.
- Smarts-dominant—Often described as bright, intellectually driven and highly talented, managers who lead from their smarts (“book,” “street” or otherwise) are all connected in their ability to navigate decisions with clear-eyed, rational thinking and analysis no matter what. In turn, such leaders possess a better-than-average capacity to recognize and consider patterns when making decisions.
- Luck-dominant—While it may seem that some people stumble upon fortuitous circumstances and are just plain lucky, Tjan and his team have determined that luck-dominant individuals are also defined by a set of core attributes. These attributes are defined as the “Lucky Attitude” and the “Lucky Network.” The former is characterized by humility, intellectual curiosity and optimism, whereas the latter is characterized by those relationships that occur outside of formalities—by-products of spending time with individuals with whom there is mutual esteem.
The practice of self-coaching—the consistent, intentional investment of time and effort toward living a life of reflection and examination—results in a deeper knowledge of self that informs our journey and forms us into the leaders that we aspire to be. In order to lead others well, we must first lead ourselves well. The practice of self-coaching is an invaluable investment toward that end.
Laurie K. Baedke, FACHE, is a faculty member/director of healthcare leadership programs, Creighton University.