People, Work and Organizations
Managing Self
Module 8
Introduction to Managing Self
The final module shifts focus from organizational structures and external environments to the individual manager. The core premise is that effective management of organizations and teams begins with the effective management of self.
The Concept of Shedding and Learning
In a post-pandemic, complex environment, the ability to continuously learn is critical. However, this module introduces a complementary concept: Shedding.
- Definition: Deliberately identifying skills, behaviors, or tasks that made one successful in the past but are no longer relevant or productive for the future.
- The Challenge: Managers often struggle to "throw away" or stop doing things they are highly competent at, even when those tasks should be delegated or discarded.
The Growth Mindset
Referencing Carol Dweck’s work, the module emphasizes adopting a Growth Mindset.
- Characteristics: Willingness to stretch oneself, examining decisions critically, accepting feedback from diverse sources, and seeking alternative perspectives.
- Contrast: A Fixed Mindset relies on existing talents and avoids challenges that might expose deficiencies.
Foundational Assumptions of Self-Management
| Assumption | Description | Implication |
|---|---|---|
| Infinite Potential | Human ability to change is infinite (supported by neuroscience and philosophy). | Individuals are not "fixed" products; they can continuously evolve. |
| Obsolescence of Past Success | "What got you here won't get you there." | The skills that led to current success may become the cause of future failure if not updated. |
| Network Dependency | In a complex, uncertain world, success relies on building networks. | Career development is not a solitary pursuit; it requires relationships. |
Strategies for Continuous Managerial Effectiveness
To remain relevant, managers must constantly ask diagnostic questions regarding their teams.
- Talent Gaps: "The weakest link determines the strength of the chain."
- Future Needs: What kind of people will be required next year?
- Engagement: Who are the key people, and are they engaged?
- Support Needs: Who is not doing well? (Don't just focus on stars).
Developing Personal Effectiveness
Personal development requires Self-Awareness and Discipline.
Mechanisms for Feedback and Development
- 360-Degree Feedback: Collecting feedback from bosses, peers, and direct reports.
- Conflict as Data: Viewing conflicts as "feedback taking opportunities" to analyze behavior.
- Upskilling: Maintaining currency in domain knowledge and technology.
- Journaling: A tool to clarify positions post facto. After ~90 days, patterns of behavior (enablers/disablers) become visible.
Building a Support Network
Different professional situations require different types of support.
| Situation/Feeling | Goal | Support Person Needed |
|---|---|---|
| Confusion (Career Crossroads) | Clarity | Role Model: Someone who has successfully navigated a similar path. |
| Isolation (New Job/City) | Social Contact | Peers with Shared Interests: Hobbies (hiking, sports) to provide connection. |
| Aloneness | Care | Friends: Individuals who care for you personally, independent of professional status. |
Personal Resilience
Resilience is a critical attribute for future leadership.
- Perspectives & Mindsets: How one views challenges.
- Emotional Regulation: Controlling the transmission of negative emotions (contagion).
- Purpose & Vision: Having a clear "why."
- Physical Energy: Stamina and health.
- Reframing: Looking at a situation in a way that allows forward movement.
Time Management
Self-management is about managing time and resources.
- Work Hour Analysis: Audit your last 3-4 weeks to see where the 168 hours in a week actually went. (e.g., finding you spent 12 hours on social media can be a shock).
The Eisenhower Matrix (Urgent-Important Matrix)
| Quadrant | Type | Characteristics | Action Strategy |
|---|---|---|---|
| Quadrant 1 | Urgent & Important | Deadlines, crises, immediate problems. | Do It Now (Manage immediately). |
| Quadrant 2 | Important but Not Urgent | Long-term growth, relationship building, upskilling, health. | Schedule It (Crucial for Personal Growth). |
| Quadrant 3 | Urgent but Not Important | Interruptions, some calls/emails, other people's priorities. | Delegate It. |
| Quadrant 4 | Not Urgent & Not Important | Time wasters, social media, doom-scrolling. | Eliminate It. |
Specialized Time Management Techniques
| Technique | Concept | Best Suited For... |
|---|---|---|
| Bio-Rhythm Alignment | Identify "prime time" (e.g., 5:30-7:30 AM) and schedule the most difficult cognitive tasks there. | Individuals with distinct energy periods (larks/owls). |
| Swiss Cheese Technique | "Punching holes" in a large task using small 5-10 min chunks. | People overwhelmed by large, monolithic tasks. |
| Pomodoro Technique | Work 25 mins, break 5 mins. After 4 cycles, take a 30-minute break. | People who get distracted easily; creates urgency. |
| Premack Principle | Do the difficult/unpleasant task first; use the easy task as a reward. | Procrastinators who avoid difficult tasks. |
Ultra-Quick Revision (Exam Essentials)
Key Concepts & Distinctions
| Concept A | Concept B | Key Distinction |
|---|---|---|
| Shedding | Learning | Learning is acquiring new skills; Shedding is deliberately stopping old behaviors/tasks. |
| Fixed Mindset | Growth Mindset | Fixed avoids challenges; Growth embraces stretching and feedback (Carol Dweck). |
| Urgent | Important | Urgent requires immediate attention (time pressure); Important contributes to long-term goals (value pressure). |
| Role Model | Social Contact | Role Models provide clarity (career); Social Contacts provide connection (hobbies). |
| Quadrant 1 | Quadrant 2 | Q1 is Crisis (Do Now); Q2 is Growth/Strategy (Schedule). High performers focus on increasing Q2 time. |
Must-Know Terms
- Eisenhower Matrix: A 2x2 grid for prioritization based on Urgency and Importance.
- Pomodoro Technique: Time management using focused 25-minute intervals.
- Swiss Cheese Technique: Tackling large tasks in small, non-sequential pockets of time.
- Premack Principle: "Eat the frog first" - do the hard task before the easy one.
- Reframing: A resilience skill involving changing the conceptual viewpoint of a situation.