What I learned about myself
After undergoing the self-assessments exercises, I discovered a lot about myself. I am a much-focused person with the desire to exceed in everything I participate in. From the assessments, I demonstrated a sustained passion for achieving success. I could go to an extent of making personal sacrifices, if it would mean that triumph, whenever faced with significant challenges, I composed myself and instilled hope and confidence to members who were afraid of such situations. Throughout my life, I have always been an advocate of setting high standards and opposed move that expected us to settle for less. My team members appreciated my efforts and commitment to guide out the team to excel more. My desire for excellence meant that I held myself accountable for all operations as long as it meant adding value to my life and that of others. This is definitely me.
Moreover, I realized that I am a good leader. My team members believed my impact could not be underestimated in any way. As a matter of fact, I have always shared my vision and purpose and other subscribed to my doctrines. There were numerous incidences when I participated in activities that inspired the rest of the team (Asgari, Sassan, and Dall'Alba 8). My high level of confidence was always a strength that most people admired. At the same time, I encouraged team spirit because I believed that great minds think alike. I had skills that made me a relationship and team builder. A good relationship was always a key priority because a team could achieve less if a strong relationship were not established. I remained on the front line to try and convince people that teams helps people to achieve more within a limited timeframe.
How would you describe your managerial or work style?
I work to encourage and inspire teamwork in all activities. In the process, it becomes easier to achieve the set objectives and goals within a short time frame. My work style is flexible, and I pays attention to new ideas from my fellow teammates. During our group’s activities, I persuade people to consult each other frequently as it helps improves autonomous thinking. Before making any decisions, I have always created an open discussion for all the stakeholders. An open discussion helps to put things in the light and reduces resistance to change. During our interactions, I recognize individual skills and talents of the major team members and make use of their strength to benefit the entire team.
I am not the type of domineering managers. I believe that teams that consist of talents and skills are well-placed to manage themselves in an excellent manner. Freedom helps a team to remain effective and highly competent at all times. I discovered that teams that have domineering managers are inconsistent and performs averagely. The organizational support actually makes a huge difference. For that reason, a good manager upkeep or balances the talents of the team members so that they can perform their duties in harmony. This helps teams to remain independent and manage themselves effectively.
I also prefer working collaboratively rather than autonomously. I value other members because every person’s skills can be used to improve the performance of a team and the organization at large. In situations that I am required to work autonomously, I ensure that I obtain feedback along the way. Working with other results to a high level of synergy and the team stays motivated to achieve more in all their operations.
How might other co-workers, supervisors, or subordinates describe you? And, how might they misperceive or misunderstand you?
Co-workers, supervisors, or subordinates might describe me as an individual that focuses on developing a good working relationship with others. They might say that I am a believer of team work and am always focused on achieving the expected outcomes. The people I work with will describe me as a highly motivated individual who aims at the sky and always want to achieve the best. I am always passionate for success. Failure does not exist in my life dictionary. Moreover, the co-workers, supervisors, and subordinates might mention that I am always willing to help people. If people are in challenging situations, I offer help to ensure that the obstacles to improved performance are eliminated within no time. I am an open-hearted person who aims at the top (Liao 52).
On the other hand, co-workers, supervisors, or subordinates might misunderstand me in several ways. They might think that I am a highly tempered person, but that is not the case. It is only that I get frustrated when I see that people are not ready to work together as a team. Nonetheless, they might also describe me as an authoritative person. This is a misunderstanding. They might think so because, in most situations, I am in the frontline line asking people to stay focused so that to speed the process of achieving results. That is what bold leaders are born for, providing a way for the fellow members to follow.
Work cited
Asgari, Sassan, and Gloria Dall'Alba. "Improving group functioning in solving realistic problems." International Journal for the Scholarship of Teaching and Learning 5.1 (2011): 8.
Liao, Sam SC. "Top ten qualities of project manager Heroes: an interview with David B. Perini." Leadership and Management in Engineering 7.2 (2007): 50-60.
