Take a look at your strengths and development areas through the eyes of others.
Many of today’s leaders lack self-knowledge. They are not very reflective of their actions; they may even suffer from hubris, lacking a sense of humility that allows them to clearly see where their weaknesses lie. Asking others what they think of our actions is not the best way of finding out. People are not always straight-forward and executives may be reluctant to be seen “seeking approval”. The INSEAD Global Leadership Centre has taken the findings of its leadership development work (gleaned over 10 years of leadership coaching), to develop the Global Executive Leadership Mirror (“The Global Mirror”), providing a lens through which executives can take a closer, 360 degree look at their own personal leadership behavior.
INSEAD Knowledge, Oct 2014
"How to deal with paradoxes"
This blog entry deals with the dilemma of living in a world of inevitable anxiety which does not always makes sense and how to listen to that reflexive inner voice.
Simon Sijbrands, Oct 2014
"Motivating teams with a psycho-dynamic approach"
This blog, published in the Financial Times, reports on a working paper by Manfred Kets de Vries on the Psychodynamic Approach to leadership studies.
FInancial Times, Aug 2014
"In search of introspection and reflection"
INSEAD Knowledge, Jun 2014
"Dreams as entry points to executive subconscious"
INSEAD Knowledge, May 2014
"Peer coaching and strategy alignment"
This blog entry with the Harvard Business Review discusses how peer coaching interventions can make a huge difference to the implementation of a strategy or change initiative of an organisation.
Harvard Business Review, May 2014
"Succession & when it's time to let go"
This blog entry with the Harvard Business Review discusses the three phases of a CEO's lifespan and what happens when leaders outstay their time and performance starts to decline.
Harvard Business Review, Mar 2014
"Complexity of the mental models of the leaders"
This blog entry discusses the underlying cause of the gap between the complexity of the mental model of the leader and the complexity of the world surrounding him/her.
Simon Sijbrands, Mar 2014