Self Awareness
Many of us think that we have a good sense of who we are, but true self-awareness requires a multi-dimensional view of oneself.
Interview with Ansie Ramalho – The overlooked value of feminine leadership
In this conversation, Dr Claudelle and Ansie Ramalho discuss the unique value female leaders bring to organisations. The discussion includes linking characteristics associated with feminine leadership to certain governance principles.
Interview with Ansie Ramalho -Overcoming leadership challenges
In this conversation, Dr Claudelle and Ansie Ramalho explore modern-day leadership challenges and how Ansie has dealt with some of the challenges she has had to face.
The voices behind our beliefs
We are often quite unaware of how our belief systems are influenced by various external factors, and how those beliefs may impact on our decisions and actions. Not interrogating information that we are being fed on a daily basis could quite easily lead to a skewed view of reality, which may lead to inappropriate decisions or actions. Reflecting on how we have come to our conclusions should be standard practice for leaders.
The Whistle Blower’s Achilles Heel
The journey of a whistle blower is never an easy one. Many who make the noble decision to blow the whistle, do not fully recover once they have walked through the battle ground. Landing on your feet should be a goal every whistle blower aims for as an ultimate end state. Following a set of principles may help the individual find their way to that desired end state.
The true depth of accountability
Accountability has for the longest of times been touted as one of the key pillars of governance, for very good reasons. Can one talk about governance without accountability? Especially when you consider the fact that we are living in a world where complexity is not only the order of the day, but the degree of complexity is also constantly increasing?
When should you leave an unethical culture?
Sometimes individuals become aware of unethical behaviour that conflicts with her personal values, professional code of ethics and/or the law. Many people struggle with what they should do and generally would fall into three broad categories: a) those who choose to go into self-preservation mode and therefore remain silent and keep their heads down, b) those who choose to report unethical behaviour and c) those who choose to exit because they do not want to be associated with the organisation (another form of self-preservation). Those in the second category may eventually be forced out, especially when the people they have exposed are powerful. They may find themselves being victimised or that the leadership does not take adequate action with regard to what they have reported.
Balance strength with flexibility
I have noticed an increase in conversations around agility across various professions. This is a natural consequence of the increase in volatility, turbulence, uncertainty, complexity and ambiguity in the environments organisations are forced to operate in. The upheaval caused by the pandemic has shown us all just how important agility is. Most organisations have found that they needed to adapt faster than they had ever imagined possible and some hard lessons were learnt in the process.
I have however begun to wonder whether we are not going to fall prey to overemphasising one organisational competence at the expense of other important components.
Be honest about where you are
The result of having to lead uphill, is that many of us tend to set our own needs aside and focus on what must be done. We must soldier on, a noble quest. Fighting for survival in an upside-down world. If not us, then who? In the process we tend to miss the signs that tell us that we are in trouble, at risk of running our own immune systems into the ground. And, in turn, increasing the chances that we are becoming walking risks ourselves. You are no good to the organisation when you are no longer your healthy self.
The power of self-observation
Taking a step back and getting onto the balcony to observe yourself is probably one of the most difficult things to do. We don’t like acknowledging, nor watching, our flaws in action. However, as long as we are not aware of the flaws, we cannot correct them. It is always a lot easier to look at the flaws of others than looking at our own. When we are able to convince ourselves that we need to become our own observers and step back, we open up a whole new world of possibilities in our own self development. But, that does sound easier said than done. How does one accomplish and maintain such a feat?