Reacting to our emotions puts us in a state where we are neither thinking clearly nor acting consciously. With self-awareness, we can access a calmer, more conscious state while completely accepting our emotions.
Reacting to our emotions puts us in a state where we are neither thinking clearly nor acting consciously. With self-awareness, we can access a calmer, more conscious state while completely accepting our emotions.
Through self-awareness we can better observe our underlying conditioning and the emotional avoidance creating poor behaviour, then self-regulate in real time to consciously choose values-aligned behaviours.
Many leaders don’t realise that inconsistent action quietly erodes trust, and aligning daily choices with stated values shifts influence and credibility.
Identifying one’s values is key to becoming consciously developmental while fostering psychological wellbeing, both of which are foundational to achieving a self-examining or transformational mind.
Simply defining your leadership values is not enough. You also must actually live those values—in other words, walk your talk.
We don’t choose growth values based on who we believe we already are. Rather, we choose them in areas where we see room for improvement.
With self-compassion, we help ourselves accept and bear the fear and pain that arise when we see and own the truth of what is driving our dysfunctional behaviour.
Mastering personal growth requires that we bring mindfulness to fast-brain reactions, which sabotage our long-term goals, and operate more from the slow brain to move towards our values and goals.
Self-compassion gives us a space of inner psychological safety, which enables our natural curiosity and intelligence to come to the fore.
When psychological safety is created by these four elements, organisations are much more likely to innovate quickly and adapt well to change.