This idea is at the centre of personal development and growth: How do we learn about our impact, how do we ask for feedback, and how do we self-reflect? This selection of tools and frameworks will enable you to start to think about this in ways that can support and grow strengths and identify areas for personal change.
Personal Leadership is a journey to get to know yourself on a deep level, surfacing values and beliefs that underpin behaviour and impact. We all have values, and these values inform our attitude, and our attitude drives our behaviour. Identifying your core values and how they help you be effective and have a ‘shadow side’ is an important part of any development journey. Some people find this easy, others more challenging.
We invite you to complete this simple online self-assessment and see what surfaces for you. When does each value make you feel good about yourself, and when does it get in the way? Please consider this in the context of your role as a leader: https://personalvalu.es/
Values drive behaviour. When I completed this self-assessment, my values came out as Honesty, Authenticity, Accountability, Friendship, and Commitment. These values show up in my behaviour every day. This means I struggle with people I perceive are not being straight with me, who are disingenuous, and most of all when I am faced with a lack of personal responsibility. In terms of my behaviour, I need to not jump to conclusions and remember to ask questions to discover more before I allow my honesty to be unhelpful! Equally, I am warm and open to building new relationships and will easily make commitments to support or help others.
Values, Behaviour and Emerging Patterns
In the early 1950s, Dr Eric Berne developed a theory about personality development tied to communication, which he called ‘Transactional Analysis’ (TA). It is a very useful and fascinating framework for analysing the behaviour (transaction) of both ourselves and other people.
In this model, Berne identified that we all communicate from what he called EGO STATES.
Parent State: Controlling Parent (CP), Nurturing Parent (NP)
The parent in TA is the set of recordings in a person’s mind of imposed, unquestioned external events perceived between birth and age five. They are derived mostly from parents’ (or parental figures’) speech and behaviour – admonitions, punishments, cuddles, and encouragement. Berne says they are permanent and cannot be erased, and at intervals throughout our lives they will be played back to influence our behaviour.
It is sometimes described as ‘Life as it is taught’.
Child State: Natural/Free Child (NC), Adapted Child (AC)
The child in TA consists of recordings of internal events (feelings) experienced in the first five years of life in response to external events. Berne says that, like parental recordings, those in the child are permanent and can easily be triggered by events in adult life so as to influence behaviour. When behaving in our child state, we think, feel, and do as we did when we were small – we are free/natural, creative, experimental, joyful and playful – we are obedient, rebellious, insecure, anxious and scared – adaptive so our needs are met. It is sometimes known as ‘Life as it is felt’.
Adult State: Adult (A)
Data acquired and computed through exploring, thinking out and testing ideas. It is sometimes known as ‘Life as it is tested’. When behaving in our adult state, we operate in the ‘here and now’, are rational and unemotional. We seek information, respect other people, and are assertive and considered in our communication.
We all function in all of the states. There is no right answer!
Listen to Fiona talk about Transactional Analysis.
Please download and complete the questionnaire.
Resource: Transactional Analysis Questionnaire
Patterns of Behaviour
If we propose that Personal Leadership is a journey of challenge, growth and change towards you being the ’best you’ then it can be useful to explore what goes on in our best communication patterns and what goes on in our worst. What are the behaviours we are open to and what are the behaviours that stimulate a less open response?
A pattern is behaviour that we return to time after time without thinking about it. We are in the midst of automatic transactions and communication. This can be positive such as hugging a friend upon meeting them, or less positive such as rebelling against any type of instruction or boundary. It’s helpful (as you did in the previous activity) to think about all the positive and helpful patterns you have in your communication and those you are beginning to recognise as less helpful.
Ladder of Inference
Chris Argyris developed the ladder of inference as a tool for double-loop learning – learning that produces a change in values and assumptions, not just behaviour change. The ladder of inference can be used for different purposes: to reflect on your emotional reactions, to facilitate the discussion of substantive issues, and to give people feedback. It provides a guide for effective advocacy and inquiry and sits comfortably alongside Transactional Analysis.
We live in a world of self-generating beliefs that remain largely untested. We adopt those beliefs because they are based on conclusions, which are inferred from what we observe and our past experiences.
Our ability to achieve the results we truly desire is eroded by our feelings that:
- Our beliefs are the truth
- The truth is obvious
- Our beliefs are based on real data
- The data we select are the real data
The key points for using the ladder of inference to promote productive conversation and effective action are:
- Be aware of your reasoning steps, publicly check your inferences, and encourage others to do the same
- Look for information that challenges your own and others’ assumptions and beliefs
- Be aware of how your own actions become information that others use to make inferences about you so that you can change
Guidance
- Connecting your assumptions and filters to Transactional Analysis and your behaviour and impact
- Stepping back from a situation and asking: ‘How do I know that is true?’
- Checking what assumptions you are holding about a situation
- Remembering it’s not all about you!
Please download and read the handout, reflecting on leadership conversations that you have been part of.
Resource: A Handout
Helpful additional information
Watch a few short films.