Mastering yourself to become masterful in business

Nevertheless, whilst the more obvious traits of effective leaders – such as time-efficiency, charisma and the ability to inspire action – are easy to recognise, the inner work these people do to become high-performing versions of themselves often falls below the radar.

Compared to degrees and years of experience, soft skills like authenticity, emotional intelligence and resilience can appear secondary. Yet, as competences that stand at the core of a strong business character, they actually form the foundations of an effective leader. Without these traits, centred around mastering themselves, it is impossible for CEOs and managers alike to master others, getting the most out of their teams. As such, these are foundations that must be established from the outset, particularly in such a competitive environment where things are often beyond our power, making our own behaviours and reactions the only thing we can truly control.

Authenticity and self-awareness

Authentic leaders inspire loyalty, sparking true commitment from those around them. In order to become authentic, however, we must first learn to understand ourselves, through the lens of our strengths and weaknesses, and areas in which we might improve or could really excel. Knowing how to recognise blind spots has the additional advantage of showing us where to double down, whilst self-reflection makes room for agile improvement.

Professional psychometric profile is one of the best ways to gain such self-understanding, allowing leaders to take a deep dive into their preferences to get to the true heart of authenticity.

Throughout this process, it’s also important to remember that leaders are only human and it’s ok to not know it all. We need to learn to admit we have flaws, grow comfortable with them and ask for help, working things out alongside our team members. Embracing self-understanding in this way truly brings out the best of people along the leadership journey, inspiring others to bring the best of themselves as well.

Emotional intelligence

Otherwise known as EQ, emotional intelligence is another key trait among effective leaders. In fact, in his book “Emotional Intelligence: Why it Can Matter More Than IQ”, psychologist Daniel Goleman argues that EQ accounts for 67% of the abilities deemed necessary for superior performance in business, mattering twice as much as IQ and technical skills. This importance is only growing with modern advancements, with younger generations in particular looking for an empathetic employer.

EQ is all about being aware of the people around you, learning to read the room and understand others’ viewpoints and perspectives. As such, it’s much easier for emotionally intelligent leaders to bring team members on board.

Those with high levels of emotional intelligence also tend to remain calm when faced with a crisis, managing stress more effectively than others and encouraging the team members they manage to follow suit.

Resilience is key

Of course, there will be tough times along the journey, particularly when those in charge must deliver bad news. Understanding your own communication preferences and learning to be sensitive to others throughout the process nonetheless allows you to adjust, making any necessary judgements.

It’s a continuous mechanism – and one that most certainly requires resilience. As a leader, you have to grow a thick skin. That doesn’t mean you don’t care about people but that you’re prepared to make and deal with difficult decisions. Failure is inevitable so learning to continue in spite of its presence is one of the effective ways of encouraging ongoing positivity from everyone, encouraging other team members not to give up, even when the going gets tough.

Resilience benefits leaders personally, as well. It’s the one quality they need to bounce back from harsh criticism or feedback, protecting them from any hurtful comments that may be made as a result of their higher position. People will always look for somebody to blame or scapegoat, particularly when things go wrong, and in such situations, leaders mustn’t beat themselves up about it or allow themselves to be consumed with guilt. Rather, they must approach their decisions objectively, recognising that they acted as necessary, in order to fulfil their role. Whilst this role might be harsh at times, it does not mean that the same harshness applies to them as an individual person.

A great leader

To be a great leader, who inspires and empowers others, it’s first necessary to understand yourself, build resilience and learn to be compassionate with others. This combination of core behaviours will prepare those in charge for anything the rocky business journey throws at them, allowing them to succeed, inspire and adapt.

To start your own journey to self- and business mastery, join the Brave Bold Brilliant community today.

By Jeannette Linfoot www.jeannettelinfootassociates.com