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Be Yourself, But Carefully 1

This document discusses how to be authentic without oversharing at work. It identifies different types of leaders who fail at self-disclosure, including oblivious leaders who are out of touch with how they come across, bumblers who lack self-awareness, and open books who share too much. It also describes inscrutable leaders who share nothing and social engineers who encourage inappropriate revelations. The document advocates taking a five step approach to build self-knowledge, consider relevance, keep revelations genuine, understand organizational context, and delay very personal disclosures.

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34 views

Be Yourself, But Carefully 1

This document discusses how to be authentic without oversharing at work. It identifies different types of leaders who fail at self-disclosure, including oblivious leaders who are out of touch with how they come across, bumblers who lack self-awareness, and open books who share too much. It also describes inscrutable leaders who share nothing and social engineers who encourage inappropriate revelations. The document advocates taking a five step approach to build self-knowledge, consider relevance, keep revelations genuine, understand organizational context, and delay very personal disclosures.

Uploaded by

education.anantgoyal
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Be Yourself, but Carefully

(Art of Managing Yourself)

MADE BY :-
AAKANSHA JAIN
How to be authentic
without oversharing ?

Authenticity
 It can described as the quality of being genuine
or real. It begins with self-awareness.
 Knowing our values, emotions, competencies
and how we are perceived by others.
 Good communication skills are key to effective
self disclosure I.e. expressing ourselves clearly.
But here comes the expectation vs reality when we
talk about Authenticity.

EXPECTATION REALITY

It is expected that when you enter to the The honest sharing of thoughts, feelings, and
office you should bring full selves for frank experiences at work is a Double-edged
conversations so that you can gain trust sword:
and confidence of the colleagues’. Despite its potential benefits, self-disclosure
It improves the enthusiasm and can backfire if it’s hastily conceived, poorly
productivity of a group. timed, or inconsistent with cultural or
organizational norms—hurting your
reputation, alienating employees, fostering
distrust and hindering teamwork.
1.Three types who fail because of lack of self-
Different type knowledge:
 Oblivious Leaders
of leaders who  Bumblers

tend to make  Open Book

full flat 2.Two types who fail because they are poor
communicators:
revelation  Inscrutable leaders
 Social Engineers
Oblivious Leaders

 The leaders who don’t have a realistic view of themselves and


thus reveal information and opinions in a manner that
appears clueless or phony.

 Let's take an example:


Lori, the director of sales and business development for a global
software company. She sees herself as an inclusive, participatory, and
team-oriented manager and likes to tell stories about her time as a
junior staff member and how much she valued having a voice in
decisions.
But her subordinates consider her to be highly directive and thus find
her anecdotes disingenuous. As one employee puts it, “I don’t care if
you make every decision, but don’t pretend to care about my opinion.”
 They have a better understanding of who they are but not of
how they come across to others.
 Unable to read colleagues’ social cues, including body
language and facial expressions, they make ill-timed, inappropriate
disclosures or opt out of relationship building altogether.
 This behavior is particularly prevalent in cross-cultural situations

Bumblers
when people aren’t attuned to differing social norms.
 Let's take an example:
o Roger, a partner in a multinational consulting firm who was assigned to
help boost market share for the firm’s newly formed Asia-Pacific office.
o Asked to coach a team that had recently lost an important account, he decided
to share a story about losing his first client. In the United States, anecdotes
about his own mistakes had always made his subordinates feel better.
o But Roger’s Asian colleagues were dismayed that their new leader would risk
his honor, reputation, and influence by admitting weakness.
Open Books

 They talk endlessly about themselves, about others, about everything; They’re too
comfortable communicating.
 Colleagues may seek them out as sources of information, they ultimately don’t trust them.
Let's take an example:
Consider Jeremy, an outgoing senior manager with a sharp mind but a string of failed
management consulting engagements. When people first meet him, his warmth, intelligence, and
ability to draw them into conversa ion make them feel as if he were an old friend.
But his aggressive familiarity soon wears thin, and his bosses question whether he’s discreet
enough for client work. Indeed, Jeremy was asked to leave his most recent job after he used a
key meeting with a prospective client to detail work he’d done for several others, not
only outlining their problems but identifying them by name.
Inscrutable Leaders

 Inscrutable leaders are at the other end of the spectrum:


 They have difficulty sharing anything about themselves in the workplace, so they
come off as remote and inaccessible and can’t create long-term office
relationships.
 Let's take an example:
 Aviva is a registered dietician who expanded her private practice into a full-service nutritional guidance,
exercise training, and health products company.
 Although she’s talented and passionate, she has difficulty retaining employees, because she fails to
communicate her enthusiasm and long-term vision.
 Recently featured on a panel of female entrepreneurs, she opted to present a basic annual report and
outline her sales strategy rather than to captivate the audience with a personal story, as others had done.
 Afterward, the other panelists were flooded with resumes and business cards; Aviva had lost out on the
significant benefits that can come from appropriate self-revelation.
Social Engineers

Social engineers are similar to inscrutable leaders in that they don’t instinctively share,
and to bumblers in that they often have difficulty reading social cues, but their chief
shortcoming is the way they encourage self-disclosure within their work groups.
Instead of modeling desired behaviors, they sponsor external activities such as off-
site team building.
Let's take an example:
Andrew, for example, is a unit head at a financial services firm with an Ultra-competitive corporate culture.
Every year, he sends his team on a mandatory retreat run by an outside consultant who demands personal
revelations in artificial settings. Yet Andrew never models or encourages self-disclosure in the office and he
looks the other way if employees exploit colleagues’ self-revealed weaknesses to get ahead.
When we asked one of Andrew’s direct reports about the most recent group getaway, she said, “I learned that I
hate my colleagues and my manager even more than I thought.”
In Above slides we have discussed all the
different type of executives which commits
mistakes once in their life time but yes it is
well said that nobody is perfect.
To achieve that we need a path and
guidance which can train us to be better
version of ourselves and stand out in the
society with the upmost gratitude. So, lets
learn the journey of five steps which can
bring the difference in whole new
individuality.
Build a foundation of Self knowledge
• solicit honest feedback like a 360 degree review from coworkers
• Considering your upbringing, work experiences, new situations,

Step 1 that test your comfort zone and force you to reflect your values.
• Considering your Personal management philosophy

Five Step
Journey
Consider Relevance to the task
• Skillful self-disclosers
• Build trust and engender better collaboration and teamwork

Step 2 • Avoiding purely personal relationships


Keep revelations Genuine
• Find real self disclosures that captures the emotions of the situation and convey

Step 3 empathy
• Avoid make up stories or exaggerating

Understand the organisation and cultural context


• Investigate national and international norms about sharing

Step 4 • Interacting with respected insiders about how people operate


• Look for cues such as eye contact to solicit stories
• Just know what they want to know and how

Delay and avoid very personal disclousures


• Intimate stories strengthens relationships; they don’t establish them

Step 5 • Develop common objectives first


• Delineate goals and roles, and
• Demonstrate creditability and trustworthiness through your work

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