Six Principles

The Six Principles of Successful Self-Management is a two-day seminar addressed to employees, supervisors, managers, project leaders, self-directed teams and team leaders-to anyone who needs to accomplish work with and through others.

Rationale for the Course. Survival and success in a global market place require that organizations must create empowered employees, supervisors and managers. The direction and control that have been traditionally provided by hierarchy must now come from the individual employee. Yet few organizations have provided their employees with the tools and concepts of effective self-management.

As organizations move toward empowerment, they frequently attempt to create self-directed teams. But to successfully accomplish work with and through others requires a level of interpersonal awareness and skill that some employees lack.

The challenge of empowerment involves much more than downsizing, reengineering and the creation of supposedly self-managing teams. To work effectively in the radically transformed organizational environment of today and tomorrow, employees, managers and teams must become self-managing.

The Six Principles. During the seminar, participants are trained in the insights and practical skills needed to implement the six principles of successful self-management:

First, Know Yourself

This is the foundation on which all successful self-management must be based. Productive behavior will flow consistently only from self-awareness, self-understanding and self-acceptance. Only by knowing himself or herself can someone successfully manage his or her own behavior.

By completing “The Personality Preference Profile,” workshop participants come to a fuller understanding of themselves and of the unique sources of meaning for each of them.

Second, Do Meaningful Work

In the past, work was generally not expected to provide meaning-people worked for a paycheck and sought meaning outside work. In today’s information society, work must become more and more a source of personal meaning and significance. People will not become self-managing unless their work is a major vehicle for self-actualization.

During the workshop, participants have an opportunity to determine the extent to which their current job provides personal meaning and make decisions about how to improve the match between who they are as defined by “The Personality Preference Profile” and the behaviors required by their job.

Third, Be Part of the Solution

Today’s employees are expected to solve their own problems without significant direction from an external authority figure. Seminar participants not only define the strengths and weaknesses of their preferred problem-solving style based on their domain preference but are shown how to solve problems more effectively.

Fourth, Manage Conflict

The possibilities for conflict increase as employees work more and more closely together and in rapidly changing teams, groups and environments. Yet as with problem-solving, employees are largely expected to resolve their own conflicts. Through the vehicle of “The Personality Preference Profile” participants come to understand both their own approach to conflict and how to manage conflict more successfully.

Fifth, Learn How to Learn

To survive and thrive in a changing environment, employees must become continual learners. Participants come to understand the nature of their own learning styles and how to improve their abilities to learn.

Sixth, Manage to Change

The employee of today and tomorrow must learn how to manage the process of his or her own change and development, both personally and professionally. Participants are given an opportunity to chart their own course for change based on the insights provided in the workshop.

The Six Principles of Successful Self-Management is a powerful learning experience that will facilitate the development of the kind of person who can contribute successfully to the rapidly changing organizations of today while being prepared to fulfill the new and unknown demands of the future.

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