“We can sum up what we mean by positive self-regard. it consists of three major components: knowledge of one’s strengths, the capacity to nurture and develop those strengths, and the ability to discern the fit between one’s strengths and weaknesses and the organization’s needs. Another way of thinking about positive self-regard as it specifically relates to work and jobs is this: Individuals who possess it are good at their jobs; they have the requisite skills. They enjoy their work; it satisfies their basic needs and motives. And, finally, they are proud of their work; it reflects their value system.”
Quote from Irwin Federman, president and CEO of Monolithic Memories (now part of a larger organization), concerning Positive Self-Regard:
‘If you think about it, people love others not for who they are, but for how they make us feel. We willingly follow others for much the same reason. It makes us feel good to do so. Now, we also follow platoon sergeants, self-centered geniuses, demanding spouses, bosses of various persuasions and others, for a variety of reasons as well. But none of those reasons involves that person’s leadership qualities. In order to willingly accept the direction of another individual it must feel good to do so. This business of making another person feel good in the unspectacular course of his daily comings and goings is, in my view, the very essence of leadership.’
Continued quote from Federman:
Our individual potential is a direct derivative of our self-esteem. Which means we feel good about ourselves. If we come to regard ourselves more highly, then we come to expect more of ourselves…This growth process results in more aggressive goals, greater expectation and hence more impressive achievements. If you believe what I’m saying, you cannot help but come to the conclusions that those you have followed passionately, gladly, zealously—-have made you feel like somebody. It was not merely because they had the job, or the power…it somehow made you feel terrific to be around them.
It must be understood, from my perspective, that this leader model must avoid the behavior that Bennis/Nanus express as, “crowing self-importance or egoistic self-centeredness, nor a ‘narcissistic character.’ There was no trace of self-worship or cockiness in our (Bennis/Nanus) leaders.” Personally, an emphasis on humbleness, backed with confidence and exceptional communication skills makes a leader, as it “somehow made you feel terrific to be around them”. A “crowing” leader is difficult to be around, as well as feel “terrific” about.
The Strategies For Taking Charge
The Deployment of Self Through Positive Self-Regard, continued