Careers
DEVELOPING YOUR CAREER
HOW TO PRACTISE SELF-LEADERSHIP
The power of a growth mindset Unlike values, which are deeply ingrained, a mindset is more adaptable and can be developed and refined over time. Leaders with a fixed mindset often shy away from risks, fearing failure or stagnation. Those with a growth mindset view failure as a learning opportunity, embrace challenges, and remain agile in the face of adversity. A growth mindset centres on the belief that skills and intelligence are not static. In order to evolve, you must actively seek feedback, experiment with new ideas, and learn from your setbacks. By setting this example, you are also nurturing an environment where innovation is constant and adaptability becomes second nature, helping your team and your organisation to grow.
Ask yourself, what principles am I unwilling to compromise? And what gives me a sense of purpose? Once you have identified these values, you can use them to navigate ethical dilemmas, strategic choices, and interpersonal relationships. A leader who identifies sustainability as a core value might prioritise environmentally conscious business practices, even when short- term profits might suffer. For example, former Unilever CEO Paul Polman made sustainability central to the firm’s strategy, embedding it across the company’s operations and long-term vision. “Teams are more likely to follow a leader who shows personal discipline, self- reflection, and authenticity” By aligning his actions with his values, Polman supported a wider shift towards sustainability in the consumer goods industry, delivering social impact as well as business success. Know your strengths Understanding your strengths is fundamental to becoming a better leader. However, these are not always obvious through self- assessment alone. It can be helpful to seek feedback from those around you. Begin by asking trusted colleagues, mentors, and even friends and family, to describe instances when you performed at your best.
There are also a range of tools you can use, including psychometric tests such as the CliftonStrengths or VIA Character Strengths assessments. These tools provide a structured way to explore the areas in which leaders naturally excel. Recognising your unique strengths – for example, communication or empathy – helps you to leverage those qualities in ways that benefit you personally and your organisation. When leaders operate within their ‘sweet spot’ – the intersection of their strengths and their passion – they are typically more energised and resilient, even in high-pressure situations. But overusing your strengths, or worse still applying them inappropriately, can become a weakness. For instance, attention to detail can easily tip over into micromanagement if it is not balanced with delegation and trust in your team. It is also important to know your weaknesses. No leader can excel at everything, and those who try to do it all often find they are stretching themselves too thinly. The strongest leaders build teams with complementary skills, creating a diverse group whose skills fill the gaps where their own expertise might fall short. Bill Gates is a prime example of a leader who recognised and capitalised on his strengths. He understood that his genius lay in long-term vision and technological innovation, so he surrounded himself with a team that could manage the complexity of the company. This balance between self- awareness and collaboration is a hallmark of great leadership and helped to scale Microsoft into the tech giant it is today.
S elf-awareness is key to Without it, you may struggle to inspire those around you or make sound strategic decisions. But introspection is only the start. The next step – self-leadership – moulds these skills into a practical tool that will help you to navigate an increasingly complex world. Self-leadership begins with personal responsibility and requires executives to be deeply in tune with their developing as a leader. It helps managers to foster resilience, credibility, and creativity. behaviours, emotions, and reactions. That means understanding what motivates you, where your strengths lie, and how your actions influence those around you. Build credibility Continuous reflection creates the space you need to manage stress and Sarah Jackson The CareersPlus and Employer Relations coaching team at Warwick Business School focuses on helping our MBA students thrive by
adapt to changing circumstances in the face of relentless pressure. This means nurturing physical health, mastering emotional regulation, and committing to ongoing intellectual growth In doing so, you are demonstrating the importance of resilience and wellbeing to your teams and fostering a workplace culture that prioritises self-care. This, in turn, can yield a range of benefits for the organisation, such as making those teams more productive and adaptable. It will also help you to build credibility. Teams are more likely to follow a leader who shows personal discipline, self-reflection, and authenticity. And self-aware leaders who cultivate their own growth inspire others to do the same. As a result, self-leadership ceases to be an individual trait and
becomes a collective value that is shared across the organisation, driving the success of the entire business in a sustainable way. Find your compass Strong leadership is built on three essential pillars: values, strengths, and mindset. These provide the framework that guides the entire organisation, not just individual actions. The first of these, values, are the principles that shape every decision a leader makes. They reflect what they hold dear and serve as a moral compass. True values are the ones you stand by, even when they are difficult or unpopular. Identifying them requires deep self-reflection, looking back at the critical decisions you have made and identifying what consistently drove your actions.
Satya Nadella, the current CEO of Microsoft, showcases the power of a growth mindset in action. Under his leadership, the tech giant shifted from a culture of knowing- it-all to one of learning-it-all. This created an environment where innovation and creativity could flourish, positioning Microsoft as a leader in the industry and helping it to embrace new technology, such as cloud computing. That is the kind of self-aware leadership that drives long-lasting change.
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