While there are many competencies that enable effective
self-management (excellent communication skills, solid teamwork, good
judgment), there are many other, less obvious competencies that impact one’s
ability to navigate and perform at a high level in a self-managed
ecosystem. Here are five candidates for consideration.
1) Taking Initiative. This characteristic is expressly
called for in the Morning Star Colleague Principles. It’s very hard to
deliver constructive feedback to colleagues or cause positive change in
processes without a willingness to take the initiative to do so. Taking
initiative includes the willingness and ability to speak up when
necessary.
2) Tolerance for Ambiguity. Self-management can be messy as
new colleagues meet new people, engage with new processes, and learn a new
way of working. Negotiating a Colleague Letter of Understanding (CLOU)
that clearly communicates one’s mission, process stewardships and performance
metrics with affected stakeholders takes time and effort. Choices must
be made regarding what requests to make of other colleagues and the timing
and scope of those requests. Self-management is never as clear-cut as
just going up to the boss with a comment or complaint.
3) Consciousness. It takes real effort to locate the energy
needed to pursue one’s personal commercial mission consistently, every
day. It is akin to the energy that entrepreneurs use to create entirely
new enterprises out of ideas. Consciousness gives rise to awareness and
presence, and is the source of confidence in one’s ability to get things
done—even in the face of adversity. Awareness goes right to the heart
of the Morning Star Colleague Principles—understanding one’s Rings of
Responsibility requires a clear scope of awareness, especially in the primary
ring.
4) Contribution Mindset. Peter Drucker talked about a
contribution mindset in his 1966 book, The Effective
Executive. A half-century later, that mindset applies to
everyone who wants to be an effective self-manager in a self-managed
enterprise. This competency is referenced in the Morning Star Colleague
Principles, which create an affirmative obligation for individuals to share
relevant information with colleagues even when not expressly
requested.
5) Low Power Distance Sensitivity. Power distance refers to
the concept of deferring to individuals perceived to have more power than
oneself. In a self-managed environment (where collaboration is highly
valued), there is an unofficial hierarchy of
credibility, which springs from experience, trust,
communication, and a host of other factors. This is not the same thing as a
hierarchy of power based on command authority or control
of others. Effective self-managers will find ways to express themselves
to anyone in the organization, and will listen to anyone and everyone who
wishes to talk with them. To cut off colleagues based on perceived status is
to cut off information, the lifeblood of a self-managed organization.
Communication is everything.
What other competencies does effective self-management
require?
