Effective management starts from the inside. Indeed, when people are asked to describe great managers, it is remarkable how often they give personal, rather than interpersonal or organizational descriptions.
Put it simply, only those who can first manage themselves will ultimately be able to effectively manage others. Personal effectiveness is the foundation of great management, and the skills presented in the article alecture that follow this one all stem from a base of personal excellence.
Although many elements comprise personal effectiveness, our focus is on actionable knowledge and behaviors—things you can actively learn and do to improve your personal competence.
No one is born as a great manager, nor becomes one overnight. So the most fundamental aspect of personal competence is to know yourself and to have a clear understanding of how you learn new skills and motivate yourself to improve your capability.
We start with models of learning and self-management. The remaining sections of the chapter are devoted to self-awareness and stress and timemanagement.
Note that these very skill sets are the ones most likely to challenge young managers and are often where the greatest deficiencies are observed.
In order to prepare yourselves for the lecture, please read the article regarding Personal Effectiveness, chapter 1.
PowerPoint used in class: European Time- and Stress Management
Personal effectiveness, chapter 1