Importance of self analysis and continuous self development

Analysts argue that individuals are bound to have flaws in their personalities. a factor that may cause a lot of predicaments in their lines of work. It is worse still, when individuals notice the possibility of hitches and not make any efforts to improve on their weaknesses. In line to this argument, therefore, it is important that self-analysis and self-development be regarded as the best paraphernalia towards successful business operations by managers. According to Colbert and Bono (2005, pp.200), self-analysis is a methodology that an individual undertakes in an endeavor to understand their own individualities, emotions and conducts. Through self-analysis, individuals are able to weigh their weakness, avoid culpabilities that may emanate from their weaknesses, as are able to handle them. On the other hand, it is only through, self-analysis that, individuals can utilize their strengths to the maximum. Continuous self- development Self-development is a term used to refer to the strategies applied by managers to remain relevant in various occupations. Rees and Porter (2008, pp.274) argue that, continuous self-development is a process of search for answers and feedback, as well as, setting goals that are directed towards coming up with purposes of development of individuals. Self-development is self-directed and requires the individual to be dynamic in order, to grasp concepts that relate to their line of duty. Future manager with self – analysis and continuous self – development According to Meyer (2001, pp.7) self-analysis allows managers establish the roots of their weaknesses whilst in their jobs. Upon detection of managers’ quandaries, managers are able to devise the best measures, in an attempt to find the best solutions to their problems. Analysts argue that, it is through self-analysis that individuals are able to fit in various settings and interact with fellow workmates. If individuals have no self-identity, it automatically becomes an uphill task trying to establish a rapport between them and the other workmates. It is also through self-analysis that, individuals have total control of their actions. In this way, managers are able to access all forms of feedback form fellow workmates, and then devise a working plan on time. Managers acquire strength from self-analysis. Gold and Mumford (2004, pp.148) argue that, through self-awareness, managers are made aware of their weak points, work on the weaknesses, consequently, gain strength to run the organization. In the course of working, learning cannot be alienated form the venture. Most managers do not realize their potential and capabilities unless they undergo a series of self-analysis. Once managers go through a series of self-analysis, managers are in a better position to handle tough situations in their organizations by devising the best work plans to self-predicaments. In essence, self-analysis, allows managers have more strength to handle tough situations that may occur in the future. Self-analysis allows managers familiarize themselves with their work places and discern the sections that need modifications (Rothstein, 2010 pp.35). Upon familiarization, managers take up the responsibility of ensuring that employees are conversant with the goals and objectives of the organization. Communication on the goals of the organization is not possible if the managers are aware of their strengths and weaknesses. In this context, therefore, self analysis is credited to an establishment of professional rapport between managers and employees. In turn, the mission of the company can be easily interpreted and

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