How self definition can impact your leadership

A key component of healthy individuals is that they are self-defined. I define a self-defined individual as one who understands who they are, is comfortable with who they are, and can clearly articulate their own positions in a way that does not force others to agree and does not demonize those who disagree. 

It is the ability to say, "This is what I think (and why), now tell me how you see it." In doing this, you have made your position clear along with the rationale and have opened the door for honest conversation that can hopefully lead to a better or shared understanding. And if not, you have made your position clear, so there is no misunderstanding.

Because a self-defined individual is secure in their own skin, they can encourage dialogue even with those who might strenuously disagree with them. Some people are unable to do this. They can state their position, but cannot stay connected relationally with those who disagree with them - thus, the conversation is over without resolution.

The ability to have a position and stay connected with those who disagree is a key component of healthy relationships. It is usually in ongoing dialogue that one comes to mutually acceptable conclusions, as long as we are dealing with people who have a level of EQ health. Discussions with those who lack EQ often go nowhere. Thus, our ability to understand the EQ of those we are dealing with becomes a factor in how we deal with them.

Self definition requires leaders to think well before they state a position. But their flexibility and invitatin for dialoge also leaves the doow open for further discussion and in some cases a moification of their views. This is why a non-defensive attitude is so critical. For instance, if staff know that they can honestly push back without repercussions and know they will also be heard, it is often possible to come to a more refined position that works for everyone.

Self-definition is a powerful leadership tool because it goes to the values, convictions, attitudes, and actions that a leader has, and the more consistent these are, the more security those who work for them have. They know what to expect. They know that the principles and convictions are what drive you as a leader, and they know that these are not going to change.

The self-definition of a leader becomes a secure foundation for those who work for them. They know that the key values and principles will not change, giving them security to model the same. They also know that they will get the same version of the leader today as they did in the meeting yesterday. They don't need to wonder which version they will get.

Leaders who lack self-definition and are unpredictable are challenging to work for because there is no accurate compass for others to follow. This is the case with leaders whose idea of the day becomes their mantra until the next thought pops up. Unpredictable leaders are difficult, if not impossible, to follow. 

Being self-defined also means that we can separate ourselves from the issues of others and not fall into the trap of enmeshment or triangulation in relationships. We take responsibility for the problems we have with others and seek to help them resolve their issues, but we can separate ourselves from those problems and not become drawn into them.

The secret of being a self defined leader who can also stay in relationship

One of the key elements of Emotional Intelligence is the ability to negotiate relationships. It is the inability to negotiate relationships successfully that is at the root of a great deal of unnecessary conflict. One of the critical skills of good EQ is being self-defined. A self-defined individual can tell you what they think even when they know that you will disagree with their position. They don’t insist that you see the world as they do, and they are OK if you don’t.

However, the second part of self-definition is also important. I can disagree with you and still be in a relationship with you. Think about that in terms of the political divisions that are tearing up America and much of the world.

This is what it means to be able to negotiate relationships in a healthy way. Poor EQ will state a position and insist that you agree with it. If you don’t, you are marginalized and demonized. After all, you don’t get it. Good EQ, on the other hand, can negotiate relationships with people who are very different from us. This skill is needed in a diverse world, whether inside or outside the workplace. The ability to disagree, engage in honest, candid dialogue, and still stay connected would prevent a lot of conflict. 

This ability for leaders is crucial to creating cultures of open and candid dialogue. By taking a position that may not be popular (which is how all innovation or improvement usually begins) a leader is encouraging others to do the same. It is then in the clash of these views and perspectives that the best solutions are typically found. The alternative is the common groupthink behavior that stifles and hinders progress. 

To this point, healthy leaders don’t have a problem with apologizing when necessary. Even when they don’t really need to, they do it because it will alleviate stress or controversy. I recall a time when I made what turned out to be a controversial decision (the right decision, but one that was hard for my organization to swallow). Being a blogger, I wrote a blog post for my staff entitled “Just get over it!” My intention was to explain the decision further and then encourage people to move on.

Unfortunately, many took offense at the blog title. I apologized (though I didn’t need to, but I wanted to lower the angst) and wrote a new blog titled “Build a Bridge and get over it.” It was a way to apologize for how my prior communication had come across and give me another chance to move us forward. It worked, but I had to apologize for it to work.

Healthy leaders keep short accounts. One of my practices is to “Walk toward the barking dog.” If I have offended someone or created an issue, rather than walking the other direction, I will engage the individual, seek understanding, and do whatever is necessary to put the issue to rest so we can move on.

These may seem like small things, but they are not. Much of our leadership capital is based on relationships. The ability to negotiate healthy win-win relationships is a key to good leadership and reflects good EQ.

The characteristics of a self defined individual

Even though we often don't want to admit it, it is far easier to swim in the currents of other people's ideas and convictions than to have our own. This is why boards, for instance often don't deal with sensitive topics. No one on the board wants to state their own convictions if it causes discomfort to others. Group think can be the bane of any group that works together. It is simply easier to adopt the viewpoint of the group rather than rock the boat with a viewpoint that might be different.

The problem with this is that it is not healthy and it deprives us of the ability to think for ourselves and hold our own opinions. Healthy people are self defined. They have their own opinions and convictions and are willing to share them even when it goes against the crowd. It may cause disruption to the comfort of the group but it challenges the prevailing group think and causes others to think more deeply. It is also far more honest and authentic than simply going with the crowd.

Self defined individuals think deeply and while they take in the perspectives of others they come to their own conclusions. Because of this they are often the ones who raise the hardest questions in a group as they are not party to group think.

What are the characteristics of a self defined individual?

• They know who they are in terms of strengths and weaknesses
• They think deeply about issues and come to their own conclusions
• They are not afraid to share their opinions even when it goes against group think or conventional wisdom
• They listen to others and evaluate their opinions but in the end they make up their own minds
• They are not afraid to be who they are
• They are not intimidated by the opinions of others even when there is a clash of ideas

The difference between defensiveness and defending your position

I am a big fan of good EQ (Emotional Intelligence) and one of the hallmarks of good EQ is the ability to be non-defensive when challenged. A non-defensive posture is one where we can listen to the push back of others without our emotions getting in the way (anger, anxiety), listen with respect and have a productive dialogue.

But non-defensiveness does not mean that we do not defend our position on a matter. In fact, people with good EQ are self-defined. They know what they think and are able to state their position clearly, even with those who might disagree.

This raises an interesting issue. I often hear people say about others, "They would not listen to me," or "they were defensive." What they are usually saying is "They did not agree with me." Those are not the same thing. I can non-defensively listen to another position while still holding my own and defending it. If I listen to you carefully and don't get hijacked by my emotions, I can do it non-defensively and still defend my particular position. Because I did not agree with the other party does not mean that I did not listen or became defensive. It simply means that I hold a different view and did not change my mind to agree with them.

In fact, a sign of poor EQ is the expectation that because I believe something that others need to agree with me. Often that will not be the case and it is why collaborative decision making is both characterized by robust dialogue and better decisions. Each of us can bring the best to the table.

Don't be afraid to defend your position while being open to modifying it if there is good reason to. And don't assume that people didn't listen to others or were defensive just because they did not agree. 

How self defined are you?

A key component of good EQ is the ability to be “self defined.” A self defined individual is one who understands who they are, is comfortable with who they are and can clearly articulate their own positions in a way that does not force others to agree and does not demonize those who disagree.

It is the ability to say, “This is what I think, (and why), now tell me how you see it.” In doing this the leader has made his or her position clear along with their rationale and has opened the door for honest conversation that can hopefully lead to a shared understanding.

Central to being self defined is to do so in a way that allows dialogue to take place even with those who might strenuously disagree with us. Some leaders cannot do this. They can state their position but cannot stay connected relationally with those who disagreed with them – thus the conversation is over without any resolution.

The ability to have a position and stay connected with others who disagree is a key component to healthy relationships. It is usually in on-going dialogue that one comes to mutually acceptable conclusions as long as we are dealing with people who also have a level of EQ health. Discussions with those who lack EQ often go nowhere. Thus our ability to understand the EQ of those we are dealing with becomes a factor in how we deal with them.

Self definition requires leaders to think well before they state a position. But their flexibility and invitation for dialogue also leaves the door open to further discussion and modification of their views. This is why a non-defensive attitude on their part is so critical. If staff know that they can honestly push back without repercussions and know they will also be heard it is often possible to come to a more refined position that works for everyone.

Self definition is a powerful leadership tool because it goes to the values, convictions, attitudes and actions that a leader has and the more consistent these are the more security those who work for them have. They know what to expect, they know what the guiding principles and convictions are and they know that these are not going to change.

For instance, all of my staff know that when something really needs to get done I will say “Whatever it takes.” Part of my own self definition is the conviction that when it is the right thing to do I will always default to that principle. Therefore, they know that they have the permission to do the same when something critical needs to happen.

The more defining the leader is the more clarity staff have on how they operate within the organization or team. My convictions on partnerships, multiplication, empowerment and team, for instance are clearly understood and become guides to staff on how they operate. My own self definition as a leader is a secure foundation for those who work with me.

Leaders who lack such definition, and are unpredictable are difficult to work for because there is not an accurate compass for others to follow. This is the case with leaders whose idea of the day becomes their mantra until the next idea pops up. Unpredictable leaders are difficult if not impossible leaders to follow.

Being self defined also means that we can separate ourselves from the issues of others and not fall into the trap of enmeshment or triangulation in relationships. We take responsibility for the issues we have with others and seek to help others resolve what they need to resolve but we are able to separate ourselves from those issues and not become drawn into them.