Interpersonal Article
The issues of self-awareness and self-management enable reaching success in both personal and corporate world. The summarizing of Chapters 1 and 2 provide major points enabling to turn personal weaknesses into the
advantages in dealing with managerial issues. The case of James Morgan reveals classical obstacles of the new manager in the mixed team concerning the common goals’ achieving and compromise’ reaching. James’ self-awareness and self-analysis would have assisted him is the decision-making process without interfering with his self-esteem and the feeling of helplessness in the face of the task.
Firstly, James lacked self-esteem and left his team to laissez-faire. Thus, the team initially had no official leader and “ran smoothly for several weeks” (De Janasz, 2015, p. 4). Accordingly, James did not check the team’s progress until it was too late and the deadline was set. From this viewpoint, James committed the crucial mistake of failing to develop relationships with the group hoping the team will work by itself. Moreover, he did not set the common goals and delivered the significance of the team task. So, the team was not formed or did not share the common aspirations that resulted in falling apart and procrastinating.
Secondly, personality differences gave James the wrongful assumption that the team “did not get along very well” (De Janasz, 2015, p. 6). He thought that turning to his management will create a wrongful perception of
him being not up to the task. This detail prevented the team from being either motivated from within or from the outside. James did not place the team’s collective above the individualistic that resulted in every group’s
member performing his own task separately without arranging with the others. He fully escaped “modes of interacting” leaving the team in full unawareness of the necessity of functioning as a whole (De Janasz, 2015, p.
8). Eventually, the team should have had a stronger leader and clearly set tasks independently of being different or having an age gap.
Thirdly, James placed sole responsibility upon himself instead of bringing the team together. He is easily upset and discouraged at seeing that the team is not following the plan. According to the self-awareness principles, he should have understood the relation to others as a part of the team but not the solely responsible for the team’s actions. Accordingly, James should have perceived his “ability to contribute” instead of being a major leading power of the team (De Janasz, 2015, p. 6). Thus, James should have shown more emotional stability and agreeableness for bringing the team together.
Lastly, James lacked professionalism in the approach to the situation. Instead, he focused on the personal flaws including his inability to organize the team and failing in finding a common ground with the participants. Thus, the expected outcomes in James’ team are apparently low as the team leader does not seek a common …
