Leaders should be both: self-confident and clear, but also approachable. Such self-confidence does not come from a modular system of coaching tools; our narcissism is deeply rooted in our personality. We present two important skills that distinguish healthy self-confidence from destructive narcissism.
Michel Macoby, founder and president of the Macoby Group, management consultancy in Washington DC, director of the program on Technology, public Policy and Human Development at Harvard University`s Kennedys School of Government in Cambridge:
“Many leaders of dominating business today have what psychoanalyst call a narcissistic personality. That’s good news for companies that need passion and daring to break new ground. But even productive narcissists can be dangerous for organisations”.
The difference between productive and destructive narcissism is a serious one. Conventional leadership coaching usually shows strategies how a manager can improve their actions and their culture of discussion. But we at dynaMIND know – behaviour and communication are the results of inner processes. We need to move in a relaxed and well held psychological inner space – then we are no longer driven by tension, emotions and unconscious desires and become a good leader.
For such an inner space we need
- The ability for self-reflection
- The ability for emotional self-regulation
- Understanding and integrating unconscious parts
- And always a clear counterpart with a sound and professional understanding of the dynamics of the psyche
Ability to relate
From this inner space it is possible to lead employees clearly and empathically. Many managers confuse authoritarian behaviour with authority. But behind it are mostly (unconscious) fears of failure and an increased vulnerability. These fears are not very visible for most managers, but they influence their professional actions. For such serious changes that affect the personality, personal contact and conversations in a familiar setting are absolutely necessary. Learn with us:
- to perceive emotions in yourself and to understand them as part of a communicative process
- to remain constructive in the face of criticism: to regulate the experience of offence and to feel genuine interest
- to learn from others and reflect on one’s own position without being experienced as fragile or changeable
- to communicate empathically: what does that actually mean?
If you are interested in individual coaching please contact us. We are happy to support you.