Top Self Management Tools For 2023

John felt it was time to focus on 2022. Being the COO of the company he worked for, he needed to get the workforce moving again. The global overhaul that everyone experienced having lived through a Pandemic had certainly taken its toll but on the good side, it had shed light on outdated attitudes that didn’t augur well for the coming year.


He had flipped the coin in his mind, as he analysed the role of a manager. He felt that it would be more impactful if he directed th workforce towards self management rather than being dependant on a manager. The relevance of a manager’s position had almost become redundant living in a VUCA world where volatility, uncertainty, complexity and ambiguity prevailed.


He had to prime his workforce for this environment that was inevitable in the future, the migration towards self-management where employees thrived on accessing their personal power.  He was so thankful that he had become an NLP Practitioner so many years ago applying this accelerated learning model in his life. He was already seeing the rewards in his career with promotions to senior management.


His first step was to help employees and organisations re-align their personal and company values towards a common goal. This would make them unstoppable! Being in a team of high performers with a winning mindset they had the potential to influence employees in their circle of influence. By a process of osmosis this would propagate down the line to become the organisational culture.


A combination of people, process and systems was the formula to create success. While reliance on people was decreasing, if employees understood and accepted the concept of self-management that would augur well for them to succeed. This was John’s line of action;

PEOPLE

• Learn then adopt the mindset of a high performer where accountability was the guide to achieve team and organisational goals. Operating in such a manner would encourage employees to move towards self-management.
• The winning mindset that employees wear would create a high degree of independence to have Shared Services of IT, HR and Finance as support mechanisms when needed. It would also wipe out the over-protectionism that occured frequently when there was a Manager to run to and centralise decision making at the organisational level.

SYSTEMS

• Systems collating data would be instrumental as part of this initiative to produce frequent reports that help employees adjust their performance and fill in gaps where needed. These performance review data-driven systems would also weed out the dreaded end of year interaction between manager and employee that is ambiguous and subjective, leading to higher self management.

PROCESS

• In a self-managed organisation, every employee was assigned a mentor someone who was a senior person in another channel of business. This provided employees with the opportunity to discuss self-improvement and self-growth. Mentors had been found to be extremely valuable in nurturing employees towards their goal achievement.
• On an as needs basis a Team Lead would be appointed to pull projects together for the term of the project. As different leads were chosen based on level of expertise required, there was greater objectivity in the system plus a lack of favouritism tendencies.

The role of Leadership hence would become one of creating and deciding on bigger picture issues like branding and strategic planning towards a common vision.

Simplistic as it may sound this was the trend organisations needed to move towards in order to stay current. A winning mindset to see beyond competition and make it happen was how a high performer thrived, even in the most adverse conditions. John knew he could enrol his teams into this Vision.
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The belief that “I can do anything” is the all-pervasive energy that they needed to drive them. Accelerated learning technology was called so because of this one main factor. It blew out outdated beliefs that had no place in today’s world and re-installed new empowering beliefs that helped the employee get ahead.
So what did each individual need to learn and install in themselves for 2022;

• A state of confidence to migrate to a self management attitude
• The self belief “I can do it” that would underpin their KPI’s for 2022
• Personal values aligned to the organisation they worked for

Having crystallised this in his mind, John proceeded to put this up to the Board. It was going to be a big shift from the normal posture, one that they were ready for.