Skip to 0 minutes and 6 secondsELIZABETH HILL: Self-management is crucial. Everybody in the organisation is only as good as the next person. And unless you are able to self-manage, you can't keep up and therefore one element of the organisation is dragging behind, and a whole bunch of things start to go pear-shaped.
Skip to 0 minutes and 24 secondsARCHANA PATEL: Our clients don't want to have to answer questions. They don't want to be hassled. They want to be kept in the loop, but they want us to just get out there and do what we need to do. It's you as a person being able to find out what is that happy medium that's going to please the person that you're working for, but also challenge you to understand that you know you've got your own self-deadlines. And that's what it means to me in the workplace.
Skip to 0 minutes and 49 secondsJUSTIN FRANKLIN: So self-management to me is really looking after yourself, and thinking about how you're going, and how are you're feeling? And then how are you're interacting with the people around you? But fundamentally, I think the people who do best are the ones that are better able to talk about it and talk with the people around them about how they're feeling. And in a workplace today, that's much more common and acceptable than it was maybe 10 or 20 years ago.
Skip to 1 minute and 14 secondsARCHANA PATEL: A lot of times we'll talk about a question such as, you know, how do you like to be managed? I think that actually gives you quite a lot of answers as to what that person entails, in terms of their work ethic and how they go, 'cause you can delve further into those.
Skip to 1 minute and 32 secondsELIZABETH HILL: What I have been moving more toward in recent years is actually bringing people on in internships or probation periods, and setting up a programme or a project, and watching the new employee work, and finding out how they work, what areas that they may need to develop more, and how they communicate. And I that's really important.
Skip to 1 minute and 59 secondsJUSTIN FRANKLIN: I think when you're meeting with potential employers or, you know, people who you are going to work with, it is good to talk through what strategies you apply to manage yourself, and make sure you're explaining how you deal with emotions in the workplace. How you think about emotional resilience.
Skip to 2 minutes and 24 secondsARCHANA PATEL: So I think you need to push yourself, and not everyone wants to, again, think outside the box. And the more you do that, the more you're going to drive yourself and motivate yourself, which then marries to self-management, because you know what you're trying to achieve. Or you're asking the right questions.
Skip to 2 minutes and 40 secondsELIZABETH HILL: The best way to self-manage is by watching someone who isn't very good at it. And working alongside somebody who doesn't necessarily self-manage particularly well, so that you see where the mistakes are and the glitches are, and then you work out what would be the better way to operate going forward. So sometimes working with not such a great person is possibly the best way to figure it out.
Skip to 3 minutes and 4 secondsJUSTIN FRANKLIN: So new employees often make the mistake of taking too much on and not being able to or prepared to say no sometimes. It's OK to say no. But you need to be able to explain why. And it all comes down to good communication with the people around you and with your employer. And you'll find these days that, in workplaces-- in modern workplaces, people are really prepared and looking to have those kinds of conversations. So the important thing is to make sure you're looking after yourself, because if you're not looking after yourself, then you won't perform at your best. And it will impact the people around you, so you need to have those conversations.
There are many reasons why organisations seek people with strong self-management skills. In this video, senior workplace leaders share their perspectives about self-management and why it matters for employers and employees alike.
Self-management is a critical component of most jobs today.
Not only does it involve managing your time and responsibilities, it also requires you to understand your strengths and weaknesses so you can take ownership of your professional development.
In the workplace, employers value people with strong self-management skills because they can respond effectively to different circumstances and pressures, while continually evolving their own skills and capabilities.
Employees who can effectively self-manage themselves and their workload are not only able to fulfil the responsibilities of their own role, they are also a better asset to support their wider team and organisation.
Watch the video to find out more from senior workplace leaders about self-management in organisational settings.
Was there anything that stood out or that you found particularly interesting, useful or surprising?
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