Self-awareness of leadership style and strengths,

Just returned from a 2-day hr-development programme at fort canning and have some thoughts I want to record down before I let them get lost in my mind later.

The content of the programme covered the following, in no particular order - OODA (observe, orient, decide, act), mental model (world view, assumptions made - sometimes subconsciously), team cohesion (trust, debate, dedication, , ignorance management, mirror, rules of engagement, self-awareness of own strengths, your observed strengths by others, observation of others' strengths (so that you can see others' strengths and leverage on them and also assign suitable jobs to your staff next time).

A same situation can lead to different perception or interpretation of observed strengths by different people due to the different mental models of the observer (which is a function of their experiences and knowledge then). Example, in situation A, Observer 1 may find that the subject displays a dominant strength of CONSENSUS, while Observer 2 may feel that the same subject displays a dominant strength of VALUE INPUT.

There are different leadership styles i.e. it is not that a leader must be assertive or must be decisive...
However, I feel that it is true that there is already a strong mental model in most people, probably in HR and senior management as well, that a leader should be decisive, assertive, outspoken etc etc.

Strengths or weakness depends on the context and situation when applied. Each and all is a double-edged sword, i.e. being opportunistic in a normal situation is interpreted as a strength, but when a person is opportunistic in a dubious situation it is considered 'bad'. Similarly, for decisiveness, assertiveness, value input (if you are ONLY valuing input and no output then I don't see it as much of a strength). "It all boils down to the intent" is a statement that left a strong impression on me.

While is it is nice to know and be introduced to all these concepts and content, I really agree that the journey begins here. Other than just knowing about team, trust, self-strength, observed strength, observing strengths of others, ROE, and all the rest in the 2nd para, we really need to learn, or do, is the practice how exactly to form teams, developing team cohesion (trust, debate, dedication, accountability, outcome-focussed)

Let's link it all up, team cohesion/team forming (form, norm, storm, perform--> meaningless statements to me), OODA(L), and ROE

thoroughly thrilled that i am pushed to think again
let's start with self - i need to know that its not just about showing your abilities and qualities when you are the leader but when you are contributing to the team. ROE needed

It can be tiring to keep thinking of how you can contribute and add value to the team, but you must keep remembering your strength, whether self-aware or observed, and use them all the time.