Part I: Self Leadership for Developing New Competencies

This part focusses on leadership of the self. We look at how people with responsibility for enabling and inspiring others to innovate also care for themselves, building their own capabilities, modelling innovation leadership to others, developing self-awareness and self-regulation, while being deliberate about revealing their authentic selves, up to an appropriate point.

We suggest that, without a commitment to the practice at this level, it will undermine all other levels. Yet, in the rush to serve customers, team members and other stakeholders, it may be that attention to the self slips down the priority list, intentionally or otherwise.

Paraphrasing what we said in Chapter 1, self-leadership refers to the ability of innovation leaders to demonstrate initiative taking, in line with one’s goals, values and organisational goals. It also involves modelling to others a growth mindset, which openly values learning and development. Self-leadership is about taking ownership of one’s life and leadership practices and taking proactive steps to achieve one’s own goals, while being mindful of our effect on others whom we wish to inspire.