Journal on the GROW Model and Leading Others

GROW Model and Leading Others
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GROW Model and Leading Others
Personal Reflection: Why would others follow you as their leader?
Others would follow me as their leader since I am concerned about the mission's success for the business and because I can comprehend the wider context, proactively connect with my colleagues and appreciate their feedback. Involving the staff demonstrates that I care about them and can relate to them on various levels. As per Thompson Heames & Harvey (2006), a common feature of both the 20th and 21st centuries executive picture, human relationship skills are important to thrive, regardless of the industry.
I will obtain results based on my Leadership Circle Profile (LCP) scores when they are needed. Suppose the organization lacks sight of the staff's relational objectives. In that case, I will have to take responsibility and make sure that the people come first, as Simon Sinek says in the video clip "Find Your Why": To go fast, go alone, to go far, go together (Sparkling Vibes). Those I have led understand that I am not the type of leader to do everything alone and get the job done as quickly as possible, but rather to tackle challenges tactically and in a timeline appropriate for the business and the team as a whole. There were times when making choices that impacted my group without their participation was required; nevertheless, after consulting with my group, I was sure that I understood their constraints and that they believed in my leadership to make decisions on their behalf.
Impact: How would you motivate them to pursue the vision you outline, not because you order them to do so, but because they want to do so enthusiastically on their own?
Before I present an outline to the team, I would think about the broad picture and make sure I knew what the organization's ultimate goal was. I must provide as many details to my team as feasible by the time we meet. I'm sure my team has concerns about the final solut...