F E AT U R E
Leading to Support Our Communities Michelle Bihary, B App. Sc. (OT), Grad. Dip. Family Therapy
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ne of the best ways to support our communities, whether clients, professional colleagues, or our personal network, is to strengthen how we lead ourselves and others.
In the Spring 2020 issue of Connections, Associate Professor Carol McKinstry respectfully questioned whether, as occupational therapists, we adequately adopted our role as influencers. She invited us to level up, and consider how we could be more proactive and strategic. Perhaps we can all learn to step outside our constraints—like thinking we’re not good enough—to help us better support ourselves and our communities. For a profession that has felt undervalued and ignored, a psychodynamic lens would encourage us to consider whether we value and appreciate ourselves. Through many years in this profession—as a leader, supervisor, coach, and trainer—I share a common acknowledgement about how self-critical occupational therapists are. Unnecessary self-criticism shadows our strengths, skills, and practice wisdom. Many occupational therapists and professionals expect positive and empowering leadership from others, that they do not give themselves. On the contrary, many of us lead ourselves the opposite to how we would lead others, or want them to lead us. This discrepancy highlights a powerful opportunity. By leading ourselves more positively and effectively, we can elevate how we support and lead others.
24 otaus.com.au
“Exceptional leaders distinguish themselves because of superior self-leadership.” —Daniel Goleman Leading Yourself
Most of us give scant attention to how we lead ourselves, yet it is pivotal in how we lead and support others. We often consider leadership as being attached to a position or formal role, when we are actually all leaders. We lead ourselves 24/7 and build leading relationships, whether we manage others or work in teams. When we consider how we can strengthen the leadership of our communities, the starting point is leading ourselves. We need to step up and be our own best leader.
What is Self-Leadership?
Self-leadership is an emerging concept that encourages us to apply leadership principles, values, and practices to ourselves. It requires a high level of self-awareness, self-direction, and self-management. Taking personal responsibility for our energy, performance, wellbeing, and openness to learning ensures we function optimally and have a more positive impact on others. Self-leadership is an intrapersonal relationship. We all have an internal relationship with ourselves that, like all relationships, has unique attributes, strengths, weaknesses, and dynamics. This intrapersonal relationship reflects how we treat and relate to ourselves.
In his groundbreaking book Emotional Intelligence, psychologist Daniel Goleman points out that the best leaders place significant attention on leading themselves. We can’t lead others if we can’t lead ourselves. Yet most of us are unaware that by actively leading ourselves, we will more positively impact our communities, clients, colleagues, and loved ones, too. Conversely, poor self-leadership has a negative impact on ourselves, our relationships, our professional lives, and our wellbeing. It can lead us to being significantly depleted and unable to offer our best selves to our communities. At worst, it can lead us to operate below the line in ways that are detrimental to ourselves and those around us. Positive self-leaders operate above the line. Through high-level self-care, selfawareness, and self-leadership they bring their best selves to their communities. They naturally create a climate that is psychologically safe, where relationships are built on respect, authenticity, and integrity. This forms fertile ground for a highperforming environment in which clients, colleagues, or loved ones can flourish.
