"Finding yourself is the most fundamental endeavour of your life." - Friedrich Nietzsche
Many of us submit to the comfort of living in our herd, but this doesn't have to be you. Through personal transformation, you can find what you value personally and break free from imposed beliefs by creating your own.
I got to a point in my life where I went on a journey to find myself. I took time out to think about what I really wanted, what my life would look like if I knew I couldn't fail.
My herd would have kept me in a legal career; what about all my other interests and passions? I decided to pluck up the courage and follow my aspirations of being a therapist. My herd thought that I was strange; I just wanted to explore how I could help people in a more emotional way as well as a practical way through law.
On my journey, I met phenomenal people. I realised that this 'self-awareness' is the foundation of being a great leader.
This article describes four simple steps based on Nietzsche's philosophy that will get you started on finding yourself.
Opinion: Being less or more confident of the choice
that has been made cannot affect the outcome. It can, however, influence future ones.
I’VE ALWAYS BEEN an indecisive person. What to wear, which menu item to pick, when to do house chores, always thinking through scenarios before committing to even the most trivial of choices.
If this sounds like you, you’re certainly not unusual: Many people struggle with these issues. Our new research may not be able to help you choose which restaurant to go to, but it might reassure you. Decisive people may be more confident in the choices they make, but they are no better at making decisions than the rest of us.
The first step toward change is to acknowledge that there is a problem.
One of the worst mistakes founders and execs will ever make is to hire or promote someone into a leadership role who manages through an insatiable ego as their driving force for every thought and decision.
But it happens. And when hubris becomes a stronghold in your culture, it can be the cause of much conflict and unneeded drama for employees. A quick example: Managers who destroy morale by putting themselves on a pedestal as the source for all the answers, and use it to wield power over their people.
The damaging effects of hubris
Research says that people exhibiting "hubristic pride" (as opposed to a more healthy and authentic pride) were found to be narcissistic, reflecting feelings of arrogance, grandiosity, and superiority. They also experienced more interpersonal conflicts and, ironically enough, were prone to shame.
Truth is, these people hurt businesses in many ways. In my own observations as an executive coach, I have seen these behaviors in leaders exhibiting hubristic pride:
Self-Help Book / Personal Development