An observer-self is not robotic - Deepstash
The Imposter Cure

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The Imposter Cure

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An observer-self is not robotic

Being an observer-self is not to be emotionally flat or robotic, but a path that leads to better decisions and leadership results. Observation allows you to refrain from getting caught up and lost in stimuli.

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The observer doesn't interpret

The observer is an objective witness that takes in data without making interpretations, judgments or changes. It is not a critic.

The benefit of observing is that you can engage in an emotionally charged debate at work while remaining intellectually engaged, also accessing an emotionally ne...

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Develop your observer skills

Developing your observer-self starts with your choice to pay attention in an unemotional way. Gather information about yourself - how you move, how you feel, the effect you're having on others.

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274 reads

Great leaders are great observers

Modern leadership depends on relationships. Meaningful relationships emerge when you know and understand each other. Observing others is essential for effective communication, interpersonal skills, influencing people,  managing group dynamics, and getting buy-in.

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Self-awareness and Observation

Self-awareness and Observation

The practice of mindfulness meditation promotes self-awareness. It starts with concentration and observation. Observation is to notice without judgment or interpretation. It demands a form of objectivity without regard to emotions and moods.

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450 reads

Detachment

Detachment is the key to effective observation. In mindfulness practice, it requires that you become an observer of yourself. In order to do that, you have to learn to split your attention.

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High Self-Control

People with high self-control have a surprising behavioural trait of being shrewd and cruel according to various studies:

  1. They are more likely to cover up an anti-social act to avoid getting caught, like for dangerous driving.
  2. They ended up being keener to kill hundreds of b...

Ways to gain an external perspective

Without the benefit of an external perspective we get from experimenting with new leadership behaviours, habitual patterns of thought fence us in.

  • Learn from diverse role models. We should view authenticity not as an intrinsic state but instead as the ability to adop...

Asking For Help

Asking For Help

Not wanting to seem weak, needy, and incompetent or like we’re taking advantage often keeps us from asking for help, but that’s often an overblown fear caused by our tendency to think the worst. Not asking for help, we miss out on potential knowledge and may end up worsening situations.

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