What if you had the kind of leaders who could turn every obstacle into an opportunity and, when needed, could forge a new path through innovation while staying true to company values? These are some of the strengths that leaders at the Self-Authoring stage of development have to offer. This article continues a series we’re doing on vertical development. If you need a refresher on the Socialized Mind, the stage that precedes the Self-Authoring Mind, you can find it here.
This article will explore the Self-Authoring Mind, diving into its defining traits, where these leaders excel, the hurdles they face, and how coaching and HR can support them. We’ll weave in case studies of leaders like J and B throughout the discussion because their journeys will show us where leaders at this stage excel, some of the hurdles they face, and how we can best support them.
When we understand the transformation from the externally driven Socialized Mind to the internally guided decision-making of the Self-Authoring Mind we can find effective ways to support leaders as they move through these stages of development and lead us into the future.
What Is The Self-Authoring Mind?
Picture a leader who constructs their own identity, guided by personal values and principles rather than external expectations. This is the essence of the Self-Authoring Mind, a stage in Robert Kegan’s Constructive Developmental Theory. At this stage, individuals develop an internal framework for making sense of the world, allowing them to set personal goals and standards.
The hallmark of the Self-Authoring Mind is a self-directed, self-generating capacity to set and pursue goals that align with one’s own values and identity, independent of external validation.
Robert Kegan
American developmental psychologist
Meet B, a senior executive at a global consulting firm known for his strategic vision and ability to drive transformative change. His leadership style is characterized by clarity of purpose and a strong personal ethos demonstrating how the Self-Authoring Mind operates in practice.
In contrast, we have J who when we began to work together headed up a big service team. She was happy-go-lucky, positive and energetic, and could do the work, exactly as it was explained. She didn’t think strategically or outside the box and tended to have short-term thinking. It was hard for her to manage some of her team leads, who really wanted to make significant changes. She had trouble seeing the bigger picture and understanding how to coordinate across the organization. With a little support, J has the potential to reach the Self-Authoring Mind stage of development.
Characteristics Of The Self-Authoring Mind
Here are some of the key characteristics that influence the leadership style of Self-Authoring leaders:
Internal Compass
Their decision-making is guided by their own values and beliefs, rather than external validation. This allows them to make decisions based on their own analysis and convictions, rather than needing to constantly seek approval. In contrast, leaders at the Socialized Mind stage might prioritize consensus and external validation, often deferring to established norms.
B sets ambitious goals and makes bold decisions based on his internal values and strategic insights. He encourages his team to think independently and align their actions with the broader organizational vision.
B’s leadership, rooted in the Self-Authoring Mind, demonstrates the power of having a strong internal compass and the ability to navigate complexity with confidence.
Autonomous Identity
They possess a strong sense of self, independent of their roles and relationships. This means they’re better able to handle negative feedback because it doesn’t interfere with their sense of self.
An autonomous identity allows individuals to take control of their lives, make decisions based on their own values, and pursue goals that are meaningful to them. This sense of agency leads to greater empowerment, as individuals feel confident in their ability to shape their own future.
Autonomous individuals are less susceptible to external pressures and influences. They can critically evaluate societal norms, expectations, and the opinions of others, making choices that align with their personal beliefs rather than conforming out of a need for approval. This resilience helps them navigate challenges and conflicts with greater confidence and stability.
An autonomous identity supports more sophisticated problem-solving and decision-making. Individuals at this stage can analyze situations from multiple perspectives, weigh options based on their own criteria, and make informed, independent decisions. This leads to more effective and thoughtful outcomes in both personal and professional contexts.
Those with an autonomous identity are often seen as strong leaders because they have a clear sense of direction and purpose. Their ability to articulate their vision and values inspires others and provides a stable foundation for guiding teams and organizations. They can lead with authenticity and integrity, which builds trust and respect among followers.
In the beginning, J struggled to come up with topics for our coaching sessions. As she began to deepen her self-awareness and practiced coming up with innovative solutions, she came out of her comfort zone. In fact, she actually spoke up against a decision most of the senior team wanted to make, and advocated successfully.
When we first began to work together J demonstrated signs of the Socialized Mind such as relying on external guidance and validation, focusing on following instructions and maintaining a positive, harmonious environment, and struggling with strategic thinking and long-term planning. She had difficulty managing team leads with innovative ideas and broader perspectives.
Together we worked to build self-awareness through regular self-reflection and discussion and used feedback tools to provide insights into her strengths and areas for growth. We found frameworks and models she could use for strategic thinking and long-term planning and held brainstorming sessions to explore more out-of-the-box ideas. We discussed how to handle team dynamics and advocate for ideas.
At the final stage of development, they begin to see the limits of their autonomous identity and become more open to integrating multiple perspectives and embracing complexity. At this stage, they realize that their identity is not fixed but fluid and interconnected with broader systems, leading to even greater flexibility, wisdom, and adaptability.
Strategic Thinking
They are capable of abstract and strategic thinking, integrating multiple perspectives to navigate complex scenarios. And, they can synthesize these diverse viewpoints to create innovative solutions and strategies.
Strategic thinking allows individuals to look beyond immediate concerns and focus on long-term goals and outcomes. This forward-thinking approach is essential for setting and achieving meaningful objectives, whether in personal life, career, or organizational contexts. It enables individuals to align their actions with a broader vision, leading to sustained success over time.
Individuals who engage in strategic thinking are better equipped to address complex problems. They can analyze situations from multiple angles, and anticipate potential challenges. This holistic approach leads to more effective and sustainable solutions.
Strategic thinking is a key component of effective leadership. Leaders who think strategically can articulate a clear vision, inspire others, and guide their teams or organizations toward achieving long-term goals. Their ability to see the bigger picture and align individual efforts with broader objectives enhances their influence and effectiveness as leaders.
Strategic thinking involves anticipating change and being prepared to adjust plans as needed. Individuals who think strategically are more adaptable, as they can modify their strategies in response to new information or changing circumstances. This adaptability fosters resilience, allowing individuals and organizations to thrive in dynamic environments.
Strategic thinkers are often lifelong learners who seek to understand emerging trends, new ideas, and evolving circumstances. Their commitment to continuous learning allows them to refine their strategies over time, ensuring that they remain relevant and effective in a changing world. This focus on growth and improvement is essential for personal and professional development.
Coaching was a safe space for J to explore and challenge her comfort zones and reflect on past experiences and how they influenced her current behavior and mindset.
As J put in the work she was able to grow into the Self-Authoring Mind. She developed her own internal values and beliefs, began to think strategically and consider long-term impacts, took ownership of her role, and started to lead with confidence. And J became more comfortable with making decisions and advocating for her ideas.
At the final Self-Transforming Mind stage of development, individuals recognize the limitations of their own strategic frameworks and become more open to adapting or even transcending them in light of new insights or changing contexts. This evolution leads to an even more nuanced and flexible approach to thinking, where strategies are not just designed but continually reevaluated and refined in response to an ever-changing environment.
Vision-Driven
Their actions are aligned with a personal vision and long-term goals. They’re able to articulate a clear vision and inspire others to follow it, even if it challenges the status quo.
These qualities enable Self-Authoring Mind leaders to lead with purpose and clarity, even in the face of ambiguity. This clarity helps them stay focused on long-term goals, even in the face of challenges and distractions. A well-defined vision acts as a guiding star, aligning their efforts with their deepest values and aspirations.
A compelling vision inspires motivation and commitment. When individuals are driven by a vision, they are more likely to persevere through difficulties and maintain their dedication to achieving their goals. This intrinsic motivation is powerful, as it comes from within rather than being dependent on external rewards or validation.
Vision-driven individuals often emerge as strong leaders because they can articulate a clear, inspiring vision that resonates with others. This ability to communicate a compelling future state can galvanize teams, organizations, or communities, aligning collective efforts toward shared goals. Vision-driven leaders inspire trust and commitment, making it easier to mobilize resources and support for their initiatives.
Having a clear vision enables more strategic decision-making. Vision-driven individuals can evaluate options and make choices that align with their long-term objectives. This strategic alignment ensures that their decisions contribute to the realization of their vision, making their actions more coherent and purposeful.
Vision-driven individuals are often focused on creating a lasting impact. Whether in their personal lives or in a broader organizational or societal context, their vision drives them to contribute to something greater than themselves. This focus on long-term impact can lead to meaningful contributions and a lasting legacy that extends beyond their immediate influence.
Under B’s leadership, the firm successfully navigated several major transformations, achieving significant growth and innovation. His ability to lead with conviction and strategic foresight has earned him the respect and trust of his colleagues.
As individuals evolve into the Self-Transforming Mind they begin to see the limitations of any single vision and become more open to evolving and integrating multiple perspectives. They recognize that their vision is part of a larger, interconnected system, and they become more flexible in adapting their vision as they encounter new insights and changing circumstances. This evolution allows for even greater wisdom, adaptability, and the ability to navigate complex, dynamic environments.
Where Leaders With The Self-Authoring Mind Thrive
Leaders at the Self-Authoring Mind stage excel in environments that require strategic thinking, autonomy, and visionary leadership.
Here are some contexts where they thrive:
- Dynamic Organizations: These leaders can adapt and innovate in rapidly changing environments to drive the organization forward.
- Strategic Roles: Roles that demand long-term planning and visionary leadership benefit from their ability to see the bigger picture.
- Transformative Situations: Situations that require bold, decisive actions and the ability to navigate uncertainty are well-suited to their strengths.
By leveraging their strategic thinking and autonomy, leaders at the Self-Authoring Mind stage can lead organizations through complex challenges and meaningful change.
Challenges And Struggles Of The Self-Authoring Mind
Despite their strengths, leaders at the Self-Authoring Mind stage face several challenges and most of them have to do with balance. Balancing new-found confidence with humility, balancing new ways of being with slipping into old patterns. Like with any kind of growth it isn’t nearly as linear as it seems on the page.
Here are some of the hurdles:
- Balancing Vision And Practicality: They may struggle with balancing their visionary goals with practical constraints.
- Overconfidence: Their strong sense of self can sometimes lead to overconfidence and a reluctance to seek feedback.
- Navigating Resistance: Implementing transformative changes can be challenging, especially when facing resistance from those who prefer the status quo.
These challenges can impact their ability to achieve their vision and maintain team alignment. For instance, a leader might push for a bold new strategy without fully considering the operational realities, leading to implementation challenges.
How Coaching Can Support The Self-Authoring Mind
As we saw with our case study of J, coaching can play a crucial role in supporting leaders as they grow into the Self-Authoring Mind stage.
Here’s how:
- Enhancing Self-Awareness: Coaches can help leaders deepen their self-awareness, by helping them recognize their strengths and weaknesses, ensuring their actions are aligned with their values and goals.
- Balancing Vision And Execution: Coaching can help leaders articulate and refine their vision, ensuring it aligns with their values and organizational goals. And also to learn how to develop strategies for effectively implementing their vision, balancing long-term goals with short-term realities.
- Encouraging Feedback: Coaching can emphasize the importance of seeking and integrating feedback, helping leaders remain open to diverse perspectives. When leaders learn to value feedback, instead of avoiding or fearing it, they help to foster a culture of continuous learning and improvement and create a work environment that is psychologically safe.
By focusing on these areas, coaches can help Self-Authoring Mind leaders maximize their potential, lead with both vision and practicality and, over time, evolve into the next stage of development - the Self-Transforming Mind.
How HR Can Support The Self-Authoring Mind
HR plays a pivotal role in supporting leaders at this stage and every stage of development.
Here’s how:
- Developmental Programs: You can offer programs that enhance strategic thinking, self-awareness, and the ability to navigate complexity or choose leadership development programs that have these things already embedded in them.
- Feedback Mechanisms: Implement robust feedback mechanisms to provide leaders with diverse perspectives and constructive insights. And create a culture that values feedback, sees it as an opportunity for growth, and recognizes that it’s safe to make mistakes because they are part of learning.
- Leadership Forums: Establish forums where leaders can share their visions, challenges, and insights with peers to foster a culture of continuous growth. Implement mentorship programs with senior leaders who have reached the Self-Authoring or Self-Transforming Mind stages for added impact.
- Encouraging Autonomy: When you demonstrate that you value autonomy and encourage leaders to take bold, innovative actions, you help to create a culture that prioritizes creativity and innovation. Providing opportunities for leaders to set their own goals and take ownership of outcomes reinforces their ability to operate at the Self-Authoring Mind level.
- Supporting Transformations: Providing resources and support for leaders driving transformative changes ensures they have the tools and insights needed to succeed. Equipping managers with training to support individuals at different stages of their development is crucial, as it enables them to effectively guide their teams through complex transitions. This targeted approach ensures that all leaders, regardless of their current developmental stage, receive the support they need to thrive.
By creating a supportive environment, HR can help Self-Authoring Mind leaders thrive and achieve their visionary goals.
Understanding the Self-Authoring Mind is crucial for organizations aiming to develop visionary and strategic leaders. By recognizing the characteristics and challenges of this stage, and implementing supportive coaching and HR initiatives, organizations can help leaders navigate complexity and drive meaningful change.
In the Self-Authoring Mind individuals move from being shaped by their environment to shaping their own experience, crafting their own internal systems of meaning.
Robert KEgan
American developmental psychologist
This kind of growth allows leaders to become more resilient, more adaptable in the face of change, and ultimately more effective in their roles.
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