Let us encourage ourselves to change what can be changed, patiently accept what cannot be changed, and come to the wisdom to recognize the differences between these instances.
When you first come to a youth council, parliament, you may feel suddenly bound. You may experience a feeling of dependency not only on the people who create the space for the parliament to function but also on the opinions of other parliament members. More important to your success is knowledge, both of yourself and others. By knowing yourself and others, you can better coordinate your activity to achieve your sought-for goal. In recent years, it became more apparent that: ‘He who invests time and money in knowing himself and others becomes an outstanding, unmissable leader. ‘
It is irresponsible to lead others without understanding ourselves first. The personality typology is a fundamental key to defining human behaviour, especially for experience acquisition and subsequent actions. (It is important to note that personality typology is not a dogma. Therefore, let us understand each result of this typology as a model for inspiration, in the context of which we can understand our own and others’ experiences and actions)
A leader can accurately work with these components not just within himself, but he can also use them to estimate other people’s possible emotional experiences and subsequent actions. This ability comes from learning the theoretical concepts, which one should learn to compare with his judgment and observations. One should aim to explore and, most importantly, to use their abilities. To not be put in a role of day-to-day survival, you should use your intellect and know your possibilities.
Through self-understanding, you can gain a better idea of what prerequisites you have for:
– your leadership style,
– task assignment,
– searching for team members,
– decision making,
– individual problem-solving
As leaders, you can define the following areas based on self-diagnosis:
– you have an established value system, including the ability to take responsibility for your actions,
– understanding of your behaviour as well as the behaviour of a leader,
– the need for certainty – you know how to deal with uncertainty and how you view risk,
– tress resilience – you know how resilient you are to stress and how to manage it, if necessary,
– emotional maturity – you build emotional maturity, you can perceive others, you develop self-control, you don’t tend to succumb to momentary emotions, and you can accept criticism.
Try to think about the recurring, similar reactions in the following situations:
a) relationship to negative emotions,
b) relationship to positive emotions,
c) relationship to self-control.
Imagine three situations:
1) How you experience a negative emotion – What do you do in such a moment concerning yourself and others?
2) How you experience a positive emotion – What do you do in such a moment concerning yourself and others?
3) How do you limit yourself – do you tend to be impulsive, focused on the feelings and impressions of the moment, or are you aware of the long-term consequences of your actions and therefore avoid risk and danger?
You can similarly analyze other situations. A leader can use this tool for successful leadership precisely by regarding the different possible sentience of the same situation.