Successful Self-Leadership: An Inside-Out Approach in Seven Steps

Successful Self-Leadership

Successful Self-Leadership

An Inside-Out Approach in Seven Steps

Tim Baker

Successful Self-Leadership: An Inside-Out Approach in Seven Steps

Copyright © Business Expert Press, LLC, 2025

Cover design by Charlene Kronstedt

Interior design by Exeter Premedia Services Private Ltd., Chennai, India

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means—electronic, mechanical, photocopy, recording, or any other except for brief quotations, not to exceed 400 words, without the prior permission of the publisher.

First published in 2025 by

Business Expert Press, LLC

222 East 46th Street, New York, NY 10017

www.businessexpertpress.com

ISBN-13: 978-1-63742-622-7 (paperback)

ISBN-13: 978-1-63742-623-4 (e-book)

Business Expert Press Human Resource Management and Organizational Behavior Collection

First edition: 2025

10 9 8 7 6 5 4 3 2 1

To Bill King, an excellent teacher who believed in me.

Description

Great leaders all share a common secret: they prioritize personal development.

Successful Self-Leadership: An Inside-Out Approach in Seven Steps is not your typical leadership guide. Its seven diagnostic tools for each practice make it unique, providing practical and immediately applicable resources. This book incorporates the latest research to help you unlock your potential and prepare for the journey of self-leadership, ensuring that you are well-equipped to apply the knowledge in your daily life.

Dr. Tim Baker shares his unique Self-Leadership Development Framework, which consists of seven personal leadership practices, including The Inner and Outer Game, which separates the good from the great leaders.

At its core, the book focuses on the concept of self-awareness, first taught by Socrates and foundational to genuine leadership. It introduces seven unique practices essential for today’s leaders, equipping you with the tools to tap into your inner potential.

The book emphasizes that deep self-awareness, the journey of genuinely understanding oneself, is not a one-time destination but a continuous, engaging process that leaders should commit to. This understanding is crucial to personal and leadership success, and the book will guide you in staying engaged and committed to this process.

Successful Self-Leadership: An Inside-Out Approach in Seven Steps promises

greater self-awareness

more confidence

superior focus and

dynamic interpersonal skills.

Begin your path to greatness today—because the best investment you can make is in yourself. Your journey starts now!

Leadership expert Marshall Goldsmith called Dr. Tim Baker one of today’s most influential HR experts. With 18 successful books, Dr. Baker is a leadership expert and is constantly in global demand as a coach, consultant, and speaker. He was recently voted as One of the 50 Most Talented Global Training and Development Leaders by the World HRD Congress. (www.winnersatwork.com.au).

Contents

Testimonials

Introduction

PART IUnderstanding Self-Leadership

Chapter 1Self-Leadership Is the Foundation for a Great Life

Chapter 2The Seven Practices of Self-Leadership

PART IIThe Inner Game

Chapter 3Practice #1: Know Thyself

Chapter 4Four Simple and Proven Ways to Develop Self-Awareness

Chapter 5Practice #2: Discover True North

Chapter 6Why Should You Lead Anyone?

Chapter 7Practice #3: Build Strengths

Chapter 8Leading in a Digital World

Chapter 9Practice #4: Keep Growing

Chapter 10Leadership Growth Framework

PART IIIThe Outer Game

Chapter 11Practice #5: Show Intent

Chapter 12Eight Characteristics of Intentional Leaders

Chapter 13Practice #6: Self-Regulate

Chapter 1413 Proven Ways to Boost Emotional Self-Regulation

Chapter 15Practice #7: Be Curious

Chapter 16Unleashing the Power of Inquisitiveness

Conclusion

Appendices

Appendix AAre You a Peacock, Bull, Owl, or Lamb?

Appendix BLife Values Inventory

Appendix CDigital Leadership Development Profile

Appendix DInfluencing Capabilities Profile

Appendix EReflections on Leadership Intention

Appendix FSelf-Regulation Appraisal

Appendix GCuriosity Inventory

Notes

References

About the Author

Index

Testimonials

"Successful Self-Leadership is the latest book by Dr. Tim Baker, a renowned expert, author, and coach specializing in leadership, organizational performance, and culture change. He has written 18 books on these subjects. As the Chief Executive Officer of Lockyer Valley Regional Council, I have witnessed Dr. Baker in action as he led our organization through a journey of leadership development and cultural transformation, resulting in improved staff engagement and productivity.

In his new book, Dr. Baker posits that true leadership originates from within us. He emphasizes the importance of cultivating constructive habits such as goal setting, self-reflection, and seeking feedback from peers. While leadership can be taught to some degree, developing our own self-leadership behaviors can elevate us to a new level. This personal growth enhances self-awareness, improves our ability to self-regulate behavior, fosters self-motivation, and encourages ownership of our own development.

I highly recommend this book to anyone in a leadership position and to anyone interested in self-improvement."—Ian Church, CEO, Lockyer Valley Regional Council Lockyer Valley Regional Council

Tim’s way of summarising 2,000 years of leadership lessons and then putting that learning into a structured plan for our contemporary time is amazing. Following his seven practices will enhance your leadership success. His ‘out of the box’ thinking is essential for all leaders in our contemporary workplaces. —Mark Shaw, NEOS HR

Introduction

Embark on an extraordinary journey of resilience, empowerment, and transformation with Viktor Frankl’s (1984) gripping narrative in Man’s Search for Meaning.¹ Delve into his awe-inspiring survival of the Holocaust, where amidst unimaginable suffering, he not only endured but thrived, illuminating the power of self-leadership in the darkest of times.

Frankl’s story is a testament to the indomitable human spirit, where he not only survived the horrors of Nazi concentration camps but also exemplified self-leadership practices that are as relevant today as they were then. Anchored by his unwavering values, Frankl found meaning and purpose amid chaos, guiding his actions with resilience and determination.

His journey epitomizes self-leadership—the ability to navigate life’s challenges with purpose, integrity, and strength. As we delve deeper into Frankl’s experience, we uncover a profound self-understanding, the mastery of emotions, and the relentless pursuit of growth.

The concept of self-leadership emerged within organizational management literature, pioneered by Charles Manz in 1986.² He delineated self-leadership as a holistic self-influence paradigm, encompassing the ability to motivate oneself toward tasks that naturally inspire and effectively manage tasks that lack inherent motivation.

Self-leadership embodies seizing control over one’s thoughts, emotions, and actions to live a better life. It hinges on a profound understanding of oneself, the establishment of meaningful objectives, and initiative-taking behavior aligned with those objectives. Self-leadership entails charting one’s course through life’s vicissitudes with purpose and grit, akin to steering one’s ship through tumultuous seas.

Self-awareness, self-regulation, and self-motivation are central to the practice of self-leadership. Self-awareness involves discerning one’s strengths, weaknesses, values, and motivations, laying the groundwork for informed decision making and connection with long-term aspirations. Meanwhile, self-regulation empowers individuals to navigate impulses, emotions, and behaviors, fostering focus, resilience, and adaptability in pursuing goals. Additionally, self-motivation propels individuals to set ambitious yet achievable objectives, nurturing a positive mindset and seeking avenues for development.

Engaging in self-leadership necessitates discipline, introspection, and a growth-oriented mindset. It entails cultivating constructive habits such as goal setting, self-reflection, and soliciting feedback from peers. Moreover, it involves assuming accountability for one’s actions and decisions, recognizing that personal success and responsibility go hand in hand.

Is it worth all that?

Self-leadership empowers individuals to craft their destinies, guiding their lives with purpose, integrity, and resilience. The journey of self-discovery, growth, and transformation engenders greater fulfillment and efficacy across all spheres of life.

Why does self-leadership matter in the realm of effective management? It is the cornerstone for managers to survive and thrive in their roles. Through self-leadership, managers cultivate the essential qualities and behaviors to inspire, motivate, and guide their teams toward success.

Here are four overarching benefits for managers.

First, self-leadership amplifies self-awareness, enabling managers to discern their strengths and areas for growth. With this deeper understanding, managers can harness their talents while pinpointing areas ripe for development. This heightened self-awareness allows managers to adapt their leadership styles to suit various situations and individuals, fostering a more inclusive and supportive work environment.

Second, self-leadership enriches one’s capacity to self-regulate, enabling better management of emotions, reactions, and behaviors, especially in high-pressure or uncertain scenarios. This ability to maintain composure and focus provides stability and direction for their teams. By modeling self-regulation, managers set a positive example, encouraging resilience and adaptability among their employees.

Third, self-leadership ignites self-motivation, propelling managers to continuously pursue excellence and inspiring their teams to do the same. Motivated managers set ambitious yet achievable goals, demonstrating a steadfast commitment to personal and organizational success. Their enthusiasm and passion are catalysts, infusing their teams with purpose and dedication and driving performance and innovation.

Lastly, self-leadership empowers managers to take ownership of their development and growth. By actively seeking feedback, learning opportunities, and mentorship, self-led managers continually refine their leadership skills and expand their interpersonal impact.

Self-leadership is indispensable for managers to cultivate the qualities and behaviors essential for outstanding leadership. Managers can inspire, empower, and guide their teams toward achieving success through mastery of self-awareness, self-regulation, and self-motivation.

While the literature on leading others abounds, the focus on self-leadership must be more extensive. Successful Self-Leadership: An Inside-Out Approach in Seven Steps stands out among its peers with its unique Self-Leadership Development Framework. This framework, comprising seven self-leadership practices, serves as a guiding light for personal and professional growth. Coupled with diagnostic tools for each practice, readers gain deeper insights into their current mindset and behaviors, paving the way for leveraging strengths and mitigating weaknesses.

Part I of the book offers a comprehensive exploration of self-leadership, introducing readers to the seven practices and providing a roadmap for their development. Part II delves into the four practices of The Inner Game, focusing on self-discovery, setting direction, leveraging strengths, and continuous growth. In Part III, we explore The Outer Game’s three practices: intentionality, self-regulation, and curiosity. Additionally, seven diagnostics are included for each practice to offer deeper insights into your growth as a leader and an individual.

Embark on the transformative journey of self-leadership. Let’s dive in and unlock your potential within. I asked, Is it worth all that?

Answer: Yes, it is!

PART I

Understanding Self-Leadership

CHAPTER 1

Self-Leadership Is the Foundation for a Great Life

Leadership is as much about who you are as it is about what you do.

Abraham Lincoln, the 16th President of the United States, believed in leading by example. He thought a leader should have strong moral principles, be willing to take risks and be prepared to learn from failures and mistakes.

Lincoln was known for his integrity, honesty, and compassion. He believed a leader should act in the best interests of the people they serve. Lincoln was prepared to make tough choices that benefited the nation, even when these decisions were unpopular.

A famous quote attributed to Lincoln is, I am not bound to win, but I am bound to be true... (Neilsen and Sirke, 2016)¹ This comment sums up his commitment to self-leadership. Lincoln understood that leaders should be true to their values and act with integrity, regardless of the outcome.

He was a life-long learner. Lincoln was a voracious reader, a skilled orator, and open to learning from the many setbacks he endured throughout his life. He did not fear new challenges and always looked for ways to improve himself and his leadership capabilities.

Lincoln’s commitment to self-leadership helped him become one of the most revered leaders in American history. His integrity, honesty, and willingness to take risks and learn from failure continue to inspire leaders worldwide.

Self-leadership is the basis for exceptional leadership. Over the past two decades, I have coached thousands of leaders in 13 countries. I have observed that extraordinary leaders are obsessed with personal development. Great leaders are always looking for ways to improve. The opposite is true, too. Underperforming leaders also have one thing in common: They neglect their personal development and have stopped growing.

Leadership is as much about who you are as it is about what you do. Outstanding leadership—such as that exemplified by Lincoln—requires extraordinary action. A great leader’s accomplishments stem from cultivating impressive character traits, such as courage and empathy. Exceptional achievements come from a unique mindset. We will explore seven practices of self-leadership that separate the ordinary from the extraordinary leader.

Before exploring these practices, we need to define self-leadership.

What Is Self-Leadership?

Developing leadership potential starts from within. However, the books we read, the seminars we attend, and the workshops we participate in teach us that leadership is a set of prescribed tactics and strategies to learn, such as driving a car. Although leadership skills obtained from training are undoubtedly valuable and necessary—without the proper mindset—these capabilities are not applied or are poorly executed.

Traditional leadership training focuses mainly on the way a manager interacts with others. The implication is that what a leader does (and does not do) holds the key to their success. For example, the leader learns to listen and be decisive. As valuable as these behaviors are, applying these skills involves more than what is learned in the training room.

Leadership training focuses on the outer game, whereas self-leadership begins with the inner game. Self-leadership is based on the premise that how we think shapes our behavior. Being self-aware, reflective, and continuously learning is the basis of self-leadership, which is inside-out leadership.

Here is an illustration of what I mean.

Franco thinks he is a good listener. However, those who work with him know that Franco does not listen. He is impatient and jumps in without taking the time to understand others’ points of view entirely. Franco’s boss decides to send him on a communication training course, thinking this will fix the problem. However, due to a lack of self-awareness, it is unlikely that Franco will apply the lessons learned from this training, even though they are relevant to his development.

Building leadership capability is marketed as a series of techniques to be acquired. However, with sufficient self-understanding, these training programs are more effective at changing behavior. Furthermore, if the participant in these courses does not have the aptitude for self-learning, everything stays the same in their external environment. Sustainable behavior change begins from within.

Take Edwina, for example. Jenny, her boss, enrolls her in a delegation course. Jenny tells Edwina that she is taking on too much and needs to delegate more tasks to her team. The course prescribes valuable techniques for delegating. Edwina enjoys the program. However, Jenny notices that she still needs to assign tasks to her team after a few weeks. It is business as usual for Edwina.

Why?

She is a control freak—her team sees Edwina as a micromanager. Real behavior change will only occur for Edwina when she fully understands her reluctance to delegate work to the team. Edwina does not trust her team members to complete the job, so she jumps in and does the work herself. Learning to delegate does not solve Edwina’s lack of trust in her team.

Overcoming Obstacles

Many outstanding leaders I have worked with have overcome significant personal obstacles. A few are painfully shy, and others suffer from what psychologists Clance and Imes (1978) called imposter syndrome."² These impressive leaders adopted an inside-out approach to overcome these barriers. In other words, they worked to be more outgoing and confident. Self-confidence cannot be learned from a book or podcast—it is an inside job.

Here are five examples of the power of self-leadership to overcome significant barriers.

Malala Yousafzai is a Pakistani activist for female education and the youngest Nobel Prize laureate. The Taliban shot her in the head in 2012 for speaking out against their restrictions on education for girls. However, she survived and advocated for women’s education and empowerment.

Nelson Mandela was a South African anti-apartheid revolutionary who became the country’s first black president. He spent 27 years in prison for his activism. However, upon his release, he continued to fight for equality and reconciliation between South Africa’s different racial groups. Mandela demonstrated zero bitterness and did not harbor feelings of revenge toward his prisoners.

The British theoretical physicist and cosmologist Stephen Hawking passed away on March 14, 2018, at 76. Hawking made groundbreaking contributions to our understanding of the universe. He was diagnosed with a motor neuron disease at the age of 21, which gradually left him paralyzed. However, he continued to work and communicate through a speech-generating device until his death.

The British author and philanthropist J. K. Rowling is best known for writing the Harry Potter series. She struggled with depression and poverty as a single mother before the success of her books, which have since sold over 500 million copies worldwide.

Nick Vujicic is an Australian motivational speaker who was born with tetra-amelia syndrome, a rare disorder that left him without arms or legs. Despite this, he has become a successful speaker and author, inspiring others to overcome obstacles and live life to the fullest.

These leaders applied inside-out leadership.

Self-leadership is not only about overcoming shortcomings and barriers. It is also about discovering and using one’s strengths to be a better leader. One of the seven practices is build Strengths, which we cover in Chapters 7 and 8.

Many people are promoted to leadership roles because of their superior technical capabilities. They may be outstanding accountants or brilliant engineers. Technically, they are competent problem solvers but probably need better leaders. Nonetheless, they are promoted to leadership based on their technical know-how.

For instance, the assumption is that a sound engineer will make a good leader of engineers. However, this is only sometimes the case. The transition will only happen when the technically capable engineer invests similar time and energy into developing themselves. The technically competent engineer can grow into a skilled leader with a readiness to self-reflect, heightened self-awareness, and practice. This is the journey of self-leadership.

When I enrolled in my first undergraduate degree many moons ago, I chose electives that did not require me to give a presentation for assessment. At the time, I was scared stiff of speaking in public! I read Carnegie's (1998) famous book, How to Win Friends & Influence People, in my late teens.³ Carnegie said it is unavoidable to go through life without learning to speak in public, whether at a funeral, wedding, or other occasion. So, he suggested learning the necessary skills of public speaking. I thought at the time: Good God, is there another way? With a sigh of resignation and trepidation, I joined Toastmasters.* Despite being scared, I would front up and participate in the program every week. I stuck with it. It was a life-changing decision. Now I get paid to speak all over the world.

With a growth mindset—a concept we explore in Chapter 9—and hours and hours of practice, you can overcome a limitation, whether in public speaking or something else.

To be a good leader, one needs a cheerful outlook, an uncompromising set of beliefs, and an unwavering determination to succeed. John Quincy Adams, the sixth President of the United States, served from 1825 to 1829. He was the son of the second U.S. President, John Adams. John Quincy Adams said, If your actions inspire others to dream more, learn more, do more, you are a leader (White, 2023).⁴ Leadership is about inspiring others to fulfill their