Académique Documents
Professionnel Documents
Culture Documents
JANE E. DUTTON
William Russell Kelly Professor of Business
Administration and Professor of
Psychology
Stephen M. Ross School of Business
University of Michigan
GRETCHEN SPREITZER
Professor of Management and
Organizations
Stephen M. Ross School of Business
University of Michigan
CONTACT INFORMATION:
Center for Positive Organizational Scholarship
Stephen M. Ross School of Business
University of Michigan
701 Tappan Avenue, W7715
Ann Arbor, MI 48109
(734) 647-8154
www.bus.umich.edu/Positive/
Copyright © by the Regents of the University of Michigan 2006
All rights reserved
Published in the United States of America
Center for Positive Organizational Scholarship
Manufactured in the United States of America
Acknowledgments
i
Table of Contents
Acknowledgments i
Executive Brief iii
Becoming Extraordinary 1
What is the Reflected Best Self? 3
Six Things Your Reflected Best Self is NOT 5
Now What? Five Steps Towards Bringing My Best Self to Life 9
Step One: Compile Reflected Best-Self Portrait 10
Activity 1: Compile a Reflected Best-Self Portrait 13
Step Two: Analyze Data and List Enablers and Blockers 14
Activity 2: Identify Enablers and Blockers 15
Step Three: Personal Vision Statement 16
Activity 3: Compose Personal Vision Statement for Becoming an Extraordinary Leader 17
Step Four: Identify Contribution Gaps 18
Activity 4: Identify Contribution Gaps 19
Step Five: Personal Development Agenda and Action Plan 20
Activity 5: Establish Personal Development Agenda and Action Plan 22
Lifelong Journey 24
Moving Beyond “Good Enough” 25
Suggested Readings 27
Background 28
ii
Executive Brief
iii
BRINGING MY REFLECTED BEST SELF TO LIFE
Becoming Extraordinary
Being extraordinary does not necessarily mean obtaining a position of honor or glory or even
becoming successful in other people’s eyes. It means being true to self. It means pursuing our
full potential.1
Becoming extraordinary is not about being better than everyone else, nor is it about fixing our
weaknesses. Rather, it is about learning how we can engage in fulfilling and purpose-driven
work that makes a difference. Through reflection on your best self, you can better understand
how you impact your family, friends, colleagues, clients, and community members in positive
ways.
In the Reflected Best Self exercise, you gathered feedback about who you are at your best. Ten
to twenty different people in your life took the time to share a few stories and memories about
times when they felt you were making valuable contributions to the world. Taken together,
these moments illustrate not just a catalog of your competencies, but a living, breathing
1
BRINGING MY REFLECTED BEST SELF TO LIFE
portrait of the positive impact you have on others and your surroundings. All in all, we
hope that this increased understanding of your best self will help you to act with confidence,
integrity, and authenticity in all different types of situations.
It is also important to recognize that everybody will NOT be good at everything. The Reflected
Best Self exercise aims to help you become familiar with skills and strengths that you already
possess, which can help you to focus your efforts on maintaining and refining your unique
gifts. Research suggests that this approach can yield significant results.2
In the pages that follow, you’ll learn how to use the feedback you received as part of the
Reflected Best Self exercise. After you’ve read this booklet, you will have:
Refer to Roberts, Dutton, Spreitzer, Heaphy & Quinn (2005) “Composing the Reflected Best-Self Portrait: Building
2
2
BRINGING MY REFLECTED BEST SELF TO LIFE
AS YOU REVIEW THE DIFFERENT STORIES you received through the Reflected Best
Self exercise, you can see that when you are at your best, you are drawing on your unique
combination of talents, skills, values and experiences to make a positive difference in the
world. By using your strengths, you are able to create a constructive experience for others
as well as a positive experience for yourself. This “sweet spot” is illustrated in the following
diagram (Figure 1):
Situation Attributes
Constructive
Strengths experience
for others
Positive
experience
for you
3
BRINGING MY REFLECTED BEST SELF TO LIFE
Your reflected best self is anchored in your strengths, rather than your weaknesses. We define
strengths broadly to include:
Note that this broader definition of strengths delves beneath the surface of your skills and
abilities to the essence of your uniqueness as a person. Your experiences and your values can
enable to you to make critical contributions to your workplace and your world. For example,
you may exhibit the character strength of persistence in the face of failure, or forgiveness
in the face of disappointment. Being at your best doesn’t mean that you always perform
perfectly. Instead, it means adding together your strengths in a way that constitutes valuable
resources; together they comprise your best self.
Notice that we are not highlighting the best in general terms. Rather, the Reflected Best Self
exercise seeks to help you identify your best. Your best self is what makes you unique, rare,
and difficult to imitate. It is your source of sustained competitive advantage. Becoming
familiar with these qualities helps you to see where you have the potential to add unique
value in the world.
4
BRINGING MY REFLECTED BEST SELF TO LIFE
1. NOT Based on a “Deficit Model.” The theories upon which the Reflected Best Self exercise
is based suggest that our best opportunity for progress toward excellence is not a function
of improving on our weaknesses, but is a function of building on our strengths. This type
of research focuses on the positive dynamics (strength, resilience, vitality, trust, and so on)
that lead to positive effects (improved productivity and performance) in individuals and
organizations.
Completing the Reflected Best Self exercise is the first step of an ongoing developmental
process:
■ First, you unearth how you are experienced at your best, by yourself and others.
■ Next, you extract and distill a core set of attributes, tendencies and enablers.
■ Third, you identify any gaps where strengths are underutilized or weaknesses
overemphasized.
■ Finally, you capitalize on your strengths and ability to add value.
Doing this kind of work is not easy, and can feel self-centered—even counter-cultural.
Most of us are uncomfortable when talking about our strengths and gifts, having been
chided not to brag or boast. We also tend to seek and value deficit-oriented feedback
because it helps us to feel that we are managing risks effectively. Plus, research also suggests
that we believe “bad” feedback more easily than we do “good” feedback, and that negative
thoughts, experiences, and emotions often have a stronger impact on us than the reverse. It
is a paradox of human psychology that while people remember criticism, they respond to
praise. The former makes most people defensive and therefore unlikely to change, while
the latter produces confidence and the desire to perform better.
5
BRINGING MY REFLECTED BEST SELF TO LIFE
On the whole, high-quality appreciative feedback is rare. Sure, we often tell someone
“good job” but rarely do we take the feedback to a deeper level about what they did that
made a difference. We rarely seek it, and it is rarely offered. Some of us can be uncertain
about whether our best selves are valued or appropriate in different situations. Overall,
the aim of the Reflected Best Self exercise is to give you a better understanding of your
strengths in order to see which ones transcend specific situations and are broadly useful
in many different settings. Armed with constructive, systematic processes for gathering
and analyzing data about your best self, you can burnish your performance at work and
beyond.
2. NOT a Static Portrait Designed to Stroke Your Ego. The purpose of this exercise is NOT
to swell your head. The qualities described by your friends, colleagues, and loved ones
comprise a complex portrait of you at your best. It is nice to hear positive feedback, but the
information you received should not be interpreted as a static, or unchanging, view of who
you are. Indeed, we would hope that your best self would continue to evolve and develop
over time as you grow and experience all that life has to offer.
Thus, the aim of the Reflected Best Self exercise is to assist you in developing a plan for
effective growth and development. Without such a plan, it is unlikely that you will be able
to fully extract the learning and momentum that comes from this kind of reflection.
We realize that to be effective, this exercise requires commitment, diligence, and follow-
through. The lessons generated from this exercise may elude you if you don’t pay sincere
attention to them. If you are too burdened by time pressures and job demands, you may
just file the information away as a feel-good pat-on-the-back, and forget about it. It may
even be helpful to have a coach to keep you on track. The steps described in the next section
are challenging, but if employed with intention, can help you realize your potential in the
world.
3. NOT an Invitation to Ignore Your Weaknesses. Be forewarned that completing the
Reflected Best Self exercise and having a better understanding of your strengths does not
mitigate your responsibility to know yourself and manage around your weaknesses. There
are many situations in which you may be required to draw upon skills which are not your
strongest, and if you do not learn to perform at a reasonable level of competence, failure
may follow. Conversely, an over-reliance on your strengths can also be problematic.
Thus, you need to learn to operate within the “sweet spot.” In order to do so, you need
to identify any Achilles’ heels—those behaviors, personality traits, and performance
6
BRINGING MY REFLECTED BEST SELF TO LIFE
deficits that might interfere with your ability to leverage your strengths in a way that
creates a positive experience for you and a constructive experience for others—and
a plan for managing them. For example, if you enjoy organizing projects, but have
difficulty motivating others, you might want to try working with inanimate objects, or
seek opportunities to collaborate with inspirational colleagues. Managing around your
weaknesses may also involve learning to delegate certain tasks, or putting enough effort
into developing new skills in order to achieve an acceptable level of performance.
4. NOT an Abstract Catalog of Strengths. The feedback you obtain in the Reflected Best Self
exercise does NOT provide you with an abstract catalog of your strengths. If someone were
to give you a simple list of strengths (or weaknesses) you might find that interesting—but
it would probably not tell you very much about how to exercise those strengths in the
future. Words alone can be vague or confusing, and you might have questions about what
specific words meant, or when you were exhibiting those qualities.
In contrast, the Reflected Best Self exercise feedback provides you with a number of stories
about you at your best. By reading and analyzing the stories, you can see that your best
self emerges when embedded in a specific context or situation. You can return to these
stories again if and when you are trying to understand what “being creative” looks like,
for example.
5. NOT a Purely Individual Phenomenon. Some types of feedback that you may receive
are focused solely on you. The Reflected Best Self exercise, however, reveals how you are
experienced by others when you are at your best. By collecting stories from friends, family,
and/or colleagues, you have the opportunity to reflect on the experience you create for
others and yourself in different situations.
By definition, the Reflected Best Self exercise reveals your impact on a variety of individuals
and situations. It is inherently connected to others’ experience of you, as the Venn diagram
in Figure 1 demonstrated. The reflected best-self portrait you create is NOT about what
you love, but what others love and/or value about you. It highlights your presence and
your impact on others and your surroundings.
As you reflect on the feedback, you will probably find that it is easier to be your best self in
some contexts than in others. This is important to notice. Although you will not always be
able to choose your surroundings, and it is unrealistic to expect that you would be at your
best at all times, it can be helpful to raise your awareness about the social conditions that
shape your ability to be at your best.
7
BRINGING MY REFLECTED BEST SELF TO LIFE
6. NOT the Same for Everyone. The feedback you received on your best self is NOT based
purely on external standards of excellence. Instead, your friends and colleagues generate
a profile based on their own assessment of you and your moments of greatness. As you
read their stories and analyze the feedback, you should remember that your standard
for making sense of this information is an internal one. You may find that not all the
strengths people describe about you are important to you. They may be competencies that
are required by your job, but not part of your uniqueness as a human being.
Some generic assessment tools assume that each person can learn to be competent in almost
anything, and then rate individuals according to some universal standard of success. A
fable helps to illustrate the limitations of this approach:
Once upon a time, the animals got together and decided to found a school. They chose a core
curriculum of six subjects: swimming, crawling, running, jumping, climbing and flying. At first,
the duck was the best swimmer, the dog was the best runner, and the rabbit was the best jumper.
Following weeks of classes, however, many of the animals sustained injuries. The duck wore out
the webs of its feet in running class and wasn’t allowed in the water. After crashing in flying class,
the dog broke its leg and could barely walk. And, the poor rabbit injured its back after falling in
climbing class and couldn’t even make a small hop. So, by the end of the year, the eel, who could do
a little bit of everything, but nothing very well, became class valedictorian.3
The moral of this story is: we are not all trying to become eels!! Rather, we hope to be
extraordinary swimmers or jumpers or runners according to our individual capacity to
do so. External standards for achievement are necessary, but not sufficient indicators for
individual development. The best self instrument helps you to identify areas in which you
alone can improve. Your friends and colleagues judge you according to your own unique
capacity to contribute to the world, and the feedback you receive is customized.
All in all, the Reflected Best Self exercises challenges the myth that people are well-rounded.
In fact, as the above fable reveals, few high-performing individuals are jacks-of-all-trades. In
sum, remember that excellence is a function of uniqueness. Every person—including you—
has their own way of making a positive contribution to the world. The Reflected Best Self
exercise can help you shed a more nuanced, complex light on skills that you might take for
granted. By knowing your unique patterns, you are better positioned to capitalize on your
strengths. The next section makes some suggestions about how to go about doing this.
Source unknown.
3
8
BRINGING MY REFLECTED BEST SELF TO LIFE
You begin by compiling your reflected best-self portrait. If you have already completed a
reflected best-self portrait in class or elsewhere, you can use this time to refine it or just copy
it in here. Once your portrait is complete, you can analyze your data and make a list of what
we call best self “enablers and blockers.” The suggested third and fourth steps are to compose
a personal vision statement and identify “contribution gaps.” Finally, you will be ready to
establish a personal development agenda which will be your action plan for moving forward
from here.
9
BRINGING MY REFLECTED BEST SELF TO LIFE
Note: If you have already completed the reflected best-self portrait, you may want to review and
modify it as part of this step.
It can be good to step back and find a quiet, private place for processing your feedback,
because reading best-self stories can be an emotional experience. You may have been able
to predict some of what people wrote about you, but some of the feedback may be more
unexpected. Indeed, surprises are common.
You may have forgotten all about some of the moments that your friends, colleague, or loved
ones chose to share. Some of the stories might confirm your own sense of yourself and your
strengths. Other stories might mention aspects of you that seem so obvious, or intrinsic,
that you take them for granted. Some of the stories might bring up contradictory strengths.
These inconsistencies can be unsettling. Receiving consistent messages from a wide variety of
sources can be equally surprising.
Take the time to read and reflect upon each piece of feedback you received. This can lead to a
more sophisticated understanding of familiar strengths. As you identify patterns across your
feedback, some questions may emerge:
■ Who am I at my best?
■ How do I define “best”? How do others define “best”? How will I resolve the inconsistencies
that may have appeared between how I define “best” and how others define it?
■ How will I make sense of any contradictions that may have emerged in different
stories?
■ Whose feedback should I incorporate into my sense of self, and why?
■ What new insights did I gain as a result of participating in the Reflected Best Self
exercise?
■ What insights were reinforced by the exercise?
■ How should I apply this knowledge about my best self?
10
BRINGING MY REFLECTED BEST SELF TO LIFE
Spend some time thinking about any of these questions as you begin to create a reflected
best-self portrait for yourself. This will also help you as you work to determine the essence of
your best self. For example, Edward (all names are disguised) was a recently-minted-MBA
executive at an automotive firm whose colleagues and subordinates were older and more
experienced than he. He felt uncomfortable disagreeing with them. By contrast, his peers
appreciated Edward’s candid alternative views and respected the diplomatic and respectful
manner with which he made his assertions. As Edward reflected on his feedback, he noticed
that he might consider growing bolder in making the case for his ideas, realizing that his boss
and colleagues were listening to and appreciating what he had to say.
Some people find it helpful to review their feedback with someone who knows them well
and can help them to determine what strengths reside at the core of their best selves. Others
prefer to reflect on this information in solitude. There is no “right” way to process this type
of information. You should decide what seems most comfortable for you.
Naturally analytical people will most likely enjoy this review process, because it serves both
to integrate their feedback and to paint a larger picture of their capabilities. Intuitive thinkers
might find this analysis and review more frustrating, but it is useful to try to synthesize the
stories you received in order to put the information to use. Remember that the goal of the
exercise is for you to have a better sense of what activities bring out your best and enable you
to add value and make important contributions to your work and life. You might choose to
revisit these questions again in a week or a month or even a year, after the feedback has had
a chance to sink in.
Through this analysis, you may want to identify the conditions that amplify your ability
to make a unique and valuable contribution in your organization or profession. Through
reviewing your feedback, the following three areas outlined in the pyramid below should
begin to emerge (see Figure 3). It might be helpful to use this pyramid as a guide to help
you isolate your unique contribution. By outlining your generic competencies, your areas of
effectiveness, and your unique contributions, you can begin to flesh out those situations in
which you can be your best.
11
BRINGING MY REFLECTED BEST SELF TO LIFE
The first band, generic competencies, includes things that many effective people in your
organization or profession do well. They include very general capabilities like “runs
meetings well” or “good public speaking ability” that might be important for everyone in
your organization. These competencies really don’t distinguish people in any meaningful
way. The second band, areas of effectiveness, defines high performers in your organization or
profession. They distinguish high performers from low performers, but they are not unique
to you. For example, in an ad agency, the higher performers are more creative thinkers than
moderate or lower performers. But these areas of effectiveness do not define what is unique
about your best self. These unique qualifiers are the top band of the pyramid. They define
what are your own unique areas of competitive advantage – those things that set you apart
from others.
Unique
Contribution
Areas of
Effectiveness
Generic Competencies
12
BRINGING MY REFLECTED BEST SELF TO LIFE
Note: If you have already completed a reflected best-self portrait in another context we suggest you
copy it here. Consider if there are any changes or refinements that you want to make.
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
_______________________________________________________________________
4
Additional instructions regarding the reflected best-self portrait are included in the Reflected Best Self Exercise: Assignment
and Instructions to Participants.
13
BRINGING MY REFLECTED BEST SELF TO LIFE
As you complete your reflected best-self portrait and begin to talk about your best self with
others, more questions may emerge. You may be wondering:
■ How can this knowledge be used to enhance the quality of my work and my life?
■ How might I incorporate my best self into my current job, relationships, and future career
plans?
■ Which situations will amplify my comparative advantage? Can those also help me to
grow and develop?
■ How can I manage my limitations?
These are important questions, and we certainly don’t expect you to be able to answer them
within the next hour. One step you can take, however, is to consider your best self “enablers”
and “blockers.”
As you review your data, look to identify elements that either helped or hindered your ability
to be your best. These enablers and blockers can be either personal or situational. Personal
enablers or blockers include the attitudes, beliefs, and behaviors that affect your ability to
leverage your best self in a given context. Situational factors, on the other hand, include any
contextual features (e.g., organizational standards, systems and practices) that promote or
inhibit leveraging your best self.
For example, Tina learned that she was at her best when she was working with others who
were supportive and coached her. As she reviewed her Reflected Best Self exercise feedback,
she realized that it was hard for her to be her best when she was isolated or working in an
impersonal environment.
Now is the time to analyze your data to see if it reveals any patterns or insights regarding
either personal or situational factors.
14
BRINGING MY REFLECTED BEST SELF TO LIFE
Enablers Blockers
(both personal and situational) (both personal and situational)
Once you have completed this second worksheet, you can set the analysis aside. You will need it
again for Step Five, when you can use this information to help guide the development of your personal
development agenda. But first, you need to identify your goals by composing your personal vision
statement.
15
BRINGING MY REFLECTED BEST SELF TO LIFE
After completing the initial phases of review and reflection, it is time to consider what kind
of impact you want to have in the world. Were you to have an extraordinary influence on
your surroundings, what would that look like? By writing a personal vision statement of
yourself as an extraordinary individual, you can describe the results that you wish to create
in your personal life, your organization, your community and/or society. Maybe you have
already written something like this once before. If so, revisit your goals and revise them if
necessary. Consider how your knowledge about your strengths and weaknesses will enable
you to make the contributions you desire. Do not be afraid to state grand goals! Now is the
time to dream about your ideal future.
Writing this type of statement can be challenging. For many of us, reflection and goal-
setting is a type of task we try to avoid. Research and experience shows, however, that those
individuals who take the time to state and clarify their vision for the future are more likely
to make progress towards achieving success. Even if you take just five minutes, putting
some ideas down on paper is an important first step toward actualizing your best self in the
future.
As you prepare to put some thoughts on paper, take time to consider some of these
questions:
Answering these questions is an ongoing process, and your personal vision statement can
become more meaningful if you revisit it and update it periodically.
16
BRINGING MY REFLECTED BEST SELF TO LIFE
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
17
BRINGING MY REFLECTED BEST SELF TO LIFE
The next step in making sense of your Reflected Best Self exercise feedback is to identify
what we call “contribution gaps.” By doing so, you can learn to focus your personal learning
and development energies on the areas where they can have the greatest impact. Using your
personal vision statement for becoming extraordinary as the basis for action planning can
enable you to decide what areas need development in the short- and long-term. By reflecting
on your plans as well as your current competencies, you can better understand how to leverage
your strengths. You can also identify any areas where you need to learn new skills or extend
your knowledge.
What is a contribution gap, you ask? A contribution gap exists when you identify a strength
or core competence that is not yet fully developed. By cultivating that particular talent, you
have the opportunity to realize your potential to be your best in a wider variety of situations.
Taking the time to identify contribution gaps is important, as it will enable you to seek
assignments, learning opportunities, and mentors that can assist with the development of
these skills and talents.
For example, people told Beth throughout her life that she was a good listener, but her
respondents noted that her interactive, empathetic, and insightful manner of listening made
her particularly effective. The specificity of this feedback encouraged Beth to identify a
contribution gap. After completing this exercise, she sought opportunities to take the lead in
negotiations requiring delicate and diplomatic communications.
18
BRINGING MY REFLECTED BEST SELF TO LIFE
What strengths do you already posses that will enable you to make the difference that you envision?
Which enablers or blockers have you identified (either personal or situational) that need attention?
How will you leverage your strengths to put your best self into action and create desired results?
What competencies do you need to develop or strengthen in order to make the difference that you
envision?
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
19
BRINGING MY REFLECTED BEST SELF TO LIFE
It can be hard to anticipate just what you will learn from this analysis of your contribution
gaps. Jane, an engineer, believed she could analyze her feedback as she would a technical
drawing of a suspension bridge, believing her reflected best self was something to analyze and
improve. But, as she read the remarks from family, friends and colleagues, she saw herself in
a broader and more human context. Over time, the stories she read about her enthusiasm and
love of design helped her to fundamentally rethink her career path toward more managerial
responsibilities.
Jane’s example reminds us that it can be difficult, as you reflect on your own feedback, to be
open to different possibilities and dimensions. Keeping an open mind, however, can yield
astonishing insights.
Once you have compiled your reflected best-self portrait, analyzed your “enablers” and
“blockers,” developed a personal vision statement, and defined any contribution gaps, you
are ready to establish a personal development agenda and action plan. By embarking on
the Reflected Best Self exercise, you have already begun the process. This type of agenda can
become a roadmap for you as you navigate choices about what type of assignments to seek
and what kind of skills to develop. Having a better understanding of your best self gives you
an opportunity to maximize the instances where you can have a positive impact on situations
and individuals. Your challenge, therefore, is to identify how to get there from where you are
today. This is precisely the purpose of articulating the following action plan.
By defining a personal development agenda, you are stating for yourself the skills,
characteristics, and opportunities that you need in order to have the positive impact you’ve
outlined in your personal vision statement. Outlining this agenda can help you to make
focused and exciting plans for improving your life and career.
A word of caution to you as you begin to make plans for the future: remember NOT to
ignore your weaknesses. While this exercise focuses on your strengths, neglecting any known
Achilles’ heels could interfere with your ability to capitalize on your strengths. Before you
make your action plans, be aware that in some cases, an initial source of strength can become
a fatal flaw if you take it to an extreme.
20
BRINGING MY REFLECTED BEST SELF TO LIFE
For example, Eloise learned that there is a fine line between “attention to detail” and
“micromanagement.” Robert Kaplan has identified two common distortions in behavior that
are useful to consider here: overdoing and underdoing.5 In Eloise’s case, she learned that
overdoing her attention to detail led to unhappy subordinates who felt micromanaged. Steve,
on the other hand, failed to recognize his interpersonal skills as a strength and avoided regular
one-on-one meetings with others. By underutilizing his capacity for building relationships
with others, Steve could not realize his full potential. Figure 4 illustrates some other common
“fatal flaws”:
Part of the purpose of the Reflected Best Self exercise is to remedy such misperceptions that
you might have about yourself. As you compose your personal development agenda and
outline your action plan, remember not to ignore your weaknesses or to rely too heavily on
your strengths. Learning to balance between them is a lifelong process.
From High Flyers by Morgan W. McCall, Jr. (Boston: Harvard Business School Press, 1998) page 29, figure 2-1.
6
21
BRINGING MY REFLECTED BEST SELF TO LIFE
List the concrete steps you want to take to work towards the positive vision you have identified. In the
next 1-2 years, what actions will you take to enact your best self both at work and outside of work?
As you generate this list of actions, make sure it is a short list. Pick no more than 3-4 things to work
on, and put them in order of priority. Continued learning is a lifelong process, and you need to focus
your energies here.
22
BRINGING MY REFLECTED BEST SELF TO LIFE
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
_______________________________________________________________________
23
BRINGING MY REFLECTED BEST SELF TO LIFE
Lifelong Journey
24
BRINGING MY REFLECTED BEST SELF TO LIFE
■ Introduce a new mental model for how you think about your “best self.”
■ Create a personal development agenda and action plan for becoming consciously
competent and realizing your vision for making a positive impact on the world.
■ Provide others with a more appreciative, accurate, and complex understanding of who
you are.
As you become familiar with your strengths and begin working on your action plan, we hope
that you will notice yourself moving beyond “good enough.” We encourage you to explore
expanding your constellation of possible selves and experiment with expressing the unique
skills and talents that you have identified.
25
BRINGING MY REFLECTED BEST SELF TO LIFE
Furthermore, we hope you will be a “social architect,” seeking ways to create opportunities for
your best self to shine through. Some of these opportunities may be found in your current job
or community. We hope that this knowledge will empower you to create more space in your
life for leveraging your best self to enhance your relationships with colleagues, family, and
friends. Finally, we hope that you make progress with eliminating any personal or situational
best self blockers from your life.
As you continue to move forward, we hope you will continue to discover your reflected best
self. You have the ability to seek feedback proactively from others about how they experience
you and what you have to offer. Another way to learn about your best self is to pay attention
to your experiences. Your successes and failures often reveal new dimensions of your reflected
best self.
Remember:
YOU ARE…
THE AUTHOR of your identity
AN AGENT of change
CALLED to make a positive impact on
your community, organization, and society
CAPABLE of being your best self
26
BRINGING MY REFLECTED BEST SELF TO LIFE
Suggested Readings
Buckingham, M., & Clifton, D. 2001. Now, Discover Your Strengths. New York: The Free
Press.
Clifton, D.O., & Harter, J.A. 2003. Investing in Strengths. In K. Cameron, J. Dutton, & R.E.
Quinn (Eds.), Positive Organizational Scholarship: 111-121. San Francisco: Jossey-Bass
Publishers.
Collins, J. 2001. First, who . . . then what. In Good to Great: Why Some Companies Make the
Leap and Others Don’t: 41-64, Harper Business Books.
Drucker, P.F., 1999. Managing Oneself. Harvard Business Review, March-April: 65-74.
Quinn, R.E., & Quinn, G.T. 2002. Letter 4. Pursue Your Best Self. In Letters to Garrett: Stories
of Change, Power and Possibility: 47-72. San Francisco: Jossey-Bass.
Roberts, L. Morgan, Dutton, J.E., Spreitzer, G., Heaphy, E., & Quinn, R. (2005). Composing
the reflected best-self portrait: Building pathways to becoming extraordinary in work
organizations. Academy of Management Review, October.
Roberts, L. Morgan, Spreitzer, G., Dutton, J., Quinn, R., Heaphy, E. & Barker, B. (2005).
How to play to your strengths. Harvard Business Review, January.
Zander, R.S., & Zander, B. 2000. Being a Contribution. In The Art of Possibility. Boston:
Harvard Business School Press.
27
BRINGING MY REFLECTED BEST SELF TO LIFE
Background
28
Mission
The Center for Positive Organizational Scholarship is a community of
scholars devoted to energizing and transforming organizations through
research on the theory and practice of positive organizing and leadership.
Faculty
qÜÉ=`çêÉ=c~Åìäíó=çÑ=íÜÉ=`ÉåíÉê=~êÉ=t~óåÉ=_~âÉê=EÇáêÉÅíçêFI=háã=`~ãÉêçåI=g~åÉ=aìííçåI=_çÄ=nìáååI=~åÇ=
dêÉíÅÜÉå=péêÉáíòÉêI=ïÜç=~êÉ=àçáåÉÇ=Äó=c~Åìäíó=^ëëçÅá~íÉë=Emlp=ëÅÜçä~êë=~í=íÜÉ=råáîÉêëáíó=çÑ=jáÅÜáÖ~åF=~åÇ=
c~Åìäíó=^ÑÑáäá~íÉë=Emlp=ëÅÜçä~êë=~í=áåëíáíìíáçåë=~åÇ=çêÖ~åáò~íáçåë=~êçìåÇ=íÜÉ=ïçêäÇFK==qÜÉ=Ñ~Åìäíó=çÑ=íÜÉ=
`ÉåíÉê=~êÉ=ãÉãÄÉêë=çÑ=~=ä~êÖÉI=ÖäçÄ~ä=åÉíïçêâ=çÑ=ëÅÜçä~êë=ïçêâáåÖ=íç=éìëÜ=íÜÉ=ÑêçåíáÉêë=çÑ=mlpK