Submission 1

. How Will You Grow?

Completing this course is not the end of my leadership development—it's a

new beginning. Personal growth as a leader requires consistent reflection,
learning, and adaptability. To continue growing, I will actively seek feedback
from my peers, mentors, and team members. Honest feedback is a mirror
that shows both my strengths and areas for improvement. I also plan to set
regular self-assessment intervals—every quarter, for example—where I
evaluate my performance not just in results, but in how I interact, support,
and inspire others.

I will also prioritize learning through reading, mentorship, and professional

development opportunities such as leadership workshops or certifications.
Staying updated on trends in leadership, emotional intelligence, and change
management will help me remain relevant and effective. One key strategy is
surrounding myself with people who challenge my thinking and bring diverse
perspectives. True leadership is sharpened in environments where ideas are
questioned and values are tested.

Maintaining a perspective of personal growth throughout my career requires

both strength and humility. It’s easy to become complacent or overly
confident with experience. I recognize that humility is a strength—not a
weakness. It takes humility to admit I don’t know everything and strength to
work on those gaps continuously. I aim to stay grounded by remembering
that leadership is a responsibility, not a title.

Finally, I believe that growth is not just about becoming better for myself, but
for the people I lead. A growing leader inspires a growing team. If I can
model continuous improvement, it will create a culture where others feel safe
and motivated to grow too. That’s the kind of legacy I want to build.

2. Do You Have the Best Intentions?

Leaders with the best intentions can drift from core leadership principles
through predictable patterns of failure that begin subtly and escalate. One of
the most common pitfalls is hubris and denial, where repeated affirmation
leads a leader to overestimate their capabilities and ignore inconvenient
truths. For example, Enron's leadership famously dismissed warnings until
collapse. Similarly, Lehman Brothers failed by doubling down on risky
strategy and denying reality as crisis loomed.
Another recurring failure mode is poor communication and loss of
transparency—leaders stop being clear, approachable, or honest about
expectations and decisions, degrading trust over time. When feedback
channels close, leaders drift unchecked. Add to that stagnation and
resistance to change: unwillingness to adapt or innovate can undermine
organizations when markets or teams evolve.

Other well-observed causes include emotional unintelligence,

micromanagement, favoritism, and ignoring the frontline—all which alienate
team members and erode morale. Groupthink can also set in when leaders
avoid dissent, leading to blind spots and overconfidence in decision-making.

Reflecting on myself: I aim to be transparent, adaptive, empathetic, and

open to feedback. But I see areas where I could drift: perhaps defensiveness
under pressure, under-communicating in busy periods, or anchoring on past
successes.

Avoiding these potholes requires constant vigilance:

 Solicit honest feedback, especially from those who see things

differently.

 Commit to transparency and consistent communication—sharing both

successes and failures.

 Stay curious and adaptable, resisting complacency and inviting

dissenting views.

 Cultivate emotional self-awareness, checking impulses toward

frustration, micromanagement, or favoritism.

To renew a positive outlook, I’ll adopt structured reflection—regular

check-ins, 360° assessments, and reminding myself that leadership is
service, not status.

3. How Do You Negotiate?

In my opinion, the three most important elements of negotiation are:

preparation, active listening, and mutual value creation. Each plays a critical
role in ensuring that negotiations are not just about winning, but about
reaching sustainable, respectful outcomes.

Preparation is the foundation of any successful negotiation. It includes

understanding not only what I want, but also what the other party values,
their constraints, and possible alternatives. I chose this because being well-
prepared builds confidence and allows for flexibility. When I know my BATNA
(Best Alternative to a Negotiated Agreement), I negotiate from a position of
strength.

Active Listening is often underestimated. Real influence comes from

understanding. Active listening shows respect, uncovers hidden concerns,
and builds trust. I selected this because when I listen deeply—asking
clarifying questions and reading between the lines—I often discover
opportunities for compromise or creative solutions.

Mutual Value Creation shifts the mindset from a zero-sum game to

collaboration. I chose this because expanding the pie before dividing it
fosters long-term relationships and better outcomes. This mindset moves
negotiations from “I win, you lose” to “How can we both win?”

These three—preparation, listening, and value creation—combine logic,

empathy, and strategy, aligning with how I want to lead: thoughtfully,
respectfully, and with a focus on lasting partnerships.

4. How Do You Navigate Office Politics?

Navigating office politics effectively means understanding the informal webs

of influence, power, and relationships at play in any organization. Politics
isn’t inherently negative—it becomes harmful when it’s manipulative,
exclusionary, or distorts merit.

Positive navigation involves mapping formal and informal influencers to

understand decision-making channels, and building authentic relationships—
connecting without agenda, offering help, and listening actively across all
levels. It also requires maintaining integrity by avoiding gossip or
manipulative tactics while being assertive and transparent when advocating
for oneself or the team.

One area I need to improve is strategic self-advocacy. I tend to be modest

and sometimes hesitate to promote my contributions, which can cause my
work to go unnoticed. To address this, I plan to:

 Inform key stakeholders of my work in a way that links achievements

to team or organizational goals.

 Use inclusive language that acknowledges team contributions while

clarifying my own role.
  Provide regular updates in meetings or brief written summaries without
overstating my contributions.

By combining political awareness with authenticity and ethical behavior, I

can navigate office politics in a way that enhances trust, influence, and
recognition while staying aligned with my values.

5. Do You Have a Mentor?

Currently, I do not have a formal mentor. My growth so far has relied on peer
collaboration, informal advice, and self-driven learning. While this has value,
having a mentor would provide structured guidance, feedback, and challenge
from someone with greater experience.

Finding a mentor has been challenging for several reasons:

 Lack of clarity about my specific development needs in the past.

 Limited availability of senior leaders for long-term mentoring.

 The absence of a structured mentorship program in my current

environment.

To improve, I will:

 Clearly define the leadership skills and career goals I want to develop.

 Network intentionally at professional events, through alumni

connections, and on LinkedIn.

 Approach potential mentors with specific, respectful, and

time-bounded requests.

 Offer reciprocal value—sharing insights, providing project support, or

connecting them to my own network.

If a formal mentor is not immediately available, I will adopt self-mentoring by

setting clear goals, tracking progress, and holding myself accountable
through structured reflection.

6. How Do You Manage Stakeholders?

Stakeholder management is about identifying key individuals or groups,
understanding their interests, and engaging them effectively to achieve
common objectives. This process starts with stakeholder mapping, analyzing
their influence and interest, and developing tailored engagement strategies.

My main improvement area is closing the feedback loop. I sometimes

collect stakeholder feedback but fail to consistently follow up with updates
on how their input was addressed. This can weaken trust and commitment.

To improve, I will:

 Keep a stakeholder feedback log to track concerns, suggestions, and

commitments.

 Review the log regularly to ensure timely follow-up.

 Communicate back to stakeholders on the status or outcomes related

to their feedback.

By making this a deliberate practice, I will strengthen relationships, build

trust, and ensure stakeholders remain invested in the project’s success.

7. What is Emotional Intelligence in Leadership?

Emotional intelligence (EI) is the ability to recognize, understand, and

manage our own emotions, as well as the emotions of others. It includes five
key components: self-awareness, self-regulation, motivation, empathy, and
social skills.

Self-awareness is critical—it helps leaders recognize how their mood and

actions impact others. Self-regulation allows for thoughtful responses rather
than reactive ones. Empathy enables leaders to understand and respond to
the emotional needs of their team, fostering trust and connection.

In my case, I excel in empathy but need to work on self-regulation during

high-pressure situations. To improve, I will practice techniques such as
mindful breathing, pausing before responding, and reframing challenges as
opportunities.

Leaders with strong EI create environments where people feel valued,

understood, and motivated. This directly influences team morale,
productivity, and overall organizational health.
8. How Do You Lead Through Change?

Leading through change requires vision, communication, and resilience.

People often resist change not because they dislike it, but because they fear
the uncertainty it brings.

Effective change leadership starts with clearly communicating the why

behind the change and how it benefits the team or organization. Leaders
must also acknowledge and validate the concerns of others, creating space
for dialogue and questions.

Leading by example is vital—demonstrating adaptability and optimism

encourages the team to adopt the same attitude. I plan to use structured
approaches like Kotter’s 8-Step Change Model to guide transitions and will
schedule regular check-ins during periods of change.

Ultimately, leading through change is less about having all the answers and
more about guiding people through uncertainty with honesty, empathy, and
confidence.

9. How Do You Build Trust in Teams?

Trust is the foundation of any high-performing team. It is built through

consistency, transparency, and accountability.

Reliability—keeping promises and meeting commitments—is essential. So is

open communication, which means sharing both successes and setbacks
honestly. Vulnerability also plays a role; when leaders admit mistakes and
seek input, it signals humility and fosters collaboration.

I aim to improve my active listening skills in group settings by paraphrasing

what I hear and asking follow-up questions to ensure understanding. This will
reinforce that I value others’ contributions.

When trust is strong, teams are more willing to take risks, share ideas, and
work together to solve problems—leading to better results and higher
morale.

10. What’s Your Leadership Philosophy?

My leadership philosophy is rooted in servant leadership, which focuses on
empowering others to succeed. I believe leadership is about creating an
environment where people feel valued, respected, and motivated to grow.

Authenticity is key—I strive to be transparent about my intentions and

decisions. I reject leadership driven by fear or excessive control, preferring
instead to influence through support, encouragement, and shared purpose.

I see leadership as a partnership. Achieving results matters, but how we

achieve them matters more. Treating people fairly, recognizing their
contributions, and investing in their development are essential principles for
me.

Continuous learning is another cornerstone—I seek feedback, embrace new

perspectives, and adapt my approach as needed. This philosophy helps me
stay people-focused while delivering strong performance outcomes.

11. How Do You Handle Conflict?

Conflict is inevitable in any workplace. My approach is to address it directly,

calmly, and constructively.

I start by listening without interruption to understand all perspectives. I avoid

gossip or involving third parties unnecessarily. Instead, I focus on clarifying
the root issue and aligning on shared goals.

Where I need to improve is staying engaged during emotionally charged

discussions rather than avoiding them. To do this, I will practice active
listening, manage my own emotions, and focus on problem-solving instead of
personalizing disagreements.

Handled well, conflict can strengthen relationships, improve processes, and

lead to better decisions.

12. How Do You Develop Others?

Developing others is one of the most important responsibilities of a leader.

This involves identifying strengths, growth areas, and career aspirations for
each team member, then creating tailored development opportunities.

I provide regular feedback—both positive and constructive—and delegate

tasks not just to distribute workload but to build skills and confidence.
My improvement area is being more intentional about career development
conversations. I plan to integrate them into performance reviews and
one-on-one meetings to ensure growth stays a priority.

By focusing on development, leaders build stronger teams and leave a

lasting impact beyond their own tenure.

Final Reflection – Two Concepts That Resonated Most

Two concepts that resonated with me the most are emotional intelligence
and trust-building. These are foundational to effective leadership because
they focus on the human side of leading—understanding, connecting with,
and inspiring others.

Emotional intelligence taught me that leadership begins with self-awareness

and self-control. It’s about managing my own emotions while empathizing
with those of others. This skill helps prevent misunderstandings, de-escalates
conflicts, and creates an environment where people feel safe to share ideas
and concerns.

Trust-building, on the other hand, reinforced the idea that credibility is

earned through consistent actions over time. Transparency, reliability, and
fairness form the basis of trust. A leader who builds trust creates a team that
collaborates openly, takes risks, and performs at a higher level.

Both concepts will be invaluable in my career. Emotional intelligence ensures

that I lead with empathy and adaptability, while trust-building ensures my
team remains engaged and motivated. Together, they shape the kind of
leader I aspire to be—one who not only achieves results but also uplifts and
develops the people around them.