Self-mastery creates leaders among leaders. A master of oneself is a person who has learned to master the way their emotions and experiences affect their mood, habits, patterns, behaviors, responses, and tendencies. A self-mastered person is a person who can experience their lives and emotions in a way that is healthy and moves them forward in a progressive cycle of growth, renewal, and added mastery. A person who has mastered themself is inherently self-aware, self-actualized, self-accountable, self-driven, self-empowered, and has self-discipline, self-determination, self-control, self-confidence, self-belief, self-worth, and self-esteem.
A self-mastered person has learned how to overcome all the forces that try to deny each of these things.
In our coaching and employer-based teaching programs, we teach self-mastery skills in a way that they are not taught anywhere else, and that is because they are taught by our leader, Christina Renée Joubert, and based on her in-depth, personal knowledge and expertise in becoming a self-mastered person herself.
Here are just a couple of the workplace characteristics of a person who has not mastered themself compared to one who has:
Not Self-Mastered Response
Blames others for lack of advancement or feels resentful when not promoted
Has recognized areas where they need to develop in order to advance, has committed to finding the resources to assist in the growth, has chosen to grow, is capable of growing, and grows.
Not Self-Mastered Response
Feels like others are always criticizing them and feels angry, disempowered, resentful
Recognizes that some criticism is valid, and some criticism is just an expression of someone else insecurities or pain. This self-mastered person can evaluate all forms of criticism objectively (no matter how personal it may be) and determine if there’s truth to the criticism. Once evaluated, if truth is discovered, the self-mastered person can look to see if the truth discovered is a truth they value about themselves or a truth they don’t value. If it’s the latter, the self-mastered person can take the steps to change the habit, pattern, programming, way of thinking or way of being that’s creating the undesirable experience/result and they can re-program themselves and/or get the help they need to do so. If there is no truth in the criticism and instead it was just a projection of someone else’s insecurity or pain, the self-mastered person can see this for what it is, have compassion for the person who is carrying around the pain (and likely feels stuck because of it), and keep on moving on without judgment, insecurity, defensiveness, or shame.
The reason the self-mastered person can do this is because they have learned how to not take another person’s opinions personally and they’ve learned how to create distance between a person’s thoughts about something and reality. Additionally, the self-mastered person has also learned, through their own growth into self-mastery, how fears and pain show up in each person and so they have emotional “room” for compassion, even toward people who do things that are hurtful. The self-mastered person remembers the characteristics in others that they, too, had to some degree in themselves.
We should note that in both examples, the self-mastered person not only has a strong emotional intelligence and keen perception of themselves based and rooted in a clear understanding of who they are (self-awareness coupled with self-actualization), they also have the makings of a person who is highly kind, compassionate, and tolerant of others and other people’s points of view. They not only make excellent colleagues/employees/business partners, but they are good stewards of society as well. They can hold space for other people’s pain, because other people’s pain no longer triggers them; they have learned how to see someone else’s pain as an observer, not as a participant.
And the power behind this — the reason you should want as many self-mastered people as possible in your employ — is because a self-mastered person can lead your organization to greatness. The self-mastered person knows that the only limitation to doing their best is being their best and the self-mastered person is committed to being their best; doing their best is a natural by-product.
Additionally, self-mastered people have a way of raising the awareness and consciousness of those around them as well. And as a result, other people begin to naturally do their best and be their best — not competitively but as a natural by-product of having role models around them who can show them the way — increasing productivity, creativity, win-win outcomes, and happiness.
If your company is one that values a productive, creative, and happy workplace or community culture, and you’d like to create a sea of leaders among leaders, please reach out to us below so that we can put together a program based on your organization’s unique needs and goals so that you can cause the effect you want to see in the workplace, your community, and in the world.