Critically analyse why self-awareness is important in becoming an effective sport business manager

Critically analyse why self-awareness is important in becoming an effective sport business manager

Effective sport business manager Human beings are complex and diverse and therefore self-awareness is an important aspect for personal development and effectiveness (Moore 2009). When we understand ourselves in many areas, we become more self-aware (Kravitz & Schubert 2009). According to Goleman (2003), there are key areas that form the basis of self- awareness including personality traits, habits, emotions, the psychological needs driving our behaviors and personal values. First, when we understand our personalities, that understanding helps us to find situations in which we thrive and avoid stressful situations.

Secondly, knowing and focusing on personal values allows us to accomplish what we considers more important in the midst of problems and opportunities that present themselves in day-to-day experiences. Thirdly, there are habits that reduces a person’s effectiveness, for instance, top-down approach in significant decision making, when such a habit is identified, it promote a person’s ability to build commitment of significant others and promote effectiveness. Fourthly, the knowledge of our needs influences us to adopt predictable actions that subsequently lead to achievement when avoiding those that can lead to downfall.

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Fifthly, emotional intelligence occurs after we understand our feelings, their causes and the way they affect personal thoughts and actions. Self-awareness is important for sport business managers as it makes them more effective. Generally, self- awareness helps them identify the gaps in their management skills and subsequently chart a course of action to develop skills (Moore 2009). It also helps in finding situations where sport business managers can be most effective; promote intuitive decision-making, aiding in self and others motivation as well as stress management.

As identified in Boyd & Fales (1983), there are six areas that sport business managers can improve through self-awareness. Skills development occurs when managers have accurate sense of who they are and what they need to do to improve. Self-awareness reveals the skills gap and for the managers to improve projects, it normally begins with assessing the skills gap between the current and desired future situation (Kwak & Kang 2009). For instance, in an event planning and management, a manager may identify poor teamwork as a factor that led to unsuccessful event.

The manager will then strive to promote activities like ommunication, partnership and consultations with significant teams to gain the required support base for future effectiveness. It is practical for sport business managers to know their strengths and weaknesses. Self-awareness therefore promotes sports managers to exploit their strengths and cope with their weaknesses (Kwak & Kang 2009). For instance, a sport business manager might effectively see the “big picture” that surrounds decisions like ticket sales and recruitment of staffs but might not be good in focusing on details.

Having realized the purpose for details, are more detail-oriented in making major decisions (Rock 2009). Detail-oriented colleagues will propose to seek celebrity promotion in an event like ticket sales and appeal to the celebritys fans in buying the tickets which the manager may not visualize. Cooperation between both skills in decision making produces high quality decisions (Dimaggio, et al 2008). Sport business managers have to develop intuitive decision-making skills. Managers become more effective when they develop emotional self-awareness.

In sport business, the rate of change, the levels of complexity and uncertainty increases in a competitive environment (Brymer & Gray 2009). In complex situations, the managers need to be guided by a strong feeling or a sense of what seems best even when presented with unstructured or ambiguous data. The ability to make decisions at complex situations is only possible with managers that are highly emotionally self-aware (Kravitz & Schubert 2009). For instance, a manager may be faced with dilemma of recruiting a coach from minority communities due to unfulfilled admission requirements.

However, using the intuitive capabilities, he/she can look at how the community may see the inclusion of such as staff and possibly allow sponsorship from some regions. Sport business managers will at times face stress and in most cases, when presented with incompatible and unusual roles. At times, sports managers will be confronted by a role that conflicts their personality like working with culturally diverse teams in a national or international event (Goleman 2003). A manager may be assigned preparation or reporting activity in an event which he/she is poor at.

By being aware of personal limitations, the manager can work extra hard and develop skills for the role and the role will end up being less stressful for the manager. Motivation is important in sport business management. Self-awareness empowers a manager as it reveals where performance problems are and what can be done in order to improve performance. Sports managers often face difficulties in coping with poor results and particularly when they do not understand their causes (Rock 2009). The managers can feel helpless when they cannot identify what they need to change to improve performance.

In addition, when sports managers are aware of their psychological needs it increases their motivation by understanding and seeking out desirable rewards like additional responsibility seeking opportunities to help others or adopting a flexible work schedule. Self awareness is important in promoting leadership for sport business managers. A sports manager becomes effective when he/she understands what makes him/her excited, behavior in a certain way which gives insights into what makes others get excited and behave in a certain way.

When a sport business manager knows how to motivate him/herself, similarly, he/she will know how to motivate others (Dimaggio, et al 2008). A sport business manager requires to constantly improving his/her Judgment. Improved Judgment arises from the feedback a manager gets concerning his/her characteristics and behaviors. The feedback is promoted through personal reflection and from people who work around the manager. In most cases, the information that the manager gets from close relations and teams is to a certain extent unpleasant but very important.

Self- awareness therefore occurs when the manager criticizes his/her actions and choices and allows significant other to do so. Apart from seeking feedback from people that professional counselors are important for the manger (Dimaggio, et al 2008). In conclusion, self-awareness encapsulates the person’s capacity to know his/her values, eeds, habits, personality, emotions, strengths and weaknesses. It starts with a sense of the current situation and a vision of what one would desire to be which guide in creating a personal development plans.

Self-awareness development is essential in maximizing a sport business manager’s management skills. A sport business manager needs to constantly identify opportunities for personal growth and professional development. The development responds to the needs that often arise in a competitive sport business environment. Self-awareness therefore impacts on port business manager’s skills development, knowledge of personal strengths and weaknesses, development of intuitive decision-making skills, stress management and avoidance, personal motivation and impact on effective leadership.

References Boyd, E. M. , & Fales, A. W 1983, Reflective learning key to learning from experience. Journal of Humanistic Psychology, 23(2), 99-117. Brymer, E. , & Gray, T 2009, Dancing with nature: Rhythm and harmony in extreme sport participation. Journal of Adventure Education & Outdoor Learning, 9(2), 135-149. Dimaggio, G. , et al 2008, Know yourself and you shall know the other… to a certain xtent: multiple paths of influence of self-reflection on mindreading. Consciousness and cognition, 17(3), 778-789.

Goleman, D 2003, What makes a leader? Organizational Influence Processes (Porter, LW, et al. Eds. ), New York, ME Sharpe, 229-241. Kravitz, S. M. , & Schubert, S. D 2009, Emotional intelligence works. Kwak, D. H. , & Kang,J. H 2009, Symbolic purchase in sport: the roles of self-image congruence and perceived quality. Management Decision, 47(1), 85-99. Moore, B 2009, Improving the evaluation and feedback process for principals. Rock, D 2009, Managing with the Brain in Mind. Strategy* business, 56, 1-11.

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