13th April 2025

Reflected Best Self (RBS)

The Reflected Best Self (RBS) is a structured feedback tool designed to help individuals identify and leverage their unique strengths by collecting stories and observations from colleagues, friends, and family about moments when they were at their best.

Here are the primary uses and benefits of the RBS:

1. Self-Awareness and Strengths Identification

• The RBSE helps individuals gain a clearer understanding of their core strengths by revealing patterns in positive feedback from various sources.

• It enables users to see themselves through the eyes of others, often uncovering hidden talents or overlooked qualities.

2. Personal and Professional Development

• By articulating and reflecting on their best self, individuals can align their actions and career choices with their strengths, leading to greater satisfaction and effectiveness.

• The exercise encourages people to build on what they do well, rather than focusing solely on fixing weaknesses.

3. Enhanced Confidence and Motivation

• Receiving affirming feedback boosts self-confidence and motivation, as individuals recognize the positive impact they have on others.

• This positive reinforcement can lead to increased engagement, resilience, and willingness to take on new challenges.

  
  

4. Leadership Development

• For leaders and managers, the RBSE provides actionable insights into how their strengths contribute to team and organizational success.
• It can be used as a developmental tool in executive coaching, leadership programs, or performance reviews to foster authentic and strengths-based leadership.

5. Team Building and Organizational Culture

• When used in teams, the RBSE promotes a culture of appreciation and recognition, strengthening trust and collaboration among members.
• Teams can leverage collective strengths to improve performance and innovation.

6. Career Planning and Transitions

• The insights gained from the RBSE can inform career decisions, helping individuals pursue roles and environments where their strengths are most valued and impactful.
• It is especially useful during career transitions, such as promotions, job changes, or entering new fields.

Theory X, Theory Y & Theory Z Managers

Theory X Managers

Assumptions about Employees: Theory X managers believe that employees inherently dislike work, avoid responsibility, prefer to be directed, and are motivated primarily by financial rewards and job security

Management Style: These managers adopt an authoritarian, hands-on, and micromanaging approach. They closely supervise employees, provide strict guidelines, and rarely involve staff in decision-making

Theory Y Managers

Assumptions about Employees: Theory Y managers view employees as self-motivated, ambitious, and capable of self-direction. They believe employees enjoy work, seek responsibility, and are motivated by personal fulfillment and the desire to contribute to organizational success

Management Style: These managers are more optimistic, granting autonomy and encouraging participation in decision-making. They trust employees to manage their own work and value their input

Theory Z Managers

Assumptions about Employees: Theory Z, developed by William Ouchi, integrates aspects of both X and Y but emphasizes long-term employment, collective decision-making, and a holistic concern for employees’ well-being

Management Style: Managers focus on building strong relationships, fostering group collaboration, and supporting work-life balance. Control is more informal, and employees are trusted to take individual responsibility within a team context

Myers-Briggs Type Indicator (MBTI)

The Myers–Briggs Type Indicator (MBTI) is a widely used personality assessment tool designed to help individuals understand themselves and others by identifying preferences in how they perceive the world and make decisions

The MBTI framework sorts individuals into one of 16 personality types, each represented by a four-letter code. These codes are derived from preferences in four dichotomies

Dichotomy	Options	Description
Energy Direction	Extraversion (E) / Introversion (I)	Focus on the outer world vs. inner world
Information	Sensing (S) / Intuition (N)	Preference for concrete facts vs. abstract possibilities
Decision-Making	Thinking (T) / Feeling (F)	Preference for logic vs. values and emotions
Structure	Judging (J) / Perceiving (P)	Preference for planning vs. spontaneity

These are all a preference, but we can always choose to wear an alternate hat whenever the situation demands.

Personal takeaways from the MBTI exercise was immensely helpful to me to understand about myself and the others.