Too many talented leaders have failed themselves in the past. Partly it was behaviors (e.g., being overly generous or withdrawn) that kept putting the same foot in the mouth; partly it was emotions doing what they wanted to the leader (instead of the other way around). In many cases, physical sensitivities were the bottleneck factor; simply disregarded for too long.<\/p>\n\n
Fate, however, does not care whether the cause of the failure is to be found in the private or professional environment – the person who has been thrown out of a healthy balance usually no longer makes as good progress in either area as his or her potential promised.<\/p>\n\n
That is why the nextleader must first and foremost be an expert on his or her own self<\/strong> and have learned to lead this complicated entity.<\/p>\n\n The nextleader is able to think, feel and act on his own initiative.<\/p>\n\n (cf. M\u00fcller\/Braun: Praxisfeld Selbstf\u00fchrung).<\/sub><\/p>\n\n From this definition it is clear: self-leadership goes far beyond time\/goal and self-management<\/strong>. The aspect of value-relatedness in particular broadens the view considerably. The nextleader therefore ensures that he encounters or creates situations in which his values can unfold as well as possible.<\/p>\n\nFor the nextleader, four dimensions of self-leadership emerge:<\/h3>\n\n