Chapter One: Who am I today? I’m excited to explore this self-assessment. As Ancona, Malone, Orlikowski, and Senge (2007) argue, a successful manager is one who understands his or her weaknesses and strengths to build a collaborative network. In other words, a manager must strive to improve their weaknesses, but also recognize that relying on others is essential. As Edinger (2011) notes, although weaknesses can be improved, it is more important for a leader to further improve strengths by understanding complementary skills that can be strengthened. We may be able to improve our weaknesses to ensure that they are longer-lasting obstacles in the workplace, but if these weaknesses are due to our values ​​and personality, they may never develop into real strengths. However, it is possible to further improve strengths, including those that are complementary to other strengths (Edinger, 2011). Through self-assessment, one is able to understand areas of improvement as well as positive strengths that can highlight the type of professional career that will be most rewarding. Throughout the various self-reflection activities of the Master of Management program, I found that my strengths lie in communication and change management, but my weaknesses lie in the areas of finance and negotiation . I will need to gain additional financial knowledge to feel more confident in handling the financial aspects of management. So far, my management experience does not include budgeting, which hinders my overall management perspective. Additionally, although I am strong in interpersonal communication, I need to specifically develop my negotiation skills. This will allow me to be more comfortable participating...... middle of paper ......field. Among the different approaches covered throughout this program, I hope to be able to use Kotter's change management theories. I value innovation and the capacity for continuous improvement, so change management is an area that interests me. The eight steps he presents have provided me with a framework to use when engaged in a future change initiative (Kotter, 1996). ReferencesAncona, D., Malone, TW, Orlikowski, WJ and Senge, PM (2008). Praise of the incomplete leader. Harvard Business Review, 8 (2), 61-71. Edinger, S. (2011). Become an extraordinary leader. Finweek, 38.Elrod, DJ (2012). Become a trusted leader. Strategic Finance, 92 (10), 25-27. Toor, S. and Ofori, G. (2008). Leadership versus management: how they are different and why. Engineering Leadership and Management , 8 (2), 61-71.