Self-awareness is the first step in leadership development. If you are an Office fan, all you have to do is study Michael Scott’s character to see how important this is to being an effective leader. While Michael believes that he is self-aware and that his intent is to be helpful to his employees, the reality is that his actions are directed by his own self-interest which prevents him from understanding the needs of his employees.
“Do I need to be liked? Absolutely not. I like to be liked. I enjoy being liked. I have to be liked. But it’s not like this compulsive need to be liked. Like my need to be praised.”
-- Michael Scott, The Office
Why Self-Awareness Matters
There is an abundance of research that backs up the notion that self-awareness is fundamental to becoming an effective leader. Studies suggests that understanding ourselves makes us more confident and creative leaders who make sounder decisions, build stronger relationships, and communicate more effectively. For organizations, this translates into greater profitability and a more satisfied workforce.
Dr. Travis Bradberry, author of Emotional Intelligence 2.0, describes self-awareness as a core aspect of emotional intelligence. He defines emotional intelligence as the ability to recognize and understand emotions in yourself and others, and the ability to use this awareness to manage your behavior and relationships.
According to organizational psychologist, Tasha Eurich, there are two types of self-awareness:
- Internal Self-Awareness, which is how clearly we understand ourselves (e.g., values, strengths, thoughts and behaviors) and the impact we have on others; and
- External self-awareness, which is understanding how other people view us through the same lens as internal self-awareness.
Understanding both of these types of self-awareness is essential for becoming an effective leader.
Few Leaders are Self-Aware
Only a small percentage of leaders are actually self-aware. One study estimated that only 10%–15% of the people studied met the criteria for being self-aware. In another study of 17,000 individuals worldwide, the Hay Group Research found that 19 percent of women executives interviewed exhibited self-awareness as compared to 4 percent of their male counterparts. Clearly, there is an opportunity for growth in this area.
One fascinating reason for why the rate of self-awareness is so low in leaders is the way in which introspection is oftentimes carried out. Eurich explains that our biases oftentimes block us from accessing our unconscious thoughts, feelings, and motives necessary for learning the truth about ourselves. As a result, we tend to invent answers that we feel are true but are often misleading.
Improving Self-Awareness
To increase productive self-insight, Eurich suggests that we should ask what, not why. “What” questions, she explains, help us remain open and objective to act on new insights. For example, if you asked yourself “why did I receive negative feedback from my client” you might think it’s because they don’t like you or that you are not competent, which are based on fears and insecurities. However, if you ask yourself “what are the steps I need to take in the future to be more effective” you are focusing on solutions rather than unproductive thoughts.
Ultimately, self-awareness requires striking a balance between different viewpoints. And in our experience, this requires an open mindset, fearless self-inquiry, and a willingness to receive input and support from other people. We have seen these dynamics at play during our group coaching programs. By introducing self-reflection tools and creative group exercises, we have watched participants experience self-awareness breakthroughs that were previously inaccessible. Regardless of the approach you take, if you weave these elements into your own process you can start your own journey towards greater self-awareness.
