4 STEPS TO BECOMING A MORE SELF-AWARE LEADER

All leaders need some way to evaluate their current performance so they can continue to grow as decision-makers, managers, and colleagues. But what is the best way to find a full, honest account of one’s strengths and weaknesses—and then to act on it? It is important to look beyond assessments. But the pair caution that these assessments should be thought of not as the end of the self-evaluation process, but as the beginning—as catalysts to start the kinds of discussions that lead to important insights. Those conversations can be timed to the assessments themselves, because their results make the request for deeper feedback a natural next step. Feedback is most valuable when it leads to important, actionable insights into your behavior, personality quirks, biases, strengths, and weaknesses. Sometimes, reflection on your own emotional reactions to people and situations provides an opportunity to grow in self-awareness. Think of feedback as useful information that helps you expand your response toolbox, rather than someone telling you what to do. After all, there might be cases where a leader chooses to tell it like it is as a matter of strategy, knowing full well it will cause discomfort. Additionally, self-reflection only helps if it is done with a real purpose in mind, and that means thinking strategically about what is most important for the leader and the organization. Self-reflection isn’t just about looking backward; it also allows you to be proactive instead of reactive. Read More >>

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