A coaching truism: self-awareness is the starting point for development. Indeed, this applies to career and leadership development.
Unfortunately, most people are so busy cramming each day with work, family, leisure, and life-maintenance tasks that we rarely take the time to reflect on who we really are right now.
Many of us look back at ourselves in high school and college, or during our twenties or thirties and have a laugh or think of that gospel lyric ‘thank God I’m not like I used to be’.
Wouldn’t it be wonderful to know your current self so that in twenty years you don’t reflect on this time and cringe? The good news is, that with awareness, you can make changes to start living and working more as the person you hope to be. However, Daniel Goleman does warn us to not become obsessed with knowing ourselves.
But, how do you get to know you? Fortunately, feedback is all around.
A shift in perspective about daily encounters is one way to gather feedback. Think about your interactions and relationships with friends, family, co-workers, employees, customers, grocery store cashiers, your postman, etc. Monitor how they react to you as therein are clues. Defensive behavior, excuses, and more may also provide insight.
Another way to get information is to ask people what they think. Others may not be comfortable giving feedback about your perceived weaknesses but usually will share with you perceived strengths. Being clear on strengths is just as valuable as clarity around our weaknesses. A way to put a little structure into this is to do your own version of the Reflected Best Self exercise.
Traditional feedback includes the formal performance discussion at work and also data from personality inventories or 360 degree feedback instruments. Reliable and valid assessments provide another snapshot of you. If your employer does assessments, ask to participate. If not, consider finding a coach that provides these services.
Self-awareness is an ongoing process worthy of consideration every so often.
What techniques do you use to know yourself? Share your thoughts in the comments below.
Thinking About Management
It’s what I do, a lot. Management is one of my favorite topics to ponder and discuss. If you have read this newsletter for awhile you know that already. I’ve recently compiled some of my thoughts on management, specifically, managing performance, into a kindle e-book now available on Amazon.com.
Check it out here. You can get it for FREE until midnight Wednesday August 21, 2013 (pacific standard time).
Speaking of management thinking, I’m currently going through the work of Gary Hamel and am just absolutely blown away by it. You’ll see some of his ideas in future newsletters because it is such great and provocative stuff. Check out Management Innovation Exchange, his forum for new management thinking.
It’s a Lot
Managing performance is managing relationships. Each employee relationship is significant. If you have three employees, you are in three significant relationships.
If you have a dozen employees, you are in a dozen significant relationships. Fifty employees, fifty relationships. Five hundred employees, five hundred relationships. Five thousand? Fifty thousand? Five hundred thousand?
How good are your relationships and your relationship skills? If you’re not sure or know you need to improve, consider coaching.
What do you think?
Thanks for reading!
Complicity
Complicity is an interesting word.
It is defined by Dictionary.com as the state of being an accomplice; partnership or involvement in wrong doing: complicity in a crime.
From Wikipedia – An individual is complicit in a crime if he/she is aware of its occurrence and has the ability to report the crime, but fails to do so. As such, the individual effectively allows criminals to carry out a crime despite possibly being able to stop them, either directly or by contacting the authorities, thus making the individual a de-facto accessory to the crime rather than an innocent bystander.
Current events in the football program at Penn State and past events involving Catholic priests make me think about complicity.
Can managers be complicit? Is it OK to not take action when aware of other managers in the organization engaged in wrongdoing? Maybe it’s not something illegal, just inappropriate. Or maybe not even inappropriate, just unfair. Is it OK for a manager to look the other way when they know an employee or a customer is being treated unfairly?
Complicity is an interesting word.
Updated February 11, 2015 after participating in Dialogue Race Advanced Beyond to include customers in that next to last sentence.
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