Self-awareness is a critical component of true leadership. It is nearly always a precursor to a leadership role in an organization. When someone ends up in a powerful position of authority, we expect a certain level of self-awareness and self-mastery. If that is lacking, it is immediately noticeable.
Joe Scherrer of The Leadership Forge put together this infographic to share the elements of self-awareness and the power of leadership presence.
“Self-awareness is probably the most important thing towards being a champion.” -Billie Jean King
When Leading Beyond the Ego crossed my desk, I couldn’t wait to see the author’s take on the subject. The lead author, John Knights, is the Chairman of LeaderShape Global and the book is the result of twenty years of research and experience supporting leaders in their personal and professional development. It builds on the importance of emotional intelligence as a foundation to demonstrate how the best leaders in the 21stcentury will lead beyond their ego and bring their values and purpose to full consciousness.
I recently spoke with John about his leadership researching and findings.
Become a Transpersonal Leader
For those who haven’t read your new book, tell us what is “Transpersonal Leadership”?
Transpersonal Leadership is an ongoing journey that embraces life-long development to become increasingly emotionally and spiritually intelligent. The transpersonal leader is robust and radical yet caring, authentic and ethical, seeking sustainable and continued performance enhancement for the organization they are involved in leading. Further a transpersonal leader can be at any level in an organization. And finally, they operate beyond their ego by bringing their values and decision-making processes to full-consciousness.
What is the value of neuroscience and how does it relate to leadership?
As we are seeing in the 21st century, neuroscience research helps us to understand how our brain works and how we can learn to rewire our own brains to behave differently. This is particularly important for leaders as, every time we allow our emotions to hijack us or to cause our true values to be ignored, we make mistakes which are amplified because these can impact many other people. We are born with brains that are fundamentally the same as in the stone-age, designed to focus on survival. Our brains are then rewired through our lives depending on our circumstances and experiences, basically serendipitously. As leaders we can learn to rewire our brains, not to change our personality but to manage it more effectively. We can become more aware, learn to manage our emotions more effectively, become more fully-conscious of our values, and learn to improve our judgement and decision-making – all by understanding how our brain works and proactively working on our behaviors through practice.
Copyright LeaderShapeGlobal. Used by Permission.
“Neuroscience provides ways to raise our emotional awareness and bring our values to full consciousness.” -John Knights
One of the most important skills today is the ability to be comfortable with being a novice. The world is changing so fast that new skills and knowledge make all of us feel uncomfortable. Embracing our inner novice, being comfortable with being uncomfortable, and accepting being bad at something on the way to mastering it is the most important way to stay ahead.
“The ability to learn quickly is the most important skill to have.” –Erika Andersen
Erika Andersen is the founding partner of Proteus, a firm that focuses on leader readiness. She’s the author of three other books: Leading So People Will Follow, Being Strategic, and Growing Great Employees. All of her books are full of actionable advice from her three decades of advising and coaching executives.
I recently had the opportunity to talk with Erika about her research into being comfortable with being continuously uncomfortable.
Be Bad First
What does it mean to be bad first?
It means being willing to go back to being a novice – to being not-good at new things – over and over again. As we move through our lives, it becomes increasingly challenging to accept the need to “be bad first.” We come to rely on and identify with our expertise; we get used to being treated as knowledgeable and experienced. To have to go back to being a beginner in order to acquire new skills and knowledge – especially in the public setting of work, in full view of our employees, bosses, and sometimes our customers – can be scary, embarrassing and frustrating. I wrote Be Bad First because I’ve come to believe that in order to succeed in this ever-changing world, you must be able to learn new things continuously and well – and that requires, among other things, getting good at being bad first.
There’s a generational change from Boomers and Gen-X to Millennials that is also at play. How do different generations react to this concept?
Generally, we’ve found it’s somewhat easier for younger folks to be bad first in the service of learning new skills. They tend to be still in the process of developing their expertise and are often therefore less “stuck” in what they already know. Also, most Millennials have grown up experiencing daily change in technology, communication, society, and business – for them, keeping up with ever-accelerating change has been the norm for their whole lives. However, many Millennials have a hard time with other aspects of new learning – especially Aspiration and Neutral Self-Awareness.
4 Mental Skills for Learning
1. Develop Aspiration
Let’s talk about your ANEW concept. A, for Aspiration, is the first step.
The model at the core of Be Bad First consists of four mental skills for learning that we call ANEW: Aspiration, Neutral Self-Awareness, Endless Curiosity, and Willingness to Be Bad First. Becoming adept at these skills will allow you to be a high-payoff learner, a master of mastery.
Aspiration means, quite simply, wanting something that you don’t now have. In terms of learning, aspiration is key because we only learn the things we want to learn. For instance, you can say over and over that you want to learn Spanish – but if you don’t make the required effort, it means you don’t really want to do it.
“Great learners unearth and then build their aspiration.” –Erika Andersen
I believe we often tell ourselves we want to do things because we worry that if we don’t actually want to, there’s nothing we can do about it. Fortunately, that’s not true. You can change your level of aspiration: you can make yourself want to do something. The secret is to identify benefits that are personally motivating to you of doing or learning that thing, and then envisioning a future where you’re reaping those benefits. (You may have noticed that you do this automatically when you do want to do something.)
So for example, if you decided to ramp up your aspiration to learn Spanish, you’d think about ways in which you might benefit from doing that – and perhaps the one that really resonates for you is that it would enable you to be a part of the team that’s expanding your company into the Chilean market. You imagine yourself in a couple of years, on that team, living in Santiago and building new business. If that’s personally exciting to you, I suspect you’ll suddenly find yourself taking real steps to improve your Spanish.
By the way, the problem many Millennials have with Aspiration is their belief that wanting or not wanting to do things is permanent and unchangeable – and they tend to reinforce their not-wanting by saying things like “No, I don’t want to – it’s just not me.” However, I’ve worked with Millennials for whom the idea that they can consciously change their level of “wanting” is hugely liberating, once they accept it.
2. Cultivate Neutral Self-Awareness
N, Neutral Self-Awareness. That one grabbed my attention. I think all of us have witnessed someone who is completely unaware of something – thinking they have a strength when everyone else knows it is a weakness. What’s the best way to see yourself objectively?
Wonderful question! The place to start, when trying to become more neutrally self-aware, is to note how you’re talking to yourself about yourself. Our self-awareness (or lack thereof) lives in our mental monologue. We’re continually commenting on ourselves internally: I’m great at that – I’m terrible at that – I used to be good at that, but I’ve lost the knack – I’m terrified of trying new things – I don’t mind making mistakes – I’m a slow learner – I’m the smartest guy in the room – I already know that…. You get the idea. Sadly, this internal commentary can often be dead wrong – and we tend to accept it without question because it’s happening inside our own head, most often beneath our conscious awareness. It’s like subliminal advertising!
So the way to become more self-aware is to recognize and question what you’re saying to yourself about yourself. For example, let’s say your boss tells you that you need to get better at delivering tough news to your employees. Perhaps your first thought is, What? I’m good at that. I may not be as direct as my boss would like, but at least I don’t make my folks feel bad.
Once you notice that you’re saying this to yourself, rather than just accepting it as true, ask yourself, Is that accurate? That has the effect of taking you “off automatic” and causing you to examine your beliefs about yourself more consciously. You might then realize that you don’t really know if your self-talk is accurate. So then you ask yourself, What facts do I have in this area? You might then remember that one person on your team has been consistently missing deadlines, and you’ve been “waiting for the right time to mention it” for months. Or that quite often when you think you’re being clear with employees about changes you want them to make in their behavior, they don’t seem to get the message. Now your self-talk about where you’re starting from in this area might shift to something like, I can see my boss’ point – I don’t seem to be very good at communicating difficult messages in a way that works.
And you notice, in this example, that as your self-talk becomes more accurate, you’re more neutrally self-aware, and better able to understand and accept what you need to learn.
(Many Millennials have a hard time with this because their parents have told them they’re great at everything, so their self-talk about their current strengths and weaknesses in areas of new learning is both woefully inaccurate and somewhat “stuck.” However, this same approach to recognizing and managing their self-talk is equally effective if they buy the core premise of needing to get more neutrally self-aware.)
“Accurate self-talk frees the brain to focus on learning.” –Erika Andersen
This is a guest post by friend and mentor Bruce Rhoades, who retired after having run several companies. He often helps me with strategy. I am delighted that he is a regular contributor.
Lessons Are All Around Us
Leadership lessons are all around us if we look for them. In my case, my wife is one who has shown me a lot—by simply managing her own life!
Over the years, I have observed my wife balance many competing priorities. She has managed a career with her own business, raised our children, developed friendships and run a household all while being a great wife and partner. As we progress through life together, I have noticed leadership traits that she naturally employs as an effective, successful businesswoman, mother, friend and wife.
Sometimes we get very theoretical or philosophical in describing leadership talent. We go to seminars, read books or take courses, but I have found some of the most effective lessons are very practical and are demonstrated through the actions of those around us. My wife doesn’t talk about or preach leadership—she just naturally has the qualities. It just took me a while to catch on…
Here is a brief list of the effective leadership lessons that I have observed from her in action:
The ancient Greeks had a saying, “Know thyself.” Carved above the entrance to the main temple at Delphi, ancient philosophers including Socrates and Plato taught the importance of introspection.
If you aspire to make an impact, to lead others, or to create change, these are two words that should be an important part of your personal development. Understanding your own leadership style is critically important.
We all have a default style of leadership. You may be an autocratic leader. That means that you are more of a commander than a persuader. Or you may be more of a delegator, hiring others to handle tasks and trusting them to get it done right.
We can change our style. The combination of self-awareness and self-discipline give us the ability to change our style depending on the situation we face. We may have a default style, but all of us can learn to adjust and take on a different style when needed.
“To improve is to change. To be perfect is to change often.” -Winston Churchill
There is no perfect ideal style. But there is an ideal style of leadership for each situation. In other words, you may need motivation in one area of your life. Motivational leadership may provide what you need to get going at the gym. “You can do it!” may motivate you. Find yourself in a crisis and that may not fly. Instead you need someone telling you what to do, in detail, with little room for alternatives.
Knowing someone else’s primary style is as important as knowing your own. I once worked for a woman who was completely hands-off, allowing me a great deal of freedom. Another wanted to provide commands and a checklist for me to report on. If you want to get a high rating at performance time, you need to know your boss’ style. And if someone works for you, it’s even more important. You can increase the odds of success if you choose the leader who best fits a situation.
So what is your leadership style? Take our leadership test and find out. Have people you work with take it. And it matters at home, too, so have your significant other take it. You will increase your self-awareness and begin to “Know thyself.”