Developing self-awareness as a leadership skill to motivate teams & produce results

Developing self-awareness as a leadership skill to motivate teams & produce results

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Self-awareness has become a widely-regarded leadership skill for those looking motivate a team to produce results.

But, what happens if you need to tell a leader that they aren’t quite up to the mark?

“The truth is, we all have biases and cognitive biases that lend us to believing we are better than we really are,” True Perspective Leadership‘s Joe Hart exclusively revealed to Ticker Insight. “Seeking feedback is the number one thing that leaders need to do, and they need to do it well.

“Not only can they ask for it – or should they ask for it – they should accept it. And that’s quite difficult, especially if you don’t agree with it, or if it’s not nice feedback.

“Accepting the feedback is a must, otherwise people will stop going there with you, and stop providing you those insights.”

So, what are some tips that leaders – and people – can use to identify the lack of self-awareness? Hart believes it comes down to connection.

“If you think you’re better than somebody else – so you think you’re above average,” the Leadership specialist continued. “You’re probably not.”

“Getting the sense that you’re already there, means you are also lacking self-awareness, and a connection with people.”

“If you find that your ability to really establish connection, and go deep with people is quite stilted, that seems to be that people fear being honest with you, because no one wants to the bad guy that enlightens you to whatever everyone else can see.”

“And if you feel really separate from the team, and you feel like you just don’t quite fit or you’re not in the loop, that’s probably a good good indicator that people just aren’t bringing you the truth.”

Hart contends that it should not only be up to leaders to encourage a culture of self-reflection, but also for employees and individuals, too.

“Giving people that opportunity to take the time to self-reflect is crucial, especially in these busy environments,” he discusses. “There’s never any time.”

“Having people self-reflect in that moment, and demonstrate the power of what it can do for them – and those around – can benefit everybody.”

Another suggestion that Hart approves for leaders, in particular, is Journalling, as it can “bring you closer to your team and build trust.”

“If you’re a leader of a team, and you want people to journal, do it yourself,” the leadership specialist asserts.

“Share what you write with your team, and be open and authentic with those reflections.”

Even though this ‘authenticity’ may be ultimately seen as a positive, it can have a double-edged sword feel to it.

“The danger with being authentic is that leaders try to be formulaic about it,” Hart discusses. “And the truth is, there is no formula.

“It is about being honest with yourself, understanding your past, and liberating yourself.

“Once you do that, it enables you to show up in a really genuine, honest, authentic way. It may not feel comfortable, but that’s important.

“However, people also fear the consequence being really open and honest – that they are going to be exploited.

“Ultimately, there is no formula – do the work.”

For more information about Joe Hart, or his latest book, click here.

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