Transitioning from a technical expert to a leader of teams can be a challenging journey. It requires a different set of skills and competencies than what you may have developed as an SME. One critical aspect of this transition is developing self-awareness, and understanding your strengths and weaknesses. In this blog, we will explore the importance of self-awareness and how to develop it to become an effective leader.
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Why is Developing Self-Awareness Important for Leaders?
Self-awareness is the foundation of emotional intelligence, a crucial attribute for effective leadership. Leaders who possess self-awareness are better able to understand their emotions, motivations, and behaviours. This understanding allows them to manage their emotions and respond appropriately to different situations. Additionally, self-awareness enables leaders to recognize their strengths and weaknesses, enabling them to leverage their strengths and work on their weaknesses effectively.
How to Develop Self-Awareness:
Developing self-awareness is a continuous journey that requires effort and dedication. Here are some practices that can help you develop self-awareness:
- Take Personality Tests: Personality tests, such as Myers-Briggs, can provide insight into your personality traits, strengths, and weaknesses.
- Seek Feedback: Ask for feedback from your team, colleagues, and supervisor. This feedback can help you understand how others perceive you and identify areas for improvement.
- Reflect on Your Experiences: Reflect on your experiences, both positive and negative. Analyze how you responded to different situations and what you could have done differently.
- Journal: Writing in a journal can help you process your emotions and thoughts, enabling you to better understand your behaviour and motivations.
- Practice Mindfulness: Mindfulness practices, such as meditation, can help you become more aware of your thoughts, emotions, and behaviour patterns.
- Engage in Self-Reflection: Regularly take time to reflect on your values, goals, and aspirations. This reflection can help you gain a deeper understanding of yourself and your motivations.
Who are the best thinkers in Develop Self-Awareness?
I encourage you to explore some of the best thinkers in this space and compare examples of what separates great from good when it comes to developing self-awareness.
One of the most well-known thinkers in the field of self-awareness is Daniel Goleman, the author of “Emotional Intelligence: Why It Can Matter More Than IQ.” Goleman argues that emotional intelligence, which includes self-awareness, is a key determinant of success in leadership roles. He suggests that leaders who are self-aware are better able to manage their emotions, understand the impact of their behaviour on others, and make more informed decisions.
Is that True?
Can emotional intelligence be more important than intellectual intelligence, or in the case of SME’s knowing stuff? Another influential thinker in this space is Brené Brown, the author of “Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead.”
Brown argues that vulnerability is an essential component of self-awareness and effective leadership. She suggests that leaders who are willing to be vulnerable and open about their strengths and weaknesses can build stronger relationships with their teams and inspire greater trust and loyalty.
In contrast, leaders who lack self-awareness can struggle to connect with their teams and achieve their goals. For example, a leader who is overly confident and dismissive of feedback may struggle to build trust with their team members and fail to address areas of weakness. On the other hand, a leader who is overly self-critical and fails to recognize their strengths may struggle to inspire confidence and motivate their team.
Separating Great from just Good
Ultimately, what separates great from good in terms of self-awareness is the ability to recognize and leverage strengths while addressing weaknesses. Great leaders are not afraid to be vulnerable and seek feedback, and they use this information to guide their personal and professional development. Good leaders, on the other hand, may lack the self-awareness to identify areas for improvement or fail to take action to address them.
Takeaways
Developing self-awareness is a crucial step in the journey of transitioning from a technical SME to a leader of teams. By learning from the insights of leading thinkers like Daniel Goleman and Brené Brown, leaders can develop a better understanding of their strengths and weaknesses and use this knowledge to become more effective leaders. By recognizing and leveraging strengths while addressing weaknesses, great leaders can build strong, high-performing teams and achieve success in their roles.
Here are some book recommendations on self-awareness and leadership:
- “Leaders Eat Last: Why Some Teams Pull Together and Others Don’t” by Simon Sinek
- “Dare to Lead: Brave Work. Tough Conversations. Whole Hearts.” by Brené Brown
- “Emotional Intelligence Habits” by Clinton Walton
- “StrengthsFinder 2.0” by Tom Rath
- “The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change” by Stephen Covey
Each of these books provides insights and strategies for developing self-awareness and leadership skills, which are essential for transitioning from a technical SME to a leader of teams.
Additional Reference Material
here are some references to papers and research on self-awareness from the mentioned institutions:
- “What Self-Awareness Really Is (and How to Cultivate It)” by Tasha Eurich, Harvard Business Review
- “Developing Self-Awareness in Leaders: An Overview and Framework for Practice” by Ruth Wageman and Debra A. Nunes, Harvard Business School Working Paper
- “Fostering Leadership Development Through Self-Awareness” by Nicholas A. Pearce and Kelly Goldsmith, Kellogg School of Management, Northwestern University
- “Leadership and Self-Deception: Getting Out of the Box” by The Arbinger Institute, published by Berrett-Koehler Publishers
- “Insight: The Surprising Truth About How Others See Us, How We See Ourselves, and Why the Answers Matter More Than We Think” by Tasha Eurich, published by Currency
- “The Dark Side of Emotional Intelligence” by Adam Grant and Allison Sweet Grant, The Atlantic
- “On the Reception and Detection of Pseudo-Profound Bullshit” by Gordon Pennycook, James Allan Cheyne, Nathaniel Barr, Derek J. Koehler, and Jonathan A. Fugelsang, Judgment and Decision Making
