Beyond the Score: Blind Spots
One of the worst things in the world is discovering that someone has knowledge about you or your leadership that you're oblivious to. This is a blind spot.
My last car, a Volkswagen Tiguan, had a significant one. The placement of the rear passenger window and the side mirrors made it impossible to see the right-hand lane. Heading down the expressway at 75 miles per hour was a white-knuckle experience every time I changed lanes. The stress of that invisible right lane was a major reason we traded it for a Toyota Highlander.
As leaders, we deal with similar blind spots: personal flaws, weaknesses, or biases we can't see in ourselves, but which are obvious to others. To lead effectively, we must first become aware of them. If we fail to address them, they can negatively impact our team and, ultimately, our productivity. In fact, a study by Gallup found, "The biggest gaps between manager and employee perceptions are in the delivery of recognition and frequent feedback."
The challenge is that learning about your blind spots isn't a pleasant experience. We aren't always blessed with kind and compassionate people to help us see beyond those barriers. When we feel suddenly exposed, it can lead to a worry and concern that paralyzes us.
So how do we navigate these blind spots without the paralyzing fear? The first step is to cultivate a psychologically safe environment on our teams. In his book The Culture Code, Daniel Coyle describes it as a feeling where members of a team feel safe and connected, where it's okay to be vulnerable and take risks (Coyle, 2018). For feedback to be given and received appropriately, people have to trust one another.
So, how is your team? Do others feel angst when they approach you, or do they sense safety and belonging? Here are three tactical strategies that I find helpful in uncovering ugly blind spots:
Seek Out a Mentor: A skilled coach or mentor can act as a neutral third party. They are trained to identify blind spots and create a safe space for leaders to explore their behavior without judgment.
Conduct Regular "Stay Interviews": While "exit interviews" are common, a stay interview asks employees why they choose to stay with the company. These conversations can reveal what is working and what isn't, providing valuable, real-time feedback on a leader's impact.
Practice Intentional Self-Reflection: Leaders should set aside time for intentional reflection. This can be as simple as keeping a journal or asking themselves specific questions at the end of each week, such as: "What was a difficult conversation I had, and what could I have done differently?" or "What feedback did I receive this week, and how did I react to it?" You can also try a "RACA" audit—a daily process of Reflection, Adjustment, Collaboration, and Activation. This is a powerful way to journal that results in an increased level of self-awareness.
Uncovering our blind spots isn't about finding what's wrong with us, but about unlocking our full potential as leaders. By committing to this honest self-assessment, we can transform our biggest weaknesses into our greatest strengths.
This concept is unpacked more fully in IN TONE Leadership for leaders who want a deeper framework.
Next week, we'll take a look at how judgment biases can limit the scope of our leadership.
Until our next rehearsal.