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How to Develop Self-Awareness as a Leader

January 29 2018 - by Caribbean Leadership Project

As a leader, it is critical to have strong self-awareness. In this video (click to play), CLP's Regional Project Manager, Dr. Lois Parkes shares some ways in which leaders can develop their self-awareness.

What are your thoughts? Please leave your comments below.

If you would like to see other short videos related to self-leadership, please click on the links below:

Leading Self

Leadership and Emotional Intelligence

Relationships and Coaching

 

 

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Erica P Harris - Reply

Regarding self-awareness and requesting feedback from direct reports, peers, and colleagues. It has been my experience that persons do not typically wish to provide feedback directly, even if it's by anonymous means. The preference is to talk to others or amongst themselves and based on the attitude/change in behaviour and sometimes "well meaning" reports from a third or fourth party, there is some idea of current issues. And it always is the "issues".  It is quite rare to be recognised for doing well. If it does occur, the majority of the time it comes across as forced and disingenuous.

Another observation over the years has been persons being given commendations based on their interactions with external clients or team members and the fact that the individual made a positive impression is one that causes some senior officers to chastise said individual. *cue twilight zone theme song* I tend to encourage direct reports and peers, I share opportunities and if someone is commended, I congratulate and encourage them to continue. Why be threatened by someone you've had the opportunity to train? It is my goal to have my mentees and direct reports surpass me. This doesn't mean I will remain stagnant, but I'd like to feel I am aware of what my goals are, my own path and if I can help someone else along their path why hold them back?

Succession planning appears to be a rare phenomenon in the public sector. Traditionally, once someone is to be separated from the service, they usually spend the last few days trying to impart “I don’t know what” to the person who has been designated to temporarily perform their duties until a replacement has been found. This at times means that person is asked to return to complete the transition or even “re-hired” as a consultant and this brings in the “knowledge transfer” deliverable.

Why is it so difficult for us to truly look at ourselves, celebrate the positives, acknowledge the negatives and implement a plan to “fix” or make them into positives? And if one is brave enough to want to address the negatives, why is it rare that the environment supports such a move?