I used to drive a delivery truck. This was in the days before rearview cameras.

I had a very limited view of what was behind me. Occasionally, I bumped into something.

In fact, because I drove in the winter sometimes my forward view wasn’t that great either. Sometimes my window was foggy, or frosted, or it was dark out, or rainy.

Even though I could see, mostly, I still missed things. And I sometimes bumped into something.

Basically, truck driving was a short career for me.

Too much bumping into stuff. Stuff that I didn’t see.

Blind Spots

Once upon a time, there were two men. They were named Joe and Harry.  Joe and Harry were people watchers.

In their watching of people – they noticed something.

People have blind spots. Even the type of people called leaders have blind spots.

Sometimes leaders are aware of what their blind spot is.

But many times, they weren’t aware of what they weren’t aware of. They didn’t know they had a blind spot.

Being smart guys (who worked as psychologists and professors) they drew a box to describe this observation. Feeling clever about their box, they named it: The Johari Window.

Perhaps you’ve heard of it.

The box describes the four quadrants of awareness (self-awareness and transparency to others) that exist in each person’s life.

It is helpful to reflect on what we can see inside ourselves and what others see.

It looks like this:

The Johari Window

There has been quite a lot of interesting thought that is put into the Johari window, and how to use it to encourage greater self-awareness, communication and to improve group dynamics.

However, I just want to focus on the behaviors that I’ve noticed many leaders are not that aware of, but most other people are. These behaviors are some of the most awkward to miss.

In my work with leaders, I’ve found that most have one or more of the following blind spots.

Sometimes, the blind spot isn’t about whether the behavior exists. Instead, it is the misperception that the behavior is helpful or effective.

Ready?

The Seven Deadly Blind Spots of Leaders

Reactiveness: While decisiveness is an important leadership trait, many leaders make decisions too quickly.

It can look a number of ways including The “new shiny object” syndrome of bouncing from one new idea, process or project to another. A fast reaction to threatening news. A response to perceptions, suggestions or accusations as opposed to reality.

Under Acting/Indecisiveness: Some leaders do the opposite. They are overly cautious if they don’t hear a strong enough consensus.

Or some are perfectionistic and need all their ducks standing in a row before they act. Or they are nervous to act without all the political or relational winds blowing exactly right. Essentially, they are unwilling to lead into the “unknown.” So, they comfort themselves with putting out fires or managing “what is.”

Defensiveness: Some leaders don’t separate their ideas, programs, projects or whatever – from themselves.

So, a question or challenge or critique about an idea, or program or anything else is personalized. They feel personally threatened in conversations that others don’t even see as being about them.

Not Listening: Leaders, naturally, tend to be full of their own thoughts. They can become accustomed to being the answer people. The direction people. Others can learn to just listen.

If this is combined with defensiveness, it can shut others down. Challenges emerge when they aren’t able to make space to really listen to and hear others.

This includes being able to hear what was overtly said, as well as being able to extrapolate what the other person may not have articulated well.

Poor Depth Perception: Drivers need to be able to have their destination in mind as well as whatever is right in front of them on the road. It’s best if they are mindful of the unknowns that could happen between the two.

Many leaders tend to pick only one field of depth. They are only able to see the far future and not able to focus on what needs to be done today to make the future happen. Others tend to be so focused on the needs of today that they have no clear destination in mind.

Building Success on Yourself: Some leaders are anchored down by their own strengths.

Sometimes these leaders are very limited in what they accomplish. Their leadership influence never really meets its potential. They never trust others to do what they believe only they can do.

Other times, these leaders accomplish extraordinary things. Sometimes these leaders love (or learn to love) the accolades. The accomplishment.

Unfortunately, these extraordinary accomplishments often collapse or weaken when the leader moves on.

Not Building Trust: This is related to Building Success on Yourself. I’ve noticed that some of the highest performing and most effective leaders tend to extend a great deal of trust to others. They believe their team can do the job. Additionally, their teams trust the leader to support their success.

Other leaders (even of what others would view as successful organizations) limit themselves by not building trust. They don’t extend it to others. Or it is hard earned.

Others aren’t always sure that the leader fully supports them. They may feel more as if they are taking a pass/fail test than part of a team that relies on each other.

How Do You See Your Blind Spots?

Do you have a blind spot?

Actually, we all do.

For example, I can’t see the back of my head. Even when I look in a mirror – it is backward.

Somethings, I just don’t see that well.

So, how do we grow? How do we increase our quadrants of awareness?

The Three Methods for Cultivating Personal Awareness:

1. Ask others: One of the most powerful tools for personal or leadership growth is to just ask others a simple question: “What are one or two specific ways that I could grow as a leader?”

If you ask enough people (usually 8 – 12) you’ll start to hear some themes come through.

If you can just listen to the feedback, avoid defensiveness and express gratitude for the input – you’ll be on your path to growth.

Additionally, for some of you, you’ll find that your “blind spot” will jump front and center during the conversation. Regardless of what the actual feedback is.

Defensiveness, not listening, not feeling like other perspectives really matter (building success on yourself), etc. You may start to feel any of this. Watch for it. It’s a former blind spot making its appearance.

I didn’t say it was easy. But I am saying it works.

2. Develop Peer Mentors: The higher leaders climb, the more they tend to isolate. Some of this is natural.

They do have fewer peers. There are fewer people who identify with their experiences.

However, it’s also true that there are billions of people on the planet. We probably aren’t peerless.

Finding (or building) a group of trusted and candid peers whom you can be open with and willing to receive feedback from is a powerful way to grow.

They function as mirrors, reflecting you back to you, so you see yourself better.

3. Pay Attention to The Weather: No, you don’t control the weather. I mean using the behavior of the people closest to you as a barometer of your own leadership impact.

If you can see that the people you lead are becoming more confident, abler, better problem solvers and overall nicer and more competent people year after year – there is a reasonable chance that you are doing things well.

However, if you pick up indicators of hesitancy, low morale, reluctance or dependence in decision making or problem-solving, or treating others poorly – there is a reasonable chance that there is something you are doing that needs to be improved.

Whenever there is a group problem, a wise leader is conscious of his or her influence. He or she will engage in self-reflection first.

What is one thing you can do this year to become better aware of how you lead and are experienced by others?

Does this feel threatening to you? Why?

What kind of support might you want to help you successfully grow?

Take good care,

Christian

P.S. The Fourth Method of Personal Awareness: I can work with you to take the guesswork out of leadership growth. Would you like to talk to me, one-on-one, about how you could rapidly grow as a leader? Would you like to change behaviors or mindsets that are holding you back?

Curious? Contact me:

During this complimentary call I’ll help you identify:

• The priorities that will matter most for you in 2018

• What challenges you’ll need to prepare for to meet those priorities.
• What resources you have at your disposal to help you succeed.
• What I can offer you that will help you ensure your success.

Contact me to learn more: christian@vantageconsulting.org or 907 522-7200.