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6/21/2019 What Self-Awareness Really Is (and How to Cultivate It)
https://hbr.org/2018/01/what-self-awareness-really-is-and-how-to-cultivate-it 1/9
MANAGINGYOURSELF
WhatSelf-AwarenessReallyIs(andHowtoCultivateIt)byTashaEurich
JANUARY04,2018
ARCHITRUJILLO/GETTYIMAGES
Self-awarenessseemstohavebecomethelatestmanagementbuzzword —andforgoodreason.
Researchsuggeststhatwhenweseeourselvesclearly,wearemoreconfidentandmorecreative.We
makesounderdecisions,buildstrongerrelationships,andcommunicatemoreeffectively.We’reless
likelytolie,cheat,andsteal.Wearebetterworkerswhogetmorepromotions.Andwe’remore-
effectiveleaderswithmore-satisfiedemployeesandmore-profitablecompanies.
6/21/2019 What Self-Awareness Really Is (and How to Cultivate It)
https://hbr.org/2018/01/what-self-awareness-really-is-and-how-to-cultivate-it 2/9
AboutOurResearchThemajorcomponentsofourresearchincluded:
Analyzingtheresultsofnearly800existingscienticstudiestounderstandhowpreviousresearchersdenedself-awareness,unearththemesandtrends,andidentifythelimitationsoftheseinvestigations.
Surveyingthousandsofpeopleacrosscountriesandindustriestoexploretherelationshipbetweenself-awarenessandseveralkeyattitudesandbehaviors,likejobsatisfaction,empathy,happiness,andstress.Wealsosurveyedthosewhoknewthesepeoplewelltodeterminetherelationshipbetweenselfandotherratingsofself-awareness.
Developingandvalidatingasevenfactor,multi-raterassessmentofself-awareness,becauseourreviewoftheresearchdidn’tidentifyanystrong,well-validated,comprehensivemeasures.
Conductingindepthinterviewswith50peoplewho’ddramatically
Asanorganizationalpsychologistandexecutivecoach,I’vehadaringsideseattothepowerof
leadershipself-awarenessfornearly15years.I’vealsoseenhowattainablethisskillis.Yet,whenI
firstbegantodelveintotheresearchonself-awareness,Iwassurprisedbythestrikinggapbetween
thescienceandthepracticeofself-awareness.Allthingsconsidered,weknewsurprisinglylittle
aboutimprovingthiscriticalskill.
Fouryearsago,myteamofresearchersandIembarkedonalarge-scalescientificstudyofself-
awareness.In 10separateinvestigationswithnearly5,000participants,weexaminedwhatself-
awarenessreallyis,whyweneedit,andhowwecanincreaseit.(Wearecurrentlywritingupour
resultsforsubmissiontoanacademicjournal.)
Ourresearchrevealedmanysurprising
roadblocks,myths,andtruthsaboutwhatself-
awarenessisandwhatittakestoimproveit.
We’vefoundthateventhoughmostpeople
believetheyareself-aware,self-awarenessisa
trulyrarequality: Weestimatethatonly10%–15%
ofthepeoplewestudiedactuallyfitthecriteria.
Threefindingsinparticularstoodout, andare
helpingusdeveloppracticalguidanceforhow
leaderscanlearntoseethemselvesmoreclearly.
#1:ThereAreTwoTypesofSelf-AwarenessForthelast50years,researchershaveused
varyingdefinitionsofself-awareness.For
example,someseeitastheabilitytomonitorour
innerworld,whereasothers labelitasa
temporarystateofself-consciousness. Stillothers
describeitasthedifferencebetweenhowwesee
ourselvesandhowothersseeus.
6/21/2019 What Self-Awareness Really Is (and How to Cultivate It)
https://hbr.org/2018/01/what-self-awareness-really-is-and-how-to-cultivate-it 3/9
improvedtheirself-awarenesstolearnaboutthekeyactionsthathelpedthemgetthere,aswellastheirbeliefsandpractices.Ourintervieweesincludedentrepreneurs,professionals,executivesandevenaFortune10CEO.(Tobeincludedinourstudy,participantshadtoclearfourhurdles:1)theyhadtoseethemselvesashighlyself-aware,whichwemeasuredusingourvalidatedassessment,2)usingthatsameassessment,someonewhoknewthemwellhadtoagree,3)theyhadtobelievethey’dexperiencedanupwardtrendofself-awarenessoverthecourseoftheirlife.Eachparticipantwasaskedtorecalltheirlevelofself-awarenessatdifferentstagesoftheirlifeupuntiltheagetheywerecurrently(e.g.,earlyadulthood:ages19-24,adulthood:ages25-34,mid-life:ages35-49,matureadulthood:ages50-80),and4)thepersonratingthemhadtoagreewiththeparticipants’recollections.)
Surveyinghundredsofmanagersandtheiremployeestolearnmoreabouttherelationshipbetweenleadershipself-awarenessandemployeeattitudeslikecommitment,leadershipeffectiveness,andjobsatisfaction.
Coauthorsonthisworkare:HaleyM.Woznyj,LongwoodUniversityPhoenixVanWagoner,LeedsSchoolofBusiness,UniversityofColoradoEric D Heggestad University of North
Sobeforewecouldfocusonhowtoimproveself-
awareness,weneededtosynthesizethese
findingsandcreateanoverarchingdefinition.
Acrossthestudiesweexamined,twobroad
categoriesofself-awarenesskeptemerging.The
first,whichwedubbedinternalself-awareness,
representshowclearlyweseeourownvalues,
passions,aspirations,fitwithourenvironment,
reactions(includingthoughts,feelings,behaviors,
strengths,andweaknesses),andimpacton
others.We’vefoundthatinternalself-awareness
isassociatedwithhigherjobandrelationship
satisfaction,personalandsocialcontrol,and
happiness;itisnegativelyrelatedtoanxiety,
stress,anddepression.
Thesecondcategory,externalself-awareness,
meansunderstandinghowotherpeopleviewus,
intermsofthosesamefactorslistedabove.Our
researchshowsthatpeoplewhoknowhowothers
seethemaremoreskilledatshowingempathy
andtakingothers’perspectives.Forleaderswho
seethemselvesastheiremployeesdo,their
employeestendtohaveabetterrelationshipwith
them,feelmoresatisfiedwiththem,andseethem
asmoreeffectiveingeneral.
It’seasytoassumethatbeinghighononetypeof
awarenesswouldmeanbeinghighontheother.
Butourresearchhasfoundvirtuallyno
relationshipbetweenthem.Asaresult,weidentify fourleadershiparchetypes,eachwithadifferent
setofopportunitiestoimprove:
6/21/2019 What Self-Awareness Really Is (and How to Cultivate It)
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Whenitcomesto
internaland
externalself-
awareness,it’s
temptingtovalue
oneovertheother.
Butleadersmust
activelyworkon
bothseeing
themselvesclearly
andgetting
feedbackto
understandhowothersseethem.Thehighlyself-awarepeopleweinterviewedwereactively
focusedonbalancingthescale.
TakeJeremiah,amarketingmanager.Earlyinhiscareer,hefocusedprimarilyoninternalself-
awareness—forexample,decidingtoleavehiscareerinaccountingtopursuehispassionfor
marketing.Butwhenhehadthechancetogetcandidfeedbackduringacompanytraining,he
realizedthathewasn’tfocusedenoughonhowhewasshowingup.Jeremiahhassinceplacedan
equalimportanceonbothtypesofself-awareness,whichhebelieveshashelpedhimreachanew
levelofsuccessandfulfillment.
Thebottomlineisthatself-awarenessisn’tonetruth.It’sadelicatebalanceoftwodistinct,even
competing,viewpoints.(Ifyou’reinterestedinlearningwhereyoustandineachcategory,afree
shortenedversionofourmulti-raterself-awarenessassessmentisavailablehere.)
#2:ExperienceandPowerHinderSelf-AwarenessContrarytopopularbelief,studieshaveshownthatpeopledonotalwayslearnfromexperience,
thatexpertisedoesnothelppeoplerootoutfalseinformation,andthatseeingourselvesashighly
experiencedcankeepusfromdoingourhomework,seekingdisconfirmingevidence,and
questioningourassumptions.
6/21/2019 What Self-Awareness Really Is (and How to Cultivate It)
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Andjustasexperiencecanleadtoafalsesenseofconfidenceaboutourperformance,itcanalso
makeusoverconfidentaboutourlevelofself-knowledge.Forexample,onestudyfoundthatmore-
experiencedmanagerswerelessaccurateinassessingtheirleadershipeffectivenesscompared with
lessexperiencedmanagers.
Similarly,themorepoweraleaderholds,themorelikelytheyaretooverestimatetheirskillsand
abilities.Onestudyofmorethan3,600leadersacrossavarietyofrolesandindustriesfoundthat,
relativetolower-levelleaders,higher-levelleadersmoresignificantlyovervaluedtheirskills
(compared withothers’perceptions).Infact,thispatternexistedfor19outofthe20competencies
theresearchersmeasured,includingemotionalself-awareness,accurateself-assessment,empathy,
trustworthiness,andleadershipperformance.
Researchershaveproposedtwoprimaryexplanationsforthisphenomenon.First,byvirtueoftheir
level,seniorleaderssimplyhavefewerpeopleabovethemwhocanprovidecandidfeedback.
Second,themorepoweraleaderwields,thelesscomfortablepeoplewillbetogivethem
constructivefeedback,forfearitwillhurttheircareers.Businessprofessor JamesO’Toolehasadded
that,asone’spowergrows,one’swillingnesstolistenshrinks,eitherbecausetheythinktheyknow
morethantheiremployeesor becauseseekingfeedbackwillcomeatacost.
Butthisdoesn’thavetobethecase.Oneanalysisshowedthatthemostsuccessfulleaders,asrated
by360-degreereviewsofleadershipeffectiveness,counteractthistendencybyseekingfrequent
criticalfeedback(frombosses,peers,employees,theirboard,andsoon).Theybecomemoreself-
awareintheprocessandcometobeseenasmoreeffectivebyothers.
Likewise,inourinterviews,wefoundthatpeoplewhoimprovedtheirexternalself-awarenessdid
sobyseekingoutfeedbackfromlovingcritics —thatis,peoplewhohavetheirbestinterestsinmind
andarewillingtotellthemthetruth.Toensuretheydon’toverreactorovercorrectbasedonone
person’sopinion,theyalsogut-checkdifficultorsurprisingfeedbackwithothers.
Eventhoughmostpeoplebelievetheyareself-aware,only10-15%ofthepeoplewestudiedactuallyfitthecriteria.
6/21/2019 What Self-Awareness Really Is (and How to Cultivate It)
https://hbr.org/2018/01/what-self-awareness-really-is-and-how-to-cultivate-it 6/9
#3:IntrospectionDoesn’tAlwaysImproveSelf-AwarenessItisalsowidelyassumedthatintrospection—examiningthecausesofourownthoughts,feelings,
andbehaviors—improvesself-awareness.Afterall,whatbetterwaytoknowourselvesthanby
reflectingonwhywearethewayweare?
Yetoneofthemostsurprisingfindingsofourresearchisthatpeoplewhointrospectarelessself-
awareandreportworsejobsatisfactionandwell-being.Otherresearchhasshownsimilarpatterns.
Theproblemwithintrospectionisn’tthatitiscategoricallyineffective—it’sthatmostpeopleare
doingitincorrectly.Tounderstandthis,let’slookatarguablythemostcommonintrospective
question:“Why?”Weaskthiswhentryingtounderstandouremotions(WhydoIlikeemployeeAso
muchmorethanemployeeB?),orourbehavior(WhydidIflyoffthehandlewiththatemployee?),or
ourattitudes(WhyamIsoagainstthisdeal?).
Asitturnsout,“why”isasurprisinglyineffectiveself-awarenessquestion.Researchhasshownthat
wesimplydonothaveaccesstomanyoftheunconsciousthoughts,feelings,andmotiveswe’re
searchingfor.Andbecausesomuchistrappedoutsideofourconsciousawareness,wetendto
inventanswersthatfeeltruebutareoftenwrong.Forexample,afteranuncharacteristicoutburstat
anemployee,anewmanagermayjumptotheconclusionthatithappenedbecausesheisn’tcutout
formanagement,whentherealreasonwasabadcaseoflowbloodsugar.
Consequently,theproblemwithaskingwhyisn’tjusthowwrongweare,buthowconfidentweare
thatweareright.Thehumanmindrarelyoperatesinarationalfashion,andourjudgmentsare
seldomfreefrombias.Wetendtopounceonwhatever“insights”wefindwithoutquestioningtheir
validityorvalue,weignorecontradictoryevidence,andweforceourthoughtstoconformtoour
initialexplanations.
Theproblemwithintrospectionisn’tthatitisineffective—it’sthatmostpeoplearedoingitincorrectly.
6/21/2019 What Self-Awareness Really Is (and How to Cultivate It)
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Anothernegativeconsequenceofaskingwhy —especiallywhentryingtoexplainanundesired
outcome—isthatitinvitesunproductivenegativethoughts.Inourresearch,we’vefoundthat
peoplewhoareveryintrospectivearealsomorelikelytogetcaughtinruminativepatterns.For
example,ifanemployeewhoreceivesabadperformancereviewasks WhydidIgetsuchabad
rating?, they’relikelytolandonanexplanationfocusedon theirfears,shortcomings,orinsecurities,
ratherthanarationalassessmentof theirstrengthsandweaknesses.(Forthisreason,frequentself-
analyzersaremoredepressed and anxious andexperiencepoorerwell-being.)
Soifwhyisn’ttherightintrospectivequestion,isthereabetterone?Myresearchteamscoured
hundredsofpagesofinterviewtranscriptswithhighlyself-awarepeopletoseeiftheyapproached
introspectiondifferently.Indeed,therewasaclearpattern:Althoughtheword“why”
appeared fewerthan150times,theword“what”appearedmorethan1,000times.
Therefore,toincreaseproductiveself-insightanddecreaseunproductiverumination,weshouldask
what,notwhy.“What”questionshelpusstayobjective,future-focused,andempoweredtoacton
ournewinsights.
Forexample,considerJose,anentertainmentindustryveteranweinterviewed,whohatedhisjob.
Wheremanywouldhavegottenstuckthinking“WhydoIfeelsoterrible?,”heasked,“Whatarethe
situationsthatmakemefeelterrible,andwhatdotheyhaveincommon?”Herealizedthathe’d
neverbehappyinthatcareer,anditgavehimthecouragetopursueanewandfarmore
fulfilling oneinwealthmanagement.
Similarly,Robin,acustomerserviceleaderwhowasnewtoherjob,neededtounderstandapieceof
negativefeedbackshe’dgottenfromanemployee.Insteadofasking“Whydidyousaythisabout
me?,”Robininquired,“WhatarethestepsIneedtotakeinthefuturetodoabetterjob?”Thishelped
themmovetosolutionsratherthanfocusingontheunproductivepatternsofthepast.
Self-awarenessisn’tonetruth.It’sadelicatebalanceoftwodistinct,evencompeting,viewpoints.
6/21/2019 What Self-Awareness Really Is (and How to Cultivate It)
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AfinalcaseisPaul,whotoldusaboutlearningthatthebusinesshe’drecentlypurchasedwasno
longerprofitable.Atfirst,allhecould askhimself was“Whywasn’tIabletoturnthingsaround?”
Buthequicklyrealizedthathedidn’thavethetimeorenergytobeathimselfup—hehadtofigure
outwhattodonext.Hestartedasking,“WhatdoIneedtodotomoveforwardinawaythat
minimizestheimpacttoourcustomersandemployees?”Hecreatedaplan,andwasabletofind
creativewaystodoasmuchgoodforothersaspossiblewhilewindingdownthebusiness.Whenall
thatwasover,hechallengedhimselftoarticulatewhathelearnedfromtheexperience—his
answer bothhelpedhimavoidsimilarmistakesinthefutureandhelpedotherslearnfromthem,
too.
Thesequalitativefindingshavebeen bolsteredbyothers’quantitativeresearch.Inonestudy,
psychologistsJ.GregoryHixonandWilliamSwanngaveagroupofundergraduatesnegative
feedbackonatestoftheir“sociability,likabilityandinterestingness.”Someweregiventimetothink
aboutwhytheywerethekindofpersontheywere,whileotherswereaskedtothinkaboutwhatkind
ofpersontheywere.Whentheresearchershadthemevaluatetheaccuracyofthefeedback,the
“why”studentsspenttheirenergyrationalizinganddenyingwhatthey’dlearned, andthe“what”
studentsweremoreopentothisnewinformationandhowtheymightlearnfromit.Hixonand
Swann’sratherboldconclusionwasthat“Thinkingaboutwhyoneisthewayoneismaybenobetter
thannotthinkingaboutone’sselfatall.”
Allofthisbringsustoconclude:Leaderswhofocusonbuildingbothinternalandexternalself-
awareness,whoseekhonestfeedbackfromlovingcritics,andwhoaskwhatinsteadofwhycanlearn
toseethemselvesmoreclearly—andreapthemanyrewardsthatincreasedself-knowledgedelivers.
Andnomatterhowmuchprogresswemake,there’salwaysmoretolearn.That’soneofthethings
thatmakesthejourneytoself-awarenesssoexciting.
TashaEurich,PhD,isanorganizationalpsychologist,researcher,andNewYorkTimesbestsellingauthor.Sheisthe
principalofTheEurichGroup,aboutiqueexecutivedevelopmentfirmthathelpscompanies—fromstart-upstotheFortune
100—succeedbyimprovingtheeffectivenessoftheirleadersandteams.Hernewestbook,Insight,delvesintothe
connectionbetweenself-awarenessandsuccessintheworkplace.
6/21/2019 What Self-Awareness Really Is (and How to Cultivate It)
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RelatedTopics: Psychology | EmotionalIntelligence
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