Found a great article (click here to read) in the Wall Street Journal recently that I wanted to share with you. In spite of the title “How to tell if You’re a Jerk in the Office”, there are several salient points about what our “blind spots” cost us. For me, working with many of you who are seeking feedback through a 360 Assessment, the article outlines a clear statement of what is necessary to receive the benefit of the investment of time and thoughtfulness from both the person asking and those responding. It is an act of leadership and courage from all who participate.
The first words of the article set the tone. “SELF-AWARENESS is crucial in the workplace. It can also be dauntingly hard to get.” Another quote I am fond of is “We often make self- flattering assumptions and we assume others will agree with us.” (Honestly don’t they?) The critical connection to a leader’s growth, development, reputation and effectiveness are increased self-awareness, receptivity to feedback and then self-regulation. This statement assumes the premise that the leader has the business and technical competencies to be in their role.
You may be underway in the 360 Assessment process, individually or as members of a team so this article will serve as a primer for the work ahead. Alternately, you might be considering reengaging in Leader and Team Development and increasing self-awareness, receptivity and opportunities for feedback would be an essential component of the process. I’m certified in a number of 360 feedback instruments and assessments for initial reflection and self-awareness, listed below. Let me know if you’re interested in learning more about these options.
|Initial Reflection and Self-Awareness Assessments||360 Feedback Instruments|
|Insights Discovery Personal Profile||Hay Group (Daniel Goleman and Richard Boyatzis) Emotional and Social Competency Inventory|
|The Myers-Briggs Type Indicator||Center for Creative Leadership: Leader 360 Benchmarks|
|Fundamental Interpersonal Relationship Business profile||Kouzes and Posner Leadership Practice Inventory|
|Thomas Kilmann Conflict Inventory|
|The PaperRoom: Moving from thought to Action|