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Fast Company
03-06-2025
- Business
- Fast Company
How to cultivate genuine self-awareness and propel your leadership
Self-awareness is often referred to as the foundation of emotional intelligence, and it's a requirement for exceptional leadership. When leaders understand their emotions, recognize their strengths and weaknesses, and hone their decision-making and communication skills, they build trust and foster better collaboration within their teams. This leads to better performance all around. But here's the catch: Developing self-awareness isn't a onetime achievement. It's a continuous, evolving process that requires intention and reflection. Leaders who actively cultivate this skill don't just improve their own effectiveness, they also create a healthier, more productive organizational culture. In fact, research from the Corporate Executive Board (now part of Gartner), reveals that leaders with high self-awareness are 10% more effective in their roles than those who rank lower. It's a simple truth: Self-awareness isn't just a personal asset—it's essential for any leader looking to drive success. Defining Self-Awareness Self-awareness is the ability to recognize and understand your emotions, thoughts, and behaviors—and to see how they influence your decisions, relationships, and leadership style. It involves identifying what drives you, understanding your strengths and weaknesses, and being honest with yourself about areas for improvement. Self-aware leaders do more than just understand themselves. They also recognize how their actions are perceived by others, which is essential for cultivating trust within a team. It's a skill that evolves over time, meaning leaders must regularly pause and reflect on their actions and their impact. The Role of Feedback in Self-Awareness Feedback is one of the most powerful tools for cultivating self-awareness. However, many leaders shy away from it due to fear, pride, discomfort, or uncertainty about its reliability. Avoiding feedback, though, can significantly hinder both personal and professional growth. Often the best feedback comes from those who report to you. For instance, one experience that was a turning point for me was when one of my direct reports pointed out one of my unconscious biases. Eight years ago, I was preparing to head home after a long day at work when I heard a knock on my office door. It was Katherine, one of my team members. She asked if she could give me some feedback about that morning's team meeting. Katherine shared something that left me stunned: 'Are you aware that you tend to listen more to the people who are the most vocal, and that they tend to be men?' I had always thought I was an inclusive leader, so I was shocked to hear this. I responded honestly, 'I had no idea.' Katherine explained that this was something she had wanted to bring up for a while but didn't feel comfortable doing so until now. I immediately apologized, thanked her for sharing this with me, and asked for specific examples. She provided them, and I made sure to listen attentively. This interaction caused me to change how I lead. I decided to ask myself before every meeting what biases I need to check myself on. I also talked with the people on my team who were less vocal and asked if it would be okay for me to call on them during meetings to help them share more of their ideas. Katherine's feedback offered valuable insights into how my behavior affects others, uncovering a blind spot that might have otherwise remained hidden. So make sure you solicit feedback regularly—whether it's from a childhood friend, trusted colleague, mentor, or direct report. Once you've identified someone you trust, clarify the type of feedback you're seeking. For example, you could ask for input on your biases, or a recent project, an interaction with a colleague, or how others perceive your leadership style. Mindfulness as a Self-Awareness Tool Mindfulness is a powerful tool for developing self-awareness. It involves staying fully present in the moment, which helps leaders become more attuned to their emotions, thoughts, and reactions. Simple mindfulness exercises, such as focused breathing or short reflection breaks during the day, can greatly improve emotional awareness. In my work with clients and the workshops I facilitate, I guide participants through breathing exercises. Many share that integrating mindfulness into their daily routines has helped them be more fully present. For example, some clients now begin their team meetings with breathing exercises to help themselves and their teams stay focused and engaged during discussions. These practices support clearer decision-making and improved emotional regulation. I also use these exercises myself to ensure I'm fully present before coaching a client or facilitating a workshop. They help me stay grounded and attentive. In addition to breathing exercises, I recommend a few other strategies to help leaders remain present. One is to put cellphones away during meetings. This reduces the temptation to check your phone, which can signal to others that you aren't fully engaged or listening. I also suggest creating a 10-minute buffer between meetings. This allows leaders time to reflect on the meeting they just attended and prepare for the next one. Without this space, leaders often rush from one meeting to the next, missing the opportunity to reflect and be fully present. Leveraging Self-Assessments Self-assessments can also play a crucial role in developing self-awareness. One tool I frequently use with my coaching clients and the teams I work with is the CliftonStrengths finder from Gallup. This assessment, grounded in positive psychology, has been around for more than 20 years. It was developed based on research that asked, 'What would happen if we studied what was right with people, rather than focusing on what's wrong?' The result is an assessment that identifies a leader's strengths, allowing them to build on what they do well, rather than focusing on fixing weaknesses. It also highlights how each strength, when pushed to an extreme, can hinder success. For instance, a leader with the strength of being an 'achiever' works hard and possesses a great deal of stamina. They take immense satisfaction in being busy and productive. However, when taken too far, this strength can lead to burnout or cause frustration among those being led, potentially resulting in high turnover if team members feel overwhelmed. Developing a Growth Mindset Self-awareness is closely linked to a growth mindset, or a belief that abilities and intelligence can be developed over time through effort and learning. Leaders who embody this mindset inspire their teams to continually improve, fostering a culture of resilience and adaptability. This mindset not only benefits leaders but also empowers teams to take risks, learn from mistakes, and grow. The key to fostering a growth mindset is to view feedback as an opportunity for self-improvement, as I mentioned earlier. When receiving feedback, ask questions such as: 'How can I improve?' or 'What specific actions can I take to do better?' This approach transforms feedback into a valuable tool for personal and professional growth—and makes it more likely that people will approach you with this feedback in the first place. Developing your leadership Self-awareness is not a destination, but an ongoing journey that requires dedication and intentionality. For leaders, cultivating self-awareness is crucial to becoming more effective, empathetic, and emotionally intelligent. By consistently reflecting on your behavior, seeking feedback, practicing mindfulness, and leveraging self-assessments, you will improve your leadership skills and create a positive environment for your team.
Forbes
01-06-2025
- Business
- Forbes
Why Smart Leaders Fail: The Missing Link Between Trust And Execution
Leadership Under Pressure: The Missing Link Between Trust and Execution Research from the Corporate Executive Board (now part of Gartner) and Harvard Business Review estimates that 50 to 70 percent of new executives fail within their first 18 months, regardless of whether they are hired externally or promoted from within. With good intentions, these leaders double down on execution while neglecting the relational work and organizational acumen that enables lasting change. In doing so, they underestimate the importance of political acumen, stakeholder alignment, employee mindset shift, and relational equity. As a result, they struggle to realize the cultural shifts required for their strategic and operational agendas to succeed. What's missing is not often a better strategy or execution—it's trust. And without it, even the most innovative leaders and well-designed plans fall short. Chris Zook and James Allen, authors of The Founder's Mentality, and leadership expert Patrick Lencioni have emphasized that organizations rarely fail because of the technical aspects of the business, like strategy, innovation, and marketing; they fail because of people-related issues. Zook and Allen found that 85% of executives attribute stunted growth to internal factors rather than external market forces. Lencioni's work in his book, The Five Dysfunctions of a Team, makes a compelling case that trust is the foundation of high-performing teams and the lack of it derails team and organizational performance. At its core, leadership is not only about direction but also about connection. As John Maxwell puts it, 'People don't care how much you know until they know how much you care.' Contrary to corporate opinion, caring sells. It accelerates the translation of vision into tangible outcomes. Trust is not built through an impressive slide deck or a bold strategic plan; it is created in everyday interactions and shared experiences. Investing in these experiences is vital for leaders whose abilities are still being evaluated and whose trust-based relationships have yet to be formed. Chip and Dan Heath, authors of The Power of Moments, said shared experiences create connection, deepen trust, and build relational memory. These moments are not limited to off-sites or milestone celebrations; they occur when teams navigate challenges, reflect after wins and losses, brainstorm under pressure, or listen to each other. Shared experiences don't need to be grand, but they must be authentic. Feelings are rarely discussed in organizations because their impact on performance is difficult to quantify. However, shared experiences are shaped by how people feel after interacting with you. Maya Angelou wisely said, 'People will forget what you said, people will forget what you did, but people will never forget how you made them feel.' The emotions that leaders evoke in their teams influence engagement, trust, and execution. If that's true, the question becomes: Are you filling your team's emotional tank with confidence, clarity, and respect or draining it with fear, defensiveness, and detachment? To win over your team, you must connect with their heads and hearts to move their hands to action. Otherwise, they will drag their feet and ultimately head towards the door. In my experience, a clear pattern emerges across industries and leadership teams: when shared experiences are missing, people disengage. They may appear aligned, nodding in meetings and following direction, but they withhold honest feedback, compete with each other, avoid challenging assumptions, and are reluctant to take ownership. What begins as quiet compliance often evolves into costly silence. Even innovative leaders would make poor decisions when they lack input from those closest to the work. It's no surprise that 70 percent of organizational change efforts fail. I once coached a leader who had just been appointed to a senior role. He was driven, visionary, and eager to make an impact. However, frustration set in quickly. He sensed passive resistance from team members and, instead of engaging, dismissed their feedback and sidelined their input. The real problem? He believed he got the job because he was the most competent, so he skipped the relational groundwork that could have provided insight, revealed context, and built trust. As a result, the organization stalled. This is the missing link between trust and execution: shared experiences. It turns direction into alignment, compliance into commitment, and talent into a unified team. Without shared experiences, even the most compelling strategies fail because people don't just follow your credentials; they follow who they trust. How do you regain confidence when trust is low, silence sets in, and momentum stalls? In my work coaching and helping executives and leadership teams through high-stakes transitions, results are a lagging indicator, and when leaders fixate on this, they struggle. Instead, focusing on a shared purpose and cultivating relationships helps restore alignment and drive results. To help leaders transition from disconnection to energized, I developed The Trust-Shared Experience Matrix. It's a practical framework grounded in two critical dimensions: trust and shared experience. When represented on a 2x2 matrix, relationships typically fall into one of four zones: Trust-Shared Experience Matrix The goal isn't to just diagnose where a relationship stands, but to help leaders identify the relational barriers that block execution and offer paths to move each relationship forward. Below are tips to help you get started: At every transition, a shared purpose acts as a catalyst for progress. Without it, people lose direction, but with it, they progress. Take a moment to reflect on the vital relationships in your leadership circle: peers, direct reports, cross-functional partners, and customers. Ask the following: Next, categorize each name into one of the four zones of the Trust-Shared Experience 2x2 matrix. Now ask: Camaraderie brings people together. When you navigate tough times, share laughter, or spend late nights working with someone, your trust in them deepens. Caroline Santiago, a global executive leadership advisor and Navy SEALs coach, emphasized that camaraderie is one of the most underutilized superpowers in high-performing teams. It is the driving force behind success, moving people from co-workers to co-owners. It fosters a sense of 'we are in this together,' not 'I am on my own.' It produces the emotional glue that binds teams together through uncertainty, conflict, and rapid change. The true power of shared experiences lies in the results and connections built among people. Strategy doesn't fail in isolation; it fails due to a lack of trust, common purpose, and co-ownership. When leaders invest in shared experiences, they restore alignment and ignite commitment, creativity, and execution at scale. That's the missing link between trust and execution, and it's what separates smart leaders who fail from those who thrive.
Fast Company
29-05-2025
- Business
- Fast Company
This is why your perfect hire often fails
After months of rigorous searching, you've found your ideal executive candidate. They tick every box on paper and seem perfect in interviews. But then reality hits: Your 'Cinderella candidate' isn't prepared for the real-world challenges of the role. Now what? A popular study highlights just how common—and costly—this scenario is. A 2015 research report from Corporate Executive Board found that 50% to 70% of leadership hires fail within 18 months. And that can cost the company one-half to twice the hire's annual salary, according to a 2019 Gallup report. Given the high levels of remuneration, the financial impact can be even more severe at the executive level. As someone who has navigated countless executive searches, I've seen how easy it is to fall into the trap of searching for a 'Cinderella candidate'—someone who appears to match a meticulously defined set of qualifications perfectly. And even if the ideal candidate does exist, they may not be interested in your opportunity or ready for a career move. Compounding these challenges, you have noncompete agreements that further shrink the available talent pool. Setting the ideal candidate bar high can help, but an overly rigid vision often results in a long, drawn-out search with diminishing returns. When we accept that perfection on paper rarely translates into perfection in practice, we create opportunities to find strong candidates who bring real, tangible strengths to the table, even if they don't check every box. To find the right hire and mitigate leadership turnover, we must rethink how we define, evaluate, and select leadership candidates. The following insights will help broaden your approach: 1. The right leader is a catalyst, not a title Rather than locking into overly specific C-suite qualifications, consider the characteristics of transformational leaders that your team genuinely needs. While technical skills matter, you should emphasize broader competencies like adaptability, decision-making in ambiguity, and the ability to motivate diverse teams. These qualities often predict long-term success better than niche expertise. Consider leaders with transferable skills. They can bring fresh insights and a broader understanding of how to drive success in evolving environments. To implement this shift in your recruitment strategy, broaden your search criteria. Identify three competencies that you need to navigate the company's evolving needs, and build the ideal candidate profile around them. Instead of seeking candidates with narrow expertise, look for ones who have thrived in roles requiring agility, like leading R&D initiatives or driving organizational change amid disruption. This approach allows you to attract versatile leaders who are ready to innovate and guide your organization through periods of uncertainty and change. 2. Culture isn't one size fits all To achieve a balance in hiring for cultural fit versus hiring for skills, employ structured assessments that translate 'fit' into measurable attributes. Tools like DISC profiles or situational interviews provide concrete data on qualities such as empathy, resilience, and adaptability, allowing hiring teams to evaluate whether candidates align with company culture in objective terms. This avoids the common pitfalls of hiring based on intuition alone and helps avoid overreliance on subjective notions of the perfect candidate. For senior leadership roles like COOs, scenario-based interviews should focus on how candidates have successfully navigated complex challenges related to people, processes, and change management. Ask how they've implemented large-scale organizational changes or optimized operations to drive efficiency. These structured assessments reveal a candidate's approach to strategic problem-solving and their leadership style. In turn, this ensures they can align with the company's vision and foster a high-performing culture. 3. Cross-functional input is key When creating an ideal candidate profile for a role that requires strong cross-departmental collaboration, include perspectives from various departments in the hiring process, such as finance, HR, operations, and product development. By aligning on core characteristics of leaders who inspire and unify, hiring managers gain a comprehensive view of each candidate's potential impact across teams. For instance, used vehicle retailer CarMax involves leaders from product management, engineering, and customer experience to evaluate candidates for roles within its technology and innovation teams. Each team member provides insights into collaborative skills that they need for meeting customer needs and delivering fast solutions across functions. Utilizing these teams in the hiring process helps ensure that selected leaders can build relationships, bridge departmental divides, and facilitate cohesive, organization-wide success. 4. The perfect candidate is a myth The perfect candidate is a myth that often leads hiring managers to overlook leaders with qualities like resilience and learning agility. In executive hiring, finding the right cultural fit often outweighs industry expertise alone. Sure, technical knowledge is essential, and you can use that for a candidate in the room. But ultimately, you should make sure that the candidate aligns with the company's values, vision, and culture. Leaders who seamlessly align with the company's culture tend to engage teams more effectively, navigate challenges agilely, and drive change in ways that feel authentic to the organization. A high-performing C-suite hinges less on 'perfect matches' than on leaders who can innovate within an evolving landscape. Hiring for sustainable success requires shifting from rigid, idealized profiles to assessing candidates for resilience, adaptability, and alignment with the core values of the organization.
