Latest news with #selfawareness
Fast Company
a day ago
- 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
7 days ago
- Business
- Forbes
Why Self-Awareness Unlocks The Best Business Partnerships
The best business partnerships start with self-awareness. Strategic business partnerships empower companies to unlock greater value than they could alone. Yet, forming a successful alliance can be difficult – it requires alignment on goals, values, and vision. Whether uniting companies for a chapter or a long journey, here's why having self-awareness creates the best business partnerships. Before embarking on a potential business partnership, it is important to recognize and clarify your organization's key strengths and long-term goals. A successful partnership develops a shared vision. This can only occur if both parties clearly delineate their skills and goals of their business. Sal Frisella, CEO of 1st Phorm, shared to me via email on his company's recent partnership with Anheuser-Busch for Phorm Energy, 'We need to believe in each other and have a common drive to build something that really matters. It's important that both sides bring their own strengths, but what really makes it work is a shared vision.' Home in and streamline your expertise. Companies that dabble in too many products or services may lose their long-term vision and value proposition. Subject matter expertise requires diligent focus and precise cultivation of specific skills. Being a strong player in your market will naturally attract equally successful potential collaborators. Being self-aware means not only identifying the strengths of your organization, but also being able to pinpoint company weaknesses. 'Weaknesses' should be viewed as a future area to develop or a cognizant choice to not allocate resources for a specific domain. Successful organizations are transparent. They understand that naming development areas opens up opportunities to collaborate with a partner that fills the gaps. Revealing your company's weaknesses sets the stage for a continued open and collaborative dialogue. Vulnerability generates reciprocal honesty and trust – the foundation of a successful partnership. Globally, trust is at an all-time low; 68% of people believe business leaders purposefully mislead people, an increase of 12 percentage points since 2021, according to the 2025 Edelman Trust Barometer Global Report. It's important to lead with authenticity in potential partnership conversations. A business partnership is a merging of two ecosystems. Each company has their own unique culture, represented in communication styles and how they work. Frisella elaborates on this, recognizing 'Any real partnership is going to come with challenges, especially when you're building something from the ground up. You've got different teams, different cultures, and different ways of doing things. The key is being flexible without ever compromising who you are.' Embrace flexibility and choice while maintaining the big picture view. Being open to new ideas and approaches will help smooth the transition of multiple teams joining together. Frisella noted that he and Anheuser-Busch CEO Brendan Whitworth connected on a personal level, stemming from mutual respect and a shared vision. Continuously recognize and fulfill the unique needs of your company, the partnering organization, and the collective partnership for a successful collaboration. Knowing and demonstrating your company's values is imperative to finding an equal business that shares similar beliefs. Company values should be more than a catalog of corporate buzzwords. It must be felt in every interaction, email, and decision. An organization's values must be embedded in how you communicate, collaborate, and perform for your philosophies to be meaningful. When asked about advice for businesses looking to secure their first partnership, Frisella replied: 'My advice is simple: be willing to do the work, stay resilient, and only move forward with partners who share your values.' Understanding and expressing your own company values makes finding a business partner with similar values attainable. Building a successful business partnership begins with strong self-awareness. Knowing and communicating your company's strengths, weakness, work styles, and values enables solid business partnerships. Effective collaborations embrace authenticity, flexibility, and a shared vision. Taking this approach will create partnerships that are not only strategic, but also meaningful and resilient.
Yahoo
27-05-2025
- Entertainment
- Yahoo
3 Zodiac Signs End May 2025 on a Lucky Note
The final days of May 2025 are upon us! During these final days of May 2025, which zodiac signs will find unexpected blessings, luck, or relief? Expert astrologers weigh in, giving you pro insights. Check if your Sun, Moon, or Rising signs are listed. On May 26, 2025, a captivating new moon in Gemini illuminates our sky, presenting a remarkable opportunity for a fresh emotional reset in our social lives, perspectives, and intellectual pursuits. This celestial event, positioned in your sign, opens the door to a world of endless possibilities. As you take this moment to recenter yourself, embrace the potential for profound growth, expansion, and enhanced self-awareness. Your own agency is the key to your liberation, so dare to envision a future filled with bigger dreams and brighter aspirations—while also committing to take practical steps toward making those dreams a reality. The energizing influence of this lunation will resonate throughout the end of May, empowering Gemini to shine with newfound confidence and charisma. On May 30, 2025, a powerful cosmic event unfolds as the Sun aligns with Mercury in Gemini, creating what is known as a Mercury cazimi. This celestial conjunction shines a spotlight on our consciousness, inviting us to embark on an exciting journey of exploration. We are encouraged to seek out innovative paths, uncover fresh solutions, and embrace new perspectives. With this dynamic alignment occurring in your relationship sector, you can anticipate significant breakthroughs in your social, romantic, and professional interactions. This is an ideal time to foster connections and strengthen bonds with those around you. Rather than feeling isolated in your challenges, you will find ample opportunities to collaborate and discover shared goals as a united team. Embrace this moment of cosmic clarity and connection—it could lead to transformative experiences in your relationships. As May draws to a close on the 26th, the enchanting new moon in Gemini heralds a vibrant season of professional growth. This Spring brings forth a flourishing work life filled with fresh opportunities and exciting developments. Expect dynamic partnerships to emerge, along with promising contracts and sales that align in your favor. Your entrepreneurial spirit will ignite with passion and determination, propelling you to seize the moment. Embrace the spotlight—clearly articulate your needs, aspirations, and skills, as you carve a pathway to undeniable success ahead. 3 Zodiac Signs End May 2025 on a Lucky Note first appeared on Parade on May 26, 2025
WebMD
24-05-2025
- Health
- WebMD
The Diagnosis That Helped Me Finally Heal: Living with Bipolar Disorder as a Mental Health Professional
I thought I was the helper, not the one who needed help. As a mental health professional, I've given many difficult diagnoses to clients. I never expected one of those diagnoses to hit so close to home. It happened during an appointment with a high-achieving woman. A leader, someone respected in her field. I delivered the diagnosis, and I saw something shift in her eyes. She almost cried. To her, it felt like a life sentence. But something else happened, too. While sitting across from her, I had a quiet realization: I meet the same criteria. I'd already suspected it. Deep down, I knew. But in that moment, I felt like I was straddling two identities: the clinician and the woman silently struggling. And I couldn't ignore it any longer. The Internal Struggle: Denial, Shame, and the Voice in My Head I didn't accept my own diagnosis right away. I questioned everything. I thought, maybe the psychiatrist got it wrong. I rewrote my story, convinced myself there had to be another reason. But no matter how I tried to explain it away, I couldn't ignore what I'd been through. I thought about the younger version of me, the girl who stayed up all night dissociating. The one who went from feeling on top of the world to feeling like she was buried six feet under, sometimes overnight. The girl who felt like she never fit in, who didn't finish the career path she once dreamed of. The one who constantly questioned her worth. That girl didn't need to be fixed. She needed to be heard. She needed compassion. And she needed me to stop gaslighting her. The Turning Point: Choosing Stability Over Survival It took me six months to fully accept the diagnosis. And even then, I fell into the classic trap: I felt 'better,' so I stopped taking my medication. I thought I could manage on my own. But I wasn't actually managing. I was suppressing. I was reacting more, having emotional meltdowns, and pushing through life on empty. I started to track my moods and patterns. I fought with myself daily. I even projected my fears onto my husband, convinced he just wanted me 'subdued.' But the truth was, I didn't want to lose control. I was afraid of what healing would require from me. But eventually, I chose it. I returned to treatment, took my medications consistently, and most importantly, I started communicating clearly. I began naming what I needed: connection, validation, rest. I stopped pretending everything was fine. Because 'I'm fine' is not an emotion. Reclaiming My Identity, Purpose, and Peace With stability came clarity. And with clarity came purpose. I reconnected with my family. I found joy in my work again. I stopped living in survival mode and started building a life based on my values, not just my coping mechanisms. Today, I'm a licensed psychiatric nurse practitioner, therapist, and emotional intelligence coach. I'm also the founder of Empower Mental Health, a space created to give others the kind of comprehensive care I once needed: Therapy Medication management Emotional education and coaching I've built my life – and my practice – on the belief that healing happens when you meet all parts of yourself with honesty and care. I teach my clients how to regulate, connect, and thrive. Not in spite of their diagnosis, but with it. You're Not Alone Mental health diagnoses can feel scary. They can come with stigma, shame, and uncertainty. But they can also be an invitation to stop surviving and start living with intention. Getting diagnosed was not the end of my story. It was the beginning of real healing. If you're wondering what's 'wrong' with you, maybe it's time to start asking what your mind is trying to tell you. Trust your body. Listen to your intuition. And know that help doesn't make you weak. It makes you wise. You're not alone. And you don't have to fake it anymore.
Irish Times
22-05-2025
- Business
- Irish Times
Manager vs leader: You finally got that promotion to the top tier, now what?
Congratulations! You got the big promotion you've always wanted. It was a hard slog but you were focused, worked hard to meet the company's goals and directed your team well. You've made the great leap from manager to leader. Now what? If you're a new leader or senior manager, it will help to understand the qualities needed and what people actually want from those who lead as opposed to what you think they need. Most companies promote staff based on results, but they can fail to take into account the attributes that are most likely to help you succeed as a leader. Self-awareness and empathy are two key aspects, while more generally, personality type, personal characteristics, beliefs and behaviours are all important factors. Workshops, classes and coaching can all help you understand these things, but they don't fundamentally change your nature as a person. As you're grappling with your new title, it might be helpful to understand what kind of leader you are so you can seek out appropriate development opportunities. READ MORE Natalie Shope Griffin, an executive and organisational development consultant, identifies four kinds of leaders in her work. Reluctant leaders First, there are the reluctant leaders who have super managerial skills but doubt they'll succeed as leaders. They tend to suffer from imposter syndrome and have self-limiting beliefs. Behaviours include indecisiveness, risk aversion and a tendency to avoid conflict. June, for example, was promoted to a senior role in a large multinational firm. Rather than realising she is there on merit, she believes she was a compromise candidate and second guesses everything. Her emails are long-winded, apologetic and frustrating to senior management. They wonder why June is struggling to embrace the opportunity that's been given to her. She'll need a supportive mentor, lots of praise and help structuring her communications in a more professional way. Arrogant leaders Arrogant leaders are the other side of the coin. They think they know everything and have all the required leadership skills, with no development time needed. They're excellent at marketing themselves internally but tend to lack empathy, humility and deep listening skills, which are key characteristics of effective leaders. Arrogant leaders are probably just as insecure as reluctant ones, but they know how to fake it and sell themselves to everyone they meet. They are exhausting for their teams. Senior leadership will need to work with him on his listening and teamwork skills and hold him to account Mark has just been made a senior engineer at his company but the complaints have already come in from his team. He ignores their opinions, doesn't ask questions and just jumps into the work without thinking about it strategically. Mark's fixed mindset is not helping him win friends and influence people, one of the effective leader's most important tasks. Senior leadership will need to work with him on his listening and teamwork skills and hold him to account for changing his behaviours in his quarterly reviews. Unknown leaders The third group of people, according to Shope Griffin, are unknown leaders. They quietly beaver away at their jobs but fail to develop relationships outside of a small circle of close colleagues. Although they have a good mix of humility, confidence and listening skills, they're often overlooked for promotion or as sources of influence or expertise. These workers are the quiet engines that keep companies running. [ When OT meets IT: Digitalising the manufacturing process Opens in new window ] [ Open communication, respect and strong governance key to family succession Opens in new window ] Susan loves her job at a medtech firm. She is very fond of her colleagues and they adore her but, even though she's a senior leader, she rarely speaks at meetings or events and never advocates for her team's needs. As such, she's largely invisible. This stymies her own ability to progress. Susan needs help understanding the importance of internal networking and visibility for her long-term career. An internal mentor who understands the politics of progression would be helpful. Workaholics Lastly, workaholics are the most common profile among managers studied. These individuals have been rewarded for putting work above all else and spending excessive hours at the office. Unfortunately, workaholics often lack both the perspective and personality to inspire others. They're so targeted on results that they forget to develop relationships and maintain physical and mental health. Sadly, the corporate world often rewards these unhealthy behaviours and this can lead to burnout and long-term health issues. Tom is proud of his job title at a financial services firm and all he's achieved, and rightly so. However, he has little going on outside work and doesn't understand why everyone's work ethic is so poor. He works a minimum of 70 hours a week and has nothing to talk about but the job. Last year, his brother had a heart attack and died. Tom's managers, team and wife all worry about his health but can't get him to change his ways. Your success will depend not just on your individual talents but on how effectively you get your team members to function together This type of worker needs a serious intervention in terms of ensuring they work reasonable hours, turn off their emails and phones and get back to hobbies, exercise and relationships they may have left go in favour of work. Austrian-American management consultant Peter Drucker said: 'Management is doing the things right while leadership is doing the right thing.' One focuses largely on the day-to-day of meeting targets, working efficiently and implementing strategic plans. The second focuses on high-level thinking, having a vision that others want to follow and creating or maintaining a healthy culture. Workplaces are filled with different personalities and need effective leadership to push towards a common goal. Photograph: Getty Images But what does your staff really want and need from you as a leader or senior manager? Earlier this year, global analytics firm Gallup released its global leadership report, entitled What Followers Want. The survey, which was wide in its reach, posed a question: what leader has the most positive influence on your daily life? It also asked people to list three words that best describe what this person contributes to their lives. The results? The report stated: 'Hope stands out as the dominant need, accounting for 56 per cent of all attributes tied to positive leaders, far outnumbering mentions of the next key need, trust (33 per cent). Compassion (7 per cent) and stability (4 per cent) combined account for about one in nine positive leadership traits mentioned.' Although leadership requires different skill sets, we're expected to transform from one to the other overnight. In your new role as a leader or senior manager, you're actually moving from a leader of work to a leader of people. HR consultant Diane Gherson and academic Lynda Gratton have studied the transitions that are currently needed to successfully move from manager to leader. They say: 'Waves of innovation have changed the role of the senior manager along three dimensions: power, skills and structure. In a power shift, managers have to think about making teams successful, not being served by them. In a skills shift, they're expected to coach performance, not oversee tasks. And in a structural shift, they have to lead in more fluid environments.' Your success will depend not just on your individual talents but on how effectively you get your team members to function together. If you focus on five core traits – direction, discipline, drive, dynamism and collaboration – you will transform what you can achieve as a cohesive unit. Regardless of your leadership type, exhibiting collaborative behaviours and developing personal relationships will put you on a sound footing. Equally, listening to everybody equally and holding people to account where appropriate will help you become a great leader of people. Margaret E Ward is chief executive of Clear Eye, a leadership consultancy. margaret@
