Understanding Yourself Inside and Out Can Make You a More Effective Leader
Developing a sense of self-awareness is crucial to achieving harmony between our personal and professional lives. When we have a clear understanding of our values, strengths, and weaknesses, we can align our actions and decisions with what truly matters to us, leading to a more fulfilling and rewarding life. However, it’s not always an easy concept to grasp. Did you know that although 95% of people believe they are self-aware, only 10-15% truly are?
Many people believe that self-awareness is simply a matter of understanding one’s own thoughts and actions. While this is certainly part of it, true self-awareness goes much deeper. It requires a willingness to reflect on oneself, recognize one’s strengths and weaknesses, and take ownership of one’s emotions and behaviour.
As the topic of ‘self-awareness’ is vast, it can be difficult to make sense of without exploring various schools of thought that aim to define the term. We found an enlightening concept introduced by Dr. Tasha Eurich, an organizational psychologist and a researcher, about how there are actually two types of self-awareness: internal and external self-awareness. She has also created archetypes to help people understand their level of self-awareness. Self-awareness itself, according to Dr. Eurich and her team, is “the ability to see ourselves clearly to understand who we are, how others see us, and how we fit into the world around us.” With that definition, we can begin to realize how self-awareness is not as simple as being introspective and aware of the reason behind our behaviors. So how do we reshape our mindset to practice the true meaning of self-awareness?
This article will dive deep into the concepts of internal and external self-awareness, as well as the archetypes developed by Dr. Eurich to help you improve your self-awareness based on where you are mentally at right now. We will then continue to guide you to form a mindful habit of practicing self-awareness in leadership.
External vs Internal self-awareness
Being self-aware is certainly crucial to being an effective leader. Borrowing the words of the author Brene Brown, our connection with others can only be as strong as our connection with ourselves. We can’t inspire change or better performance in our teams, departments, or organizations until we fully comprehend why we are the way we are and how we can be better leaders. Let’s start by exploring the concepts of internal and external self-awareness in more detail.
Internal self-awareness is the ability to recognize and understand our own way of thinking, emotional characteristics, behavioral patterns, and values. It involves being introspective, reflective, and having a clear understanding of why we came to be the person that we are. People who possess high levels of internal self-awareness are able to recognize their emotions as they occur, and are able to manage them appropriately. In a professional setting, leaders with a high level of internal self-awareness understand their own thought processes and how it impacts their decision-making.
To become internally self-aware, we need to actively tune in to our own thoughts and feelings. Always focus on our purpose, both in personal and professional life, and align our behaviors to those values. Try to recognize your natural reaction to things that happen around you, whether it’s something a coworker said or something that you hoped they had done instead. Look inwards and ask, for example, why did that upset me and how do I communicate this properly? Another example would be, why did I fail to meet my team’s expectation of me and what can I do to become a better coworker? In time, you will develop a healthy habit of finding a solution after every introspective thought, instead of just asking “why” without the “how to improve”.
This is why our sense of internal self-awareness has to be balanced with great external self-awareness. While internal self-awareness revolves around the art of introspection, external self-awareness requires us to gather insights from the world around us.
External self-awareness is the ability to understand how we are perceived by others. This also means recognizing the many ways that we may affect people through the things we do and say. It’s about being aware of the social and cultural context in which we operate, and understanding how we fit in the systems we are in. People with high levels of external self-awareness are skilled at reading social cues as they happen in conversations or activities, and are able to adjust themselves accordingly. They respond well to feedback because they intend to improve themselves based on that.
Since other people’s reactions and perceptions of us vary greatly, it is worth noting that being externally self-aware isn’t about changing ourselves based on the expectations of people around us, but rather about seeing how we can fit into the world around us. When we practice the art of mindfulness in our daily life, other people’s perceptions of us (both negative and positive) are all stepping stones toward mental growth. Believing that any kind of feedback will result in a positive change is the key to acquiring wisdom through external self-awareness.
The Self-Awareness Archetypes
So now that we’ve come to grasp what it means to understand oneself “from outside oneself”, we can advance to the next step which is to recognize where we are at in the self-awareness archetype. Knowing our current level of self-awareness is important because it provides a new level of clarity as to where we’re at, and more importantly, how we can embody the ideal version of ourselves. According to Dr. Tasha Eurich, the Four Self-Awareness Archetypes are identified as Seekers, Pleasers, Introspection, and Aware.
- Seekers
A low level of internal and external self-awareness would result in a Seeker archetype. Leaders from the Seeker archetype may not yet have a clear understanding of themselves, but they are yet to begin their journey of self-discovery and career development. The first step towards reaching self-awareness is to look inwards and recognize how we as a person can be useful to the company. We need to understand how our personal values and the shared vision of the company can align. The next step is to learn how we are perceived by the people we are working with, with the intention of building strong relationships and collaborating effectively with others. Adjust the realization you get from self-reflection with the feedback from your colleagues. Identify areas for growth and development. Constantly balance between being introspective and being attuned to the emotions of others.
- Pleasers
Leaders from the Pleaser archetype are tuned in with other people’s perspectives, and they are excellent at displaying a high level of empathy. They care about building good relationships and meeting the needs of others. The downside of being too externally self-aware is that you may struggle with setting boundaries. You can practice mindfulness by starting small habits like journaling to recalibrate your passions and aspirations. Try to listen to what your mind, body, and soul need and take them into account when making a decision.
- Introspectors
Research shows that a high level of internal self-awareness can lead to a higher job satisfaction and overall happiness. However, it can also induce stress, overthinking, and isolation when it is not balanced with a high level of external self-awareness. This is why leaders from the Introspector archetype tend to be self-critical and may struggle with self-doubt. Being introspective and reflective is a wise trait if it is managed in a healthy way. We should avoid being in our heads too much, and seek feedback from trusted colleagues and mentors instead. Remember, asking “why” is not complete without asking “what can I do to improve”. We need to align our thoughts with other people’s perspectives to discover “what steps do I need to take to become a better coworker”.
- Aware
Highly self-aware leaders understand the importance of seeing themselves clearly and seeking feedback to comprehend how others perceive them. They are introspective as much as they are compassionate. Leaders who are fully self-aware are able to be present in the moment, being aware of the thoughts and emotions of both themselves and their surroundings without judgment. A balanced internal and external self-awareness is the most ideal and effective trait for a leader. This awareness helps them to engage in self-reflection, recognize the needs of their team members, and adjust their leadership style accordingly. Being firm about your own character but also open to receiving constructive feedback is how you can lead your team and organizations effectively.
Afterthought
As a leader, it is our responsibility to foster a culture of openness, honesty, and mutual support within our team. One of the good traits of high-performing teams is that teammates may feel accountable for each other’s success and actively work to support each other’s growth. When we surround ourselves with people who are willing to speak their truth and provide candid feedback, we create an environment where everyone can grow and thrive. So, take the time to build a team culture of trust, respect, and open communication, and watch as the positive impact ripples through your team and beyond.
*This article is a curated research, written and contributed by Anya Junor
References: Goleman, D., Kaplan, R. S., David, S., & Eurich, T. (2018). Self-Awareness (HBR Emotional Intelligence Series). Harvard Business Press.