A CEO we work with, recently shared her experience of receiving feedback, feeling very humbled and then actively trying to change her behaviour.
Six months into the role as CEO our client was tasked with reducing the company’s product offer, cutting staff in underperforming countries, setting a new strategy and energising people to work with her to achieve this.
She saw her communication skills as a key strength in achieving this, but feedback from her stressed team suggested she was a poor listener, dominated meetings and had so many ideas no one was clear on her priorities. The CEO felt she was demonstrating enthusiasm and passion for the work, but team members heard noise and felt confused and ignored.
They are called blind spots for a reason.
A brave colleague stepped in and gave some feedback which she took time to reflect on and understand.
The CEO felt embarrassed, shocked and surprised that no one had told her earlier.
The conversation produced a positive outcome, she heard the feedback, acknowledged that her behaviour was creating confusion and disengagement and committed to change.
She focused on listening more, checking in, promising less, setting clear goals and timeframes that could not be misinterpreted. The team respected her efforts and vulnerability, and they built a more trusting relationship not only with their boss but as a team, where they could highlight blind spots, safely challenge assumptions and discuss the impact on performance.
Our client’s story highlights what we see and what the research confirms – a willingness to hear feedback, stay curious and recognise your blind spots builds self-awareness and can transform your performance.
We start all our leadership and mentoring programs with assessments to provide these insights, and our common observation is that people can mostly describe their personality traits, but they don’t appreciate the impact their behaviour has on others.
The most effective leaders are not only open to hearing this feedback, but they spend time reflecting on where they can make a change to improve.
For example, if you are more introverted and prefer your own company, you may have to diarise regular check ins with your peers and team, to build relationships and create an environment where people talk and connect. It may not feel natural, but we can all build new habits to create a positive workplace.
And for those who are more extraverted, listening can be harder, you might need to practice speaking last at meetings to allow others to be heard, to practice asking good questions and not oversharing as this stifles the development of others.
Building self-awareness is a continual practice that requires ongoing reflection, feedback, and a willingness to grow. Whether through executive coaching, 360-degree reviews, implementing team ‘wash ups’ or simply carving out time for introspection, the most impactful leaders invest in understanding themselves first.
Here are some seven ways to build self-awareness and enhance your performance:
- Regular Reflection
- Set aside time weekly to reflect on decisions, interactions, and outcomes.
- Ask: What went well? What could I have done differently?
- 360-Degree Feedback
- Gather feedback, formally or informally, from peers, direct reports, and managers. Ask them: How do I manage stress? What could I do to improve my leadership? Am I a good listener?
- Use it to uncover blind spots and validate perceptions.
- Executive Coaching
- Work with a coach to explore behavioural patterns, emotional triggers, and leadership style.
- Coaches provide a safe space for honest conversations and to develop strategies to change behaviour.
- Journaling
- Write about daily experiences, thoughts, and emotions.
- Helps clarify thinking and track personal growth over time.
- Mindfulness & Meditation
- Practices like meditation improve emotional regulation and focus.
- Even 10 minutes a day can boost self-awareness and reduce stress.
- Personality & Leadership Assessments
- Tools like LSI, Hogan, or StrengthsFinder offer data insights into traits and tendencies.
- Use results to align leadership style with team needs.
- Listening More Than Speaking
- Practice active listening in meetings and one-on-ones.
- Notice how others respond and what that reveals about your impact.
