The Importance of Self-Awareness to management effectiveness …
The myriad challenges facing all managers today makes Self-awareness more important than ever. This is not hyperbole. Things have changed dramatically in recent years, by how much remains to be seen, but we will are now confronted with an altered landscape in the work of work. Whatever the future holds, an ability to engage with others, to listen, share, bond, and empathise will move to the forefront as drivers of management effectiveness. Self-awareness, as part of our wider Emotional Intelligence (EQ) will help us to reassure our investors, stay connected with our employees and build customer loyalty. Most managers I know are very smart people who usually score high on the IQ scale, but some do lack the same strengths when it comes to EQ, and these failing often result from a lack of self-awareness. This may leave them exposed in the years ahead.
Even today, there remains confusion as to what is meant by EQ, so let’s start there. For me, Daniel Goleman, an American psychologist who was one of the first to highlight the concept, described it best when he categorised EQ as compromising five elements:
Emotional self-awareness or being aware of what you are feeling moment to moment as well as seeking to understand the impact this has on others.
Self-regulation or attempting to control or redirect your emotions and learning to anticipate the consequences before you act on impulse.
Motivation or utilizing emotional factors to overcome and persevere.
Empathy or learning how to tune in and sense the emotions of others.
Social skills or learning how to effectively manage relationships and inspire others.[1]
There has been a tendency in the past to downplay the importance of EQ for senior executives and it is still filed in the ‘pink and fluffy’ category by some. But research tells us otherwise and as Goleman himself explained about his findings: “What I found is that for jobs at every level, emotional intelligence is about twice as important as cognitive ability. The higher you go in the organisation the more it matters. For top-level C-suite jobs, 80% to 90% of the abilities that distinguish high performers, as identified by the company itself, is based on emotional intelligence.”[2] So any manager who underestimates the direct relevance of EQ today does so at their peril.
EQ is undoubtedly a complex area so I will not attempt to explore all five elements in one article. My focus here will be limited to self-awareness, for I believe it is the foundation stone to building EQ. Without a deep understanding of self, it simply is not possible to be emotionally intelligent. When you possess high levels of self-awareness this means that you can better identify what you are good at in terms of human relations, but also where your areas for improvement lie. As a result of that understanding of self, you are then more likely to try to minimise the impact of your weaknesses and indeed work to eradicate them over time. You might imagine that as evolved human beings our self-awareness would naturally be high, but this is far from reality. In an influential article in Harvard Business Review, Peter Drucker once wrote: “Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at – and even then, more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all.[3]
Understanding self-awareness
Self-awareness is the ability to recognise and understand one's own thoughts, feelings, and behaviors. It is a critical skill for you to have as a manager because it helps you to better understand yourself, your strengths and weaknesses, and how you interact with others. The principles of self-awareness for you to consider involve several key elements:
First, you must be willing to engage in self-reflection and introspection. This involves taking time to think about your actions, motivations, and values, and to assess your impact on others.
Second, you must be open to feedback from others. You should actively seek out feedback from your colleagues, direct reports, and supervisors to gain insights into how others perceive you.
Third, you must be willing to challenge your own assumptions and biases. This involves examining your own beliefs and attitudes and questioning whether you are accurate or helpful in achieving your goals.
Fourth, you must be able to regulate your own emotions and reactions. This means being aware of your emotional triggers and developing strategies to manage those emotions in challenging situations.
Finally, you must be able to adapt your communication style to different situations and audiences. This involves being aware of how your communication style may be perceived by others and making adjustments to ensure that your message is clear and effective.
Overall, self-awareness is a critical skill for you because it helps you to build stronger relationships with others, make better decisions, and lead with greater authenticity and effectiveness.
Self-Determination Theory" (SDT) and Self-Awareness
Self-Determination Theory (SDT) was first proposed by Edward L. Deci and Richard M. Ryan in their book "Intrinsic Motivation and Self-Determination in Human Behavior" (1985). [4] Since then, SDT has been extensively researched and developed by Deci, Ryan, and many other scholars. One useful reference for learning more about SDT is the book "Self-Determination Theory: Basic Psychological Needs in Motivation, Development, and Wellness" (2018), edited by Richard Ryan. [5]
Self-Determination Theory" (SDT), proposes that people have three basic psychological needs: autonomy, competence, and relatedness.
Autonomy refers to the need to feel in control of one's own actions and decisions. As a manager, this means empowering your employees to make decisions and take ownership of their work as much as possible. By providing clear goals and expectations, but also giving your employees the space and freedom to determine how they will achieve those goals, you can help them feel more autonomous and in control of their work.
Competence refers to the need to feel capable and effective in one's endeavors. As a manager, this means providing opportunities for your employees to learn and grow, and recognizing their achievements and successes. By giving your employees opportunities to develop new skills and take on new challenges, you can help them feel more competent and confident in their work.
Relatedness refers to the need to feel connected to others and to have positive social interactions. As a manager, this means creating a supportive and collaborative work environment, where employees feel valued and respected. By fostering positive relationships among your employees and between your employees and the organization as a whole, you can help them feel more connected and engaged in their work.
Overall, understanding the principles of SDT can help you create a work environment that supports the psychological needs of your employees, which can lead to greater job satisfaction, motivation, and engagement among your staff. Additionally, by focusing on your own psychological needs and well-being, you can increase your own effectiveness as a manager, leading to better decision-making and leadership.
So how does SDT link with self-awareness? One of the key tenets of SDT is that individuals who are more self-aware are better able to understand and meet their own psychological needs for autonomy, competence, and relatedness. In other words, by being aware of your own thoughts, feelings, and motivations, you can make choices and take actions that align with your values and goals, leading to greater well-being and motivation.
Moreover, SDT suggests that environments that support autonomy, competence, and relatedness can help individuals become more self-aware, as they are better able to explore and express their own preferences and perspectives. This can be particularly important in the workplace, where employees who feel empowered and supported are more likely to be engaged and motivated.
Understanding the principles of SDT can help you create a work environment that supports the psychological needs of your employees, leading to greater job satisfaction, motivation, and engagement. Moreover, by focusing on your own psychological needs and well-being, you can increase your own effectiveness and leadership, leading to better decision-making and management.
For those of you that may doubt the practical impact of self-awareness on performance, there is a growing body of research that demonstrates the positive impact of self-awareness on performance, particularly in the workplace. Here are a few examples:
A study published in the Harvard Business Review found that leaders who scored higher on self-awareness were more effective at managing their teams and achieving business results. The study surveyed 6,000 leaders and found that those who were more self-aware were better at accepting feedback, making better decisions, and building stronger relationships with their colleagues (Eurich, 2018).
Another study found that self-awareness was positively related to job performance among employees in a variety of industries, including healthcare, education, and finance. The study surveyed over 1,000 employees and found that those who were more self-aware had higher levels of job satisfaction, job performance, and well-being (Tay et al., 2016).
A third study found that self-awareness was positively related to emotional intelligence and leadership effectiveness among executives. The study surveyed 120 executives and found that those who were more self-aware had higher levels of emotional intelligence, which in turn was positively related to leadership effectiveness (Boyatzis et al., 2002).
Overall, these studies suggest that self-awareness can have a positive impact on performance in the workplace, particularly in the areas of leadership effectiveness, decision-making, and relationships with colleagues. By becoming more self-aware, you can improve your own performance and that of your team, leading to better business results.
Real-world examples of managers ultimately failing due to their lack of self-awareness and the problems that spin from that include:
Former Uber CEO Travis Kalanick was known for his aggressive and combative leadership style. Kalanick's lack of self-awareness and failure to address cultural and ethical issues within the company ultimately led to his resignation in 2017.
Another example is former Enron CEO Jeffrey Skilling, who was convicted of fraud and insider trading in 2006. Skilling was known for his arrogance and disregard for ethical standards, which ultimately contributed to the downfall of Enron and his own legal troubles.
These high-profile examples highlight the potential consequences of poor self-awareness among managers, and the importance of developing this skill in order to lead effectively and avoid costly mistakes.
You should avoid similar pitfalls.
Thanks for reading!
If you found the content of this article interesting, I have expanded on the topic in my book, 'The Essential Manager'. Click on the image to the left to purchase the book on Amazon, or if you'd like a signed copy you can purchase one directly on this site via our products page.References:
[1] https://positivepsychology.com/emotional-intelligence-goleman-research/
[2] https://www.acertitude.com/insights/emotional-intelligence-and-the-c-suite/
[3] Drucker, “Managing Oneself ” (2005) January, Harvard Business Review, pp. 100–109.
[4] Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Springer.
[5] Ryan, R. M., & Deci, E. L. (2017). Self-Determination Theory: Basic psychological needs in motivation, development, and wellness. Guilford Press.
[6] Eurich, T. (2018). What self-awareness really is (and how to cultivate it). Harvard Business Review. Retrieved from https://hbr.org/2018/01/what-self-awareness-really-is-and-how-to-cultivate-it
[7] Tay, L., Diener, E., & Gonzalez, E. (2016). The benefits of frequent positive affect: Does happiness lead to success? Journal of Happiness Studies, 17(1), 365-385. doi:10.1007/s10902-014-9586-9
[8] Boyatzis, R. E., Smith, M. L., & Blaize, N. (2002). Developing sustainable leaders through coaching and compassion. Academy of Management Learning & Education, 1(2), 122-136. doi:10.5465/amle.2002.6588005