​​Self-Awareness: The Hidden Key to Exceptional Leadership

Photo by Fares Hamouche on Unsplash

We talk a lot about how to build teams, give feedback, and create efficient systems. We could write novels on the role of leaders in developing company culture and motivating employees.

All of that is important.

At the heart of all that guidance lies one essential leadership trait that ties everything together:

Self-awareness.

You can read every blog we write and take in all the insight we offer, but without self-awareness those lessons will remain superficial and short-lived. It all collapses without a true understanding of yourself and how you come across to others.

The importance of self-awareness is no secret. The Stanford Business School Advisory Council rated it as the most essential quality for effective leadership. It gets a lot of attention in leadership development programs and is supported by a growing toolkit of assessments and strategies.

But in case you didn’t go to business school, or if you need a refresher (and we all need refreshers), here’s a brief overview of what self-awareness is and why it’s important.

Simply put, self-awareness is the ability to see yourself clearly. When you are self-aware you are attuned to what’s happening internally and at the same time mindful of what’s going on outside of you.

It starts with noticing your physical sensations, your emotional reactions, and the thoughts and beliefs that influence your mindset.

It’s also about observing yourself as you interact with others. This includes how you communicate, respond to feedback, and the impact your behavior has on those around you.

When you are self-aware you enhance your capacity to accurately assess a situation and adjust your behavior to be more effective.

Research has shown that self-aware leaders are better at making decisions, have more productive teams, better management skills, and are more likely to be promoted. To understand why, it helps to look at the qualities that define self-aware leaders.

Self-aware leaders have the following characteristics:

• They actively seek to learn more about themselves.

• They invite and appreciate feedback.

• They know their strengths and limitations.

• They examine their biases and seek out other perspectives to broaden their view.

• They recognize the role personal feelings and preferences play in their decision making.

• They are emotionally steady and deliberate in how they respond.

• They can put their egos aside and act in the best interest of the organization.

Here are some examples of how self-awareness might look in action:

Self-Reflecting: After a difficult quarter, the leader blocks time for reflection before the next planning cycle. They journal about what happened, including their mistakes, meet with a coach to gain perspective, and share their insights with the team.

Inviting Feedback: A department just completed a large project that went over budget. After the project wraps up, the leader gathers the team and says, “I want to understand what I could have done differently to support this effort better. Please be honest—I’m here to learn.”

Acknowledging Limitations: The team is facing a complex technical problem. The leader says, “This is outside my expertise, and I don’t want to slow us down. Let’s bring in someone with more experience in this area to advise us.”

Recognizing Personal Bias: A leader is considering promoting someone they’ve mentored. Before finalizing the decision, they consult two colleagues and say, “I’m aware I have a strong connection to this candidate. I’d appreciate your objective input before I move forward.”

Regulating Emotions: A team member openly criticizes a strategic decision in front of others. The leader takes a breath, thanks the team member for the input, and responds calmly, “That’s a valid concern. Let’s take a closer look at the data behind that choice after this meeting.”

Putting Ego Aside: A leader is scheduled to present a major proposal to the board, but knows that a colleague has more expertise and a clearer vision for the project. They say to the colleague, “You’ve developed this approach from the ground up and can speak to the nuances better than I can. I think the board will

benefit more from hearing it directly from you. I’ll introduce you and stay for support.”

In our next blog, we’ll give you some guidance and how to enhance your self-awareness so that you can be an effective leader.

Until then, spend some time reflecting on the qualities discussed above. How aware are you?