My two cents on LEADERSHIP today:
If you aim for improved business results, feedback is your ally. Understanding how to give and receive feedback is your "Why”.
As leaders, it's pivotal to take on the role of "holding the flashlight" and illuminating the blind spots of your employees (and direct managers), guiding them through their growth journey. This constitutes your "What."
By comprehending team motivations and blind spots and delivering constructive feedback, leaders can synchronize efforts towards achieving business excellence. This embodies the "How."
Mastering vital frameworks such as the Johari Window is indispensable, especially for managers and leaders. The true impact is revealed when individuals become aware of what was previously in their blind spot. Just as one must practice using a flashlight with the right amount of sensitivity and control, the same applies to guiding individuals through their blind spots.
When I first encountered John a few years ago, he was an experienced engineer who had been in the large software company we both worked for, for four years. Eager to advance his career, he had already taken on some managerial responsibilities while covering for his manager during her maternity leave. Widely regarded as the strongest technical engineer by his managers, John had a reputation for swiftly resolving complex technical issues and delivering results. He could solve a mystery case in no time.
A few weeks after assuming the role of managing a team of four engineers, I noticed John looking visibly distressed when we crossed paths at the cafeteria. Inquiring about his new role and his team, he expressed frustration, feeling as though his team didn't grasp his instructions, despite not being recent graduates. I asked several more questions (typical consultant, I know) and the conversation ended up with us having to say goodbye and leave for the next meeting in line.
Later, I spoke with one of John's employees, Lea, who joined a workshop I facilitated. During our conversation, Lea shared her perspective, indicating that “John's management style was causing issues”, and “he might have some trouble”. She described him as overly controlling, providing insufficient explanations, using different technical jargon from what they are used to, and just running all around.
Reading this case study, I guess you are wondering about either one of the below:
a) John exhibits poor managerial skills due to his self-focused approach
b) Lea's professionalism may be questioned as she fails to deliver the desired business results.
c) Both
Reflecting on this case study, it's tempting to attribute the problem to either John's self-focused approach or Lea's perceived lack of professionalism. However, there could be more to the situation. It serves as an excellent example of how individuals can be blind to their own blind spots.
How does it work in our mind?
Unlike individuals with physical blindness, we're unaware of our own blind spots and must rely on others to help uncover them. In John's case, I recognized the need to assist him in identifying his blind spot – the lack of communication and collaboration with his team. He had been overly focused on technical aspects, neglecting the importance of building relationships and fostering teamwork.
I encountered John again later and inquired about his progress and if anything had changed. I took the opportunity to offer him some advice, suggesting he establish regular team meetings and 1:1 sessions to allow his employees to share their perspectives and career aspirations. Additionally, I encouraged him to seek guidance from another manager who had been promoted a year ago, as they likely faced similar challenges in managing a new team. This advice served as a flashlight to illuminate his blind spot.
By doing so, I was essentially providing feedback during our discussion.
One of the most crucial tools in the feedback realm is the Johari Window. It simplifies the complexity of our thought processes and interpersonal dynamics by categorizing self-awareness into four quadrants: Open, Blind, Hidden, and Unknown. Its essence lies in fostering self-awareness and facilitating interpersonal understanding by examining the intersection between one's own perception and that of others. By flashlight the Blind quadrant, believes and/or behaviors can move into the Open quadrant.
The real impact is revealed when a person can “see” what was in his blind spot, and he is no longer unaware of it. Mastering the Johari Window is vital for everyone, particularly for managers and leaders. By understanding their team's motivations and blind spots, and effectively providing feedback, they can align everyone towards achieving optimal business results.
What happens when no one is putting a flashlight, or when the flashlight is not working?
What do you think was the potential damage for John not being aware of his blind spot?
1. Reduced Efficiency: The lack of collaboration and effective communication among team members led to inefficiencies in project execution and delays in project delivery.
2. Missed Opportunities: Without leveraging the collective expertise of the engineering team, the company missed opportunities for innovation and failed to stay ahead of competitors in the market.
3. Decreased Morale: The siloed working environment and lack of team spirit resulted in decreased morale and motivation among team members, impacting overall team performance.
Consider the potential harm caused by blind spots among strategic leaders. The resulting collateral damage is more extensive and carries deeper implications for business results. Top of Form
Indeed, the act of illuminating blind spots with a flashlight requires careful consideration and sensitivity. Just as one must practice using a flashlight with the right amount of sensitivity and control, the same applies to guiding individuals through their blind spots. People may react differently to the light, with some being afraid or uncomfortable, while others may embrace it. It's essential to approach this process with empathy and understanding, adapting your approach to suit the individual's needs and comfort level.
To conclude
The link between improved business results and feedback provision is well-established, emphasizing the importance of understanding how to give and receive feedback.
Leaders must take on the pivotal role of "holding the flashlight," illuminating the blind spots of their employees and guiding them through their growth journey.
By comprehending team motivations and blind spots and delivering constructive feedback, leaders can synchronize efforts towards achieving business excellence. The true impact is revealed when individuals become aware of what was previously in their blind spot.
Just as one must practice using a flashlight with the right amount of sensitivity and control, the same applies to guiding individuals through their blind spots.
Connect with me if you're interested in learning more about what to do and how to do it right.
Need help thinking it through?
Need for "Feedback & Blind Spot" workshop?
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