How Well Do You Know Yourself?

Posted in : HR Updates on 22 April 2015
Paul Fieldhouse
Hyperion Growth

Self Awareness is one of the key Leadership behaviours and from an emotional capital perspective its evident that those with a high degree of self awareness have an understanding of not only their own emotions but also their strengths, weaknesses and what drives them.

Fundamentally those with high self awareness are open and honest with themselves and with others, rarely critical and usually realisitic.

They have a full understanding of how their feelings affect themselves, others and vitally, the performance on the job!

As individuals we are driven by a core set of values, self aware individuals will have a clear understanding of their own values and will use these to guide the direction they head, sometimes turning down tempting offers if the values aren’t aligned with the direction they are heading.

Someone with low self-knowing may end up in roles that at the outset seemed attractive but soon become tedious and boring, a self-aware person will be motivated and have that “fire in their belly” for the job.

A common feature is an ability not just to recognise their previous failings but a confidence to be open and admit and discuss these with high degrees of self-confidence. This means they are less likely to set themselves up for a fall and more likely to learn from experience.

Self-aware people will be open to constructive criticism and positive about looking for ways to improve, conversely the person with low self-knowing will see criticism as a threat and devote their energies to defending themselves rather than bettering themselves.

So how do we work on improving our self-knowing?

Firstly it is vital to gauge it and so the first steps are to undertake the leadership 360 feed back. Pay particular attention to how you see your self versus the feed back from the various groups of raters.

We often don’t see or understand how we are perceived by others, and perhaps this perception is more critical than what may (or may not be) the reality!

Ask trusted friends or advisor to give honest feed back on how they see you, and your behaviour, take note of the feedback and construct a set of positive affirmations which include aspects of this feedback.

Become more aware of your emotions and how they impact on others, record and chat through with a trusted advisor.

Reflect on the observations of your feelings.

Smile and make more eye contact.

Record and discuss with a professional coach how situations made you feel, include the emotional journey of these situations.

This article is correct at 19/10/2015
Disclaimer:

The information in this article is provided as part of Legal-Island's Employment Law Hub. We regret we are not able to respond to requests for specific legal or HR queries and recommend that professional advice is obtained before relying on information supplied anywhere within this article.

Paul Fieldhouse
Hyperion Growth

The main content of this article was provided by Paul Fieldhouse. Contact telephone number is 07545 251095 or email paul@hyperiongrowth.com

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