Guest post by Great Leadership monthly contributor Beth Armknecht Miller:
We all have our blind spots, those things we either can’t see or choose not to see. These are behaviors that you mismanage and often become more intense and harder to manage during change and stressful situations. Let’s face it; blind spots can lead to shortfalls in our success as a leader or a team member.
Over the years coaching senior executives, I have found that there seems to be three themes around leadership blindside: Avoidance, Independence, and Acceptance.
Delivering bad news about company performance would be the second type of avoidance. Often the behavior displayed by a leader in these cases is a deafening silence and absence. Suddenly meetings start to become less frequent and reports are delivered late. Often a leader’s fear is driving this behavior. The leader has conversations in his mind of whom they might lose on their team and how it is going to impact them, or who will lose respect for him because of the bad results.
Another type of avoidance is change. The executive has identified a significant change that needs to be made, which will negatively impact employees. And instead of implementing the change, it is delayed and delayed again.
Or it is the leader who sees the world only from his point of view and has difficulty stepping into the shoes of others. This behavior inhibits others to share their points of view and makes them feel less valuable as a team member. It stifles innovation and optimal solutions and ultimately this is an unsustainable model, growth will be inhibited as talent becomes frustrated and escapes to greener pastures.
So if you are already aware of your blindside, great! What are you doing to address those behaviors that are getting in your way? And if you don’t know your blind spots, how might you go about uncovering them?
Uncovering Your Blind Spots: Ask and Assess
Yet, if you have a board of directors/advisors, or a peer group such as Vistage, that you trust and respect, you have a much better chance of uncovering your blindside by asking questions.
The second part of the process is to use one of many assessment tools that help to uncover behaviors within leaders. In my practice, I use both Hogan and Business DNA, they both provide reports with practical coaching advice.
Once you have identified your blind spots, then it’s time to get started with a plan to address them and develop new behaviors that will help you to get your leadership to the next level.
Beth Armknecht Miller is CEO of Executive Velocity, a top talent and leadership development advisory firm. Beth is a trusted executive consultant, Vistage Chair, and committed volunteer. She is a graduate of Babson College and Harvard Business School’s OPM program. She is certified in Myers Briggs, Hogan, and Business DNA. And she is a Certified Managerial Coach. Beth’s insight and expertise has made her a sought-after speaker, and she has been featured in numerous industry blogs and publications. To learn more about Beth visit BethArmknechtMiller.comor Executive-Velocity.com.