Leadership Check-in
Welcome!
Each month we are exploring different topics as a part of leadership development.
Month 5: Introspection/Self-Awareness and Vulnerability
This month, we are honing in on two key areas: Introspection/Self-awareness and Vulnerability, as part of our leadership development and buddy engagement initiatives.
Introspection and Self-awareness:
Introspection and self-awareness are crucial for effective leadership. Introspection involves thoughtful reflection on one's actions, motivations, and feelings to gain insights into one's internal states. Self-awareness extends this understanding to recognize how one's behaviors impact others, identifying personal strengths, weaknesses, emotional patterns, values, and their effects on both the team and the organization.
Examples:
Example 1: In a problem-solving discussion, the leader dominates the conversation, offering solutions before hearing all perspectives. A team member makes a passing joke about the leader always having "the final word," making them pause and reflect. They also realize that, in past meetings, few team members volunteered ideas, possibly due to the leader's strong presence.
- • Recognizing this pattern, the leader consciously changes their approach by speaking last and encouraging others to contribute first.
- • They set discussion norms that allow all voices to be heard before decisions are made.
- • Over time, they observe increased engagement and better team collaboration as employees feel more valued.
Example 2: A leader consistently assigns the most critical or high-profile tasks to a few top-performing employees, leaving others feeling overlooked. A team member hesitantly asks how task assignments are determined, signaling possible frustration. Later, during a routine check-in, another employee expresses interest in taking on more responsibility, making the leader realize they may be unintentionally favoring certain individuals.
- • The leader reflects on past decisions and recognizes an unconscious bias toward trusting only a few team members with major responsibilities.
- • They take corrective action by implementing a more structured and transparent method for task distribution, ensuring everyone has growth opportunities.
- • To further mitigate bias, they request periodic feedback from their team on workload fairness.
Vulnerability:
Vulnerability in the workforce context refers to the willingness of leaders and team members to openly share their challenges, uncertainties, and failures without fear of judgment or negative repercussions. It's about creating a safe and trusting environment where individuals can show their authentic selves, express concerns, admit mistakes, and ask for help. This openness fosters deeper connections, encourages learning, and promotes a culture of empathy and support.
Examples:
Example 1: A facilities director implements a new vendor contract for cleaning supplies, but the change results in lower-quality products and complaints from the team.
- • The leader calls a meeting and openly admits that the decision did not have the intended results.
- • They acknowledge the team's frustration and invite them to help identify a better solution.
- • By taking responsibility and involving the team, they foster trust and collaboration.
Example 2: After a stressful week, a leader snaps at a team member in frustration over a minor mistake.
- • The next day, the leader apologizes directly to the team member, acknowledging that their reaction was unfair.
- • They explain that their frustration was about the situation, not the person, and express appreciation for the employee’s work.
- • By taking responsibility, they reinforce accountability and a respectful workplace culture.
Let's focus on these areas to enhance our leadership skills and contribute positively to our team and organizational culture.
Month 5: Beginning Survey
Click below to access Month 5 guiding questions.
Beginning of month survey