A recent University of Queensland study revealed that “for leaders to be seen as authentic and garner support, they need to be seen to be aware not only of who they are as individuals, but also of who they are as members of the collective they seek to lead.”
Acquiring awareness isn’t easy, yet decades in the field have taught us that the exercise is not only important, it’s critical for leaders to transform from reactive and task-focused to strategic and visionary if they’re to succeed.
Self-aware leaders carry significant advantages that enable them to navigate different kinds of environments and situations with confidence and ease:
Dr Tasha Eurich’s ground breaking research in the field found that only 15% of people demonstrated true self-awareness, yet 85% of the people asked in the same survey felt there were self-aware!
That means there’s tremendous blindspots room for growth in this area.
Most leaders come to the table with a good understanding of their likes, dislikes, what they value in life and what they’d like to achieve (or perhaps only 15% of them, keeping Dr Eurich in mind). This is a good start, yet navigating the gap between reactive and visionary leadership requires understanding yourself on a deeper level.
Along with self-awareness, organisational psychologist, Dr Tanya Boyd (Insights Discovery Learning Architect), refers to a second important type of awareness for leaders which is other-awareness, or awareness of the strengths, challenges, hopes, fears, and dreams of those around you.
Both sides of this awareness coin, self and other awareness, are equally important to leadership success.
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At Insights, we use a four-colour model to help you understand yourself and others.
The four colours or ‘energies’ have distinct characteristics that represent your most natural ways of behaving. Everyone has a preferred mix of all four colours; it’s this mix that creates your unique personality, and influences how you react to certain people, situations and challenges.
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Bad day |
The four colour energies give you a simple language to describe your behaviour, and this helps you and your colleagues understand why you do the things you do.
In the case of a reactive workplace, for example, consider how it feels to jump from fire to fire throughout the day.
Those who lead with Fiery Red energy may feel exhilarated by the constant challenge, while those with strong Cool Blue energy may feel drained and uncomfortable.
Once you understand this, you can begin to adapt your behaviour.
For example, a manager who prefers Cool Blue energy, in understanding her need to act cautiously, deliberately and with precision, may want to study a set of data thoroughly before making a decision.
She can address that need openly with colleagues, giving her the opportunity to review important details before moving forward. This may clear a bit of space in her mind, so that when in-the-moment questions are asked, she’ll be better prepared and able to make quick decisions (though this may not feel as natural for her and therefore require more mental effort).
As a leader, it’s important to understand how you show up to those you lead, and the language of colour can provide an effective starting point.
Take the example of Shane Murphy Goldsmith, President and CEO of Liberty Hill Foundation in Los Angeles.
Shane engaged Insights to deliver Insights Discovery to the team at Liberty Hill, starting with herself (Insights Discovery is Insights’ flagship programme where we first introduce the four colour energies).
The Insights Discovery personal profile uncovers which colour energies you prefer to use and how your behavioural preferences come across to those around you.
Shane’s initial reaction to her profile was defensive: it revealed that, with her strong preference for Fiery Red energy, there were times when Shane came across to others as harsh, overbearing and cold, and with high expectations.
Obviously not how she was intending to show up to her team, and far from how she thought she was showing up.
The most revelatory moment was when I did an exercise with my team, and we all put a post-it on each other’s back and indicated what colour we thought people led with. Most people gave me Fiery Red, and I couldn’t believe they knew this about me, and I didn’t. These people work with me every day and they know me. Having this perspective, I took it more seriously and, once I looked at it with more open-mindedness, I could see the whole picture about how I was showing up.
Shane’s experience is not unique, and it was because she had the courage to embrace the reality of how her behaviour was impacting her environment that she was able to change herself and her environment for the better.
Take a look at the colour energy wheel and the bullet points below. Which colour energies do you relate to most strongly?
Accepting how others may perceive you in the workplace will help you consider how others are showing up too, so you can better adapt your responses.
We can’t always change the issues that arise in the office, but we can certainly reduce the amount of chaos, stress and miscommunication that can occur between people.
This level of awareness, and the mutual understanding it generates, is what fuels breakthroughs when you’re fighting those fires. This is why self-awareness is the most important factor in becoming a visionary leader.
Good day |
Bad day |
Becoming a visionary leader means bringing the four manifestations of leadership into balance. Now that you’re aware of your colour energies, let’s look at how these colour energies interact with different leadership styles.
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Insights four leadership manifestations The Insights Leadership model builds on the Insights Discovery four-colour model. |
We said earlier that everyone has a unique mix of all four colour energies, and the same is true for all four leadership manifestations.
Although knowing how we prefer to react and show up are useful tools in themselves, the real value, from a day-to-day leadership perspective, is knowing how to balance opposite styles when leading. In this way, we become skilled at switching between them as the situation warrants.
This simple exercise will reveal to which extent you rely on one leadership manifestation over another and focus your development in areas you need to work on.
1. In the first row, write the percentage of time you spend in each area. All four areas should add up to 100.
2. In the second row, write the percentage of time you’d like to spend in each area. All four areas should add up to 100.
3. Identify the manifestation that has the largest growth opportunity – this is your mission-critical priority.
The leadership manifestation with the largest gap is your mission-critical development priority.
The leadership manifestation with the second largest gap is your next priority.
Looking at your own chart, which leadership styles do you need to develop or tone down?
We’ve collected a of series stretch tasks you can practise for all four leadership manifestations. Even integrating one or two targeted stretch tasks into your daily life can make a marked difference in how you lead, how you’re perceived, and how you perceive others...
This post is an excerpt from the Five Steps to Transform Into a Visionary Leaders Workbook, available as part of the Insights Leadership Info Pack.