Self-awareness as a leader is a fundamental building block to your effectiveness. But why does self-awareness matter? Ogbonna and Harris (2000) illustrated how leadership style has an impact on the culture of an organisation or team which in turn affects how that team or organisation performs. 

Activity: Part 1

Watch this video clip.: (You should note that this is an emotional scene and strongly worded at times, including some offensive language, so please be aware before you view it.)

Applied at the level of self as a leader, it is clear from everyday experience in organisations that almost everything you do, and how you behave, has an impact on others. This then affects what you and they can achieve together. 

Deepening your understanding of how others perceive you, and the impact you have on them, can help you to adapt your approach; compensate for your foibles (we all have them!); and play to your strengths. It enables you to know 'what is it like to be on the receiving end of me?'

Activity: Part 2

During Workshop 1, you were introduced to the Johari Window and the Narrative 360 degree tool. The use of the 360 is a developmental process, which will be supported throughout the programme and aims to help you build your self-awareness and insights by having focused 1-1 dialogue with a range of colleagues.  

In the meantime, use your learning journal to record what you already know or suspect about: 

• What is it like to be on the receiving end of me? 
• What is your reputation as a leader? 
• Are there any differences in your reputation if you ask your peers, people you lead, your leaders?  
• What are you particularly curious about? 
• What more would you really like to know? 
• Beyond your Narrative 360, what can you do to fill in any gaps in you in your self-awareness?