Blind Spots and Personal Leadership
Blind Spots and Personal Leadership
Source: Science Buddies @ www.sciencebuddies.org
In human anatomy, the blind spot is the point of entry of the optic nerve on the retina, insensitive to light. Generally, it is often an area where a person’s view is obstructed from both sides of his vision. In vehicular traffic system, beyond monitoring every area around and both sides of a vehicle, effective use of blind spots monitoring systems can keep a driver from running into other vehicles moving in the same direction. The Formula One (F1) cars adopt blind spots monitoring technology to reduce crashes on race tracks. This technology has helped drivers to effectively determine how and when to change lanes by monitoring the blind spot areas during races. In theory, our blind spots are the dark areas that obstruct our field of vision, even when we are able to clearly see our surroundings.
Businesses operate in uncertain and competitive environment, and are constantly faced with the survival strategies of outdoing competition in the market place. Some of these include focusing on corporate strength, ability to study and know the market it operates, knowing the competition, and not competing with price. Business environment is dynamic, and constantly evolving to reflect the changing consumption pattern of consumers. Surviving in the market place is not of the “fittest” but rather the ability to effectively analyze the blind spots and take proactive decisions that would keep the business on the right track. Risk and business success are inseparable, and organizations that take no risk are often blind-sided by its competitors who are often taking advantage of blind spots to prevent businesses from changing lanes that leads to corporate success. Ultimately, blind spots are a disadvantage that should be reduced in the race for corporate survival and personal growth and development. Blind Spots, in the context of corporate and personal growth and development, refers to those areas of our businesses and personal lives that we are not fully aware and conscious of.
The Johari Model (1955) best explained how leaders understand the relationships, both with themselves, and with others. It is a veritable technique for improving his self-awareness and development in challenging situations. In general, the Johari model helps leaders to build trust, being aware of his existence, and improving knowledge of the environment. The model is useful because the four boxes, highlighted above, shows the difference between what is known or unknown to self and others. The plausible ways to reduce blind spots is to involve others to frankly share their opinion of what they know about us, resulting from the impact of our actions on others, positive or negative.
Blind spots, by its context, are unknown to almost every leader. There is a generalization that, by nature, we do not know what we don’t know, and this why it is so difficult in reducing our blind spots. Leaders who are not aware of their blind spots might continue to hold on to their belief that things are working the way he thinks and believe. This is the real danger to his quest for personal growth and development. Studies have shown that leaders often ignore the warning signs by going it alone, being insensitive of one’s behavior on others, arrogance, egocentrism, and ignoring corrective feedback. It is imperative for leaders to understand and recognize the potential blind spots in his quest for his growth and success. This enables him to become aware of his strenght and weaknesses, and the impact it has leading others. Often times leaders avoid difficult conversations, being traditional and unyielding, playing-god and do not believe rules apply to him, mundane thoughts and refusing to focus on important issues. Leaders tend not to understand their blind spots or know how important it is. These are common leadership blind spots that hinders personal leadership growth and development.
There are several ways leaders can reduce their blind spots, and take corrective actions. Firstly, it is important to understand the nature and consequences of their actions on himself and others. Awareness is the overwhelming first step to reducing and overcoming our blind spots. Secondly, corrective actions are required to mitigate unintended consequences, and thirdly, they must be aware of the nature and and make-up of their environment and the impact their actions have on it. In management parlance, feedback is a crucial ingredient in building trust with associates in the workplace, it facilitates personal growth and initiates change, and it builds self-esteem. Feedback encourage an environment where people are confident enough to provide honest assessment of personality traits, and by seeking it, it provides a wider view of your “open arena” ( Johari Window), and it is no longer a blind spot.
Overall, personal leadership involves an open and honest assessment of the impact of our actions on ourselves and on others. Leaders must be open to dealing with the difficult conversations, accept responsibilities always, and taking total ‘ownership’ of their commitments to the time, energy and resources in the workplace. Reducing the incidence of overconfidence, pride bordering arrogance, and corporate assertiveness. Leaders should be open to welcoming other ideas, and downplay the ultra-confidence in the power associated with his position of authority.
enomaojo.blogspot.com (2023)
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