The Value of Self-Awareness

It is no surprise to most seasoned professionals engaged in HR, learning, and organizational development that people who are aware of their strengths and blind spots tend to perform better than their less self-aware colleagues. Recent research has shown that organizations that employ people with well-developed self-awareness have a higher rate of return (ROR) for shareholders than do organizations whose employees have lower levels of self-awareness. The research revealed that companies with the lowest ROR had employees with 20 percent more blind spots than companies with higher ROR and were 79 percent more likely to have employees with low levels of self-awareness (C. Donaldson, 2015). Highly self-aware managers have also been found to have better performance outcomes in the workplace than less self-aware managers (Ashley, & Reiter-Palmon, 2012). Decades of research and experience further demonstrate that exceptional leaders and high-performing employees continually seek ways to grow and develop throughout their lives (McCall et al, 1988; 1998; 2004; Leslie & Peterson, 2011).

As professionals working to help others develop self-awareness, we are presented with a wide range of assessments and approaches for developing leaders and organizational talent. However, experience suggests that the integration of assessment findings with development activities can be hit or miss for both the participant and the development professional.

Applying Jung’s personality type theory and the MBTI assessment offers a foundational framework for building self-awareness. Many development professionals use the MBTI assessment and applications as the cornerstone for building self-awareness. So how can professionals build on the learning derived from the MBTI assessment with clients and colleagues?

The solution to this challenge involves integrating targeted assessments and development activities to increase self-awareness. Integrating assessments works best when the participant undertakes a staged process of self-discovery using assessments that evaluate personality preferences, interpersonal needs, personal motivational style, emotional intelligence, and leadership behaviours. Using the insights from such assessments enables the participant to undertake targeted experiential development activities to address the development needs identified from their assessment findings. This process also requires an increasing level of guided and supportive confrontation by the practitioner to help participants achieve optimal levels of self-awareness. The approach is effective when it utilises evidence-based assessments, development exercises and the coaching skills of the practitioner. I look forward to sharing how this approach has assisted my clients at the MBTI? Users Conference in San Fransisco 28-30 September.

About the author:

Martin Boult is a psychologist who, has worked for over fifteen years in the field of management and organisational development with particular focus in the areas of mid-level to executive leadership development, strategic planning, team performance and talent assessment. He has provided services to leading public and private sector organisations in Australia, China, India, Malaysia, Singapore, New Zealand, South Africa, UAE and the USA. He is responsible for overseeing the international certification programs for CPP’s range of psychometric instruments and is a faculty member of the Center for Creative Leadership.
Martin is currently interested in finding ways to improve the lives of his clients by integrating his experience of working across diverse cultures with his professional background in the fields of neuropsychology, leadership and employee development.

To learn more please contact [email protected]

References and further reading:

• Ashely, G.C & Reiter-Palmon, R. (2012). Self-Awareness and the Evolution of Leaders: The Need for a Better Measure of Self-Awareness. Institutes of Behavioural and Applied Management.
• Donaldson, C., (2015). How Self-Awareness Delivers Better Shareholder Returns. Inside HR, 16 July 2015
• George, B., Mclean, A., & Craig, N. (2008). Finding Your True North: A Program to Discover Your Authentic Leadership. Jossey-Bass San Francisco, CA.
• Leslie, J. B. & Peterson, M. J., (2011). The Benchmarks Sourcebook: Three Decades of Related Research. Center for Creative Leadership. CCL Press.
• McCall, M. W., Lombardo, M. M., & Morrison, A. M. (1988). The lessons of experience: How successful executives develop on the job. Lexington, MA: Lexington Books.
• McCall, M. W., (1998). High Flyers: Developing the Next Generation of Leaders. Harvard Business School, Boston MA.