What are leadership blind spots?...unproductive behaviors that are hidden from ourselves but are glaring to everyone else, mainly our followers and our business rivals .

META+COACH SESSION #1 Discover your leadership blind spots What are leadership blind spots?...unproductive behaviors that are hidden from ourselves  but are glaring to everyone else, mainly our followers and our business rivals . To succeed as a manager, you need to learn how to recognize your blind spots and overcome them. Too often, leaders demonstrate behaviors that let down their success and consequently both their team and their organization. What are leadership blind spots?...unproductive behaviors that are hidden from ourselves  but are glaring to everyone else, mainly our followers and our business rivals . Our behavioral blind spots could create bad and unintended consequences: They corrupt decision-making, reduce our scope of awareness, create enemies,  divide teams into warring camps, destroy careers, and sabotage business results. No one is immune to blind spots, of course. But leaders are particularly vulnerable. It's enough that they must often navigate massive change and cope with stressful situations every day. But add to this the overpowering belief that many leaders shoulder: "I should have all the answers, I should know what to do, and I should be able to handle challenges alone." For many, the need to be right becomes much stronger than the need to be effective. And only the most confident leaders are willing to surround themselves with people who will point out what they're doing wrong—and be rewarded for their honesty. More often, everyone is forced to endure the boss' weaknesses in silence. Blind spots are not flaws; nor are they malicious. They are automatic behaviors. The real culprits are not the blind spots themselves. The problem is when they are unidentified and mismanaged. There are 10 blind spots that persistently knock people off the career ladder and undermine organizational performance. Below are ones that I have come across most often in my work as a management consultant (www.synergymanager.net) Share the Burden  The first is the instinct to go it alone. In my experience, that is the No. 1 blind spot. It's an obvious danger, when dealing with self-sufficient, independent leaders who have a need to be perceived as strong and tough. If you have a tendency to shoulder the burdens of life by yourself and unintentionally exclude others—colleagues, friends, and even family—then you need to be aware that this is a blind spot. Some of the symptoms of going-it-alone include rejecting offers of support, refusing to ask for help, not talking about your stress, pressure, or anxiety, isolating and withdrawing in group situations, and not including others in your thinking or in decision-making. You may think that your independent streak is a sign of strength. In actual fact, your behavior leaves others feeling frustrated, angry, and devalued. People view you as missing in action and acting as a team of one. Instead of empowering your team, you undercut it by refusing to share responsibilities, information, and decision-making. Your employees lose their enthusiasm, and you lose their support. The second blind spot that I have frequently encountered  is the tendency of leaders to be insensitive to their impact on others. They're simply unaware of the damage their behavior can create. They have a low threshold for picking up on the reactions of others, perhaps because they have never bothered themselves too much with what others think. Impact Awareness  The potential dangers of insensitivity become more critical when you are in a position of importance eg Head of a Dept / SBU head or finally even the CEO. Suddenly, you control the destiny of people around you. If you're making repeated blunders that you don't even see, there's little option for your team but to walk out the door. If this blind spot applies to you, your intentions may be positive but your behavior is ineffective. The rub is that people judge you by your behavior, not by your intentions. Symptoms include expecting others to respond the same way you do, not recognizing cultural differences, and dismissing feedback from others about your behavior. When you are insensitive to others, people tend to withdraw their trust. They'll work around you. At best, they may tolerate you. Others may marginalize you and, if they can, ultimately fire you. Sensitivity isn't about being soft. It's about being aware of the signals and needs and contributions of the people around you. It's critical to effective leadership. WITH BEST COMPLIMENTS DR WILFRED MONTEIRO THE META+COACH www.synergymanager.net