Perception is reality. That is a phrase we all have all heard, and are familiar with. What is less emphasized in the implications of this phrase is the assumption that someone else’s perception (of you likely) is different than your own self-perception. Why is that important? Imagine that you list out what you determine to be your top leadership competencies (strengths) that you bring to your organization, as well as your biggest weaknesses. Then your peers, superiors, and subordinates all list out what they imagine your strengths and weaknesses to be as well (such as in 360-degree feedback). What if your list does not at all match with, or is even similar to, anyone else’s assessments of you? Can you imagine how this may be limiting your leadership impact on your organization? Maybe you’re not as strong of a leader as you thought you were.
The congruence of your self-rating and others’ rating of you is what is known as self-awareness. The more self-aware you are, the higher your performance is as a leader. Numerous organizational psychology research studies have proven this fact. Essentially, self-awareness is accurately knowing your own inner state (identity and personality) and accurately recognizing your impact on others. Continue reading