To work better with others, take a hard look at yourself and how you react to challenges.
A colleague and I were recently meeting with a CEO and his leadership team, observing them as they discussed how to improve their annual planning process. As the team of ten explored their current process, the conversation got heated. The team had been talking for 45 minutes, but it wasn’t clear who was leading the discussion or what their objectives were. Many comments were off-topic, and they were not getting closer to answers.in youWe were met with blank stares.
Let’s look at another example: Manuel, a low internal self-awareness leader, and his colleague, Tara. In a product planning meeting, Tara, a big picture thinker, says, “We need to think of this plan in the context of our broader strategy.” Manuel, an execution-focused leader, has an unconscious reaction of anger and frustration. He would rather focus on the detailed plan and the execution.
This is a loss for everyone. Tara is misunderstood, devalued, and possibly dismissed. Manuel doesn’t broaden his perspective or learn how to operate with people who think differently than he does. The good news is that internal self-awareness can be learned. To start, you — as a leader of the team or a teammate — can pause,
, and consider your responses to these questions when you find yourself in challenging or emotionally-charged scenarios.What are the facts vs. my interpretations?If you take the time to consider your responses and resist the impulse to rush to an answer, you can learn a great deal about yourself. As
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