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Scott Schwefel

Self-aware Leadership: How to Develop Emotional Intelligence and Drive Business Success

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self-aware leadership

Mastering Self-aware Leadership: A Path to Personal and Organizational Success

Self-awareness is one of the most vital skills for leaders, yet it is often overlooked in favor of traits like charisma, vision, and discipline. However, as research shows, self-aware leadership can have a profound impact on both personal effectiveness and organizational success. Self-awareness helps leaders manage their strengths and weaknesses, make better decisions, and foster more meaningful relationships with their teams. In this article, we’ll explore the importance of self-aware leadership and provide actionable tips for developing this critical trait.

What is Self-aware Leadership?

Self-awareness in leadership consists of two key components:

  • Internal self-awareness: This refers to how well you understand your values, passions, strengths, and weaknesses.
  • External self-awareness: This is about how accurately you understand how others perceive you.

Leaders who possess both internal and external self-awareness can better align their behaviors and decision-making with the needs of their organization and team. Learn more about personality assessment tools that can aid in self-discovery.

Why is Self-awareness Crucial for Leaders?

Research has consistently shown that self-aware leaders are more successful. A study by the Korn Ferry Institute found that companies with highly self-aware employees had better financial performance than those with lower self-awareness levels. This is because self-awareness helps leaders understand their limitations and blind spots, allowing them to make more informed decisions (Korn Ferry Study: Self-awareness Impact).

In addition to better decision-making, self-aware leaders are more empathetic and emotionally intelligent. They can recognize and manage their emotions, which improves their ability to connect with others and lead more effectively. Emotional intelligence, closely tied to self-awareness, is a key predictor of leadership success (Harvard Business Review on Emotional Intelligence).

Common Blind Spots in Leadership

Many leaders believe they are self-aware, but research shows that most people have blind spots—areas where their perception of their abilities differs from reality. A study by the Korn Ferry Institute revealed that 79% of leaders had at least one significant blind spot. For example, a leader might think they are an excellent communicator, but their team might find them dismissive or difficult to approach (Discover Yourself: Self-aware Leadership).

The Impact of Self-awareness on Business Success

Beyond individual leadership performance, self-awareness has been linked to better business outcomes. Companies that score highly on employee self-awareness tend to have higher stock returns and better overall financial performance. This makes self-aware leadership not just a “nice-to-have” quality but a business imperative (Korn Ferry Study on Self-awareness and Business Results).

Developing Self-aware Leadership: Practical Strategies

  1. Solicit Regular Feedback: One of the best ways to improve self-awareness is by asking for feedback. Leaders should seek feedback from peers, subordinates, and mentors to understand how their behavior impacts others. Honest feedback helps identify blind spots and areas for improvement. Incorporating feedback loops into your leadership development is essential to becoming more self-aware (MindTools: Feedback in Leadership).
  2. Embrace Leadership Coaching: Leadership coaching is a powerful tool for developing self-awareness. Coaches can help leaders uncover hidden behaviors, beliefs, and motivations that affect their leadership style. Regular coaching sessions enable leaders to reflect on their actions and consider how they align with their values and goals (Wudpecker: Benefits of Leadership Coaching).
  3. Mindfulness and Reflection: Mindfulness practices, such as meditation and journaling, can help leaders develop a deeper sense of internal self-awareness. By taking time each day to reflect on their emotions, thoughts, and behaviors, leaders can become more attuned to their internal state. This reflective practice also helps leaders remain calm under pressure and make better decisions (Forbes: Mindfulness for Leadership Development).

Cultivating External Self-awareness

While internal self-awareness is critical, external self-awareness—how others perceive you—is equally important. Leaders who excel in this area are attuned to how their behaviors and decisions affect their team. Here are some strategies to develop external self-awareness:

  1. 360-degree feedback surveys: These anonymous surveys collect feedback from supervisors, peers, and direct reports, providing a holistic view of a leader’s strengths and weaknesses.
  2. Regular check-ins with your team: Creating a culture where feedback is regularly solicited and valued can help leaders stay aligned with their team’s expectations.

Explore more self-awareness resources for leaders.

Self-awareness and Emotional Intelligence: A Leadership Duo

Self-awareness and emotional intelligence (EI) go hand in hand. While self-awareness allows leaders to understand their own emotions, EI enables them to regulate these emotions and empathize with others. Leaders who develop both self-awareness and emotional intelligence are better equipped to handle interpersonal conflicts, provide effective feedback, and inspire their team.

For example, a self-aware leader might notice they tend to become impatient during long meetings. By recognizing this tendency (self-awareness) and regulating their frustration (emotional intelligence), they can remain calm and engaged, creating a more positive environment for their team.

Read more about emotional intelligence in leadership.

The Role of Self-aware Leadership in Team Building

Self-aware leaders are more adept at building strong, cohesive teams. By understanding their own strengths and weaknesses, leaders can delegate tasks more effectively and create a team dynamic where everyone’s strengths are leveraged. Additionally, self-aware leaders are more likely to foster open communication and trust within their teams.

Leaders who practice self-awareness also understand how their behavior impacts team morale and motivation. For instance, a leader who is aware of their tendency to dominate conversations can step back and encourage more team input during meetings, creating a more inclusive and collaborative environment.

Learn more about how self-awareness impacts team performance.

Conclusion: The Journey to Self-aware Leadership

Self-awareness is not a destination but a continuous journey. By cultivating both internal and external self-awareness, leaders can improve their decision-making, strengthen relationships with their team, and drive better business outcomes. Leaders who invest in developing self-awareness are better positioned to inspire trust, foster collaboration, and achieve long-term success.

For more insights and tools to help you develop self-awareness and emotional intelligence, contact us at Discover Yourself.

Scott Schwefel

Leadership communication styles: Adapting to Others

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Leadership communication styles

 

 

Adapting Leadership Communication Styles to Enhance Team Dynamics

Understanding your own personality type and recognizing the personalities of others is a powerful tool, especially in business settings. While managers hold authority, the most effective leaders know the value of adapting their leadership communication styles to suit their team’s diverse preferences. By doing so, leaders foster a more harmonious and productive environment that thrives on collaboration and mutual understanding. This approach allows for both personal and professional growth within the organization.

Leadership communication is not a one-size-fits-all skill. In fact, understanding how to adapt your communication style depending on the situation and the individuals involved is key to fostering a positive work environment. Effective leadership communication bridges the gap between strategy and execution, ensuring that team members remain aligned with organizational goals.

In this blog, we will explore practical strategies for managers to adjust their communication methods and styles to maximize team performance and drive better results.

Tailoring Communication Methods for Maximum Impact

A significant difference between personality types lies in how they prefer to communicate. Introverts often favor email as it gives them time to process information and respond thoughtfully. In contrast, extroverts may prefer in-person conversations, engaging in real-time collaboration to bounce ideas off colleagues. Meanwhile, multitaskers may opt for phone calls, which allow them to tackle multiple tasks while addressing key issues.

Understanding these preferences is critical for leaders looking to create an efficient communication environment. Managers need to recognize that personal communication preferences are integral to a person’s work style. According to studies on leadership communication styles, individuals who are allowed to communicate in a way that suits them are more likely to be engaged, productive, and contribute meaningfully to their team.

However, business necessities sometimes demand immediate communication, regardless of personal preferences. In such cases, managers should prioritize the task at hand, but when possible, it’s beneficial to allow team members to communicate through their preferred channels. For instance, permitting an employee who excels via email to respond in that format can result in more thoughtful and productive outcomes (Communicating with the Four Color Personalities).

One strategy leaders can use to accommodate different communication styles is to establish flexible communication protocols. These protocols allow employees to engage in their preferred modes of communication while still adhering to organizational standards. Leaders who incorporate adaptability into their leadership communication styles ensure that their team members feel heard and valued, fostering a culture of inclusion and respect.

Adjusting Communication Styles for Clearer Conversations

Just as communication methods vary, so do communication styles. Some employees prefer concise, bullet-pointed instructions focused solely on the essentials. Others thrive on detailed explanations that give them insight into how their role fits into the bigger picture. These differences can lead to misunderstandings if managers fail to adjust their communication style.

By observing and noting the communication preferences of their team members, managers can tailor their messages more effectively. For example, a task-oriented employee may appreciate bullet points, while a relationship-oriented individual may prefer a more extensive discussion. When addressing larger groups, a manager can cater to both styles by presenting key points first, followed by a detailed explanation for those who need it (Adapting and Connecting, Inside and Out). For teams, an Insights Discovery Team Building workshop can further enhance communication and understanding.

Leveraging Emotional Intelligence in Leadership Communication

Emotional intelligence (EI) plays a pivotal role in leadership communication. Leaders with high emotional intelligence are aware of both their own emotions and the emotions of others, enabling them to communicate more effectively. Emotional intelligence allows leaders to perceive and regulate their emotions in ways that promote understanding and collaboration. It also enables leaders to recognize how different communication styles affect their team members emotionally.

Leaders who practice emotional intelligence in their communication are better equipped to handle conflicts, navigate difficult conversations, and inspire trust among their team. Emotional intelligence is closely linked to self-awareness in leadership, which refers to a leader’s ability to recognize their strengths, weaknesses, and emotional triggers. Leaders who are self-aware can adapt their communication style based on the emotional needs of their team.

For instance, when delivering feedback, an emotionally intelligent leader will consider how the recipient might react. A high-EI leader would tailor their message to be constructive, supportive, and empathetic, ensuring that the feedback is well-received and encourages growth (Valiant CEO: Emotional Intelligence in Leadership).

Running Effective Meetings for All Personality Types

Meetings are a necessity in most organizations, but they can often feel draining, especially when personality differences clash. A key challenge that managers face is facilitating meetings that cater to the needs of all participants, ensuring that introverts and extroverts alike are able to contribute effectively.

By setting clear goals—whether brainstorming, troubleshooting, or planning—managers can help keep meetings focused and productive. For instance, a meeting designed for brainstorming will likely encourage extroverts to voice their ideas freely, but introverts may need more time to process and reflect before contributing. In such cases, setting an agenda in advance allows introverts to prepare their thoughts ahead of time, ensuring a more balanced and inclusive conversation.

One strategy for enhancing meetings is using active listening in leadership. Active listening involves fully concentrating on what is being said rather than just passively hearing the speaker. When leaders actively listen to their team, they are better able to facilitate discussions that incorporate diverse viewpoints, making team members feel valued and heard (GrowthTactics: Active Listening in Leadership).

Using a structured approach—such as round-robin sharing followed by open discussion—ensures both introverts and extroverts have opportunities to contribute in ways that suit their strengths. Structuring meetings this way also helps avoid personality conflicts, as everyone has a clear understanding of when and how they can contribute.

Presenting and Teaching with Diverse Learning Styles in Mind

When presenting or leading workshops, it’s essential to remember that both personality and learning styles vary. Some individuals absorb information best through auditory presentations, while others prefer visual aids, group discussions, or hands-on learning. Leaders who are adept at recognizing these differences can make their presentations more engaging and effective.

For example, during a team presentation, a leader might combine auditory elements (speaking), visual elements (slides), and interactive elements (group exercises) to cater to different learning preferences. This not only ensures that the information is accessible to all participants but also keeps the audience engaged.

Moreover, adapting communication in leadership is critical when presenting to diverse teams. By adjusting the depth and complexity of information based on the audience, leaders can ensure that their message is both understood and actionable. Incorporating storytelling, practical examples, and real-life scenarios can also enhance the effectiveness of the presentation (MindTools: Learning Styles).

The Role of Adaptability in Leadership Communication

Adaptability is one of the most important skills a leader can develop. In fact, the ability to switch between leadership communication styles is critical for navigating the complexities of modern workplaces. Leaders must learn to assess the situation and determine which communication style will be most effective, whether it’s directive in a crisis or participative during collaborative projects.

Adapting communication in leadership also means being attuned to the needs of the team. For example, during times of high stress, employees may need more reassurance and guidance, while in more routine situations, they may prefer autonomy and minimal supervision.

Leaders who are adaptable can move fluidly between different communication styles. Whether a leader needs to be authoritative, coaching, or laissez-faire depends on the context and the personalities involved. By practicing empathy and self-awareness, leaders can determine when it’s time to switch styles to achieve the best results (Wudpecker: Leadership Communication Styles).

Building Trust Through Transparent Leadership Communication

Honesty and transparency are essential components of effective leadership communication. Employees are more likely to trust leaders who are open about the company’s goals, challenges, and opportunities. When leaders communicate transparently, they create an environment where employees feel safe to express their thoughts and concerns without fear of retaliation.

Leaders who practice transparency in their communication build stronger, more cohesive teams. Transparency is especially important during times of change or uncertainty, where clear communication can help alleviate fears and confusion among employees.

For example, during a restructuring or organizational change, transparent leaders will keep their teams informed about the reasons for the change, the expected outcomes, and the impact on individual team members. By providing regular updates and being open to feedback, leaders can ensure that their teams remain aligned and engaged throughout the process (Valamis: Leadership Communication Tips).

Encouraging Feedback and Continuous Improvement

One of the most effective ways for leaders to improve their communication is by actively seeking feedback from their team. Encouraging feedback not only helps leaders understand how their communication style is perceived but also opens the door to continuous improvement.

Leaders can foster a culture of open communication by regularly asking their team for input on how they communicate. This feedback can help leaders identify blind spots and areas for growth, enabling them to make necessary adjustments to better meet the needs of their team.

Moreover, feedback allows leaders to demonstrate their commitment to improvement. When employees see that their feedback is valued and acted upon, they are more likely to engage in honest, productive conversations with their leaders.

Conclusion: Lead with Flexibility and Understanding

Adapting leadership communication styles not only improves communication but also enhances team collaboration and overall productivity. Leaders who take the time to learn and apply these techniques will find that their teams are more engaged, motivated, and aligned with company goals. By fostering a culture of transparency, adaptability, and empathy, leaders can build stronger relationships with their teams, resulting in long-term success.

For more insights into personality types and their impact on leadership, feel free to contact us to explore how our programs can benefit your organization.

Scott Schwefel

Managing the Color Energies

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Managing The Color Energies

Understanding the different personality types of a team is important for managers not only so that they can build an effective team, but also so that they can gain insights into how to manage the color energies of the team. Today I’ll be discussing tips and techniques for managing the color energies in the Insights Discovery system.

Managing Cool Blues

People who are cool blue in temperament are thoughtful and like to plan out events and activities in advance. Typically, they will be organized and know their processes very well, following instructions exactly. But one challenge in managing them is they are not the most adaptable of people; they need to be given time to consider and process new information and ideas. If a new concept or model is introduced to a cool blue, they may not be particularly enthusiastic about the change straight away. This does not mean that they are rejecting the change or that they will be unable to cope with it, but they may require a few days to adapt to the new mindset required of them.

One practical tip on managing cool blues is to give them a heads up (wherever possible) of new issues that may arise in the future. A manager who can let their cool blue team members know in advance that changes will be forthcoming – for example, that this year an annual process will be changing, or that brainstorming sessions will be moving from regular small meetings to occasional large meetings – will find that the cool blue person has planned and anticipated the change and is more ready for it. This gives two advantages: firstly, the blue person will be able to contribute useful ideas as they have had time to consider and aren’t being forced to respond off the cuff, and secondly, they will be more positive about adapting to change when they know to expect it.

Managing Earth Greens

Earth green people are driven by their values, which often focus around sharing, harmony, and fairness. This means that in order for a manager to win the loyalty of an earth green person, they must explicitly demonstrate their even-handedness and explain their reasoning. For example, if a manger is planning to end a contract with a vendor and to move to another vendor, it would be wise to let the earth green members of their team know about why they are making this change. Even when it is not strictly required for the green person to know about the reasoning to perform their job, they will be more supportive and enthusiastic if they see that their manager has good reasons for making this choice.

This is because earth green people care deeply about personal relationships with co-workers. If the green person perceives their organization as being capricious or opaque about their motives, they will not trust them and will not perform well. And this interest is not self-centered: a green can perceive a colleague being treated badly by a manager to be as damaging as if it were happening to them. To build the best relationship with an earth green, a manager should be as fair as possible and be transparent about that fairness.

Managing Sunshine Yellows

The highly sociable sunshine yellow type is passionate, enthusiastic, and has a strong vision of the future. If a manager wants to sell their team on a new concept or process, then getting the sunshine yellow members of the team on board is key. These people will then cheerlead for the idea and get everyone else in the team to accept and embrace the new concept too. If a person who can drum up energy and get everyone involved is required, then the sunshine yellow is the type to turn to.

However, sunshine yellow types can be distractible and disorganized. When managing such a person, it is important to clearly lay out the essential requirements of a task and not let the person focus only on the “fun” parts of a job. Also, sunshine yellows can have a tendency to overwhelm other less outgoing team members, especially if there are a high proportion of yellows on a team and their visions are closely aligned. In this case, encourage sunshine yellows to pull back sometimes to allow space for others to express their ideas.

Managing Fiery Reds

Fiery reds are active and hands-on, and they like to find the most efficient way of performing their tasks. This means that they can be very adaptable and amenable to change, as long as their manager can demonstrate to them how the new system will create a better outcome than the old system. Unlike cool blues, fiery reds are not interested in considering every small change in depth – they would rather learn by doing and are focused on the present moment rather than ruminating about the past or future. If a fiery red needs to learn a new skill, it is best to hand them the tools and let them puzzle through the challenge for themselves rather than trying to teach them everything in advance.

One useful but occasionally frustrating aspect of managing a fiery red is their pragmatism. They are not the type to be swept up by great oratory or to embrace an idea because it sounds new and exciting. Instead, they want to see a clear and realistic vision with concrete steps outlined that will achieve that vision. When trying to motivate a fiery red, do not focus on abstract concepts or too much big picture talk – instead, give them grounded, actionable steps which they can follow to achieve the desired goal.

This is just scratching the surface of the ways that psychometric testing can help managers interact with and motivate their team. For more information on how Discover Yourself can greatly increase your management effectiveness, contact us today HERE.

 

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Scott Schwefel

Leading the Four Color Personalities

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leader

Being the boss is the best. The boss is the top of the pile, the head honcho, the person to whom everyone else looks for guidance and insight. The boss knows the inner workings of the business, knows how to steer the company through thick and thin, and manages projects and people with grace.

Of course, being the boss is a difficult job, and sometimes bosses turn out to be just as flawed and human as anyone else. The leaders of a company, leaders of an individual division, and leaders of teams within a company all have their strengths and weaknesses, both personally and when dealing with their co-workers. Taking into consideration the personalities of all people involved can help create better leadership styles as well as working relationships with others.

Leading by example

Successful leaders lead others in a way that inspires. These leaders don’t yell, cajole or threaten to get a job done. They know that respect will get them a lot further than emotional manipulation will. Unfortunately, the stressors of being a leader or being a boss very much exist. We don’t always operate the way we would like to under pressure, and bosses can take out their frustration on those working for them.

Acknowledging the personality and leadership strengths and weaknesses of bosses and leaders within a company can help pave the way for respect and success in business. Not everyone will always get along, but leaders are the most visible when it comes to adapting and communicating with people around them.

Learning and leadership

People don’t and shouldn’t stop learning just because they’ve advanced professionally. When it comes to being a leader, there is still a lot left to be learned just about yourself and how you function when in charge of managing many projects and people well. Leadership can be a struggle because you have to take into consideration the personalities of the people who are working for you, as well as your knowledge of your personality. How you interact with your employees can bring insight into how you may be adapting and communicating at work in ways that can be beneficial or harmful.

The best kind of professional leader isn’t one who necessarily has all the answers, but is one who commits to their job and their team. Part of this commitment is understanding the important role personality plays in the workplace.

Jung opened up an entirely new world with his discoveries, and discoveries into the psychology of personality and the self are still being made today. Insights Discovery is based squarely on Jung’s theories, and as such is an invaluable tool in helping people understand themselves and others. Schedule me, Scott Schwefel, as your keynote speaker, and I will come to your group and address the differences in personalities in a truthful, fun, and easy-to-understand way. Follow me on Facebook, LinkedIn, and Twitter to share my blogs with the color energies you work with!