Authentic leadership begins within—only by knowing ourselves can we truly inspire others. However, research shows that only 13% of leaders (Heidrick & Struggles) truly possess this critical understanding, which provides a unique opportunity to address a “self-awareness deficit” and transform leaders, their teams and organizations. Three decades in executive search, coaching, and over 10,000 interviews have taught me that the most successful leaders have one thing in common - they are keenly aware of their blind spots and have the courage to overcome them.

The journey to achieving self-awareness isn’t easy, but the AWARE Framework provides a structured approach:

By identifying your capabilities and potential derailers in these five key factors, you can heighten self-awareness and take your impact to the next level.

There are no right or wrong answers, only an opportunity to reflect on how you lead. The more honest you are in your responses, the more valuable the insights will be—not just for you but for your team and your organization. Approach this with an open mind and a willingness to reflect.
 
1. I proactively seek feedback and self-reflect to uncover my biases or blind spots.
 
2. I am receptive to constructive criticism, use it to improve my leadership effectiveness, and am rarely defensive when others point out mistakes or flaws.
 
3. I have created a “feedback culture” where I have given others permission to provide candid feedback to me.
 
4. I regularly ask my team deeper feedback questions (e.g. what would you wish to share with me that you have been reluctant to share?).
 
5. I am able to name at least two specific blind spots or flaws that I am aware of.
 
6. I constantly look for ways to improve myself and make changes that enhance my leadership.
 
7. I embrace challenges as stepping stones for personal and professional growth, knowing that obstacles sharpen my resilience.
 
8. I actively pursue new learning experiences that expand my perspective, challenge my assumptions, and push me beyond my comfort zone.
 
9. I often reflect on my annual performance review throughout the year versus just upon receiving the feedback.
 
10. I openly share with others what I am personally working on to show up better as a leader.
 
11. I actively use my strengths while pursuing continuous learning, ensuring I keep growing beyond my current skill set.
 
12. I apply my strengths to make a meaningful impact while staying flexible and ready to tackle new challenges.
 
13. I embrace positive feedback on my strengths, and don’t sweep them under the rug to just focus instead on the flaws.
 
14. I help others recognize their unique strengths and guide them in developing new skills for long-term success.
 
15. I am able to name at least two major capabilities or strengths I am using regularly.
 
16. I regularly evaluate my leadership style and modify my approach to avoid behaviors that could limit my effectiveness.
 
17. I understand that any strength can be overused and become a derailer, and am aware that they can devolve into another form of a blind spot.
 
18. I recognize my potential derailers and take proactive measures to reduce their impact on my team or organization.
 
19. I fully understand that I can over-rely on my strengths without considering context, who I am managing, or competing priorities.
 
20. I take full responsibility when my actions negatively affect others and work to course correct.
 
21. I empower my team by fostering a culture of innovation and collaboration, encouraging calculated risks, and supporting their growth.
 
22. I prioritize mentoring and developing others to help them reach their full potential.
 
23. When providing feedback, I often inquire about my subordinates’ personal and professional aspirations.
 
24. I celebrate the achievements of my team and recognize their contributions to our collective success.
 
25. I prefer highlighting the contributions and success of others even though it may temporarily hold me back and hinder achieving my own aspirations.

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