When strengths turn into blind spots
You have probably heard the saying, “It is possible to have too much of a good thing.”
While blind spots are often defined in terms of weaknesses, I have observed that they can often be linked to leader strengths – strengths that become a bit extreme or exerted without an appropriate level of self-awareness - end up being a threat.
In Overcoming Leadership Blind Spots, Jose Ruiz identifies “one of the most common causes of leadership blind spots” as “pride bordering arrogance,” and observes that arrogance will likely manifest itself as overconfidence, ultra positivity, or power. Notice how each of these can be related to a strength.
Consider the confident leader. Self-confidence is considered an essential trait in leadership, but too much self-confidence starts looking like arrogance. This can happen as a leader experiences successes or moves up the organizational ladder, and confidence becomes pride, and the person is completely unaware. This strength is now a blind spot – a “characteristic or habit that people are not aware of or don’t recognize as problems but which limit their effectiveness and hinder their career success” (Daft).
Positivity is another trait often present in effective leaders. Joyce Russell, in Positive Leadership: It Makes a Difference, highlights research related to positivity and states, “positive leadership has been shown to be related to better organizational outcomes...positive leadership encourages, empowers, and energizes people (zapps them) whereas negative leadership drains, depletes, and demoralizes employees (sapps) the energy out of them.” But ultra positivity causes leaders to be unable to see why others may disagree with their ideas or opinions, making them blind to potential risks and threats (Ruiz).
What about power? We correlate positions and titles with power. When an effective leader uses power correctly (which is a topic itself!), the end result is trust and confidence in that leader. What a strength! However, if the leader starts equating a title with power, that conveys a false perception that the leader has the answers and can (or should) solve problems unilaterally. As Ruiz states, this creates “other blind spots by shutting out different perspectives and potential solutions.”
Thus, confidence, positivity, and appropriate use of power can also be routes to potential blind spots.
How do leaders avoid the development of blind spots? Here are some ideas:
Be willing to reflect on past mistakes. It’s human nature to try to cover up mistakes or blame them on others. As leaders, we need to be willing to “own” our mistakes. We should take the time to debrief with others around us, identifying the factors that led to the error or issue, as well as analyzing ways to avoid the problem in the future.
Be willing to mature in your emotional intelligence. Research indicates that leaders become more confident in their emotional intelligence as they climb the ladder. In reality, self-awareness and emotional intelligence tend to decline during the rise toward the top of the organization (Levin).
Avoid isolation and the belief that you have to have the answers. Instead, ask questions, surround yourself with people with varying perspectives and backgrounds, and admit when you don’t have the answers.
There are many ways to identify blind spots, as well as a variety of practices and techniques to improve emotional intelligence. Consider establishing a leadership development plan or a coaching relationship – ABL Wise Consulting would love to help.
Sources:
Overcoming Leadership Blind Spots by Ruiz
The Top 10 Leadership Blind Spots, and 5 Ways to Turn Them Into Strengths by Levin
