Uncovering Personal Blind Spots

In my life, I have had a few precious occasions when someone has provided me feedback concerning something about myself that others knew, that I did not know. These tidbits of information about ourselves fill-in areas called blind spots, or areas of unawareness. The term blind spot is derived from a tool referred to as the Johari Window.

The Johari Window divides our awareness into 4 parts (like a window frame) based upon what we and others know and do not know about ourselves. Simply, the first part is things that are known by us and others and is referred to as public knowledge. The second part is what is known by us and not others is private knowledge. The third part is the stuff that is unknown by us and unknown to others is referred to as unknowable knowledge or irrelevant (unless you are Sigmond Freud).

In terms of coaching, the last part to be described is thought of as the road to dramatic change, which is the stuff that is known to others and unknown to ones self. These moments of discovering a blind spot are not always easy and some may be hurtful, but real change is never easy! Furthermore, these moments of self discovery often times provide the motivation necessary for change. What is magical about uncovering blind spots is that people are discovering the truth about themselves, and according to Marshall Goldsmith (a world-renowned executive coach), these “are rare and precious gifts.”

The importance of uncovering blind spots is the rational for conducting 360˚ feedback exercises. These exercises range from conducting assessments to simply paying attention to the feedback moments all around us. Arch Concepts focuses on these feedback moments, and will assist clients in discovering which activities works best for them.

Adapted & expanded from Marshall Goldsmith with Mark Reiter, (2007) What Got You Here Won’t Get You There, Hyperion.

Pitfalls of Advancement

Opportunities for professional advancement are often times welcomed with open arms and can be some of the most treasured achievements in our lives. Typically with advancement, employees receive increases in pay, power, stature, and recognition (to name a few); which are all wonderful benefits to receive. However, in addition to the benefits stated, advancement may also bring moments of great challenges, stress, failure, and a relative cornucopia of interpersonal problems professionally and at home.

As many of you may have heard before, according to the Peter Principle, people tend to be promoted up to their highest "level of incompetence". The principle is based on the observation that as people prove to be competent in the task to which they are assigned, they get promoted to a higher rank, ultimately, leading to a position that they may not be competent in.

While there may be some truth to the statement, I do not necessary agree with the idea that the person will remain not competent for the job. To briefly explain, over the course of ones professional career, they receive skill training, product training, may seek post-secondary and graduate degrees, etc.; basically becoming relative experts in their field of employment. However, even with higher educational degrees, training, and experience, people may struggle in their positions; but why?

According to Marshall Goldsmith, “the higher you go (in the organization), the more your problems are behavioral.” Or in other words, people reaching management and higher level positions are technically skilled and intelligent. They have been to college, and received the necessary skill training. People reaching these positions are not incompetent, the skills that got them to this level are present, however, the new position requires a different skill set consisting of interpersonal behaviors.

What employers perceived as incompetence are actually behavioral issues, and these people skills are what prevent most from fulfilling their potential. This is why coaching is so important because coaching sheds light on the blind spots that people have in relation to their interpersonal behaviors or people skills and helps free them from the pitfalls of advancement!

Gaining Mindfulness — In Just 10 Minutes

Coaching is for anyone who wants to get better at work, home, or any other aspect in their life. One of the first steps to getting better and becoming more efficient and effective includes gaining self-awareness. Through experience, it has become apparent that one of the most effective ways to improve self-awareness is to start internally, or in other words, improving ones mindfulness.

According to McKee, Boyatzis, and Johnston (2008) mindfulness is the self awareness of yourself. By improving your mindfulness, you are essentially improving your relationship with others by being attentive to their needs, and also becoming more resilient and stronger in the face of stress because you attend to yourself and learn your unique process for self renewal.

Lack of attending to ones self is a common occurrence in relation to chronic stress and has many negative side effects to ones health. However, by not ignoring your own needs and paying attention to wake up calls, one can begin developing mindfulness. There are many approaches to improving mindfulness, with the following example being a helpful activity that requires very little time (10 minutes/day).

1st Step: Write for two minutes without stopping about whatever is on your mind today. What comes easily to mind? What do you not want to think about today?

2nd Step: Close your eyes and slowly scan you body from top to bottom and as you do, notice areas of tension, relaxation, soreness, or good feelings. Make a note of areas that need your attention.

3rd Step: Write a list of your current feelings. Where do you feel emotions in your body? What do you need to continue doing today to feel emotions that serve you and are useful? What do you need to attend to minimize or change feelings that are distressful or are not serving you?

4th Step: Close your eyes and imagine someone who inspires you. Sit with this for a few breaths. What images do you see, and how do these images impact or inspire you to act today?

Adapted and expanded from Annie McKee, Richard Boyatzis, and Frances Johnston, (2008) Becoming a Resonant Leader: Harvard Business Press