In our research, we defined self-awareness as “The ability to have self-confidence, reliance, and insight, as well as social and cultural awareness.” Another way to look at it is the difference between how people actually behave (revealed preferences) and how they say they behave (declared preferences).
Receiving data that supports one’s view may create a confidence boost. Receiving challenging news, however, may not be processed well, because it is human propensity to cling to our beliefs–rather than the facts–when we face a threat. This motivated reasoning (primarily emotional, not rational) means we engage in confirmation bias. We start off with our paradigm (what we know is true), and look for evidence that supports that view. All contrary pieces of evidence are screened out, as they are the inconvenient truths.
As leaders, we need to build our self-awareness by correctly processing challenging news, as it is important to hear the bad as well as the good. This information that challenges our existing opinions/desires should yield the greatest insights.
Instead of agreeing with the outcome you want, do you ask probing questions of yourself?
