Survivalist Pro
Survivalist Pro
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"Self-awareness is the ability to focus on yourself and how your actions, thoughts, or emotions do or don't align with your internal standards.
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Read More »The benefits of self-awareness are as varied as each individual, and examples include increased influence, greater perspective, and stronger relationships. Let's dig into what self-awareness is and ways to develop it. Do you want to be happier, have more influence, be a better decision-maker, and be a more effective leader? Self-awareness, then, is the most important muscle you need to develop. It's what will keep you on target to be the best version of yourself and the best leader you can be. It’s a rare skill, as many of us spiral into emotion-driven interpretations of our circumstances. Developing self-awareness is important because it allows leaders to assess their growth and effectiveness and change course when necessary. "Self-awareness is the ability to focus on yourself and how your actions, thoughts, or emotions do or don't align with your internal standards. If you're highly self-aware, you can objectively evaluate yourself, manage your emotions, align your behavior with your values , and understand correctly how others perceive you." When self-awareness tips into self-consciousness, we are reluctant to share certain aspects of ourselves. We develop a persona that lacks authenticity. For example, you may notice yourself tensing up as you are preparing for an important meeting. Noticing the physical sensations and correctly attributing them to your anxiety about the meeting would be an example of private self-awareness. Private self-awareness: Being able to notice and reflect on one’s internal state. Those who have private self-awareness are introspective , approaching their feelings and reactions with curiosity. While there are benefits to this type of awareness, there is also the danger of tipping into self-consciousness. Those who are especially high in this trait may spend too much time worrying about what others think of them. Public self-awareness: Being aware of how we can appear to others. Because of this consciousness, we are more likely to adhere to social norms and behave in ways that are socially acceptable. When we look outward, we understand how people view us. People who are aware of how people see them are more likely to be empathetic to people with different perspectives. Leaders whose self-perception matches others' perceptions are more likely to empower, include, and recognize others. The Eurich group has researched the nature of self-awareness. Their research indicates that when we look inward, we can clarify our values, thoughts, feelings, behaviors, strengths, and weaknesses. We are able to recognize the effect that we have on others. Eurich's research finds that people with self-awareness are happier and have better relationships. They also experience a sense of personal and social control as well as higher job satisfaction. As we mentioned earlier, strengthening self-awareness has a variety of benefits. The specifics of each one depends on the individual. In a separate study, Canadian researchers looked at brain activity in people who are in positions of power. They found physiological evidence to conclude that as power increases, the ability to empathize with others decreases. They become less able to consider the needs and perspectives of others. Fundamentally these leaders don't think they need to change and instead require a change from everyone else. Lack of self-awareness can be a significant handicap in leadership. A study conducted by Adam D. Galinsky and colleagues at Northwestern's Kellogg School of Management found that often, as executives climb the corporate ladder, they become more self-assured and confident. On the downside, they tend to become more self-absorbed and less likely to consider the perspectives of others. Many of us grew up with the message that you should not show your emotions, so we attempt to ignore or suppress them. With negative emotions, that doesn't go very well for us. We either internalize them (resulting in anger, resentment, depression, and resignation) or we externalize them and blame, discount, or bully others. Self-awareness is a staple in contemporary leadership jargon. Although many leaders will brag about how self-aware they are, only 10 to 15 percent of the population fit the criteria.
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Read More »The Values in Action Inventory of Strengths (VIA-IS) is a great tool for you to use to identify your dominant strengths and is free on the VIA website. It measures your answers across six broad categories with a total of 24 strengths. Take the assessment, and you'll generate a report identifying your top 5 strengths and how to begin to optimize them. Don't despair if you don't make the 10-15 percent self-awareness cut. If you want to know how self-aware you are, the iNLP Center has 12 multiple-choice questions that will tell you the level of your self-awareness and what you can do to improve it. The assessment is research-based and developed by Mike Bundrant, a neuro-linguistic trainer and life coach.
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Read More »The amygdala, also called the primitive brain, was the first part of the brain to develop in humans. It functioned as a kind of radar signaling the need to run away or fight back. That part of the brain is skilled at anticipating danger and reacts before we can even name a negative emotion. Our heart races, our stomach tightens, and our neck muscles tense up. Your body's reaction is a tripwire signaling the pre-frontal cortex to register or name a negative emotion. If you bring awareness to your physical state, you can, at the moment, recognize the emotion as it is happening. Becoming skillful at this rewires your brain. Naming your feelings is critical in decision-making. When we let our feelings overwhelm us, we can make bad decisions with unintended consequences. Naming your emotions allows us to take a "third-person" perspective to stand back and more objectively evaluate what's going on. Let's bring this home with an example. You, a self-aware person, are having a conversation with someone and receiving some negative feedback. Your heart starts to race, and you're feeling threatened. You say to yourself, "I feel like this person is attacking me." But, before you cry or go ballistic, you stop yourself and hear the person out. You discover that this person had at least one good point and start up a different conversation, one that is mutually satisfying and productive.
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