I am hired by organizations to help their leaders and executives go from operating at one level to operating at a higher level.
One of the biggest challenges that I face is that leaders or executives can see the value of operating at their current level and are quite ignorant about what it might look or feel like to operate at a higher level.
It is kind of like trying to tell a colorblind person who doesn’t believe that they are colorblind that they are colorblind. (Did you follow that?)
This is a blind spot that I might label as “vertical ignorance.”
And, the only way for a leader or executive to go from operating at their current level to operating at a higher level is to:
- Be willing to acknowledge that they have a blind spot and may not be operating at their highest level possible
- Actively seek to become more aware of their blind spot and awaken to a higher-level of operating
But, doing these two things is easier said than done. And, a big reason why these actions are challenging can be found in the following great definition of a blind spot.
What is a Blind Spot?
A blind spot is a lack of insight or awareness—often persistent—about a specific area of one’s behavior or personality, typically because recognition of one’s true feelings and motives would be painful. In classical psychoanalysis, it is regarded as a defense against recognition of repressed impulses or memories that would threaten the patient’s ego.
It boils down to ego.
What I commonly see is that leaders or executives identify as a certain type of person or identify with a certain characteristic (often incorrectly), and the prospect of changing or admitting that they don’t have a certain characteristic that they identify with feels like a betrayal of themselves.
Examples of Blind Spots Coming to Light
Let me share a couple of recent examples where I have seen a leader or executive struggle to acknowledge a blind spot.
Example #1
Mary is a co-leader of a group of independent sales reps. Prior to working with Mary, her partner, and her team, I had invited them all to take my mindset assessment. The day before the workshop I was holding, I noticed Mary hadn’t taken my mindset assessment. So, I invited her to complete it.
A few hours later, I received a “hot” email from Mary. She was adamant that her results were incorrect, that the assessment was invalid, and that I wasn’t to be trusted. She went on to say that she wasn’t going to join in the workshop the next day.
Recognizing that she was “hot,” I let the email simmer.
The next morning, I woke up to a surprising email.
She wrote something along the following:
“I talked to my husband last night about my mindset results, and after talking to him, I think it would be a good thing to be a part of your workshop today. See you then.”
For her, an indication that she may not be all that she thought she was, sent her into “defense mode.” Luckily for her (and me), her husband was able to help her acknowledge that perhaps she did have blind spots and that they may be holding her back in various aspects of her life.
Example #2
I recently held some vertical development/mindset workshops for an organization with about 80 employees. Because of space limitations, I met with half of the group one day and the other half the next day.
For each group, there was one person who emailed me, each stating essentially the same thing. They wrote: I took your mindset assessment, and it said that I had a fixed/closed (respectively) mindset, and I believe I have a growth/open mindset (respectively). And, here are all of the reasons why I think that.
I tried my best to validate their perspective, but I also invited them to be openminded during the workshop to the idea that they may not be as growth/open-minded as they thought they were.
After each workshop, both of these individuals came up to me and said: As you know, I didn’t think that I had a fixed/closed mindset. But, I can now see that I do. And, now that I am more conscious of this, I feel like I can work on bringing a different and better version of myself.
Awakening
Blind spots are the ultimate obstacle to our vertical development. The only way we can vertically develop is to awaken to our blind spots.
And, when we do awaken to our blind spots, it is usually a moment that we consider to be life- and trajectory-changing.
In light of this, consider:
- When was the last time that you “awoke” to a blind spot?
- What are you currently doing to help you “awake” to your blind spots?
I love this quote by James Clear: “The trick to viewing feedback as a gift is to be more worried about having blind spots than hearing about them.”
To vertically develop, we have to be more worried about having blind spots than about identifying and acknowledging the presence of them.
And, here is the amazing thing: When we awaken to our blind spots, it is transformational. We are able to operate at a higher level.
If you want to help the executives, leaders, or employees awaken to their blind spots, let’s connect: Connect with Ryan.
