Unit 3 Developing as an Authentic Leader: Self-awareness and Leading Self

Overview

Image credit: Deposit Photos

In Unit 3, we begin our study of authentic leadership. What does it mean to be authentic? Authenticity is about the congruence between our values and beliefs and our actions. It sounds simple, though it’s anything but! There are layers and layers to authentic leadership. Self-awareness is the foundation of authenticity. As George (2015) states, “A foundation of self-awareness leads to self-acceptance and ultimately self-actualization so that you can fulfill your greatest potential” (p. 79). The key question that frames this unit is: Who am I?

Topics

This unit is divided into the following topics:

• Self-awareness as a component of emotional intelligence
  
• Blind spots
  
• Using Birkman to understand self
  
• Feedback
  
• Leading Self

Learning Outcomes

When you have completed this unit, you should be able to:

• Describe key factors that contribute to gaining self-awareness
  
• Design a plan to help you increase self-awareness
  
• Identify key areas of emotional intelligence
  
• Examine the relationship between blind spots and feedback and how this relationship contributes to authentic leadership
  
• Understand your Birkman map
  
• Articulate the importance and key components of self-leadership

Activity Checklist

Here is a checklist of learning activities you will benefit from in completing this unit. You may find it useful for planning your work. Note that all Learning Lab activities contribute towards your Participation mark for this course.

Learning Activities

• Unit Readings and Peeling Your Onion (75 minutes)
  • Read True North, Chapter 4
    
  • Look at Figure 3.2: Peeling Your Onion. List 3-5 of your “shadow sides” in your learning journal and think about why these traits or aspects leave you particularly vulnerable.
    
• The Johari Window (90 minutes)
  • Complete the Johari Window activity to help increase self-awareness by uncovering your blind spots and become more open.
• Reflections on Birkman (30 minutes)
  • After reading through your Birkman Signature Report, respond to the reflection questions in your learning journal.
    
• Reflections on Feedback (20 minutes)
  • Reflect and respond to the feedback questions in your learning journal
    
• Case Study: David Pottruck’s Blind Spots (45 minutes)
  • Read the case study David Pottruck’s Blind Spots
    
  • Respond to the questions in your learning journal
    
• Giving and Receiving Feedback (45 minutes)
  • Watch Radical Candor (11:16 minutes)
    
  • Respond to the reflection questions in your learning journal
    
• Self Leadership Video and Reflections (75 minutes)
  • Watch Leadercast 2018: Leading Yourself Well (25:17)
    
  • Respond to the reflection questions in your learning journal
    
  • Create a word cloud with key words about leading self
    

Assessment

In this course you demonstrate your understanding of the course learning outcomes in various ways. Please see the Assessment section in Moodle for assignment details and due dates.

Resources

Here are the resources you will need to complete this unit.

• [Textbook] George, B. & Clayton, Z. (2022). True North. John Wiley & Sons.
  
• Other online resources will be provided in the unit

3.1 Self-awareness as a Component of Emotional Intelligence

Image credit: Deposit Photos

“Self-awareness is the foundation of authenticity, and thus it is at the centre of your compass.”

– Bill George

In Unit 2 you began examining the significance of your life story and you reframed some of the challenges you’ve experienced over the years. I hope you were able to see how these experiences have shaped you into who you are today—and perhaps even discovered how your biggest challenges actually lead to something positive later on in your life. These activities are the first steps in your journey to self-awareness and to answering the question: Who am I?

Know thyself is an ancient Greek aphorism (general truth or principle). Clearly, self-awareness is not a new concept. In its most basic sense, self-awareness is conscious knowledge of your own character, feelings, motives and desires. It is the ability to focus on yourself and how your actions, thoughts, or emotions align with your internal standards… or not. This is important for a number of reasons. When we see ourselves clearly, we are more confident and more creative. We make sounder decisions, build stronger relationships, and communicate more effectively. Self-awareness is key to effective leadership.

Self-awareness is the cornerstone of emotional intelligence. For many years, intelligence quotient (IQ) was the primary predictor of leadership success. More recently, however, greater emphasis has been placed on emotional intelligence as a benchmark for leadership effectiveness and success. According to American psychologist, Daniel Goleman, there are five key elements to emotional intelligence.

Figure 3.1 Key Elements of Emotional Intelligence

Image source: The Importance of Emotional Intelligence

Consider the following elements and questions:

Self-Awareness

• Can I monitor my emotional state and identify my emotions?
  
• Can I laugh at myself and my mistakes?
  
• Do I know how others see me?

Self-Regulation

• Can I control my impulses?
  
• Do I take responsibility for my actions?
  
• Do I adapt well to change?

Motivation

• Am I interested in learning and improving?
  
• Do I have the strength to keep going when faced with obstacles?
  
• Can I set goals for myself and follow through with them?

Empathy

• Can I understand other people’s emotions?
  
• Am I interested in other people’s worries and concerns?
  
• Do I have the ability to anticipate someone’s emotional response to a problem or situation?

Social Skills

• Can I detect jokes and sarcasm?
  
• Do I have the ability to maintain friendships and relationships?
  
• Can I communicate effectively with others?
  
• Do I have good time management skills
  
• Can I resolve a difficult situation or conflict using negotiation or persuasion?

Activity: Unit Readings and Peeling Your Onion (75 minutes)

• Read True North, Chapter 4.

There are many layers to really understanding and knowing your true self. George (2022) writes,

As you search for your true self, you are essentially peeling back the layers of an onion. … Often these outer layers are hardened to protect you from criticism of your inner self. … Peeling the onion further you reach your inner core where you gain a deeper understanding of your strengths, weaknesses, values, and motivations. Underneath these layers lies your understanding of your life story. (pp. 91-92)

Image Credit True North Summary-SKEMA BUSINESS SCHOOL

You’ve already begun to understand your life story. In this activity, let’s focus on our “shadow sides”—those aspects of ourselves that we are least proud of, those features or traits we know about, but don’t like to acknowledge, areas where we feel particularly vulnerable to exposure.

• In your learning journal, list 3-5 of your “shadow sides” and think about why these traits or aspects leave you particularly vulnerable.

Developing a healthy relationship with both our strengths and our weaknesses is essential to becoming more self-accepting and more comfortable with who we really are.

3.2 Blind Spots

Self-awareness is vital to happiness and success. Without it, we can move through relationships and experiences unaware of how others receive and perceive us.

Blind spots are personal traits or aspects that we don’t even know about that can limit the way we act, react, behave, or believe. These can limit our effectiveness and interfere with our relationships.

Some common blind spots in leadership include:

• Going it alone and not asking others for help
  
• Not truly listening or valuing the input of others
  
• Being insensitive or unaware of how you present yourself and its impact on others
  
• Not showing appreciation
  
• Having an “I know” attitude (valuing being right above everything else)
  
• Not admitting when you’re wrong
  
• Avoiding difficult conversations (avoiding conflict)
  
• Blaming others or circumstances (not taking responsibility)
  
• Treating commitments casually (not honouring other people’s time, energy, or resources)
  
• Not taking a stand
  
• Tolerating “good enough” (low performance standards)

(Adapted from Levin, 2017)

Blind spots can impact leaders, followers, teams, departments, and even entire organizations. So, how do we get around this? How do we identify our blind spots so we can work on strategies to overcome them? The following steps can help:

• Solicit honest feedback from others
  
• Examine your past to identify patterns
  
• Identify your triggers. What are the situations that cause you to impulsively or instinctively react without thinking?
  
• Seek out a trusted friend or colleague to hold you accountable to change your behaviour

Mastering our blind spots can take our leadership to the next level!

Reference:

• Levin, M. (2017, July 13). The top 10 leadership blind spots, and 5 ways to turn them into strengths. Inc. https://www.inc.com/marissa-levin/the-top-10-leadership-blind-spots-and-5-ways-to-tu.html

Activity: The Johari Window (90 minutes)

The Johari Window is a tool you can use to help increase your self-awareness by uncovering your blind spots and become more open.

The Johari Window

	Known to Self	Not Known to Self
Known to Others	Open	Blind Spot
Not known to Others	Hidden	Unknown

credit: Using the johari window

Instructions:

1. Consider the list of adjectives below and choose 10 that best describe you.
   
2. Ask a few of your trusted friends, family members, and colleagues to choose the 10 best words that describe you. You can share this worksheet with them so they can record their words.
   
3. Arrange the adjectives on the Johari Window chart worksheet as follows:
   

• Place the adjectives selected by both you and your peers in the “Open” frame
  
• Place the adjectives selected only by you in the “Hidden” frame
  
• Place the adjectives selected only by your peers in the “Blind Spot frame
  
• Place the adjectives not selected by you or your peers in the “Unknown” frame

Johari Adjectives

able	clever	friendly	introverted	observant	religious	silly
accepting	complex	giving	kind	organized	responsive	spontaneous
adaptable	confident	happy	knowledgeable	patient	searching	sympathetic
bold	dependable	helpful	logical	powerful	self-assertive	tense
brave	dignified	idealistic	loving	proud	self-conscious	trustworthy
calm	empathetic	independent	mature	quiet	sensible	warm
caring	energetic	ingenious	modest	reflective	sentimental	wise
cheerful	extroverted	intelligent	nervous	relaxed	shy	witty

Source: https://learncybers.com/what-are-johari-window-and-adjectives/

Respond to the following reflective questions in your learning journal:

1. Are the adjectives evenly spaced throughout your Johari window? If not, which quadrants have more adjectives? Which quadrants have fewer adjectives?
   
2. Were any blind spots revealed? Was this a surprise to you?
   
3. What new insights about yourself do you have now? How might you use these insights to continue growing in your self-awareness and your leadership?
   

3.3 Using Birkman to Understand Self

When you started this course, you completed the Birkman Assessment. By now, you should have received your personal Birkman report and hopefully you’ve had a chance to read through it. In LDRS 301, we will focus primarily on understanding and applying insights from your Birkman Map. You will build on other aspects of your Birkman report in other courses throughout the program.

At Trinity Western University, we use Birkman because we believe it is the most comprehensive behavioral and occupational assessment available. Birkman provides insights that help leaders:

• leverage their natural leadership style
  
• know how to stay recharged
  
• remain effective in high pressure moments
  
• lead others in ways that will meet their needs

What is Birkman?

Birkman is a psychological assessment tool that measures key human characteristics influencing a normal functioning adult’s perceptions, behaviors, and motivations. It is rooted in a positive psychology approach that gives emphasis to understanding the strengths and virtues that enable people to thrive.

Start with Why? The Birkman Mindset

Sinek (2011) argued leaders should start with why to inspire action. The Birkman Mindset reports help you to understand why you see yourself and others the way you do. Specifically, this is your overall view of yourself, others, and how you interpret your interactions with others. Your mindset is your personal reality. This is an attitudinal measure of why you behave the way you do. There are six mindset scales, but we will only consider the Image Management scale in your leadership program. This scale reveals the amount of energy you tend to devote to creating and maintaining a favorable public image. It also provides the overarching lens through which you should interpret all your Birkman scores.

Image Management scores above 65 are considered high, and scores below 35 are low. Scores between 35 and 65 are moderate, having characteristics of both high and low scores, but not as intense.

• High Scores are driven by the view: “I am my image.” They are concerned with living up to social expectations. Have a strong desire to be seen as positively by others as they see themselves. Lead with their strengths while keeping shortcomings hidden from others. Are surprisingly private and inwardly critical. Reluctant to set goals that could damage their image. In public settings are positive, often charming, and show contagious enthusiasm. While all high scores actively manage their public image, some (16%) struggle to see themselves as good enough. The higher the score the more difficult it often is for others to get to know who they really are.
  
• Low Scores are driven by the view: “I am my results.” They are concerned with living up to their own expectations. Enthusiastically embrace challenging tasks and goals, sometimes even “impossible” ones. Often lead with both an optimistic outlook and a critical eye intent on learning from their experience and improving. Revealing externally what they feel inside makes it easy for others to get to know who they really are. More comfortable than most people at giving and receiving critical feedback. Some (17%) tend to be much harder on themselves than they are of others. Very low scores will often devote energy in a public image that is noticeably different from social expectations. These people can feel misunderstood by others and exhibit a strong desire to take on more than is necessary to “prove” themselves or to “fix” themselves.

Your Image Management description will help you to understand the specific characteristics of your perspective, its unique strengths, challenges, and how others may perceive your perspective. It is important to recognize that two individuals with similar scores may have significant differences in their reports. So, it is important to review your own report carefully and note each unique insight

The Birkman Behaviours and Motivations

Birkman measures two behavioural and two motivational facets of your personality:

• Usual Behaviour. These are your strengths, and they describe your effective style of dealing with relationships and tasks. This is a measure of your self-perception and is readily observable by other people. Usual Behaviour is how you act when your Needs have been met. There are nine usual behavior scales forming an aggregate pattern depicted by a diamond on the Map.
  
• Needs. This is how you expect to be treated by others and the type of situations you prefer. This is a motivational measure of your social perception and often remains hidden to others. There are nine Need scales forming an aggregate pattern depicted by a circle on the Map.
  
• Stress Behaviour. This is your unproductive or ineffective style of dealing with relationships and tasks. Stress Behaviour describes the style of behaviour you exhibit when you don’t feel good about yourself or the situation. This is a measure derived from the relationship between your self-perception and your social perception and is readily observable by other people. There are nine Stress Behavior scales forming an aggregate pattern depicted by a square on the Map. The stress square occupies the same location as the Needs circle on the Map. The reason is typically Stress Behavior directly expresses that your Needs have not been met for an extended period.
  
• Interests. This is what you like to do and where to gravitate in terms of work activities you enjoy. This is a motivational measure of where you prefer to direct your work-related energies. There are ten interest theme scales forming an aggregate pattern depicted by an asterisk on the Map.

The Birkman Colours

Birkman model has four personality types, each denoted by a colour and keyword.

Red (Doer)

Red is the Birkman colour for people who prefer to make quick decisions and get results. Reds are direct and action-oriented and give full attention to the task at hand. Reds enjoy building, working with their hands, organizing people and projects, solving practical problems, and producing an end product they can see and feel. Reds are objective, energetic, commanding, and enjoy team competition. Reds get results through action.

Green (Communicator)

Green is the Birkman colour for people with a strong desire to communicate and work with people. Every time you see a Green, they are selling, persuading, promoting, motivating, counseling, teaching, or working with people to get results. Greens who believe in a product, service, or idea can communicate about it with ease and a natural confidence. If you want someone to win friends and influence people, a Green is your person for the job.

Yellow (Analyzer)

Yellow is the Birkman colour for people who love working with processes, details, definitions, and rules. Yellows enjoy doing careful and detailed calculations, scheduling, recordkeeping, and establishing systematic procedures. They are usually comfortable with numbers, place a high priority on being fair, and are cautious and thorough in analysis. Yellows are task-oriented and often prefer indirect communication methods including forms, rules, and regulations. If you need to get organized, find a Yellow.

Blue (Thinker)

Blue is the Birkman colour for the concept and idea person. Blues love innovation, being creative, and long-term planning. They enjoy abstract thinking and discovering new ways to solve problems. Blues thrive on generating fresh ideas and coming up with the most viable solutions for the problem at hand. Blues tend to be introspective, and while they love originality and innovation, they may need to be around other creative individuals to trigger the spark.

The Birkman Map

The four behavioral and motivational symbols on your Birkman Map identify who you are in relation to two key dimensions. First, the left and right sides of the map (horizontal axis) represent your preference for dealing with tasks and people. Second, the top and bottom (vertical axis) represent whether you are more extraverted or introverted in your style. Taken together, the placement of the symbol within a colour quadrant represents the degree to which you display similarities to that colour quadrant.

• Red is an extraverted task-oriented style.
  
• Green is an extraverted people-oriented style.
  
• Blue is an introverted people-oriented style.
  
• Yellow is an introverted task-oriented style.

The closer the symbol is to the outside corner of the colour quadrant the more intense is the person’s expression of the colour’s style. For example, a symbol in the upper right corner of the green quadrant reflects an intense expression of the Green’s extraverted people-oriented style. If the symbol is close to a neighbouring colour that personality facet will also include characteristics of the other colour. So, if a symbol is near the center of the Map that personality facet will also include characteristics of all colours.

For a concise overview of the Birkman Map, watch the following video :

Watch: The Birkman Method - The Birkman Map

Leadership Applications

Put simply, Usual Behavior describes how your personality shapes your leadership style, Needs your followership style, and Style Behavior your unproductive leadership/followership style. High interest scores describe the type and/or context of leadership/followership work you are most motivated to do. Similarly, low interest scores describe the type of leadership/followership work you tend to avoid.

The first implication is the personality driven way people lead is often different than the personality driven way they prefer to follow others. For instance, a person with a red Usual Behavior will tend to lead in an action oriented, decisive, and energetic way. However, if they have a blue Need, they will likely prefer to follow a blue Usual leader who is more patient and supportive. Moreover, if they are in a situation where they are following a red style leader over time, it may drive them into their Stress style. Thus, their leader/follower style will change from action oriented to increasingly struggling to act.

Followers with the same colour Need as the leader’s Usual Behavior colour make a naturally productive relationship, because the followers’ social expectations are being meet. But this leader will not be meeting the needs of followers with different colour Needs. So, it is important leaders learn to lead in different ways to better meet the Needs of different personality types. This is often quite difficult, because as we learned above the way people behave is not always what they Need. Yet, we tend to intuitively assume it is best to work with others in the same sort of way they work with us. Similarly, the type of work that Interests the leader may not be the same type of work that Interests their followers.

Summary

Your Birkman report is a powerful tool that will help you in your journey to self-awareness. It will also help you develop your social intelligence. Most of the things you discover in your report should confirm things you already know about yourself. Some things, however, may be a surprise. You may even disagree with some of the things in your report. I encourage you to be open to the idea that these may be blind spots (discussed in the previous topic) and be open to exploring these a little further with some of the people who know you best. I trust this will be an exciting time of discovery for you.

Activity: Reflections on Birkman (30 minutes)

After reading through your Birkman Signature Report, reflect on the following questions. Jot down your thoughts in your learning journal.

• What do you think about your Birkman profile?
  
• Does it ring true?
  
• What’s new to you? What is not?
  
• Has anything been named for you that you did not notice about yourself before?
  
• What benefits can you see in understanding your Birkman assessment?
  

As you are ready and comfortable, talk to a trusted colleague, friend, or family member about your Birkman assessment. Do they see it as an accurate description of you? What insights can you gain from their experience of you?

3.4 Feedback

Giving and receiving feedback is an everyday part of leadership. In order to see ourselves as others see us, we need feedback from others. While sometimes really difficult to hear, feedback from others is vitally important to our continued growth as a leader.

Leaders and managers are often required to provide feedback to others. Done well, your feedback can build others up and motivate them to be the best they can be. Done poorly, it can discourage them and lead to tension, discomfort, and disengagement.

Why is feedback so important?

1. Feedback is an opportunity for growth. We can grow in our roles because of the encouraging and motivating feedback we receive… even when it’s really hard to hear. As individuals grow, so too can the organization as a whole. Amazing things happen in organizations where there is a culture of growth!
   
2. Feedback, if provided in the right way, can be really motivating and help people develop their full potential.
   
3. Feedback helps us identify our blind spots, thereby increasing our self-awareness.
   
4. Feedback can improve performance and is a great tool for continued learning.

Activity: Reflections on Feedback (20 minutes)

Image credit: Deposit Photos

As you look at this image, reflect on the following questions. Jot down your thoughts in your learning journal.

• What does the word “feedback” conjure up for you?
  • Think about a time when someone gave you some negative feedback.
    • Did you feel encouraged or discouraged? Why?
      
    • Is there a way the feedback could have been delivered differently? How?
      
• Do you prefer giving or receiving feedback? Why?
  
• Why do you think “feedback” has such a bad rap (undeserved reputation)?
  

Activity: Case Study: David Pottruck’s Blind Spot (45 minutes)

After reading this excerpt from Discover Your True North, respond to the discussion prompts in your learning journal:

The most difficult thing in becoming self-aware is to see ourselves as others see us. Leaders need accurate feedback to identify their blind spots. Pottruck was shocked when his boss rated him poorly, telling him, “Dave, your colleagues don’t trust you.” He recalled, “That feedback was like a dagger to my heart. I was in denial, as I didn’t see myself as others saw me.”

I had no idea how self-serving I looked to other people, but somewhere in my inner core the feedback resonated as true. I thought about finding another job, but Chuck Schwab asked me to stay and work out the differences with my team. I had to confront my reality that I had to change.

Pottruck found changing was a very hard process.

The more stress you are under, the more you revert to your old patterns. Much like Alcoholics Anonymous, I went and said to my colleagues, “I’m Dave Pottruck, and I have some broken leadership skills. I’m going to try to be a different person. I need your help, and ask you to be open to the possibility that I can change.”

Pottruck worked with a coach and developed a cadre of advisers to use as a sounding board. His coach taught him about authenticity and the power of storytelling. In speeches, he began telling stories that revealed his life, fears, ambitions, and failures. Pottruck found that people were inspired. – (George, 2015, pp. 85-86)

Discussion Prompts:

1. How would you feel/respond if someone told you “your colleagues don’t trust you”?
   
2. Why do you think Pottruck thought about finding another job?
   
3. What would it be like to face your colleagues and admit that you need their help? Have you ever been in a similar situation? How did you (or would you) approach the situation?
   
4. Why do you think Pottruck’s colleagues became inspired once Pottruck began telling stories about himself?
   

References:

• George, B. (2015). Discover your true north. John Wiley & Sons, Inc.

3.5 Leading Self

“We face our greatest leadership challenge every morning in the mirror.”

– Andy Stanley

Who do you think is hardest person you will ever have to lead? If you said “yourself”, you are absolutely right! Leading self is so important because it helps leaders become more self-aware and disciplined, which leads to stronger and more trusting relationships.

A leader who leads self well:

• Is self-aware
  
• Manages self
  
• Develops self
  
• Demonstrates character

Self-awareness refers to the awareness of your own assumptions, values, principles, strengths, and limitations. Being aware of your values and principles is critical for personal leadership, since these drive the choices and actions you take. We’ll talk more about values and principles in Unit 4.

Managing self refers to taking responsibility for your own performance and health. It involves emotional management, personal mastery, and life balance. Managing how we respond to pressures and circumstances is important. Resilient leaders are able to successfully change, adapt, overcome, and cope with unexpected setbacks and general life challenges. They are curious, optimistic, and resist being reactionary, blaming others, or dwelling on unhappy feelings.

Leaders are lifelong learners. Self development means actively seeking opportunities and challenges for personal learning, character building, and growth. Effective leaders know that self development is a lifelong process, where the right attitude is as important as the right skill sets.

Effective leaders model qualities such as honesty, integrity, resilience, and confidence. Character is often described as the behaviour one portrays to others. Character can help build trust or destroy it. How do you choose to show up?

Activity: Giving and Receiving Feedback: Radical Candor (45 minutes)

Watch: Radical Candor (11:16 minutes)

As you reflect on Scott’s message, consider the following questions. Jot your responses and reflections in your learning journal.

1. How do you typically give feedback to others?
   
2. How do you typically receive feedback from others?
   
3. What do you think about the concepts of care personally and challenge directly?
   
4. What moves us down on the “care personally” axis? How can you ensure you care for others, especially when you are providing feedback that might be difficult for the other person to hear?
   

Activity: Self-leadership Video and Reflections (75 minutes)

Watch: Leadercast 2018: Leading Yourself Well: (25:17)

Respond to these questions in your learning journal:

1. What are some of Stanley’s key messages about self-leadership?
   
2. What are the three decisions we need to make for exceptional self-leadership?
   
3. What do you think about Stanley’s idea that “I will not attempt to lead myself by myself”? Who are the people you want to include in your journey?

• Create a word cloud with the key words you noted about self-leadership. Keep a copy of your word cloud as a reminder to lead yourself well. Worditout.com

Unit Summary

In this unit, you learned about self-awareness as a component of emotional intelligence and the foundation to authentic leadership. You had an opportunity to explore some of your shadow sides and why these might leave you particularly vulnerable.

You read about blind spots and how these can affect your leadership and interfere with your relationship. You peered into your own blind spots using the Johari window and insights provided you by some of your more trusted family members, friends, and colleagues. Being aware of our blind spots can propel our leadership!

Giving and receiving feedback is paramount in leadership. You explored why feedback is so important; and how to do it well. You did a lot of reflecting on this! You explored self-leadership and why we need to lead ourselves before we can lead anyone else. Leaders who lead themselves well are self-aware, they manage self, they develop self, and they demonstrate character.

In Unit 4, we will discuss values and the relationship between values and authentic leadership. We will delve further into the concept of character.

Checking your Learning

Before you move on to the next unit, you may want to check to make sure that you are able to:

• Describe the key factors that contribute to gaining self-awareness
  
• Design a plan to help you increase self-awareness
  
• Identify the key areas of emotional intelligence
  
• Examine the relationship between blind spots and feedback
  
• Identify some of your own blind spots
  
• Describe how self-awareness and self leadership contribute to authentic leadership