In 2017, a study by organizational psychologist Tasha Eurich revealed that while 95% of people believe themselves to be self-aware, only 10-15% actually are. These results are particularly insightful for leaders in movement work because, without self-awareness, we may unintentionally engage in behaviors that uphold the very systems and structures of power we are working to dismantle.

Self-awareness can most easily be defined as the ability to recognize and understand your emotions and behaviors and how they affect others. Though there are many frameworks for understanding what self-awareness is and how we develop it, it can be distilled into two core aspects: internal self-awareness, which is an understanding of your values and motivations, and external self-awareness, which is an understanding of how other people perceive you.

The development of self-awareness is intrinsically tied to the development of a strong leader. Investing in strengthening your self-awareness can improve some of the most valuable skills a leader can possess; it can help us build relationships, communicate more effectively, increase confidence, and stay values-aligned, all of which are crucial for leading and sustaining movement work. 

A great deal of developing self-awareness comes from remaining curious about yourself; reflective practices like journaling and mindful meditation allow us to interrogate the origins of our internal thoughts and motivations. Similarly, participating in metacognition, or considering how we think, lessens the likelihood of cognitive biases; skills like intellectual humility and perspective-taking allow leaders to navigate the complex decisions of leading in movement work. But these practices are largely solitary. There are parts of ourselves, referred to as the Blind Spot in the Johari Window, that we will never uncover without an external perspective.

That is why seeking external guidance through peer feedback, mentorship, and coaching can reveal the areas that were once unavailable to us. Not only does it serve as an opportunity to illuminate the aspects of ourselves that require growth, but it also allows leaders to move through some of the rockier parts that arise on the journey of self-discovery. Decision-making paralysis, perfectionism, and reduced spontaneity can all arise from excessive introspection, so it’s important to have external counsel.

Here are some quick tips on increasing and improving your self-awareness while leading movement work:

• Remain curious about how and why you make the decisions you make

• Provide opportunities for peer and employee feedback

• Lead with humility in the face of criticism

• Practice mindfulness techniques to remain present

• Seek professional counsel for external feedback, like executive coaching

Whichever options you choose, my best advice is to keep showing up to do the work. Not just for those who count on you to lead, but also, for your own evolution of well-being.

In community,

Ryan Zymler

Special Projects Consultant

Work in Progress Consulting