Self-Awareness Workbook for Emerging Leaders 2025 PDF

Self-Awareness Workbook Adapted from Insight by Tasha Eurich February 2025 Emerging Leader Program 2025  Self-Awareness You probably know at least one person who lacks self-awareness. What un-self-aware behaviors do you see from them and what is the impac...

Self-Awareness Workbook Adapted from Insight by Tasha Eurich February 2025 Emerging Leader Program 2025  Self-Awareness You probably know at least one person who lacks self-awareness. What un-self-aware behaviors do you see from them and what is the impact of those behaviors? How it Effects Them Behavior How it Effects Others Personally Now, let’s look at the flipside. Have you ever met someone you think might be a self-awareness unicorn? What self-aware behaviors do you see from them and what is the impact of those behaviors? Behavior How it Effects Them How it Effects Othres Personally How do you define self-awareness? Below, you’ll find the Seven Pillars of Insight. First, write the letter “M” beside the two that you are MOST clear about. Then, write the letter “L” beside the two that you are LEAST clear about. This will help you focus your energy in the questions that follow—though you certainly can complete the exercises for each pillar, you might want to start with those you’re least clear about. No matter what you choose to focus on, remember that our own opinion about the Seven Pillars is only half of the puzzle. To get the most out of these exercises, make sure to complete them with a trusted, but candid, friend! Values: The principles that guide us Passions: What we love to do Aspirations: What we want to experience & achieve Fit: The environment we require to be happy & engaged Patterns: Our consistent ways of thinking, feeling & behaving Reactions: The thoughts, feelings, & behaviors that reveal our capabilities Impact: The effect we have on others  values Understanding our values—the principles that guide how we want to live our lives—is the first pillar. Values help us define the person we want to be, setting the stage for all the other pillars. Here are a few questions to help you understand yours. What key values were you raised with? Does your current belief system reflect those values, or do you see the world differently than you were brought up to see it? Does it Mirror Your A Value I Was Raised With... Curent Value System? At work or in life, whom do you most respect and what do you respect about them? Person Behavior Core Values Expressed in That Behavior Whom do you least respect and what makes you feel this way? Person Behavior Who is the best (and the worst) boss you’ve ever had, and what did he/she do to earn that moniker? Behaviosr(s) My Best Boss My Worst Boss When it comes to raising a family or mentoring others, what behaviors would you MOST and LEAST want to model and teach others? Behaviors I MOST Want to Model Behaviors I LEAST Want to Model 1. 1. 2. 2. 3. 3.  Based on your answers above, circle your FIVE most important values and copy them into the table below. Then, next to each value, jot down a few thoughts on how you are (or should be) bringing that value to life. Acceptance Contribution Friendship Inner Peace Order Self-Esteem Achievement Cooperation Fun Intimacy Passion Self-Knowledge Artractivness Courtesy Generosity Justice Pleasure Service Accuracy Creativity Genuinenss Knowledge Popularity Sexuality Adventure Dependability God’s Will Leisure Power Simplicity Authority Duty Growth Loved Purpose Solitude Autonomy Ecology Health Loving Rationality Spirituality Beauty Excitement Helpfulness Mastery Realism Stability Caring Faithfulness Honesty Mindfulness Responsibility Tolerance Challenge Fame Hope Moderation Risk Tradition Change Family Humility Monogamy Romance Virtue Comfort Fitness Humor Nonconformity Safety Wealth Commitment Flexibility Independence Nurturance Self-Acceptance World Peace Commpassion Forgiveness Industry Openness Self-Control  Top Values How to Bring This Value to Life Passions Understanding our passions—what we love to do—is key to making choices that ensure our happiness and engagement, both at work and at home. Here are a few questions to help you get started in exploring your passions: What kind of day would make you leap out of bed in the morning? What projects or activities do you never seem to get sick of and/or lose track of time while you’re doing them? What projects or activities do you find least enjoyable? If you retired tomorrow, what would you miss the most about your work? What do you like about your current (or desired) hobbies? Hobby What I Like About It Based on your answers to the previous questions, think of TWO to THREE of your greatest passions. In your current situation at work and at home, to what extent are you currently able to express each passion? How Much am I Expressing Passion This Passion? Based on your answers to the preious qustions, are there any changes—big or small—that might help you express your passions on a regular basis? List a few ideas, below.  Aspirations Steve Jobs once said, “I want to make a dent in the universe.” This is the essence of the third pillar of insight: our aspirations, or what we want to experience and achieve. Here are a few questions to help you identify your dent: When you were younger, what did you want to be when you grew up and what drew you to this profession? What I Wanted to Be What Drew Me to This Profession? Is the way you’re currently spending your time meaningful and gratifying? What if anything is missing? Imagine that you are an impartial party reading a list of your values and passions (from the previous pages). What might a person like this want to do and experience in their life? What a Person Like This Might Want to Value or Passion Aachieve or Experience What legacy do you want to leave behind in your work and personal life? At Work In Life  Fit Understanding where we fit—the surroundings we require to be happy and engaged—is the fourth pillar of insight. Fit can guide us in making major life decisions: what city to live in, what kind of partner will fulfill us, what career or company will help us thrive. Here are a few questions to help you understand your ideal environment: In the past, when have you performed at your best, what were the characteristics of each setting? When I’ve Characteristics of that Setting Performed Best If you had to describe your ideal work environment, what would it be? If you had to describe your house of horrors work environment, what would that look like? What types of social situations and relationships tend to make you the happiest? Based on your answers to the previous “Fit” questions, are there any changes—big or small—that might give you a better opportunity to find your best fit? List a few ideas, below. Patterns Pinning down our personality can be a life-long process. If you want to better understand yours, start by digging up the results of every personality assessment you’ve ever taken, and/or take as many new ones as you can find. With all the personality assessments out there, though, it’s easy to get overwhelmed by data. So, to simplify matters, let’s focus on the five global personality traits that psychologists have isolated. Let’s start with a high-level, albeit unscientific, snapshot.  Mark an “X” where you believe you fall on each of these scales below: Animated Quiet Warm Critical Anxious Calm Self-Disciplined Disorganized Creative Conventional These items measured those five global traits: Extraversion, Agreeableness, Neuroticism, Conscientiousness, Openness (in that order). The closer to the left each response is, the more you possess that trait. For the traits you scored high on, do you recognize yourself in the following? Gregarious, assertive, excitement-seeking, initiating, Extraversion expressive. Agreeableness Good-natured, trusting, altruistic, modest, pleasant. Neuroticism Anxious, self-conscious, vulnerable, moody, high-strung Orderly, diligent, dependable, achievement-oriented, Conscientiousness prompt. Creative, imaginative, open-minded, deep, Openness independent-minded.  Reactions The sixth pillar of insight is reactions—our thoughts, feelings, and behaviors in any given moment. Such reactions are often a reflection of our strengths and weaknesses. Here are a few questions to help you understand yours. Your Strengths In the past, what have you picked up easily without a lot of training? What do you seem to do faster or better than other people? What type of work makes you feel most productive? What type of work do you feel the proudest of? What have you accomplished in your life that’s genuinely surprised you?  Based on your answers to questions 1 to 5, what are your THREE to FIVE biggest strengths and how can you better put them to use? Top Strengths How Can I Put Them To Use? 1. 2. 3. 4. 5. Your Weaknesses Based on your answers to questions 1 to 5, what are your THREE to FIVE biggest strengths and how can you better put them to use? My Biggest What Do They Have in Common? Failures When have you been most disappointed with your performance? What piece of constructive feedback have you heard most often? What tasks and activities do you dread most? What qualities do your loved ones tease you about? Based on your answers to the previous questions, what might be your TWO to THREE biggest weaknesses and how can you better address or compensate for them? Weskness How Can I Address or Compensate For It?  Impact k, it’s easy to lose sight of the effect that our behavior has on others—the seventh pillar—yet seeing our behavior through others’ eyes is a critical part of becoming more self-aware. Here are some initial questions to help you start to reflect on your impact on others: In your life and work, who are the people you want to positively impact (employees, spouse, kids, customers, etc.)? At Work In Life For each of these people or groups, what is the impression that you would like to create? Person | Graoup Impression I want to Create Think about your interactions in the last week with each person or group. If you were a neutral party observing your behavior, what impression would it create? Person | Graoup The Impact of My Behavior Think about your interactions in the last week with each person or group. If you were a neutral party observing your behavior, what impression would it create? Person | Graoup How They Responded Changes I Should Make If you see an opportunity to change your approach to better achieve the impact you desire, what could you experiment with starting tomorrow? And, using what you learned about perspective-taking on p. 40/35, how will you assess your impact? Things I Could Try How I’d Assess My Impact Blindspots BThese consists of blindness about three things: what we know, how we feel,& how we behave. Think of the least self-aware person in your life. How does each blindspot show up and get in their way? How It Shows Up How It Gets In Their Way Knowledge Blindness Emotion Blindness Behavior Blindness U.S. Secretary of Defense Donald Rumsfeld is famous for his statement about “known knowns,” “known unknowns” and “unknown unknowns.” When it comes to self-awareness, our “unknown unknowns” are what can hurt us most. It’s uncomfortable to consider the possibility that we don’t know ourselves as well as we think, but doing so is essential to achieve true insight. In that spirit, read the statements below and put an X next to the ones that might apply to you Has your job or career made you feel unhappy or unfulfilled for a prolonged period of time? Have you ever been surprised that you didn’t get a promotion or a job you applied for? Have you ever failed at a work task or project when you were sure that you’d succeed? Have you ever been surprised by the results of a performance evaluation or 360 assessment? Have you ever been blindsided by negative feedback from a boss, peer, employee, or loved one? Has a work colleague or loved one ever been angry with you without your knowing why? Have any of your romantic or platonic relationships taken a sudden turn for the worse for reasons you didn’t completely understand? Have any of your romantic or platonic relationships ended unexpectedly? If you selected any of the items on the last page, you could have a blindspot on your hands. Yellow Questions could reveal Knowledge Blindness. Blue Questions could reveal Emotion Blindness. Pink Questions could reveal Behavior Blindness. Based on the above exercise, think of ONE to TWO actions you can take in the next week to better see and manage each blindspot Knowledge Emotional Behavior Blindness Blindness Blindness One way to overcome blindspots is to identify our assumptions. Though this applies to all three blindspots, it’s especially helpful in managing knowledge blindness. To practice questioning your assumptions, think of a big work-related decision that you’re either making or have made recently and reflect on the following questions: How will this decision impact the various stakeholder groups within and outside your company? Colleagues, clients, partners, the public? Are there any stakeholders that you haven’t considered? What are the best and worst cases if you implement this decision? Best Case Worst Case What consequences for this decision have you failed to consider? How would a smart and savvy competitor view this decision and how might they respond? What would someone totally unconnected to this decision like and dislike about it? What developments might change the thinking you’ve used to arrive at this decision? What sources of information or data might you have overlooked in arriving at this decision?  The Cult of Self The Cult of Self is a powerful cult that is trying to recruit you—and how the social forces lulling you into thinking that you are unique, special, & superior can be significant obstacles to self-awareness. The first step in freeing yourself from the Cult of Self is to take a good hard look at your current self-views. So, for each item below, circle which of the two options (the left or right) that best describes you: I am no better nor worse than I think I am a special person most people I like to be the center of I prefer to blend in with the attention crowd. I don’t mind following I like having authority orders I always know what I Sometimes I am not sure am doing. of what I’m doing. I expect a great deal I like to do things for from other people. other people. I am an extraordinary I am much like person. everybody else. I am more capable There is a lot that I can learn than other people. from other people The test you just took is a sampling of items from the Narcissistic Personality Inventory.The more items on the left you circled, the more narcissistic qualities you may possess. But don’t worry...having a few narcissistic tendencies doesn’t necessarily mean you are a narcissist. But it might mean you have some work to do.  Let’s dig a bit deeper. Based on the elements of the Cult of Self, which, if any, of the following behaviors do you currently see in yourself? The number of behaviors you check will give you a good idea of how much work you have to do to resist the cult, and where you should focus your efforts. When I take on a challenge, do I focus more on building my own self-esteem (feeling good about myself) than on actual effort and achievement (working to become the best that I can be, When I look at myself or my accomplishments, do I tend to inflate or overemphasize my abilities, and/or look at the future with unfounded optimism Do I use social media to share information about myself versus connect with others On social media, do I try to portray an idealized version of myself rather than be who I really am. Resisting The Cult of Self Cultivating humility is essential for resisting the Cult of Self—and a foundational element of self-awareness. Humility means appreciating our weaknesses, keeping successes in perspective, & acknowledging the contributions of others. Let’s look at your current level of humility. For each item on the following page, choose the number that best describes your behavior. Try to look at how you’re behaving, rather than how you wish to behave. And because others can often see what we can’t, it may be helpful to have a trusted friend or colleague weigh in as well. When you’re finished, average your responses and review the guide below.  Very Very Rarely Sometimes Often Rarely Often I seek feedback, especially critical feedback. 1 2 3 4 5 I admit when I don’t know how to do something. 1 2 3 4 5 I acknowledge when others know more than I 1 2 3 4 5 do. I take notice of others’ strengths. 1 2 3 4 5 I compliment others on their strengths. 1 2 3 4 5 I show appreciation for others’ contributions. 1 2 3 4 5 I am willing to learn from others. 1 2 3 4 5 I am open to others’ ideas. 1 2 3 4 5 I am open to others’ advice 1 2 3 4 5 My Average Score Is Average Your current level of humility is low. Others might perceive you as arrogant or self-centered, which could be harming your relationships and preventing you from getting the most out of your team. The 1-2 good news is that if you dedicate time and energy to identifying and admitting your weaknesses and recognizing others’ strengths, it will pay off in spades. Your current level of humility is moderate. Though others may not see you as completely arrogant or self-centered, you can likely improve your relationships and effectiveness by better acknowledging 3-4 your weaknesses, and working to put your successes into perspective. You might start by focusing on the behaviors where you rated yourself lowest. And by the same token, for the behaviors with the highest ratings, consider whether you can focus on them even more often. Your current level of humility is high. Other people see you as down-to-earth and easy to work with, which helps you build stronger relationships both socially and in your career. But as you well know, you’re not perfect! Take a look at the items above and ask yourself whether you can turn up the 5 volume on any of those behaviors. You might also think about how you can create a culture around you that inspires others to be humble—be it at home, at work, or in your community. If you see an opportunity to improve your humility based on your answers, what could you try starting tomorrow? Things I Could Try How I’ll Asses If They’re Working Life Story Exercise The Life Story technique involves examining our past experiences to see how they have shaped us (i.e., looking at the constellation rather than just the individual stars). Let’s give this exercise a try. Think about your life as if it were a book. Divide it into chapters that represent the key phases of your life. Within those phases, think of FIVE specific scenes in your story—high points, low points, turning points, early memories, important childhood events, important adulthood events, or any other event you find self-defining. For each, provide an account that’s at least a paragraph long. (Remember that the goal is to knit a complex narrative, to include different perspectives and multiple explanations, and explore complex and even contradictory emotions) Scene 1: What happened and when? Who was involved? What were you (and others) thinking and feeling, and why was this event especially important for you? What does this event say about who you are, how you have developed over time, or who you might become? Scene 2: What happened and when? Who was involved? What were you (and others) thinking and feeling, and why was this event especially important for you? What does this event say about who you are, how you have developed over time, or who you might become? Scene 3: What happened and when? Who was involved? What were you (and others) thinking and feeling, and why was this event especially important for you? What does this event say about who you are, how you have developed over time, or who you might become? Scene 4: What happened and when? Who was involved? What were you (and others) thinking and feeling, and why was this event especially important for you? What does this event say about who you are, how you have developed over time, or who you might become? Scene 5: What happened and when? Who was involved? What were you (and others) thinking and feeling, and why was this event especially important for you? What does this event say about who you are, how you have developed over time, or who you might become? Now that you’ve reflected on these individual stories, take a step back and look at your life story as a whole: What major themes, feelings, or lessons do you see across multiple stories? A few other questions you might explore are: To what extent have you knit a complex narrative To what extent do you see thematic coherence What does your life story say about your values, passions, aspirations, fit, patterns, reactions, and impact on others?  Solutions-Mining The logic behind solutions-mining) is that we can understand ourselves better by spending less time thinking about our problems and more time coming up with solutions for them. And though this is excellent in theory, we don’t generally spend that much time actually doing it. Let’s get a little more practice with this way of thinking. Think of a current problem you are having in your life or work that is bothering, frustrating, or upsetting you. Describe it. Imagine that tonight as you sleep a miracle occurs in your life. A magical & miraculous happening has completely solved this problem & perhaps rippled out to cover and infinitely improve other areas of your life too. Describe in detail what has changed and how life is going to be different now. Start with the first thing you’ll notice as you wake up in the morning. Based on what you have learned from the miracle question, what could you experiment with starting tomorrow to move towards making that miracle solution a reality and how will you know it’s working? Things I Could Try How I’ll Asses If They’re Working Self-Awareness Check-In The last few chapters focused on increasing your internal self-awareness (your understanding of who you are). Before we move on to external self- awareness—understanding how other people see us—it might be helpful to take stock of what you’ve learned. Use the space on the next page to jot down any insights you’ve gained from the exercises on the preceding pages.  Pillar of Insight Internal Self-Awareness Insights Values: The principles that guide us Passions: What we love to do Aspirations: What we want to experience & achieve Fit: The environment we require to be happy & engaged Patterns: Our consistent ways of thinking, feeling & behaving Reactions: The thoughts, feelings, & behaviors that reveal our capabilities Impact: The effect we have on others How Much Feedback Are YOu Getting? feedback from others is the best tool we have for becoming more externally self-aware. But at the same time, our attempts to learn how others see us are often thwarted by the MUM effect (people don’t want to tell us the truth about ourselves) and the Ostridge Trinity (we avoid asking for it). But doing the work will be well worth it.  Very Very Rarely Sometimes Often Rarely Often I have asked for feedback on my performance or 1 2 3 4 5 behavior in the last week When I finish an important project/task, I do a 1 2 3 4 5 “personal post mortem” to do it better in the future. When meeting with my boss, I frequently ask for 1 2 3 4 5 feedback. I’ve asked my direct reports or team for feedback in the last month. 1 2 3 4 5 I thank my direct reports or team for telling the truth—even when it’s tough to hear. 1 2 3 4 5 When I ask for feedback, I am clear about what behaviors I want feedback on. 1 2 3 4 5 I feel comfortable asking others for their perspective on how they see me 1 2 3 4 5 When someone offers to give me feedback, I feel 1 2 3 4 5 curious and upbeat When I hear feedback, I don’t justify my behavior, interrupt, or blame. 1 2 3 4 5 When I hear feedback, I ask for ideas on how I can improve in the future 1 2 3 4 5 My Average Score Is Average Whether it’s due to fear, overconfidence, or the belief that you’re perfect the way you are, you’re 1-2 missing a huge opportunity to arm yourself with the truth about how you’re seen. To start, try asking for feedback from one or two people that you trust. You seek feedback somewhat regularly, but if you did it more often, you’d have an even better 3-4 understanding of how other people see you. You’re seeking frequent feedback from many sources, and you’re generally able to hear that feedback 5 with a curious and open mind. To continue to develop, you might consider how you’ll keep up—or even strengthen— this habit by experimenting with tools you may not have tried before  The Right Feedback To get the RIGHT feedback, we must we ask the right people the right questions using the right process. Let’s work through each step. The first step is to pick the right people to ask—your goal is to find TWO to THREE people you trust and who’ll be candid with you.. Think about an area of your life (work, home, school, community) where you might have room for improvement, or where your success is extremely important. List as many people as you can that you interact with in that domain: 1. 6. 2. 7. 3. 8. 4. 9. 5. 10. To narrow this list, ask yourself the following questions for each person. If they don’t meet all criteria, cross them off. Is this person truly invested in my success? Am I confident that this person will tell me the truth, even when it’s difficult to hear? Does this person frequently see me demonstrating the behavior I’m trying to better understand? Now, it’s time to make your selections. Circle TWO to THREE people in the list above to approach to give you feedback. To make sure they give you relevant, actionable feedback, you’ll need to come up with the right questions to ask them. Remember, the objective is to narrow the focus so you can get feedback that’s as specific as possible. Use the questions below to help you figure out your working hypothesis (the specific area or behavior you want them to focus on). Once you have honed your hypothesis, it will become the basis of the questions you ask your loving critics.all criteria, cross them off. What do I need to know or to do to succeed now and in the future? For each of those skills: What have I never gotten feedback on? What do I hope I’m doing well? What have I worried or feared that I’m not doing as well as I could What have I gotten direct or indirect feedback about in the past? Based on your responses, identify ONE or TWO working hypotheses for your loving critics Hypothesis 1 Hypothesis 2  Now all that’s left is to use the right process to test these hypotheses. Below, I’ve listed some important do’s and don’ts. Below those is some space to take notes on what you learn. It may be helpful to think about your learnings both in terms of your working hypotheses as well as the Seven Pillars of Insight (values, passions, aspirations, fit, patterns, reactions, impact) Receiving, Reflecting, Responding It’s not enough to ask for feedback—we must really hear it, genuinely reflect on it, and thoughtfully respond. On the next page is a summary of the 3R tool, and a few ideas to help you receive, reflect and respond to feedback, no matter how critical and/or surprising it is. Receive Action Examples | Tips “I’m feeling hurt & defensive, but there Name your emotion & decide might be something valuable for me in to listen anyway this feedback anyway.” Turn the conversation into a “What am I doing that’s causing this factfinding mission. person to see me this way?” “Can you tell me more about what you Actively seek understanding mean when you say that I’m…” by asking questions and take “Can you give me a few examples?” notes on what you hear. “When did you first notice this behavior? Reflect Action Examples | Tips Don’t pressure yourself to Many people who receive feedback well figure the feedback out right reported giving themselves days or away. even weeks. When you’re ready, ask “Do I If not, talk to a few more people to get understand this feedback?” their take. Remember, not all feedback is accurate Then ask, “How will this or important. affect my long-term success If you hear feedback from one person, and well-being?” it’s a perspective; from two people, it’s a pattern; from three or more people, it’s worth paying attention Responding Action Examples | Tips Finally, ask “Do I want to act It’s up to you to decide if making a on this feedback, and if so, change will provide a sufficient return. how?” If you decide to respond, you can either change yourself or you can work to change the narrative. Just as we did with internal self-awareness, let’s take stock of what you’ve learned so far. Use the space below to jot down any insights you’ve gained from the exercises on the preceding pages.  Pillar of Insight External Self-Awareness Insights Values: The principles that guide us Passions: What we love to do Aspirations: What we want to experience & achieve Fit: The environment we require to be happy & engaged Patterns: Our consistent ways of thinking, feeling & behaving Reactions: The thoughts, feelings, & behaviors that reveal our capabilities Impact: The effect we have on others How Leaders Build Self-Aware Teams Just as self-aware people understand who they are and how they’re seen, self-aware teams commit to that same understanding at a collective level. The Five Cornerstones of Collective Insight are: Objectives What are we trying to achieve as a team? Progress How well are we achieving our objectives? How is the way we’re working helping us reach our Processes objectives? Do the assumptions we’re making about our Assumptions business hold true? How is each person on our team impacting our Contributions performance? Teams that achieve the Five Cornerstones of Collective Insight have three essential building blocks in place, as well as the foundation of a clear and compelling direction. Building Block 1: A Building Block 2: The Building Block 3: An Leader Who Models Safety & Expectation Ongoing Process to the Way to Tell the Truth Stay Self-Aware Foundation: A Clear & Compelling Direction  Assess Team INsight This assessment will help you understand how you’re doing and help you focus your efforts. As the team leader, though you can complete this on your own, the ultimate goal is collective insight, so it’s most powerful to engage your team. You can distribute this anonymous survey, collect and compile the results, and sit down as a team to discuss the findings and agree on how you can individually and collectively improve. For each item below, choose the response that Very Very Rarely Sometimes Often best describes your team’s current state. Rarely Often Our team has a clear vision. 1 2 3 4 5 Our leader understands & communicates his/her most important values. 1 2 3 4 5 Team members respect each other 1 2 3 4 5 Our team reviews progress on our strategy & plan 1 2 3 4 5 and makes adjustments as needed. Team members are genuinely excited about our vision. 1 2 3 4 5 Our leader behaves in a way that’s consistent with 1 2 3 4 5 his/her principles. Team members genuinely care about each other as people. 1 2 3 4 5 Our team re-assesses our objectives in light of changes in our internal or external environment. 1 2 3 4 5 Our team has strategic objectives that clearly outline our key priorities. 1 2 3 4 5 Our leader understands what we need from him/her and delivers it. 1 2 3 4 5 Team members aren’t punished for being themselves. 1 2 3 4 5 Our team regularly evaluates the processes we’re using to get our work done. 1 2 3 4 5  For each item below, choose the response that Very Very Rarely Sometimes Often best describes your team’s current state. Rarely Often Our team has a strategy that guides how we should (and shouldn’t) spend our time on a daily basis 1 2 3 4 5 Our leader acknowledges his/her weaknesses & mistakes. 1 2 3 4 5 Team members feel safe bringing up problems and tough issues. 1 2 3 4 5 We take time to analyze our successes, failures, & 1 2 3 4 5 assumptions. Our team has a detailed plan to help us execute our strategy. 1 2 3 4 5 When our leader asks for feedback or new ideas, he/she truly listens to what we say. 1 2 3 4 5 Team members are willing to confront each other when issues arise. 1 2 3 4 5 Our team has a list of metrics that help us track our progress. 1 2 3 4 5 Team members have accountability for implementing our plan. 1 2 3 4 5 Our leader serves as a role model for self- awareness in our team. 1 2 3 4 5 In our team, it’s safe to take risks. 1 2 3 4 5 Team members give each other regular feedback on their contributions. 1 2 3 4 5 We’ve established clear metrics to assess how we’re executing our plan. 1 2 3 4 5 Our leader is committed to helping us become a self-aware team. 1 2 3 4 5 Our team embraces mistakes as learning opportunities. 1 2 3 4 5 Team members are accountable for following through on the commitments they make. 1 2 3 4 5 Additional Observations What’s Working? What Needs to Change?  Challenge Identify ONE person your trust that will be candid with you. Ask them to share ONE thing that they value or appreciate about you and one thing that they think might be holding you back. As you’re hearing the feedback, practice the 3R Model. Jot down your learnings—and any action you want to take—below. What I Learned About Myself How I will Respond In Closing This workshop & workbook are not a “one-and-done” process. For this to be effective and applicable, you’ll want to revisit this workbook (at least) quarterly. Reflect on how you’ve done & how you can improve by just 10% in the next quarter - for yourself & for your team! tOOLS & rESOURCES The Holland RIASEC Mode Assessment (Free) Big Five Personality Test (Free)