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Management & Leadership

Uncovering your own blind spots

Hannah Keal
Hannah Keal 3 min

3 questions to transform performance reviews

We’re all the heroes of our own story. 


Whilst those around us build a picture of our character based on the behaviour they see and the impact they feel, we judge ourselves by our intentions - meaning we often give ourselves the benefit of the doubt.  

Inevitably, even the most self-aware among us have blind spots - gaps between how we assume we’re perceived and how we’re actually perceived. 

  • Blind spots are developed over time, influenced by our upbringing and personal experiences. They can even be shaped by our previous work environments. For example, if we spend years in a team where bias towards action is valued and rewarded, we might develop a blind spot around the value of considered discussion and debate.
3 questions to transform performance reviews

If we’re not careful - and curious - about our blind spots, they can impact our decision making and our relationships at work. They may also restrict our personal growth in complex and nuanced ways, from stopping us from recognising our successes to failing to understand why our communication isn’t landing. 


In this blog, we’ll be sharing some tools and tips to help you shine a light on your blind spots, so that you can improve your self-awareness - a vitally important skill for any leader.

Lean into the messy moments that stick with you

People management comes with plenty of day-to-day challenges. From unexpectedly tough conversations, to rapid context switching - it’s likely you’ll encounter a lot of novel situations. 


When things go differently than anticipated, it can be hard to shake it off. However, situations like this can give us valuable insight into potential blind spots or triggers. 

Next time you’re unsure if you handled a conversation in the best way and have a strong emotional or physical response (e.g. elevated heart rate, a lump in your throat), try jotting down some responses to the following prompts:

  • What happened? How did I react? 
  • What emotions are coming up for me as a result? 
  • Where are those feelings in my body?
  • Putting myself in the shoes of others - was my reaction proportionate to the situation?
  • What might be at stake for me here? 
  • Are there any assumptions I might be making?
  • What’s one thing I could do differently next time around?


If journaling is something you find challenging, you could also try debriefing on the situation with a trusted colleague, friend or mentor. This serves exactly the same purpose - to reflect on whether there is an emotional trigger to be uncovered or a skill that you could benefit from developing further. 

Lean into the messy moments that stick with you


Pay attention to patterns and projection

As human beings, we are often prone to repeating the same behaviours or coping mechanisms. Such patterns can explain why we experience strong emotional reactions in specific scenarios. 


To share a personal example, someone who is close to me lives with OCD. So when I hear the commonly used phrase ‘a little bit OCD’, I have a strong instinctual reaction. This comes from my personal experience and the knowledge that someone’s propensity for tidiness is not the same as the often highly distressing symptoms that come with Obsessive Compulsive Disorder.

I also don’t have a great poker face - so it was only when a previous colleague noticed me grimacing and checked in that I was able to articulate the strength of my feelings.

Whilst I still get the emotional response when I hear the phrase, being more aware of it means I can choose to respond in a way that’s appropriate to the situation, which has led to some constructive conversations as opposed to a ‘freeze’ response and ‘emotional leakage’. 

When you experience an unexpected emotional reaction, it might be worth asking whether the situation reminds you of anything you’ve encountered previously. By becoming more aware of our patterns and where we might be projecting our experience onto others, we give ourselves the freedom to choose a different response.

Pay attention to patterns and projection


Check your mirrors

Whilst reflection and pattern recognition are helpful additions to your blind spot busting toolkit, getting feedback is also essential.


If you have a gut feeling that you might not have come across quite as you’d hoped in an interaction with a team mate, check in with yourself about whether you’re ready to sit with some potentially uncomfortable feedback and enter into dialogue. 


If the answer is yes, take some time to pin down your specific ‘ask.’ A general ‘do you have any feedback for me?’ is unlikely to give you clarity, but a narrower question can help you cut to the chase and indicate your receptiveness to honest reflections. 

Try naming your suspected blind spot directly - e.g. ‘I wanted to get your advice on something - I think I might have cut you off or spoken over you a couple of times in that meeting - is that something you’ve noticed me doing before?’

If you get some actionable feedback, don’t forget to thank your colleague for their honesty. Giving feedback takes guts, particularly if there is a power dynamic at play. 


Check your mirrors


Bringing it all together

Facing your blind spots isn’t easy, but with curiosity and reflection, it’s doable. Managers who show vulnerability and seek advice set a strong example. And don’t forget self-compassion - they’re called blind spots for a reason. Give yourself grace as you process and experiment with new ways of working.

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