Page 51 - Fearless Leadership

38 FEARLESS LEADERSHIP

It is pointless to rely on yourself to accurately identify your blind spots.
This is an area in which your point of view is irrelevant. It takes an out-
side perspective—such as that of your peers or direct reports—to let you
know which blind spots you have. Others have a firsthand experience of
your impact, while all you have is an intellectual assessment of how you
think you come across.
If you are like most leaders, you may have the belief that although your
behavior is not perfect, it certainly is not harmful. But before you jump
to this conclusion, start by honestly examining where you have blind spots.
It is only when you can clearly see your blind spots that you have access
to dramatically increasing your effectiveness and transforming the orga-
nization. It starts by understanding the chasm that exists between what you
intend and how you behave.
Included below are actual stories about talented leaders who were
derailed by their ineffective behavior. For the purpose of this section, the
focus of the stories is on the impact of the leader’s blind spot on the work
environment and business results. Although the final outcome of the leader
is not provided in every story, it is important to note that there were two dis-
tinct outcomes: (1) leaders who did not learn from their mistakes and
repeated the same behavior and had recurring problems, including losing
an opportunity on the career ladder, and (2) leaders who learned from their
mistakes and overcame their blind spots. As you read further in this book,
you will learn more about fearless leaders who were courageous in con-
fronting their blind spots and successfully transforming their organizations.

Blind Spot 1: Going It Alone
The Number 1 blind spot is going it alone. Leaders who are self-sufficient,
independent, and resourceful often fall prey to this blind spot. When fac-
ing a tough challenge, they feel responsible and shoulder the burden by
themselves. With an innate need to be strong and tough, leaders who go
it alone endure whatever is necessary. They unintentionally exclude oth-
ers from decision making—colleagues, friends, and even family—and
withdraw their energy and support. Every degree of isolation in which the
leader separates from others and the organization fragments the team and
erodes momentum.