Blind Spots Aren't the Problem, This Is

Have you ever been led by someone who had significant blind spots or skill gaps? 

Whether it was the leader of your team, corporation, or family, we’ve all had this experience! 

Because every one of us has blind spots.

How is it then that some leaders seem to have their blind spots out in plain view where everyone can see them except the owner, but others seem to glide past our critical gaze - only capturing our admiration for who they are and the effect they have on our lives and work?

This may seem even more counterintuitive if both people sought our feedback, or asked from time to time, “How can I improve?”

Ironically, the idea that a great leader’s defining trait is “being a good listener and seeking feedback” is actually a blind spot in itself.

This expectation sets up conversations we’ve all been a part of, and questions that fall flatter than an anvil, when a boss asks us: "What should I change or do differently or better?"

We answer as honestly as possible, "Welp, actually nothing that I can think of… all good here. I think you’re doing great…” 

Can you feel it?

This leader has actually just missed an opportunity to create POWERFUL professional trust.

Another example is "open door policies" meant to encourage communication:

Somehow, when implemented, these policies fail to create the dynamic within our teams that we yearn to experience and know is possible.

This happens because the true goal was always to incentivize empowered action and decentralize decision-making, and communication is only step 1.

Thinking back on someone who led you without knowing their blind spots…

If only they were trying to identify those gaps and actively working to close them, wouldn’t it have made all the difference in the world?

This difference - as simple as it sounds - is like the ingredient of salt in the recipe for a team - even the tiniest amount makes all the other flavors pop.

And yet it is remarkably rare.

What makes it so rare is how hard it is. 

Now I’m not talking about simply being receptive to feedback, responding when problems are brought forth, or even asking for feedback from others - 

These are different, right? 

What makes taking personal, active, proactive responsibility for our own blind spots so rare is how much COURAGE it requires to look at parts of oneself that really do feel too scary to confront and the fact we often can’t do this for ourselves - we necessarily need help.

The problem is, our staff, and the people we’re leading aren’t exclusively the right people to be helping us with this work. 

Not only because this is your work to resource and do, but also because they won’t always have the altitude to give you the answers you really need. 

No, it’s clear, the people who we build deep relationships with who lead us do something different, and that is this:

They don’t just wait for problems to be brought to their attention, or wait to hear complaints from others in order to respond.

Instead, they look within themselves constantly and develop this capacity to see at all times - while at their desk and out of their office. 

Morning noon and night, they are bettering themselves in this specific way, 

Because this willingness to see is part of who they are.

And the reward of this way of being is so sweet:

When they come to the place of their vocation - the place they spend so many hours of their life with people who are not their blood family - 

They make a real difference there, through bridges called relationships - specifically, relationships built on realness and personal responsibility. 

Relationships like this extend far beyond one’s tenure at any one company. They are lifelong. 

Something to think about! :)

My name is Mandy, and I’m a performance coach and expert in business transformation. I specialize in helping clients address issues frequently thought to be unresolvable, and my team supports corporate teams to consistently realize their highest potential in every meaning of the word. 

I named this newsletter Business Intangibles. because in it, we will exclusively focus on hacking, optimizing, and mastering the unseen, non-physical, underlying reasons for the biggest business challenges we all experience. 

Business Intangibles. is a way for me to share information (often in digestible shorts or actionable lists) to help you:

• Lead authentically, lead by example, and bring grace into conflicts
• Increase emotional range and empathy while staying in your authority
• Strengthen your mental and energetic boundaries so you can show up for others even more
• Understand the real reasons for performance issues so you can respond and support your people better
• Cultivate the presence you desire to bring to YOUR TEAM - whatever its appearance

My current plan is to produce the newsletter weekly for 3 months and see how I like that or whether publishing monthly is a better fit for us.

I’d welcome your thoughts as I continue to write, and what resonates / what creates reactions - good bad and ugly.

I’m excited to provide value, connect, and support you in your journey however I can.