Converting a Blind Spot into a Need

Simple Haiku

To some, we are blind,

If it matters, take action,

Become fully aware.

Abstract: Blind Spots in areas that matter can be serious. Moving them to a safe spot is essential. Addressing Blind Spots involves three steps:

1.    Awareness: Acknowledge the Blind Spot exists and is a weakness.

2.    Calibration: Determine its importance in relation to key competencies.

3.    Development: Create an Individual Development Plan (IDP) with ongoing follow-up.

A Blind Spot is defined as Knowledge, a Skill, or Attribute (KSA) critical to performing a role or job effectively, where an individual believes they excel (self-rates highly on a 360 survey), but other raters, bosses, colleagues, peers, etc. significantly disagree (rate them much lower on the survey). This gap between self-perception and others’ feedback can hinder performance and growth.

A Blind Spot in a performance-critical area is particularly dangerous because the person blissfully continues to use the competency without guilt or awareness because they think they are doing it well. It may also hurt personal and team performance.

When examining a list of roughly 30 KSAs potentially required at the executive level, the average 360 participant has approximately 3.4 Blind Spots. To succeed, an executive typically needs to excel in 7 to 13 of these 30 KSAs. However, the specific requirements vary depending on the role.

The 3.4 Blind Spots may or may not be among the 7 to 13 essential KSAs. If it is, it’s potential trouble. If not, it may be an irritant that may or may not have to be addressed.

Most Blind Spots typically fall within the realm of Emotional Intelligence (EQ) competencies. Recognizing and addressing these Blind Spots is crucial, as they can significantly impact interpersonal relationships and overall effectiveness.

Among the most frequent are EQ KSAs like listening, delegating, resolving conflict, providing critical feedback, and team building.

Other typical Blind Spots are questionable character (lack of integrity and authenticity) and marginal or non-aligned ethics.

A Blind Spot is more serious than a regular development need, weakness, growth opportunity, or flat spot. Because in the latter case, at least the person knows they are not good at it. Due to habit or rigidity, they may persist in poor practices, but they need to recognize and feel accountable for their shortcomings.

Bosses and the HR/TM profession should be looking for material Blind Spots (one or more of the 7 to 13) in key people they depend upon and care about and need for succession planning.

The prime directive is all on a development track and have no Blind Spots. Using 360s, performance evaluations, developmental discussions, assessment and direct feedback, the process is to bring all critical talent to full self-awareness. They are well aware of their weaknesses.

Step One:

Collectively, the task is to first move the Blind Spot into a known or conscious weakness. That’s about 50% of the fix. Knowing that others think I do not handle Q&A well in my presentations to the C-Suite should give me pause to do something different next time and to ask for advice from someone I trust.  Conscious incompetence is a stage in the learning process where individuals recognize their lack of skills or knowledge necessary to perform a task effectively. While this awareness can be uncomfortable, it is crucial for growth, motivating individuals to seek training and practice to improve their abilities. That can be done with straightforward conversation, performance appraisal, or 360 or all.

If they acknowledge it and accept the blind spot as a weakness, you are done with step one.

However, many individuals may reject the feedback due to a long-standing positive self-view and habit. In that case, someone has to request (or facilitate or even force) the person to seek out additional trusted sources to opine on the gap, including life partners. Possibly adding videos of the errant behavior (from Zoom, TEAMS, or company events).  Whatever is needed to move the client to acknowledge the Blind Spot. If they do not accept the feedback, no progress can be made,

Step Two:

Once acknowledged and accepted as a fact, as a weakness, not a strength, then the second part of the process is to consider how important it is. Is it one of the 7 to 13? High danger. Aligned, in the same domain, connected to one or more of the 7 to 13? Moderate. Other, stay aware.  When roles and jobs change, requirements change, and the Blind Spot (now a weakness) may become more or less critical.

Step Three:

The next task is addressing the need with a development plan that, if executed, would move the need into the safe range. The Individual Development Plan (IDP) should include mechanisms for ongoing monitoring and support to ensure progress and accountability.

Once out of the weakness category, further development might be needed to boost it even higher.

Most EQ Blind Spots include some aspects of Attributes (personality, mindsets, and emotions). Among the KSAs, these are the hardest to address. They take the longest. And are susceptible to relapsing. Knowledge is easiest, Skills next, and Attributes the hardest.

Even with cooperating and motivated clients, Attributes can be challenging to change.

It requires the highest level of coaching skills. Coaching compassion is required. It’s challenging work for everyone. 

Bob and LM Hanson

www.TalentTelligent.com