A new study from organisational development firm Human Synergistics suggests that about two-thirds of Australian managers display alarmingly low levels of self-awareness, meaning there is a disconnect between the skills they believe they possess and those that they actually do. Left unaddressed, this can have profound, negative effects on individual and organisational performance.
As Quentin Jones, Managing Director of Human Synergistics says, "The challenge lies in being brutally honest with one-self, taking that first step in becoming aware of your faults, and although it is the hardest reality a leader can face, it will be the driver of change throughout the entire organisation."
In tandem with decreased levels of employee engagement across Australian businesses, this research has significant implications for leaders at every level. As a frontline manager, how honest are you being with yourself? Do you believe your perception of your skills matches reality? And as a senior manager, what steps have you taken to ensure that your frontline managers have received the support and training necessary to obtain and retain the skills necessary to effectively manage their people and teams?