Introduction
Working with individuals who are not self-aware is always challenging for the team leader because they have to deal with the behavioral patterns that employees regard as usual. It is challenging to explain to these people that their actions and judgments are inadequate in particular situations without insulting them and making them oppose the team leader (Eurich, 2018). Additionally, it is necessary to elaborate on the clear vision for changing the non-self-aware employee (Eurich, 2018). These actions require an individual approach from the team leader, who has to find a balance between persuading the worker that their conduct is wrong and remaining objective in these actions.
Team Leader’s Intervention in Case of a Member Lacking Self-Awareness
If a consensus is reached among all team members that one of the employees is an unaware person, there is a need to decide whether intervention is necessary. There are two things I can do as a team leader in this situation to determine whether my actions are necessary. First, the leader should evaluate the level of interaction within the particular team and intervene when a conflict with an unaware person is unavoidable. Second, the leader should determine whether the actions of the individual with low self-awareness are negatively impacting the team’s productivity. If an employee cannot fulfill the work requirements and their professionalism falls below the expected level, the team leader should address these concerns.
The intervention procedure consists of the leader’s steps to achieve positive results. Before sharing observations of the group in practice, identifying inappropriate conduct, and intervening to improve team function, the leader must first decide whether or not to step in. Team leaders should carefully select words to communicate precisely what they intend, preventing misconceptions. The leader’s ability to encourage behavioral adjustments will improve with knowledge of appropriate questions to ask.
The following are some questions I should ask myself as a team leader. I should wonder whether I have seen enough of the behavior to diagnose it accurately. Then, how much is the behavior impeding the group’s efficacy, and what would happen if I did not step in? Other concerns include whether I can step in later and still avoid bad things happening, and I have signed an agreement to perform this kind of intervention with the group. The last question is whether I can step in, and if not, do I require assistance from a third party?
The next stage in deciding whether to intrude is sharing ideas and observations with other team members and the person whose behavior is criticized. Before starting, the leader should describe the intervention, telling the employee something similar: “I want to ensure we are having the right kind of talk.” Then, the leader should distribute the observation, never the conclusion. For example, I might tell the unaware person: “You are irritated,” instead of, “Your face became red, and you pulled back away the chair.” As a team leader, I should recognize that the employee may disagree with me or have a different viewpoint.
For this reason, it is critical to ask some of the following questions during the conversation with this person: “Have I missed something?” or “Can you clarify what I overlooked?” The leader should get the team member to repeat it, and it should be articulated similarly: “I wish to be certain that I did not overlook anything, but I want to catch up on what it is that you just said.” Asking these questions is integral to establishing personal contact with the unaware individual, allowing the leader to avoid unintentionally insulting the employee.
When the decision to intervene with a team member who has low self-awareness is finally made, the leader should be as diplomatic as possible. It is necessary to use the least amount of inference required, saying, “I am assuming you are not interested in assisting this person because you believe that your friend will be able to assist you.” Articulating the idea is better than “You do not appear like a very trustworthy individual.” The team leader should describe how the activity is harmful. Additionally, the leader should recognize that team members may have a distinct interpretation of the events, and it is crucial to understand their perspective.
The problem is that the contribution of an unaware person to the team’s success is significant. As a result, they perform all tasks at a high professional level, which does not allow me, as the team manager, to justify the need for radical behavioral changes rationally. In this case, there is a vital need to minimize the person’s potentially negative impact on the team to avoid the aggravation of conflict.
The first solution in this situation is to adopt a compassionate attitude toward these individuals and persuade all team members to remember the importance of empathy when interacting with others. In some cases, individuals with low self-awareness who behave like employees may experience problems and tension that are not apparent to their coworkers. It can cause increased stress and irritation, leading to some interpersonal issues. For this reason, the team leader should emphasize the importance of showing empathy to coworkers, as it protects everyone from serious conflicts.
Conclusion
Being highly self-aware is knowing exactly who we are and how others see us. It is an important quality to possess and apply throughout everyday life and in the workplace. Nevertheless, most people tend to exaggerate their level of self-awareness.
Enhancing our awareness of ourselves is beneficial for both ourselves and those around us, but it does not mean others will do the same. Coworkers who lack understanding have the potential to irritate coworkers and create interpersonal problems. Everyone will probably encounter an oblivious coworker at some point. Enhancing the lives of others, rather than excluding them, fosters a more positive team environment.
Colleagues often find it annoying when someone they work with lacks emotional self-awareness, which hinders everyone’s ability to perform their jobs effectively. Giving the colleague sincere and considerate criticism in private is one method the team leader can use to support them. Depending on how the leader and that individual interact, this could happen.
The best action to take is to be guided by someone they like and trust, who will explain the situation, how it affects other individuals, and what might work better. To ensure they are ready to listen, it may be helpful first to ask whether sharing some criticism with them is normal. This is preferable to surprise someone who is reactive in character and does not expect such discussions.
Reference
Eurich, T. (2018). What self-awareness really is (and how to cultivate it). Harvard Business Review.