"As leaders, this isn't something you can afford to ignore. After all, underperformance doesn't just materialize. The culture has been brewing and cultivating on our watch. Unfortunately, far too many companies prioritize optics over results, turn to placating instead of coaching, and compensate instead of addressing. In some cases, they've repurposed authenticity and transparency (both of which are positive attributes) to serve as convenient excuses."
"Many have hailed self-awareness as the holy grail of performance. It's often tied to superior decision-making, enhanced team dynamics, and thriving leadership behavior. Despite the admissions, true self-awareness appears to be in short supply. According to a 2018 article by Harvard Business Review, 95% of people think they're self-aware, yet only 10% to 15% actually are. This is the confronting dilemma. The perceived claim of awareness without the change is a disguise for the underperformer's illusion of responsibility."
A new workplace behavior, the self-aware underperformer, involves employees who recognize their underperformance yet take no meaningful steps to improve. These workers differ from delusional underperformers by admitting shortcomings without behavior change. Organizational factors contribute, including prioritizing optics over results, placating instead of coaching, and compensating rather than addressing root causes. Authenticity and transparency are sometimes repurposed as excuses for inaction. Self-awareness is often claimed but rarely accompanied by change: most people overestimate their self-awareness, creating an illusion of responsibility that undermines accountability and overall team performance. Five signs help identify such employees.
Read at Fast Company
Unable to calculate read time
Collection
[
|
...
]