The Disempowerment Trap
Leaders depend on a wide range of options to understand their effectiveness. Self-report, feedback from compassionate colleagues, 360s and performance reviews are amongst some of the methods in good currency. Despite these efforts, leaders continue to exhibit disempowering patterns.
As leaders, we disempower ourselves through self-censorship. We empower ourselves by saying more of what we know, think and feel. Self-censorship is characterized by leaders determining what they can and cannot say, can and cannot do, and believing this to be true based on their interpretation of the culture, people’s capacity to be challenged, and an overarching belief that harmony and accord are critical to relationships and performance.
Our approach enables leaders to see themselves from a completely different paradigm. One that identifies the gap between what leaders want to say and what they actually say, and the default mechanism responsible for this disempowering pattern of ineffective self-censorship.
Recognizing this gap gives leaders an understanding of what needs to change and the internal motivation to do so. This is the critical breakthrough that empowers leaders to take charge of raising their leadership game.