Blind spots, by definition, are behaviors that we’re not aware of. These behaviors are visible to others but not to us. At the same time, it stands to reason that if we are able to reduce our blind spots — or increase our ability to see our behaviors through the eyes of others, then we find ourselves in a much better position to continue (or increase) those behaviors that are aligned with our goals and mitigate those that may be impeding our progress toward those goals. This assumes, of course, that you want to uncover and learn about your blind spots.
The question becomes, if they really are blind spots, how are we supposed to identify them?I would suggest three approaches to discovering blind spots. These are:
Retrospective — a retrospective is a look backward at situations and events. In the case of blind spots, what we are looking for are themes in the feedback we have received. This feedback might come from formal performance reviews or comments you’ve heard again and again from bosses, colleagues, or clients. For example, perhaps you have often been told that you work best against a deadline. You always seem to be able to pull a rabbit out of the hat at the very last minute. The blind spot, in this case, is that you are now working collaboratively with a team on a very complex, interdependent project, and your style of getting things done at the last minute is negatively impacting your teammates.
Investigative — think of yourself as a journalist who is researching a current event. In this instance, you’re investigating how your behavior is being experienced by another. This entails getting curious when others give you feedback to ensure that you truly understand their perspective versus making assumptions about what you think they mean. For example, let’s say you just wrapped up a presentation where you pitched an idea to your boss and your peers. You feel like it went well until one of your peers offhandedly comments, “You missed the mark on that one.” In that moment, you go from elation to deflation.
Instead of ruminating over the meeting, replaying every moment in your mind, and trying to figure out what went wrong, you ask the person what they meant. It turns out their read of the room was that everyone, including your boss, was ready to give the project the green light, but you never made the ask. Their feedback to you is to tighten up your pitches by ending them with a clear call to action.
Collaborative — by this I mean inviting others to help you in this process. For example, “I am really focusing on identifying my blind spots — things that others see in me that I do not see in myself — and I’d welcome your insights.”
Two questions I love to use to get at this are:
- Of my superpowers, are there any that you think I am underutilizing? In other words, if I leveraged them more often, I would be even more successful.
- What is my kryptonite? What are the ways that you see me getting in my own way?
Identifying our blind spots can be a bit like trying to see our own eyelashes but with a bit of intention and inquisitiveness, we can use the mirror that others have tried to hold up for us so that we can better see ourselves.
