Why checking blind spots is important for developing leaders

The first time I heard the term “blind spot” was during my driver’s education class the summer after my freshman year of high school.

As I took turns practicing my newly acquired skills with three of my classmates in the back seat, our teacher frequently reminded us to use “head checks” before changing lanes to make sure there weren’t any cars or other hazards in our blind spots.

In 1979, cars were still relatively low-tech and didn’t come with sensors, warning lights, or vibrating seats to assist with this process. Although we had a few close calls, we all eventually learned the importance of checking our blind spots.

These memories came flooding back at a recent industry conference during a session on developing leaders for the future. The expert panel of seasoned executives shared an array of helpful insights into the skills, traits, and characteristics needed to effectively lead organizations in the years to come. There was unanimous agreement by the four panelists that the times we’re living in are filled with uncertainty, making leadership more complex than in the past.

So, it’s more vital than ever for leaders to be humble and courageous enough to check for blind spots, i.e., to be open to learning what it is that they’re not seeing. Fortunately, there are a variety of easy ways to seek this information.

Ask direct reports and other employees, “What am I not paying enough attention to?” or “How could we use our resources better?” Talk to your trusted peers about how you are perceived by others or ask, “Where do I get in my own way?” Ask customers, “What’s difficult about working with our organization?” or “How could we improve our relationship?”

Once you’re brave enough to start the dialogue, continue to ask follow-up questions to reveal specific details as well as suggestions on how to move the needle. While it might be difficult to ask the first time, muscle memory will kick in over time and make these conversations easier and more valuable.

Leaders who make a common practice of seeking information about their blind spots see trust grow in their organizations. By demonstrating to employees that you don’t have all the answers and that you rely on their feedback to improve your skills, others feel more comfortable showing their own vulnerability. Some have even termed this the “Ted Lasso Effect,” based on the popular show where a soccer coach’s positive, supportive approach to leadership inspires others on their personal journeys.

In today’s busy world where egos often are fueled by “likes,” “thumbs-ups,” and “hearts” on social media, it’s more important than ever to set aside time for self-reflection. As humans, we all have flaws. Not addressing blind spots can be especially dangerous for leaders who influence the success of organizations and the lives of those who work for them.

It takes time and concerted effort to explore blind spots and minimize their negative impact on performance, but the ROI is well worth the effort. The process is simple, and the results are powerful.

Start by asking questions. Take time for reflection. Make recommended adjustments. Reap the rewards. Repeat.

• Mary Lynn Fayoumi is president and CEO of HR Source in Downers Grove.