Retail Observer

RETAILOBSERVER.COM NOVEMBER 2022 46 Steven Morris On Brand S everal weeks ago, I was working with a client-partner on a series of brand-culture activation workshops, when something surprising happened. As part of my brand-integration process, I was running a workshop that focused on culture. During the workshop, I posed a hard question to the room full of leaders, and one of them literally sat on his hands. It happened during a moment of silence, of the "thinking deeply" kind, while the room processed their thoughts on the tough question. I saw that this leader was expressing his discomfort by literally sitting on his hands. Later, the participants openly confided that they were much more uncomfortable with the silence than the question, and that they had gone against their habitual reaction, which would have been to fill the room with comments. Instead, they said, "I went inward." I think it's pretty safe to say we all have a fairly rich inner world. It can be filled with self-doubts, criticism, and multiple voices coming from our upbringing and our family-of-origin's attachment style. Or our inner dialog can be filled with kindness, love and encouragement. But for most of us, it's probably a complex mix. I also think it's safe to say that self-reflection and the awareness it brings are necessary elements of good relationships at work, at home and everywhere. Our relationships are healthier when we look inward and self-reflect. As we become familiar with our inner dialogues, thoughts and feelings, we begin to notice the patterns that paint our outer actions, behaviors and world view. Without self-awareness, our communications and actions can be clouded by our raw inner emotions. Without self-awareness, it's hard to be truly ourselves as teammates and leaders. Without a certain degree of self-awareness, we can't hope to control the reactive impulses that can dominate our lives. When we practice internal self-awareness, we begin to reshape the ways we habitually show up in the world. Then, we have a chance to re-cast how we're affecting those around us. Creating a culture that's based on self-awareness can minimize conflicts, arguments and false assumptions. How the group responds to a leader's emotional state will reflect how well the leader manages his or her inner emotions. It's worth repeating something I've seen time after time in my work: no business will out-evolve where its leaders are. Most often, the team benefits when the leaders acknowledge their need for internal growth. Carl Jung said, "Until you make the unconscious conscious, it will direct your life, and you will call it fate." Self-aware teams are more efficient, innovative, better communi- cators and more rewarding to be part of. Few teams are naturally self-aware – but it's buildable. THREE PILLARS FOR ORGANIZATIONAL SELF-AWARENESS: 1. Leaders who model the way. All organizations will embody and mimic their leader's style. The leader must show the way through consistent behavior and a willingness to be open, honest, transparent and courageous in the face of human imperfections – their own and others'. 2. Psychology safety. Teams that trust one another are able to lean into their individual and team strengths, while showing their weaknesses and asking for help when needed. 3. Values in action. When you define your values (or principles) and put them into action, your teams will have an ongoing process to support consistent and aligned team behavior. This "operating system" is built upon the core values that define the standards of behavior and excellence throughout the organization. HERE'S THE POINT Self-aware people and teams can take the risk of vulnerability because they have the confidence to stand on their deeply held and conscious beliefs. They understand how their behavior affects others, and they treat others with respect in their communications. The more people, especially leaders, practice self-awareness, the more it will be emulated. It's worth noting that the leader who sat on his hands demonstrated a high degree of self-awareness that earned a deeper level of trust from the team. Several team members expressed appreciation for what the person vulnerably shared. It encouraged others to do the same, which deepened our work and enlivened the leadership team. If you want a high-performing culture (and, who doesn't?), you need a self-aware team. GOING INSIDE… YOUR CULTURE Leadership & Self Awareness Steven Morris is a brand, culture and leadership advisor, author, and speaker. Over his 25+ years in business he's worked with 3,000+ business leaders at 250+ global and regional companies. Discover: https://matterco.co RO

• Cover