Are They Really Blind Spots or Have You Put Blinders On?

Blind spots, by definition, are behaviors that we aren’t able to see. These are behaviors that others see in us but that we are unaware of. I believe that some of these behaviors are not truly blind spots, rather, we’ve chosen to put blinders on. These are behaviors we are aware of and choose to dismiss.

There are typically three reasons why individuals avoid acknowledging and working to address these behaviors. First, they simply do not know how to address it. Secondly, the feedback they’ve received doesn’t align with how they see (or want to see) themselves. Or, lastly, they do not see the value of addressing the issue. Let’s unpack each of these.

There are times when we receive feedback that we do not know how (or want) to address it. For example, let’s say that your manager shared with you that senior leaders in the organization do not see you as having executive presence. When you ask your manager to explain what that looks like. He shrugs and says, “they’ll know it when they see it.” With nothing tangible to be able to act upon, you decide to set it aside and go back to work. After all, if you just continue to do good work, your work will speak for itself, right?

Sometimes, the feedback we receive doesn’t line up with how we see ourselves. For example, you’ve just received 360-degree feedback from your peers that suggests that they do not view you as collaborative. Specific comments illuminate your tendency to become aggressive when your ideas are challenged. You believe that you are collaborative and that your peers are mistaking your passion as being argumentative.

And then there’s the feedback that you just don’t think warrants your attention. For example, your supervisor explains to you that if you want to continue to rise through the ranks, you need to work to build strong relationships across the organization. As you see it, your business unit has great results. You’ve got good relationships with your peers in those functions that your department works with. And, you’re already very busy. You see this as a distraction from the work at hand.

In each case, your choice to put blinders on could have implications. You may be overlooked for promotions. Your peers may choose to work around you rather than with you. When opportunities come available in other areas of the organization, you may not have broad stakeholder support that positions you as a candidate to be considered.

Addressing feedback can be challenging. Often, it requires us to step out of our comfort zone. This is where working with someone who can help you to see beyond the blinders can be invaluable. When this person understands your goals and aspirations, they can help you understand not only how you are perceived and the implications but how to address it.