Engaging in Honest Self-Evaluation (Leadership Practice 2)

Reflection After Reflection, Dia, Flickr

Reflection After Reflection, Dia, Flickr

I’m in a series highlighting 9 Effective Leadership Practices. Servant leadership is not just a good idea. It works! The 9 effective leadership practices highlighted in this series capture core leadership dimensions that are correlated with effectiveness in the team context.

Last week I highlighted the first practice—Modeling what Matters. This week, we turn to the second practice—Engaging in Honest Self-Evaluation.

Practice 2: Engaging in Honest Self-Evaluation

Serving as a foundation for authentic modeling of what matters (Practice 1), the next servant leadership practice is Engaging in Honest Self-Evaluation. One of the unique features of this practice is its emphasis on self-evaluation sequentially prior to the leader’s evaluation of others. While it may be easy for leaders to recognize faults and mistakes in others, leaders must first engage in in the hard work of looking in the mirror and engaging in a self-evaluative process of reflection.

The Leader’s First Look

This practice is consistent with the biblical admonition to “first take the log out of your own eye, and then you will see clearly to take the speck out of your brother’s eye” (Matthew 7:5). Engaging in honest self-evaluation requires leader humility. It requires a capacity for self-awareness. It requires a willingness to reflect on personal faults and shortcomings which shape the organizational environment and the experience that followers have in the organization.

Being (and Growing as) Humans

Shann Ferch argued that “one of the defining characteristics of human nature is the ability to discern one’s own faults, to be broken as the result of such faults, and in response to seek a meaningful change.” Leaders are not exempt from such important human characteristics. The issue is not whether or not leaders have faults and make mistakes in their leadership practice at times. Rather, the issue is whether or not leaders have the capacity to reflect on these mistakes and engage in honest self-reflection and self-evaluation. Leaders who do this are able to learn from their mistakes and then grow as persons and as leaders.

Greater Influence Necessitates Greater Reflection

Emphasizing the importance of honest self-evaluation, research participants noted among other things the danger of leader blind spots and unquestioned assumptions. One participant noted, “Honest self-evaluation is utterly important for leaders,” and that, “the blind spots of leaders tend to be far more destructive than the blind spots of non-leaders [because leaders] … impact more people.” In other words, the scope of one’s influence matters. While honest self-evaluation is vital for all people, it is critical for those with significant influence.

Self-Evaluation and Role of Trusted Friends

Research participants further noted the dangers of unconscious self-exaltation and the drift toward arrogance and individualism. They argued that honest self-evaluation is best accomplished when trusted friends are invited to provide the leader with feedback on their growth edges. In addition to effecting the leader’s personal growth, the absence of honest self-evaluation on the part of leaders decreases the capacity of teams to change and attain goals in an effective manner.

Looking in the Mirror 

It’s one thing to read about self-reflection and self-evaluation as a leader. It is another thing altogether to actually do the work of honest self-evaluation.

Have you taken time recently to pause for self-reflection as a leader? How are you evaluating your engagement with those on your team? Are you doing this evaluation on your own, or have you invited a trusted friend to provide honest feedback so that you may better see your leader blind spots?

Though pausing for self-reflection and self-evaluation may feel like you are simply not getting your work done, the research study that backs these reflections prioritizes leader self-evaluation as a first-order priority for leaders. Pausing for reflection and evaluation allows you the opportunity to make mid-course corrections in your leadership, contribute to higher levels of follower job-satisfaction, and contribute to the increased effectiveness of your team.

Take time for an honest look in the mirror today.

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Related Posts for the 9 Effective Leadership Practices:

Cluster One — Beginning with Authentic Leaders

Practice 1: Modeling what Matters

Practice 2: Engaging in Honest Self-Evaluation

Practice 3: Fostering Collaboration

Cluster Two — Understanding the Priority of People

Practice 4: Valuing and Appreciating

Practice 5: Creating a Place for Individuality

Practice 6: Understanding Relational Skills

Cluster Three — Helping Followers Navigate toward Effectiveness

Practice 7: Communicating with Clarity

Practice 8: Supporting and Resourcing

Practice 9: Providing Accountability

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Note: For those wanting to dig a bit deeper, please check out my article entitled “A Model for Effective Servant Leadership Practice.”

9 Effective Leadership Practices

Number Nine, by Mario Klingemann, Flickr

Number Nine, by Mario Klingemann, Flickr

Servant leadership is a good idea. The core of servant leadership is about leaders placing follower needs at the highest priority level. Most would agree this is a good idea. The question many do raise, however, is whether or not this good idea is also effective?

Thankfully social science research methods can help us. One of the benefits of social science research is its capacity to confirm the utility or effectiveness of practices that are inherently valid philosophically or biblically.

Good Ideas that Work

For instance we do not need research to inform us that humility is important for individuals and leaders; this is an argument that may be made practically, philosophically and biblically. The validity and importance of humility may be argued apart from research. However, research can come alongside logic and experience to confirm the utility or effectiveness of an idea like humility. This is what was found by Jim Collins in his research on Level Five Leaders. Not only is leader humility ethically-good and biblically-consistent as an idea—an argument that may be made biblically, philosophically, and practically—Jim Collins found through research that leader humility is also effective.

Servant Leadership: An Good Idea Whose Time Has Come

A similar argument may be made for understanding servant leadership. The importance and validity of servant-oriented leadership practices can be argued ethically, morally, philosophically, practically, and biblically apart from questions of its utility and effectiveness. However, it is powerful when leadership practices that are ethically-good and biblically-consistent are also found to be effective.

While servant leadership is a good and values-based model of leadership practice—and this alone is enough for leaders to utilize servant leadership practices—it is also helpful to know that servant leadership is effective. And indeed it is. Servant leadership is not only a good idea. It works.

9 Effective Leadership Practices

So what characterizes servant leadership? What leader behaviors are consistent with servant leadership practice?

Here are 9 core leadership practices that I’ve identified as not only good ideas, but also as effective.

Cluster One — Beginning with Authentic Leaders

Practice 1: Modeling what Matters

Practice 2: Engaging in Honest Self-Evaluation

Practice 3: Fostering Collaboration

Cluster Two — Understanding the Priority of People

Practice 4: Valuing and Appreciating

Practice 5: Creating a Place for Individuality

Practice 6: Understanding Relational Skills

Cluster Three — Helping Followers Navigate toward Effectiveness

Practice 7: Communicating with Clarity

Practice 8: Supporting and Resourcing

Practice 9: Providing Accountability

In the coming weeks, I’ll unpack each of these practices and provide reflections both on why they are important and how leaders may use them to effectively guide their followers.

For those wanting to dig a bit deeper, please check out my article entitled “A Model for Effective Servant Leadership Practice.”