Here’s what he or she knows

South Florida Sun-Sentinel (Sunday) - - Success -

im­pres­sion he or she is com­mu­ni­cat­ing. They know what Maya An­gelou taught, that peo­ple won’t re­mem­ber what you said, but they’ll al­ways re­mem­ber how you made them feel.

So, put great ef­fort into think­ing through each of your com­mu­ni­ca­tions to con­sider how the re­ceiver will hear it. You can’t con­trol all in­fer­ences, of course, but you can think care­fully about what you are com­mu­ni­cat­ing.

Don’t drone on, con­sider what’s im­por­tant to your au­di­ence and weave pas­sion, emo­tion and in­sight into your ora­tory. This in­cludes pay­ing at­ten­tion to your body lan­guage and the non-ver­bal sig­nals you’re send­ing.

Make eye con­tact, don’t lean away from the lis­tener and smile and en­gage peo­ple when speak­ing.

They’re aware that they live in a fish­bowl

Self-aware lead­ers know that their ac­tions are be­ing watched by their em­ploy­ees or team mem­bers. So re­mem­ber that what you do and how you show up in front of your or­ga­ni­za­tion has a re­ver­ber­at­ing im­pact.

It’s not just the ob­vi­ous things, such as key de­ci­sions, team meet­ings or the com­pany hol­i­day party. It’s the lit­tle things that re­ver­ber­ate even more, such as whether or not you treat every­one with re­spect, if you’re pa­tient and kind and if you’re a good lis­tener.

In my ex­pe­ri­ence, the smaller and qui­eter the act, the louder the re­ver­ber­a­tion. Be aware that ev­ery en­gage­ment with the troops is an op­por­tu­nity for a win.

They know that it’s very ob­vi­ous when they’re not be­ing trans­par­ent

The least self-aware lead­ers think they’re get­ting away with bend­ing the truth, with­hold­ing in­for­ma­tion or op­er­at­ing with a hid­den agenda. We hu­man be­ings are pretty savvy and have a sixth-sense way of pick­ing up on these false­hoods.

De­fault to trans­parency. You might have short pe­ri­ods of get­ting away with the al­ter­na­tive, but it will catch up with you. And it’s in­cred­i­bly dif­fi­cult to re­cover and re­gain trust in the midst of be­ing ex­posed as be­ing non­trans­par­ent.

I still haven’t for­got­ten such trans­gres­sions even from those lead­ers I worked for long ago.

They know not to feed cliques

Lead­ers weak on self-aware­ness play fa­vorites and build vis­i­ble, priv­i­leged in­ner cir­cles. They are tone deaf to the fact that the cliques that they en­cour­age or are even a part of are very ob­vi­ous to the rest of the or­ga­ni­za­tion.

For those not in the in-crowd, re­sent­ment, frus­tra­tion and with­drawal can form, which is toxic for a work cul­ture.

As a self-aware leader, know how crit­i­cal it is for you to send sig­nals of equal­ity and di­ver­sity. Show that every­one has a chance to con­trib­ute and be ap­pre­ci­ated in equal mea­sure. Be cog­nizant of play­ers try­ing to curry your fa­vor by en­gag­ing in of­fice pol­i­tics. Be clear that you won’t be a part of it.

So, be aware that there’s plenty you can do to dra­mat­i­cally in­crease your self-aware­ness.

By tun­ing into these five things, you’ll tune up your lead­er­ship prow­ess.

Scott Mautz is the au­thor of “Find The Fire: Ignite Your In­spi­ra­tion and Make Work Ex­cit­ing Again,” the CEO of Pro­found Per­for­mance and an ad­junct pro­fes­sor at In­di­ana Univer­sity.

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