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Tue 16 February 2021
One of the lessons that I’m continually being taught is the value of reflection and retrieval.  Our last two sessions certainly reinforced this lesson.

Reflection:  Making time to deliberately review an event, a day, a week, etc.  Reflection is more than just recounting the details or the chronology, but it involves evaluation and analysis.  What went wrong?  Why?  Could it have been prevented?  Could it have been anticipated?

More often than we might like to admit, we can learn far more when things don’t go the way we planned, or even if they completely fail, than if they had gone perfectly. 

Retrieval:  The ability to recall both specifics and related information from a past event.   One of the challenges in the field of education and training is not just how to cram information into a person’s head, but teaching them how to retrieve them quickly and correctly when needed.   Sometimes the ability of retrieval can mean the difference between life and death.  The military uses repetition and drills to create muscle memory so that some actions don’t even require concentrated thought.  They become more of a reaction than a decision – but “time to think” (or retrieve) isn’t a luxury you often have in combat.

So how does retrieval connect with reflection?  If you only take the time to reflect after an event you can glean a lot of useful information.  Some of which you may be able to put to good use right away.  But if you don’t learn how to retrieve those lessons later, when they are needed, they have greatly diminished value.  

I’ve heard many people say how much they “hate” quizzes and tests.  I think it’s because we don’t do a good job explaining to students what the test is trying to do – if we did, they would study very differently.  Tests don’t measure what you “know” or what you crammed into some small crevice of your brain.  They measure what you can retrieve.  

Now let me try to bring this all together.  In our last two Peer Mentoring sessions, we had the opportunity to revisit some of our past goals and discuss which ones were successfully accomplished and which ones taught us something.  

None of the stories we shared were new to either one of us.  But in the process of retrieving these stories and telling them again, I was reminded of past lessons learned, maybe even almost forgotten.  It helped me to remember how important it is to revisit our own past, success, and lessons, so that when the “next time” comes around we can quickly retrieve the knowledge to help us be more successful.


Mon 1 February 2021
A 360-degree assessment is a unique survey that uses input from self-assessment and from colleagues’ assessments to understand a professional’s strengths, weaknesses, and blind spots. By gathering feedback from your colleagues alongside your own perspective on those same questions, we can get a deeper look at how your self-perception compares to the way your colleagues see you. 

With this data, we can break down the results of a 360-Degree Assessment into three outcomes: 

1) Somebody has underestimated their abilities (self-rating lower than colleagues’ ratings), 

2) Somebody has overestimated their abilities (self-rating higher than colleagues’), 
 or
 3) Somebody is self-aware about their abilities (self-rating matches colleagues’).

This article is going to address some possible problems and solutions that might arise for people who are self-aware of their abilities. This article is part of a series I’m writing about Ambition In Motion’s 360-Degree Assessments and how their results should be interpreted. There are ten other articles addressing the two other possible outcomes of a 360-Degree Assessment available here:

Overestimating - People Management, Innovation, Leadership Ability, Communication Skills, and Financial Management 

Understanding Self-Awareness for 360-Degree Assessments

When somebody is self-aware about their abilities, this means that they gave themselves a similar score as the score their colleagues provided on the same skill. 

Initially, self-awareness may seem to be a cut-and-dry positive outcome but looking a bit deeper reveals some potential issues. After all, the goal of a 360-degree assessment is to identify blind spots and close the gaps between one’s self-perception and the perception of their colleagues. However, we find that there are opportunities for growth within a self-aware 360-degree assessment report and this article will review those opportunities.

At Ambition In Motion, our 360-Degree Assessment has 5 core components: 

a.                People Management
b.                Innovation
c.                Leadership Ability
d.                Communication Skills, and 
e.                Financial Management.

While self-awareness is likely the best outcome relative to the other two possibilities, I’m next going to explain how you can leverage self-awareness to grow as a professional and identify blind spots in your professional perspective. I’m going to show why self-awareness on your 360-Degree Assessment is more than just a pat on the back, even if you and your colleagues share similar views on your performance. 

Financial Management

Financial management is a skill that is often overlooked but can have a large impact on the company. Financial management is based on one’s ability to manage the resources they oversee (including their time and the way they are spending their time at work), a company budget, and others’ perception of a person being fiscally responsible. 

If your colleagues' assessment of your financial management abilities is aligned with your own, that can be a very good thing or an opportunity for growth – depending on whether or not the score was high or low.

Self-Awareness but poor performance

If you rated yourself low in your ability to manage finances and your colleagues agree with you, this can be a major opportunity for growth. 

Before diving into the implications behind why this is an opportunity for growth, it is probably wise to assess, internally, the reasons for your low self-rating and why your colleagues would also rate you low.

In terms of yourself, why would you rate yourself low on your ability to manage your finances? Are you taking (or have taken) actions that are financially detrimental to the company? If so, did you learn and alter your actions from the circumstance? Or do you think that you simply could be doing more or doing better overall?  

One of the largest expenses for a company is human capital. Some managers will rate themselves low in financial management because they are unwilling to have difficult conversations with colleagues about productivity, and those colleagues don’t realize the implications that their actions may have on the financial viability of the company.

This is the type of outcome many tech startups find themselves in. Essentially, they will raise money with the anticipation that by the time the money runs out, they will have garnered enough traction to justify a follow-on round of investment or have enough revenue to cover expenses. The area that most startup founders struggle with is managing the finances. More often than not, they believe they have a strong idea that requires strong employees (with high salaries) to implement the idea. The ultimate balance is between quality talent (and the funds used to pay them) compared to what they produce and the relative difference in outcomes between a top-paid team and a lower-paid group of professionals. Analyzing which aspects of the business require top caliber salaries is crucial because the drop off between the top-caliber and a solid hire but with less pay can be extensive in terms of the effect on the company’s bottom line. 

If you don’t manage a team, you might think to yourself “I don’t manage a budget therefore my ability to manage finances doesn’t really matter.”

I am going to make the argument that this notion is not correct at all.

If you are paid a salary (or hourly) for the time you put in at work, you manage finances – that being the time you spend working and how effective you are in the time you do spend at work. In some cases there are egregious misuses of time like taking actions detrimental to the business like working on non-work tasks while on the clock, spreading rumors or negative gossip about other employees, and clocking in late or early. 

There is also the contemplation of whether you are optimally using your work time. For example, if you know your brain is optimally effective in the morning, you should be considering that with your daily schedule. If you choose to pursue social tasks or tasks that don’t require deep thinking in the morning, you could be squandering your brain’s daily threshold of deep mental focus. If you have open office hours or are expected to have your emails checked and responded to within an hour, you are diminishing your ability to complete any task that requires focus because you are constantly having to check your email.

Think of your salary as a budget your company allocates to you to be optimally effective at work. Are there components to this budget that are misused or could time be reallocated in a way that is leveraged more effectively? That is a question you will have to answer for yourself, but once you get to a point where you feel like you are optimally leveraging your time at work, you can start to see improvements in your ability to manage the most important budget your company entrusts you with, your salary/time.

The biggest counterpoint I hear about why not be optimally effective with your work time is “everyone else clocks out early or takes breaks more frequently than advised. There doesn’t seem to be a financial incentive to perform any more optimally, so why should I work on optimizing this?”

The answer is that how others work should not affect how you work. Back to the analogy of considering your salary like a budget your company entrusts you with. If somebody mismanages their budget, does that justify that you should mismanage your own? 

Of course not! But this is a trap that people fall into all the time.

If you gave yourself a low score for your financial management abilities and your colleagues agree with you, that is a sign that you can improve yourself.

The best way to improve your abilities in this area is to research methods for best managing your time and creating a schedule for yourself that allows you to get the optimum amount of work done in a day given your unique set of responsibilities. This is not a one-size-fits-all solution as everyone has different work tasks. If your role requires you to frequently check emails, perhaps creating a space in time once or twice a day set aside for checking your emails. You could even create a “vacation” response informing senders when you will be checking your emails next so they can anticipate a response. Of course, this would need to account for specific time-sensitive requests if necessary. 

If you are willing to take action to start improving your efficiency at work (and encouraging your team as well, if necessary) you can start to measure whether what you tried worked or didn’t work. The best way to achieve improvement is to try things you haven’t tried before.

Self-Awareness and high performance

If you rated yourself relatively high on your financial management abilities and your colleagues agreed with you, that is excellent. That is a positive sign that you are properly managing the time you are paid for both in terms of your salary and (if applicable) the budgets you have responsibility over. 

However, this is not necessarily something to get caught up in because there could be factors contributing to your colleagues' (potentially generous) rating or a lack of self-awareness causing you to rate yourself high. This may not be the case, but it is important to point out examples of these types of situations so you can assess whether they hold any weight.

For those who manage a budget, oftentimes their team will rate their financial management abilities high because as long as they receive their paycheck every two weeks, nothing else really matters. Many teams are completely unaware of which activities are the most expensive to the business. Most employees don’t understand the relative dollars they generate from their work and the specifics of why paying their specific salary is a financially responsible decision. 

Let’s use a pizza restaurant as an example. Say there are 3 people working inside the pizza place each making $10/hour and an additional manager making $20/hour. On top of that, the cost of running the ovens and the electricity comes out to roughly $5 per hour. If each pizza costs $10 and the company on average sells 10 pizzas every hour, they are driving an average net profit of $45 per hour. If the employees of the pizza place understand this, they can work on ways to try and sell more pizzas in the same hour to improve their own performance and the performance of the company – making them more valuable to the company.

Some leaders might read this story and start playing the “what if” game (e.g. what if my employee's demand raises because they understand the financial impact of their work?), coming up with every bad possible outcome if their employees knew their financial value to the company. But these old thought patterns should be reconsidered with new research.

In research from companies that leverage Open Book Management, companies in which the employees have a greater understanding of the financial implications of the company’s decisions perform better and are more profitable than companies who don’t. Conversations around raises and relative improvements to the business become substantially more tangible and objective when there is hard data justifying and showing how one person’s improved efficiency deserves greater compensation, especially compared to the “everyone gets a raise just because!” method of giving raises.

If you are an individual contributor for your company and you don’t manage a budget, per se, you still manage your time. If you consider your salary as a budget your company has entrusted you to manage, are you optimally using that budget?

One way to make improvements in this area is to identify potential opportunities for you to become more efficient at work. You could ask your boss or co-workers for feedback on ways you can be more efficient at work. And you could also provide some (ideally research or evidence-backed) suggestions for ways you have identified to help make yourself more efficient at work. Your manager will likely appreciate your drive for improvement and the fact that you came prepared with research-backed suggestions on ways you could improve your own efficiency and work output.

Overall, having a self-aware response on your 360-degree assessment report isn’t a free pass to give in to stagnation. It simply shows that you and your colleagues are on the same page. But, it doesn’t mean that there isn’t room for improvement. The implications from having a self-aware score are not wholly positive or wholly negative. Instead, it is a snapshot of your current performance which can help you make informed decisions about where you need improvement. As long as you possess an open-mindedness about making improvements and are willing to measure whether the new changes worked, you can ensure that you are on a positive track towards continual growth and improvement.

Sun 31 January 2021
A 360-degree assessment is a unique survey that uses input from self-assessment and from colleagues’ assessments to understand a professional’s strengths, weaknesses, and blind spots. By gathering feedback from your colleagues alongside your own perspective on those same questions, we can get a deeper look at how your self-perception compares to the way your colleagues see you. 

With this data, we can break down the results of a 360-Degree Assessment into three outcomes: 

1) Somebody has underestimated their abilities (self-rating lower than colleagues’ ratings), 

2) Somebody has overestimated their abilities (self-rating higher than colleagues’), 
 or
 3) Somebody is self-aware about their abilities (self-rating matches colleagues’).

This article is going to address some possible problems and solutions that might arise for people who are self-aware of their abilities. This article is part of a series I’m writing about Ambition In Motion’s 360-Degree Assessments and how their results should be interpreted. There are ten other articles addressing the two other possible outcomes of a 360-Degree Assessment available here:

Overestimating - People Management, Innovation, Leadership Ability, Communication Skills, and Financial Management 

Understanding Self-Awareness for 360-Degree Assessments

When somebody is self-aware about their abilities, this means that they gave themselves a similar score as the score their colleagues provided on the same skill. 

Initially, self-awareness may seem to be a cut-and-dry positive outcome but looking a bit deeper reveals some potential issues. After all, the goal of a 360-degree assessment is to identify blind spots and close the gaps between one’s self-perception and the perception of their colleagues. However, we find that there are opportunities for growth within a self-aware 360-degree assessment report and this article will review those opportunities.

At Ambition In Motion, our 360-Degree Assessment has 5 core components: 

a.                People Management
b.                Innovation
c.                Leadership Ability
d.                Communication Skills, and 
e.                Financial Management.

While self-awareness is likely the best outcome relative to the other two possibilities, I’m next going to explain how you can leverage self-awareness to grow as a professional and identify blind spots in your professional perspective. I’m going to show why self-awareness on your 360-Degree Assessment is more than just a pat on the back, even if you and your colleagues share similar views on your performance. 

Communication Skills

The ability to communicate effectively affects every interaction you have personally and professionally. When you make improvements to your communication skills, you are likely going to improve your skills in every other category measured by our 360-Degree Assessment. Communication is based on one’s ability to listen, trust that others are speaking openly and honestly with them, and understand what others are sharing before focusing on being understood.

If you are your colleagues are in agreement on your communication skills, that is excellent, but that could mean that they agree that you are a poor communicator or a great communicator.

Self-Awareness but poor performance

If your colleagues rated your communication skills relatively low and you agreed with them, that typically is an indicator that there are opportunities for growth.

You may think to yourself “I am in a pretty isolated role and communication isn’t a big part of my work.”

That may seem to be true, but that doesn’t mean that improving your communication skills will be wasteful.   

A key component of communication skills is the ability to listen to others. If others believe you are a poor listener and agree with your self-rating, this indicates that you are probably giving off negative physical cues that signal that you aren’t listening AND you aren’t actually listening to what they are saying.

This has negative consequences. If you are struggling to listen to what others are saying, it can be difficult to accomplish any work tasks because you have no idea if you are missing some key information. People can recognize a poor listener and they’ll dislike working with you because they feel like their time spent communicating with you is wasted.

The other key component to communication skills is trusting that others are being open and honest with you.

If you feel like others aren’t being open and honest with you, that is a HUGE red flag. This means that you should reflect onto yourself why you might feel that way about others. Do you feel like people are hiding things from you? Do you feel like people are skirting the truth because they only want to deliver you good news? Do you have any reason to believe that they are being dishonest or withholding the truth? Has something like this happened to you before in the past?

If your colleagues agree with you, ask yourself, why might this be? Are you giving the impression that others must give you the best news, even if that means stretching the truth? This might be a difficult pill to swallow but could this be a possibility? And if this is the case, what are the implications of this? This could mean getting blindsided, surprised, or feeling deceived. 

A great example of this is in HBO’s Silicon Valley. The show is about a group of people who found an up-and-coming startup business called Pied Piper. Pied Piper’s major antagonist is the CEO of a large conglomerate named Gavin Belson. Gavin is the type of leader who demands only good news, so much so that his people will lie to him to appease him, even if it makes him look like a fool later. A hilarious example of this rearing its ugly head is when Gavin is launching a new server called “the box”. Because Gavin is a narcissist, he requests that his signature be on every single box so his team creates a contest throughout the entire company to draft the best signature to go on the box. The signature that received the most votes was the signature “Gavin B”, which when displayed in the particular font used, looked like a phallus. The reason this scene is hilarious is because everyone on Gavin’s team can see exactly what it looks like, but Gavin is too self-centered to see anything but his name. Everyone is afraid to tell Gavin the truth, so Gavin moves forward shipping millions of boxes embossed with an ornate phallus prominently on the front.

The point is that if you feel like your team isn’t being open and honest with you and your team doesn’t feel like they can be open and honest with you either, you need to take action to create an environment and setting where others can be honest. This can start with asking for specific feedback on your work and the way you have communicated with others.

Self-Awareness and high performance

If you gave yourself a relatively high score and your colleagues agreed with you then that is excellent. That indicates that your colleagues feel comfortable being open and honest with you and they feel like you are a good listener and overall communicator. 

The question one should then consider is the balance between productivity and communication.

If you have an open-door policy or situation where anyone can ask you a question at any time, then you are making yourself available and are clearly making yourself present while having a conversation with those you work with, but are you optimally productive?

Research from Stanford shows that it is impossible to multitask and that mental residue builds up when switching between tasks. Therefore, if anyone can communicate with you at any time, the gaps in time from pausing your work and having a conversation before finally getting back on task are essentially wasted. This is also very true for emails/texts/phone calls/social media. If you focus too much on being available for everyone at every moment, you are sacrificing your ability to get into deep mental focus for the sake of being available to communicate. You are being communicative and present, but you are not being as productive as you possibly can be.

Some people have subsequently adopted office hours where they are open to people jumping in and asking them questions only during certain time periods, minimizing the gap time mental residue that is created from switching tasks. 

As new technology comes out, making it easier to communicate with those on our team, there can always be new ways to improve our communication and optimize our performance.

Overall, having a self-aware response on your 360-degree assessment report isn’t a free pass to give in to stagnation. It simply shows that you and your colleagues are on the same page. But, it doesn’t mean that there isn’t room for improvement. The implications from having a self-aware score are not wholly positive or wholly negative. Instead, it is a snapshot of your current performance which can help you make informed decisions about where you need improvement. As long as you possess an open-mindedness about making improvements and are willing to measure whether the new changes worked, you can ensure that you are on a positive track towards continual growth and improvement.

Sat 30 January 2021
A 360-degree assessment is a unique survey that uses input from self-assessment and from colleagues’ assessments to understand a professional’s strengths, weaknesses, and blind spots. By gathering feedback from your colleagues alongside your own perspective on those same questions, we can get a deeper look at how your self-perception compares to the way your colleagues see you. 

With this data, we can break down the results of a 360-Degree Assessment into three outcomes: 

1) Somebody has underestimated their abilities (self-rating lower than colleagues’ ratings), 

2) Somebody has overestimated their abilities (self-rating higher than colleagues’), 
 or
 3) Somebody is self-aware about their abilities (self-rating matches colleagues’).

This article is going to address some possible problems and solutions that might arise for people who are self-aware of their abilities. This article is part of a series I’m writing about Ambition In Motion’s 360-Degree Assessments and how their results should be interpreted. There are ten other articles addressing the two other possible outcomes of a 360-Degree Assessment available here:

Overestimating - People Management, Innovation, Leadership Ability, Communication Skills, and Financial Management 

Understanding Self-Awareness for 360-Degree Assessments

When somebody is self-aware about their abilities, this means that they gave themselves a similar score as the score their colleagues provided on the same skill. 

Initially, self-awareness may seem to be a cut-and-dry positive outcome but looking a bit deeper reveals some potential issues. After all, the goal of a 360-degree assessment is to identify blind spots and close the gaps between one’s self-perception and the perception of their colleagues. However, we find that there are opportunities for growth within a self-aware 360-degree assessment report and this article will review those opportunities.

At Ambition In Motion, our 360-Degree Assessment has 5 core components: 

a.                People Management
b.                Innovation
c.                Leadership Ability, 
d.                Communication Skills, and 
e.                Financial Management.

While self-awareness is likely the best outcome relative to the other two possibilities, I’m next going to explain how you can leverage self-awareness to grow as a professional and identify blind spots in your professional perspective. I’m going to show why self-awareness on your 360-Degree Assessment is more than just a pat on the back, even if you and your colleagues share similar views on your performance. 

Leadership Ability

Leadership ability is an important skill for any professional, regardless of whether you hold an official leadership position. Leadership ability is based on one’s ability to set proper expectations for their work and communicate those expectations clearly and effectively. Skilled leaders demonstrate their ability to motivate others towards a purpose that benefits everyone, their willingness to take accountability when things go wrong, and the modesty to give credit when things go right.

If you gave yourself a score that was consistent with what your colleagues said of you, it can mean that you gave yourself a high score and your colleagues agreed with you or you gave yourself a low score and your colleagues agreed with you.

Self-Awareness but poor performance

If you gave yourself a relatively low score on your leadership ability and your colleagues agreed with you, that doesn’t necessarily mean you are a bad leader and your colleagues have confirmed it. Oftentimes, we give ourselves a low score on our leadership ability out of humility and recognition that leadership is a trait that can always be improved. However, when our colleagues feel like we aren’t strong at leadership either, this can typically be attributed to our ability to communicate.

People tend to perceive others as lacking leadership abilities NOT because of their inability to speak up, but more often because when one does speak up, it is perceived as self-centered and only benefiting the person making the request. Simply, leadership for yourself instead of for the team.

Here is an example of this situation. Many years ago, I was a server and bartender at a restaurant. My manager was a well-intentioned guy who read all the leadership books and constantly talked about how he wanted to improve his leadership abilities. I didn’t give him a 360-degree assessment, but I would imagine that his self-rating on leadership ability would be somewhat low because he recognized that there were areas for growth in his leadership repertoire. The issue was, although he understood the theory and high-level ideas from his books, his implementation of information was off. He never had a pulse for how we, the people who reported to him, felt about his management style and the processes he wanted to implement. To convey the importance of organizational citizenship and helping fellow servers and bartenders, he told all of us a story of a time that he pulled over to help somebody fix a flat tire. His goal was to convey that helping others is the right thing to do and can have a positive impact on the team. However, we noticed that the story was just about him. To us, it felt like he was just patting himself on the back, and because he never gave a resolution (e.g., the person he helped never spoke with him again), it was relatively unclear as to why helping others can have a positive impact on the rest of the team. 

The point is that sometimes we can be educated about the theory of what it means to be a leader, but our efforts to implement those leadership strategies may not fully resonate with those we work with unless we ask for feedback and be open to making adjustments after learning the feedback.

Another reason you may have given yourself a low leadership score (and your colleagues agreed with you) could be because you don’t actually believe you are a strong leader and your role doesn’t necessitate that you be a leader. 

But being a leader doesn’t necessarily mean that you have to have a placard or title labeled leader. Leadership abilities can include helping set expectations for your work with those you work with, taking accountability for mistakes that may happen, and giving acknowledgement to others when they have helped you.

Leadership ability transcends titles and enters into the realm of just being a good professional to work with. Thinking you aren’t good at these skills and then having your colleagues confirm these beliefs can be tough. But it’s no help if you start thinking there is nothing you can or need to do about it. If you don’t work on these components of your professionalism, you become an energy-taker instead of an energy-giver. People will resent working with you because they will perceive you as being selfish and uninterested in the outcome of the team. And if you are actually selfish and uninterested in the outcome of the team, then perhaps it makes sense to reflect on yourself and on your time to figure out the best use of it. There are plenty of jobs out there. If you are working at a company with a team, or just doing work that is uninteresting to you, then perhaps it is time to consider another line of work because the time you are spending doing your current work doesn’t appear to be serving you or those you work with.

Self-Awareness and high performance

If you have a relatively high leadership ability score and your colleagues agree with you, that is excellent, but it doesn’t necessarily mean that you have achieved the pinnacle of leadership ability. 

Leadership ability is an interesting concept because the ultimate measure of success as a leader is both: how does my team feel about working with me AND what outcomes are we achieving as a team.

If you rated yourself highly and your team agrees with you, you can check off half of the box. However, how is your performance? Finding the right balance between output and keeping people satisfied, both doing the work and in your leadership ability, is the key to being the best leader you can be.

Therefore, when it comes to the question of output, you must assess comfort versus optimization. In terms of comfort, the question is: are you and your team achieving a performance level in which 1) the business can operate effectively, and 2) people are satisfied with their compensation? If the answer to either part is no, then you have a big problem. This means you are a supportive leader and your leadership style is appreciated, but it also means that you haven’t set the bar high enough. Something needs to change so the business can run at a level where everyone is comfortable.

There is a tv show on Hulu called Ramy. It is an interesting show about a man in his late 20’s trying to figure out his life. At the beginning of season 1, Ramy is working at a startup. He and his colleagues recognize that they aren’t paid the best, but they believe in the mission and they like the people they work with. Unfortunately, the company performance leaves much to be desired. Eventually, the company isn’t able to drive the revenue or fundraising it needs to survive and everyone gets fired.

This is a small story within the tv show, but it shows that Ramy appreciated the founders of the startup at one point in time (e.g. would have given a high leadership score to the founders), but once the company started to fail and everyone was fired, they all left with a salty taste in their mouth about the entire experience. 

There are many factors for why a business eventually fails, but sometimes for fear of being perceived as a bad or overly aggressive leader to our team, we set lower bars for those we work with, even if it means the business can’t run comfortably. 

However, if your work exists comfortably (either from a leadership perspective or as an individual contributor), and your leadership ratings are mutually high, then you have to ask yourself if your work is running optimally.

If you are an individual contributor, the incentive may not be as clear as to why you would question this or pursue improvement to the optimum level. You are not necessarily getting compensated any more to make these improvements. As a leader, the motivation for this is pretty obvious – e.g. the better your team performs, the more valuable you are to the company.

But as an individual contributor, a big reason for wanting to improve your output to an optimum level, while maintaining a high level of respect from your colleagues as they perceive your leadership abilities, is control and autonomy. If you show a desire to push the status quo and improve the company’s output, you become substantially more valuable to the company. Being able to identify more efficient and innovative methods while keeping it easy for your colleagues to work with you because you set proper expectations and help them see opportunities that they may not have already seen, you become substantially more valuable to the company.  If your company can’t live without you, you will have the control and autonomy to try new things that the company would not trust others to try. 

If you ever had a shared family car growing up, this would be like always making sure you return the car to your parents with a full tank of gas (and occasionally a car wash) after you borrow it. Later, when it comes to borrowing the car for a concert 4 hours away, you have a track record of responsibility and respect for your parent’s car. 

The key to getting performance to an optimum level is not sacrificing the way your team feels about your leadership ability. The real key to being the best leader you can be is finding the balance between optimum performance and having the respect and support of your colleagues.

Overall, having a self-aware response on your 360-degree assessment report isn’t a free pass to give in to stagnation. It simply shows that you and your colleagues are on the same page. But, it doesn’t mean that there isn’t room for improvement. The implications from having a self-aware score are not wholly positive or wholly negative. Instead, it is a snapshot of your current performance which can help you make informed decisions about where you need improvement. As long as you possess an open-mindedness about making improvements and are willing to measure whether the new changes worked, you can ensure that you are on a positive track towards continual growth and improvement.

Fri 29 January 2021
A 360-degree assessment is a unique survey that uses input from self-assessment and from colleagues’ assessments to understand a professional’s strengths, weaknesses, and blind spots. By gathering feedback from your colleagues alongside your own perspective on those same questions, we can get a deeper look at how your self-perception compares to the way your colleagues see you. 

With this data, we can break down the results of a 360-Degree Assessment into three outcomes: 

1) Somebody has underestimated their abilities (self-rating lower than colleagues’ ratings), 

2) Somebody has overestimated their abilities (self-rating higher than colleagues’), 
 or
 3) Somebody is self-aware about their abilities (self-rating matches colleagues’).

This article is going to address some possible problems and solutions that might arise for people who are self-aware of their abilities. This article is part of a series I’m writing about Ambition In Motion’s 360-Degree Assessments and how their results should be interpreted. There are ten other articles addressing the two other possible outcomes of a 360-Degree Assessment available here:

Overestimating - People Management, Innovation, Leadership Ability, Communication Skills, and Financial Management 

Understanding Self-Awareness for 360-Degree Assessments

When somebody is self-aware about their abilities, this means that they gave themselves a similar score as the score their colleagues provided on the same skill. 

Initially, self-awareness may seem to be a cut-and-dry positive outcome but looking a bit deeper reveals some potential issues. After all, the goal of a 360-degree assessment is to identify blind spots and close the gaps between one’s self-perception and the perception of their colleagues. However, we find that there are opportunities for growth within a self-aware 360-degree assessment report and this article will review those opportunities.

At Ambition In Motion, our 360-Degree Assessment has 5 core components: 

a.                People Management
b.                Innovation, 
c.                Leadership Ability
d.                Communication Skills, and 
e.                Financial Management.

While self-awareness is likely the best outcome relative to the other two possibilities, I’m next going to explain how you can leverage self-awareness to grow as a professional and identify blind spots in your professional perspective. I’m going to show why self-awareness on your 360-Degree Assessment is more than just a pat on the back, even if you and your colleagues share similar views on your performance. 

Innovation

Innovation is a critical skill to possess in any working environment, even (and probably especially) if your role requires you to follow strict protocols and procedures. Innovation stretches across one’s willingness to pursue new activities or actions that can drive different results, ability to incorporate others in the innovation process, and propensity to challenge conventional thinking.

If your score was self-aware with your colleagues, it can mean that you gave yourself a high score and your colleagues agreed or you gave yourself a low score and your colleagues agreed.

Self-Awareness but poor performance

Innovation is an interesting component to work with because there is a relatively wide gap between being innovative and others knowing that you are innovative.

The reason for this is because innovation is time-intensive, difficult, and requires persistence. And to put it simply, not everyone is willing to put in the work needed to innovate.

For this reason, if we choose to stick with a problem and try to identify a better solution, sometimes we can ostracize ourselves from others because we may fear that they won’t be as motivated as we are to focus on identifying the solution. 

If this is the case, others have no idea that what we are doing is innovative.

Another common characteristic of those that are innovative is humility. Innovation is a never-ending pursuit. Because of that, many people who are innovative at heart will rate themselves low on innovation. Instead, they may focus more on where they want to be rather than where they are now.

You may be on the other side of this coin where you actually don’t believe you are innovative. You might think that you don’t invest the time, hard work, and persistence necessary to come up with innovative solutions at work. This could be because of lack of opportunity, lack of knowing what to do, or just lack of interest.

If you lack interest in being innovative, there probably isn’t much here that is of interest to you. And that could be totally fine because some roles don’t require constant innovation. Instead, these types of roles demand consistency and perfection for crucial, yet repetitive, tasks. And this type of work can allow the person to live the life they want to live outside of work and not have to invest their limited time on the next big breakthrough.

But if you feel like you lack opportunities or are unsure of what to do, becoming more innovative starts with you putting in the effort. Take a moment to jot down all the components of your work that frustrate you or your colleagues. Imagine an ideal world where your boss immediately implements your ideas and gives you the budget to follow through – how would you alleviate those frustrations? Once you have identified the ideal version of the solution, take a step closer to reality and think about how that idea or an idea similar to that idea and achieves a similar result could be done on a minimal budget. Once you have identified the minimal budget idea that would minimize frustrations, take one more step closer and think about how that idea could be implemented in a way that has minimum impact on the way your team or boss does their work. Finally, now comes the part where you must take a chance: testing out your idea. You should (usually) ask your boss for permission if you feel it is required, but the dirty little secret here is that the preferred method is just taking the plunge and going for it. Most change initiatives are met with reflexive resistance, and sometimes you will need to be decisive to innovate. If it works you are a hero and if it doesn’t, what is the worst that could happen? If you think the worst thing that could happen is really bad - like getting fired or hurting somebody, ask for permission. But if the worst that could happen is a lecture about why you shouldn’t have done that, I would give it a shot.

Once you start getting into the practice of innovating, invite others to join you in the innovation process. By including others, you empower them to be innovative and build upon your shared experience and perspective, reducing the chance that a blind spot will turn your innovative ideas into creative disasters. As an additional benefit, humans are social creatures, and collaboration makes the team more supportive of innovative thinking.

One example of this was when I studied abroad in China. I have always been fascinated by business and entrepreneurship and I loved (and still love) to discuss entrepreneurship with my friends (and really anyone who was willing to engage with me in conversation). Many of my friends that I studied abroad with in China had wealthy parents who had expat friends living in China. My friends knew that these expat friends were going to talk about business and entrepreneurship when they took them out for dinners. So, when my friends attended those dinners with these expat venture capitalists and entrepreneurs, I was the friend they invited to tag along because they knew that I would chat about entrepreneurship with them. 

The point of this story is that what you put out you receive back (law of attraction). If you put out that you are interested in innovating on components of work that are frustrating, others will approach you to innovate AND consider you a more innovative person.

Self-Awareness and high performance

If you gave yourself a relatively high score for your innovation and your colleagues agreed with you, that is great, but that doesn’t necessarily mean that there isn’t room for growth.

People can only base their perception of somebody or something based on what they have already experienced. If they are used to work styles that aren’t conducive to innovation, they might have an overly generous view of your own innovativeness. That is not to say that your actions aren’t innovative, but it does mean that you should question and challenge yourself to see if you can be more innovative.

Innovation is not a destiny, it is a journey. To convey this point, I like a story Tony Robbins has shared. Tony Robbins is a popular motivational speaker and at one of his events, one of his attendees mentioned to him “In 3 years, I am going to be where you are at!”

Tony’s response was “That may be true, but when that time comes you will be where I was 3 years ago!”

Overall, having a self-aware response on your 360-degree assessment report isn’t a free pass to give in to stagnation. It simply shows that you and your colleagues are on the same page. But, it doesn’t mean that there isn’t room for improvement. The implications from having a self-aware score are not wholly positive or wholly negative. Instead, it is a snapshot of your current performance which can help you make informed decisions about where you need improvement. As long as you possess an open-mindedness about making improvements and are willing to measure whether the new changes worked, you can ensure that you are on a positive track towards continual growth and improvement.

Thu 28 January 2021
A 360-degree assessment is a unique survey that uses input from self-assessment and from colleagues’ assessments to understand a professional’s strengths, weaknesses, and blind spots. By gathering feedback from your colleagues alongside your own perspective on those same questions, we can get a deeper look at how your self-perception compares to the way your colleagues see you. 

With this data, we can break down the results of a 360-Degree Assessment into three outcomes: 

1) Somebody has underestimated their abilities (self-rating lower than colleagues’ ratings), 

2) Somebody has overestimated their abilities (self-rating higher than colleagues’), 
 or
 3) Somebody is self-aware about their abilities (self-rating matches colleagues’).

This article is going to address some possible problems and solutions that might arise for people who are self-aware of their abilities. This article is part of a series I’m writing about Ambition In Motion’s 360-Degree Assessments and how their results should be interpreted. There are ten other articles addressing the two other possible outcomes of a 360-Degree Assessment available here:

Overestimating - People Management, Innovation, Leadership Ability, Communication Skills, and Financial Management 

Understanding Self-Awareness for 360-Degree Assessments

When somebody is self-aware about their abilities, this means that they gave themselves a similar score as the score their colleagues provided on the same skill. 

Initially, self-awareness may seem to be a cut-and-dry positive outcome but looking a bit deeper reveals some potential issues. After all, the goal of a 360-degree assessment is to identify blind spots and close the gaps between one’s self-perception and the perception of their colleagues. However, we find that there are opportunities for growth within a self-aware 360-degree assessment report and this article will review those opportunities.

At Ambition In Motion, our 360-Degree Assessment has 5 core components: 

a.                People Management, 
b.                Innovation
c.                Leadership Ability
d.                Communication Skills, and 
e.                Financial Management.

While self-awareness is likely the best outcome relative to the other two possibilities, I’m next going to explain how you can leverage self-awareness to grow as a professional and identify blind spots in your professional perspective. I’m going to show why self-awareness on your 360-Degree Assessment is more than just a pat on the back, even if you and your colleagues share similar views on your performance. 

People Management

People Management abilities are extremely valuable, regardless of whether or not you are in a leadership position or have the title of manager. People management stretches across one’s ability to maintain positive relationships with those they work with, participate in organizational citizenship activities (e.g., supporting a colleague with their work), be open to constructive feedback, and show that you are always open to learn more.

If you gave yourself a people management score that aligns with your colleagues, we can consider two types of outcomes depending on how well you rated your performance. 

Self-Awareness but poor performance

If you gave yourself a relatively low score and your colleagues agree with you, the reason why this isn’t a good thing should be immediately apparent. You perhaps gave yourself a low score because you don’t believe that people management is one of your strengths. Of course, acknowledging your shortcomings is the first step to improvement, however, the fact that your colleagues agree with you is concerning because that means they feel it as well.

One option is to just shrug it off and think to yourself “I am not in a role that requires me to manage people so my performance in this area doesn’t really matter.”

If you feel this way, I want to challenge that thinking. Whether you are relatively low on your company’s org chart, are a solopreneur and don’t have any direct reports, or are in pretty much any scenario where you don’t think you are managing people, I can make an argument that there is some form of people management going on.

If you are relatively low on your company’s org chart, that does not mean that you can’t manage up. Managing up is the notion that we, as employees, control our work environment and outcomes just as much as our managers do, and we have the capabilities to communicate our goals, roles, and what we are comfortable with in a way that allows for us to be productive while protecting our boundaries.

If you are not able to manage up, you may end up entirely at the mercy of your manager or other stakeholders. For example, if you are a full-stack developer but prefer to work on front-end design work and your boss keeps assigning you to back-end data tasks, without managing up, you are going to be frustrated/bored with the work you do. Either your leadership will keep asking you to do things because they are assuming that you will tell them when enough is enough or you will get the same tasks over and over again and feel the strain of monotony. Either way, the inability to people manage will create stress on your life.

If you are a solopreneur without any direct reports, you still report to your clients. People management is the ultimate in setting expectations and delivering results. Your clients could end up “firing” you if you can’t properly set and communicate expectations, or you could burn yourself out by working yourself ragged meeting trying to meet and achieve an impossible goal that a client demands. By practicing people management, you could change those outcomes by creating a shared perspective on the tasks ahead or even helping your client avoid an impossible expectation without causing them offense. 

If you are in any other scenario where you don’t feel like you should improve your people management abilities, challenge yourself with the following questions:

·        Am I enjoying my work?
·        If I continue doing my work like this with the same people for the next 5 years, will I still continue to enjoy my work and get compensated in a way that satisfies me?
·        Will I feel like I am growing in my career in 5 years if things stay the same?

If you answered yes to all 3 questions, then there is nothing you need to change. But, we find that the vast majority of people say no to at least one of these questions and that necessitates interacting with others and managing those relationships.

Self-Awareness and high performance

If you gave yourself a relatively high score for your people management ability and your colleagues agree with you, that is a great thing.

But, that doesn’t mean that there isn’t room for growth!

Here is a story that I believe exemplifies this. I have a cousin named Xavier. Xavier loves to play basketball. When Xavier plays basketball with his friends that live in his neighborhood, he crushes them and they think he is a great player. But, when Xavier plays against kids at his high school, he gets beat. Unsurprisingly, Xavier loves the comfort of playing against kids in his neighborhood and doesn’t love getting beat (so Xavier doesn’t bring it up to them). Since the kids in his neighborhood never get to see him getting beat, they still believe Xavier is the best player they have ever played against.

The point: oftentimes at work we lose objectivity.

We don’t have a work version of “high school basketball” where we can compare our skills. All we have is our insulated work environment. So, all our colleagues know is our current work environment and their past work environments to compare it to. Without additional experience, they might not realize your potential for growth, even with a high rating. 

The question you have to ask yourself is: “Am I really the Michael Jordan of people management? Or am I more like Xavier?” 

More likely than not, you are more like Xavier. 

This isn’t a bad thing. It is awesome that you have the respect and admiration of those you work with. But it doesn’t mean that there isn’t room for improvement. And honestly, even Michael Jordan would realize that his personal best is only his best so far if he keeps improving. 

What you can do to improve

Ask - If you would like to know how you can be more helpful to your colleagues - Spend more time intentionally asking your colleagues how you can help support their work. 

Introspect - If you would like to start being more helpful to your colleagues on your own - Take more time to consider what you could do to be more helpful for your colleagues. Be sure to check with them if that would be helpful to them.

Manage - If you would like to be more approachable for constructive feedback - Spend more time asking your colleagues for areas in which you can improve and communicating you want this feedback so you can improve yourself as a professional.

Overall, having a self-aware response on your 360-degree assessment report isn’t a free pass to give in to stagnation. It simply shows that you and your colleagues are on the same page. But, it doesn’t mean that there isn’t room for improvement. The implications from having a self-aware score are not wholly positive or wholly negative. Instead, it is a snapshot of your current performance which can help you make informed decisions about where you need improvement. As long as you possess an open-mindedness about making improvements and are willing to measure whether the new changes worked, you can ensure that you are on a positive track towards continual growth and improvement.

Tue 26 January 2021
The goal of a 360-degree assessment is to identify blind spots and vulnerabilities in your professional skillset. By getting feedback from your colleagues and comparing their perspectives to your self-assessment, you can get a deeper understanding of your work performance. 

There are generally 3 outcomes from a 360-degree assessment: 1) somebody has underestimated their abilities, 2) somebody has overestimated their abilities, or 3) somebody is self-aware about their abilities. There are ten other articles addressing the two other possible outcomes of a 360-Degree Assessment available here:

Self-Aware - People Management, Innovation, Leadership Ability, Communication Skills, and Financial Management

Overestimating -  People Management, Innovation, Leadership Ability, Communication Skills, and Financial Management

Understanding Underestimating your Abilities for 360-Degree Assessments

When somebody has underestimated their abilities, they are essentially giving themselves a lower score for whatever category is being measured compared to their colleagues’ score of them. At first glance, this may seem like a positive thing: “If my colleagues believe that I’m better than my self-assessed performance, then I must be doing pretty well!” This is partially true, but this article will shed light and provide examples of how underestimating your abilities can be an opportunity for improvement.

When my team and I at Ambition In Motion facilitate mentorship programs, we also include our 360-Degree Assessment (and its report) to each participant. We’ve found that our members use these insights to reveal the areas most in need of improvement. This has helped members identify the best course for professional growth and helps provide a major launching pad for helping them open up and be vulnerable in their mentor relationships.

The 5 core areas we measure in our 360-degree assessment are People Management, Innovation, Leadership Ability, Communication Skills, and Financial Management.

This article is one in a series of articles focused on why underestimating one's score on a 360-degree assessment report based on the 5 core areas listed in the paragraph above is not necessarily advantageous for one’s career.

Financial Management

Financial management is a skill that is often overlooked but can have a large impact on the company. Financial management is based on one’s ability to manage the resources they oversee (including their time and the way they are spending their time at work), a company budget, and others’ perception of a person being fiscally responsible.

If you gave yourself a lower score than your colleagues did on your financial management, that could indicate that your team is unaware of the way you are spending resources or that you don’t trust yourself as much as your team trusts you with financial management.

Your team is unaware of the way you are spending resources

If you are in charge of a budget and the only thing your team sees is whether or not you are able to pay for things (e.g. their pay stubs and other amenities around work), it can be easy to understand why your team would think that you are managing the funds optimally. When teams are left in the dark, all they can formulate is their perception of what is going. If you put on a good face and they consistently get their check, they may feel like there is nothing to worry about. If you feel like you have made some poor financial choices, your team could be completely unaware of these choices (or their effects). If you aren’t directly in charge of a budget, you could be wasting time or resources at work. If everyone sees you at work and it seems like you are working hard, most people won’t question whether you are putting in an optimum effort. If you know that you could be more efficient or productive at work and others don’t know, that could be a reason for a gap between self-perception and colleague perception.

You don’t trust yourself as much as your team trusts you with finances

In school, many people get stuck in the rut of being “naturally just bad at math”, and they let this label hinder their ability to grow their math skills. In the professional world, a similar issue can arise with Financial Management skills. Many people have been conditioned to believe that they just aren’t great at managing finances because of things that have happened in their own or their family’s past.

Here are a few solutions to help close the gap in one’s financial management. Ask your colleagues why they believe you are so strong in financial management. Try to find out what specific tasks you do and actions you take that give them that impression. Share your expenses with your team and try to find out whether you could be better at managing them. Be sure to listen to their feedback and incorporate useful ideas into your own methods. And if you manage your team’s budget, create incentives that encourage cost-consciousness. If you don’t manage your team’s budget, ask the person who does which parts of your work are the most prone to waste and ask for feedback on how you can be more efficient.

Counter-argument

The eternal counter-argument to this is “I just set the bar really high and I feel like I am not where I would like to be in this area.” If that is the case, then you are not effectively communicating your standards to those you work with. If your colleagues don’t know your standards, then they can’t properly assess your abilities in relation to those standards.  

Overall, the goal of a 360-degree assessment and report is to identify the gaps and blindspots one may have so then they can improve their performance. The goal is to be self-aware, thus enabling you to work towards excellence in each area. Underestimating your performance might feel good at first because it shows others think highly of you, but continually failing to meet your own expectations means that you risk burning out or losing engagement. So, try being honest with yourself and setting honest goals. Professional growth is a slow process that takes dedication, consistency, and honesty, but by following the path, we are all capable of becoming our best selves.

Mon 25 January 2021
The goal of a 360-degree assessment is to identify blind spots and vulnerabilities in your professional skillset. By getting feedback from your colleagues and comparing their perspectives to your self-assessment, you can get a deeper understanding of your work performance. 

There are generally 3 outcomes from a 360-degree assessment: 1) somebody has underestimated their abilities, 2) somebody has overestimated their abilities, or 3) somebody is self-aware about their abilities. There are ten other articles addressing the two other possible outcomes of a 360-Degree Assessment available here:

Self-Aware - People Management, Innovation, Leadership Ability, Communication Skills, and Financial Management

Overestimating -  People Management, Innovation, Leadership Ability, Communication Skills, and Financial Management

Understanding Underestimating your Abilities for 360-Degree Assessments

When somebody has underestimated their abilities, they are essentially giving themselves a lower score for whatever category is being measured compared to their colleagues’ score of them. At first glance, this may seem like a positive thing: “If my colleagues believe that I’m better than my self-assessed performance, then I must be doing pretty well!” This is partially true, but this article will shed light and provide examples of how underestimating your abilities can be an opportunity for improvement.

When my team and I at Ambition In Motion facilitate mentorship programs, we also include our 360-Degree Assessment (and its report) to each participant. We’ve found that our members use these insights to reveal the areas most in need of improvement. This has helped members identify the best course for professional growth and helps provide a major launching pad for helping them open up and be vulnerable in their mentor relationships.

The 5 core areas we measure in our 360-degree assessment are People Management, Innovation, Leadership Ability, Communication Skills, and Financial Management.

This article is one in a series of articles focused on why underestimating one's score on a 360-degree assessment report based on the 5 core areas listed in the paragraph above is not necessarily advantageous for one’s career.

Communication Skills

The ability to communicate effectively affects every interaction you have personally and professionally. When you make improvements to your communication skills, you are likely going to improve your skills in every other category measured by our 360-Degree Assessment. This is because when you underestimate your abilities with these skills, it is typically caused either by a lack of effective communication with your colleagues about what you are doing or by a lack of communication back about what your colleagues appreciate about your work. Communication is based on one’s ability to listen, trust that others are speaking openly and honestly with them, and understand what others are sharing before focusing on being understood.

If you gave yourself a lower score on your communication skills than your colleagues did, this could indicate a lack of trust, strong body cues for listening without retention, or a perceived lack of patience.

Lack of trust

The reason why underestimating your communication skills compared to your colleagues could indicate a lack of trust revolves around the question of trust: do you trust that others are speaking openly and honestly you? If you feel like others can’t be open and honest with you, but your colleagues feel that they can be, it is typically a sign that you don’t trust that you are getting the full information when you are speaking with your colleagues. The key is understanding why you might feel this way. Try to consider if you have a valid reason to not trust their honesty and you might just end up realizing that your assumptions are incorrect.
Strong listening body cues but a lack of retention

When it comes to non-verbal communication, some people have naturally great body language while others must work to ensure their body language fits the situation. As humans, the majority of what we perceive in the form of communication is via body language. We believe we are heard when we perceive the physical cues that the person is listening to. However, in some cases, people are great at giving physical cues that they are listening, whether or not they are paying attention at all. While naturally good body language is a gift, you might need to check that your internal response matches your external cues. By realizing when you are listening and when you aren’t, you can gain confidence in your communication abilities and know where you need improvements.

Perceived lack of patience

Some people are hyper-aware of their feelings and level of patience with other people. Some people feel that they are losing patience when communicating with their colleagues, but their colleagues aren’t perceiving it this way. Similar to having strong listening body cues, what others pick up from you is different than your perception of yourself. The difference is that when somebody feels like they are losing patience with somebody else, they are at least aware that they are losing patience – even if it isn’t perceived by the person somebody is speaking with.

A few solutions to help close the gap in one’s communication skills is to start practicing trusting your team. Try giving them responsibilities and information that you previously felt guarded about to start building trust. You can also deliberately practice reflective listening–meaning you mirror other people’s statements back to them and consider their words carefully before responding. Just by asking your team to share their concerns for their work and the upcoming hurdles they may face, you are growing mutual trust and practicing patience.

Counter-argument

The eternal counter-argument to this is “I just set the bar really high and I feel like I am not where I would like to be in this area.” If that is the case, then you are not effectively communicating your standards to those you work with. If your colleagues don’t know your standards, then they can’t properly assess your abilities in relation to those standards.  

Overall, the goal of a 360-degree assessment and report is to identify the gaps and blindspots one may have so then they can improve their performance. The goal is to be self-aware, thus enabling you to work towards excellence in each area. Underestimating your performance might feel good at first because it shows others think highly of you, but continually failing to meet your own expectations means that you risk burning out or losing engagement. So, try being honest with yourself and setting honest goals. Professional growth is a slow process that takes dedication, consistency, and honesty, but by following the path, we are all capable of becoming our best selves.

Sun 24 January 2021
The goal of a 360-degree assessment is to identify blind spots and vulnerabilities in your professional skillset. By getting feedback from your colleagues and comparing their perspectives to your self-assessment, you can get a deeper understanding of your work performance. 

There are generally 3 outcomes from a 360-degree assessment: 1) somebody has underestimated their abilities, 2) somebody has overestimated their abilities, or 3) somebody is self-aware about their abilities. There are ten other articles addressing the two other possible outcomes of a 360-Degree Assessment available here:

Self-Aware - People Management, Innovation, Leadership Ability, Communication Skills, and Financial Management

Overestimating -  People Management, Innovation, Leadership Ability, Communication Skills, and Financial Management

Understanding Underestimating your Abilities for 360-Degree Assessments

When somebody has underestimated their abilities, they are essentially giving themselves a lower score for whatever category is being measured compared to their colleagues’ score of them. At first glance, this may seem like a positive thing: “If my colleagues believe that I’m better than my self-assessed performance, then I must be doing pretty well!” This is partially true, but this article will shed light and provide examples of how underestimating your abilities can be an opportunity for improvement.

When my team and I at Ambition In Motion facilitate mentorship programs, we also include our 360-Degree Assessment (and its report) to each participant. We’ve found that our members use these insights to reveal the areas most in need of improvement. This has helped members identify the best course for professional growth and helps provide a major launching pad for helping them open up and be vulnerable in their mentor relationships.

The 5 core areas we measure in our 360-degree assessment are People Management, Innovation, Leadership Ability, Communication Skills, and Financial Management.

This article is one in a series of articles focused on why underestimating one's score on a 360-degree assessment report based on the 5 core areas listed in the paragraph above is not necessarily advantageous for one’s career.

Leadership Ability

Leadership ability is an important skill for any professional, regardless of whether you hold an official leadership position. Leadership ability is based on one’s ability to set proper expectations for their work and communicate those expectations clearly and effectively. Skilled leaders demonstrate their ability to motivate others towards a purpose that benefits everyone, their willingness to take accountability when things go wrong, and the modesty to give credit when things go right.
If you gave yourself a lower score than your colleagues on your leadership ability, that could indicate a lack of awareness for your own effects on the workplace or a lack of understanding of what is expected of great leaders compared to your own ability.

Lack of awareness

When seemingly great leaders (according to their colleagues) rate themselves lower than expected, they tend to do so because they are unsure which actions convey strong leadership in the eyes of their colleagues. To some, it’s the humble superhero sentiment of “anyone would have done what I did if they were in my shoes.” But the reality is that everyone has their own style when taking on the tasks that embody a leader and your colleagues seem to have noticed your abilities. 

Lack of understanding what is expected

The other major reason why somebody gives themselves a lower score on their leadership abilities compared to their colleagues is that they believe what is expected of them to be a leader is greater than the way they have performed up until this point. Similar to lack of awareness, typically this person doesn’t know what is expected from the leader and they tend to set the bar of what they believe a leader is way too high. They still fulfill the role of leader, but might not realize it. Or they think that they could be doing better and don’t give themselves enough credit. Similar to the dissatisfaction Michael Jordan had during the peak of his NBA career with his own game (and wanting to always make improvements), people in this category set an unattainable bar of leadership that is impossible to achieve.

There are several possible solutions to help close the gap in one’s leadership ability. The first is to contemplate and think about the possible reasons why your team considers you to be a strong leader. You might not give yourself credit for it, but your colleagues do! So, try learning to trust their judgment by considering what exactly your team sees that you don’t. You can also try creating a list of all of the times this past year where you stepped up and helped your team as a leader (even if you think anyone would have done it). You need to give yourself credit for the times you stepped up as a leader and try to create some form of celebration (no celebration is too small) for when you practice effective leadership and step up to the plate.

Counter-argument

The eternal counter-argument to this is “I just set the bar really high and I feel like I am not where I would like to be in this area.” If that is the case, then you are not effectively communicating your standards to those you work with. If your colleagues don’t know your standards, then they can’t properly assess your abilities in relation to those standards.  

Overall, the goal of a 360-degree assessment and report is to identify the gaps and blindspots one may have so then they can improve their performance. The goal is to be self-aware, thus enabling you to work towards excellence in each area. Underestimating your performance might feel good at first because it shows others think highly of you, but continually failing to meet your own expectations means that you risk burning out or losing engagement. So, try being honest with yourself and setting honest goals. Professional growth is a slow process that takes dedication, consistency, and honesty, but by following the path, we are all capable of becoming our best selves.

Sat 23 January 2021
The goal of a 360-degree assessment is to identify blind spots and vulnerabilities in your professional skillset. By getting feedback from your colleagues and comparing their perspectives to your self-assessment, you can get a deeper understanding of your work performance. 

There are generally 3 outcomes from a 360-degree assessment: 1) somebody has underestimated their abilities, 2) somebody has overestimated their abilities, or 3) somebody is self-aware about their abilities. There are ten other articles addressing the two other possible outcomes of a 360-Degree Assessment available here:

Self-Aware - People Management, Innovation, Leadership Ability, Communication Skills, and Financial Management

Overestimating -  People Management, Innovation, Leadership Ability, Communication Skills, and Financial Management

Understanding Underestimating your Abilities for 360-Degree Assessments

When somebody has underestimated their abilities, they are essentially giving themselves a lower score for whatever category is being measured compared to their colleagues’ score of them. At first glance, this may seem like a positive thing: “If my colleagues believe that I’m better than my self-assessed performance, then I must be doing pretty well!” This is partially true, but this article will shed light and provide examples of how underestimating your abilities can be an opportunity for improvement.

When my team and I at Ambition In Motion facilitate mentorship programs, we also include our 360-Degree Assessment (and its report) to each participant. We’ve found that our members use these insights to reveal the areas most in need of improvement. This has helped members identify the best course for professional growth and helps provide a major launching pad for helping them open up and be vulnerable in their mentor relationships.

The 5 core areas we measure in our 360-degree assessment are People Management, Innovation, Leadership Ability, Communication Skills, and Financial Management.

This article is one in a series of articles focused on why underestimating one's score on a 360-degree assessment report based on the 5 core areas listed in the paragraph above is not necessarily advantageous for one’s career.

Innovation

Innovation is a critical skill to possess in any working environment, even (and probably especially) if your role requires you to follow strict protocols and procedures. Innovation stretches across one’s willingness to pursue new activities or actions that can drive different results, ability to incorporate others in the innovation process, and propensity to challenge conventional thinking.

If you gave yourself a lower score on your ability to innovate than your colleagues then that could indicate a lack of confidence, a lack of communication, or lack of feedback.

Lack of confidence

When people rate themselves lower than their colleagues in their innovation, it might be because they feel that they just aren’t innovative. For example, one of the colleagues I worked with in the past frequently said things like “I’m not techy” and “I’m not innovative”. This left me a bit surprised because, from my perspective, her innovative approach to our workplace was self-evident! Before working with us, she was a stay-at-home mom who volunteered with multiple nonprofits and taught yoga, and in her mind, she just assumed that people like her weren’t innovative and that’s just how it goes. But that couldn’t be further from the truth. Shoot, the reason why our 360-degree assessments and associated reports have improved so much since we first started providing them is that she was willing to challenge the status quo, ask tough questions, and pursue useful solutions. The point is that oftentimes we underestimate our ability to innovate because we are conditioned to believe that our backstory or the role we are in isn’t conducive to innovation; this simply isn’t an accurate assessment of our own potential. If our colleagues believe we are innovative–more innovative than we believe ourselves to be–then clearly, we are doing something right and our colleagues see something in us that we may not see in ourselves.

Lack of communication/feedback

The other reason why people rate themselves lower than their colleagues in their innovation is because of a lack of good communication or feedback. Essentially, they simply have no idea that what they are doing is innovative, or that their work helping others in the business has led to consistent improvements. When people don’t have an understanding of why their actions were helpful to another person or a client, it can be difficult to comprehend whether or not one’s actions are innovative.

A few solutions to help close the gap in one’s innovation is to journal and write down all the new and different things you have tried over the past year (even if they didn’t work). You must give yourself credit just for trying because trying something new (even in failure) is an act of innovation. Give yourself permission to keep trying new things, even if you can’t fully predict their impact (and oftentimes no news is positive news!).

Counter-argument

The eternal counter-argument to this is “I just set the bar really high and I feel like I am not where I would like to be in this area.” If that is the case, then you are not effectively communicating your standards to those you work with. If your colleagues don’t know your standards, then they can’t properly assess your abilities in relation to those standards.  

Overall, the goal of a 360-degree assessment and report is to identify the gaps and blindspots one may have so then they can improve their performance. The goal is to be self-aware, thus enabling you to work towards excellence in each area. Underestimating your performance might feel good at first because it shows others think highly of you, but continually failing to meet your own expectations means that you risk burning out or losing engagement. So, try being honest with yourself and setting honest goals. Professional growth is a slow process that takes dedication, consistency, and honesty, but by following the path, we are all capable of becoming our best selves.

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