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4 Steps to Become More Self Aware

by | Dec 10, 2024 | Adaptability, Decision-making, Feelings, Recognition

4 steps to become more self aware

Self-awareness has been linked to increased creativity and confidence, better decision-making and communication, and improved self-control. 

Additionally, a 2022 study determined that self-awareness protected the working memory against the adverse effects of chronic stress. And research from 2015 showed the trait was of particular benefit in the workplace, finding that self-awareness was positively associated with job-related well-being and could be improved through training. 

Being in tune with yourself is especially important when it comes to your relationships with others. “By being self-aware, we may actually leave people feeling more comfortable, leading to a far more prosocial and healthier social environment,” clinical psychologist Ramani Durvasula told The Washington Post. “I actually think that self-awareness would change the world overnight if everyone could practice it.”

Big words. So how do you practice it? 

1. Ask the Right Questions

The distinction between being self-aware and being introspective is important to know. Though the terms are sometimes used interchangeably, they aren’t one in the same. Introspection is the examination of one’s own thoughts and feelings — and when done ineffectively can actually be detrimental. 

In Eurich’s research, she was surprised to find that people who introspected were less happy, more stressed, more depressed, more anxious, less in control of their lives, and less happy in their work. 

But understanding yourself does require looking inward and asking questions. To do so in an effective manner, focus on asking “what” instead of “why.” 

“The more we ask why, the more we ruminate,” Eurich explained at a National Institutes of Health seminar in 2019. “Instead of asking, ‘Why am I stressed?’ ask, ‘What alterable patterns can I find in my stress?’ Instead of asking, ‘Why am I unhappy?’ perhaps ask, ‘What upsetting situations can I avoid?’”

She continued: “‘Why’ questions draw us to our limitations; ‘what’ questions help us see potential. ‘Why’ questions can depress us and make us emotional. ‘What’ questions help us to be more logical and action-oriented … and help us move forward.”

2. Try Taking Personality Assessments

Another way to start seeing yourself more clearly is through the help of personality assessments. Similar to asking yourself questions, tests like these can reveal information about who you are and why you do the things you do.  

The iNLP Center offers 12 multiple choice questions that probe your level of self-awareness in 10 different areas and may inspire you to narrow in on opportunities for personal growth. Others you might consider are the Big Five personality test, 16 Personalities, and Project Implicit, which can help illuminate unconscious biases and associations.

These kinds of assessments are not meant to definitively tell you who you are, but to aid you in discovering that yourself. 

3. Hold a “Dinner of Truth”

What better way to learn about yourself than to ask the people who know you best?

It may sound utterly terrifying to poll your loved ones on how you can self-improve, but if you can pull through the initial anxiety and discomfort — and resist the natural inclination to respond defensively to their commentary — you’ll be doing yourself a great service. 

One way to do this is for those in your inner circle to provide general feedback about how you interact with them. Another (even more terrifying) method is referred to as a “Dinner of Truth.”

Recommended by Eurich, who borrows the concept from communications professor Josh Misner, a Dinner of Truth involves inviting someone with whom you’d like to improve your relationship to a meal, cocktail, or coffee, and asking them one specific question: “What do I do that is most annoying to you?”

“The first time I did this, my friend said, ‘I love you in person, but I hate you on social media,’” Eurich told PsychCentral. “It helped me to see things I hadn’t seen before, feel more empowered, and improve my relationship with this person. Any time we’re vulnerable with the people we love, we have a deeper connection.”

4. Reevaluate 

Per psychologist Tchiki Davis, founder of The Berkeley Well-Being Institute, self-awareness isn’t a static trait. So remember to continue checking in with yourself periodically. 

“Both ‘self’ and ‘awareness’ change over time,” Davis told Nice News. “In other words, what we believe to be the self or identity changes as we move through life. And, what our awareness focuses on changes as we move through life.” 

“Thus, self-awareness is an ever-evolving process and can mean very different things to people at different stages of development.” 

Source: Nice News

“We are not who we might have been or who we would like to be. We are exactly who we are.”
– Eric Maisel

Did you know this about disc?

DiSC is an assessment that aids with effective communication

DiSC Management

Management on Catalyst uses Everything DiSC to provide insights about an individual’s personal management style while also providing tips on how to improve the following management specific skillsets:

  1. Directing & delegating
  2. Creating a motivating environment
  3. Developing talent
  4. Managing up

Everything DiSC Management on Catalyst will guide managers with specific tips on how to perform these tasks with anyone on their team. The DiSC Management tips on Catalyst are unique because all of the information is personalized to the user. The insights provided are dynamically customized based on a user’s personality style.

5 Benefits of Team Building for Remote Teams

by | Aug 7, 2024 | Adaptability, Engagement, Leadership Development, Setting Expectations, Working from Home

5 Benefits of team building for remote teams

In today’s digital era, remote work has become standard, giving employees flexibility and autonomy. Yet, maintaining strong team bonds remains a challenge. At Aha! Leadership, we see team bonding as essential, not just a bonus, for our success. Here’s why:

1. Fostering Trust and Collaboration
Regular team bonding activities help build trust among team members. When trust is established, collaboration becomes seamless. Employees feel more comfortable sharing ideas, asking for help, and working together towards common goals.

2. Enhancing Communication
Team bonding events provide opportunities for open and relaxed communication. These interactions can break down barriers, making it easier for team members to connect on both professional and personal levels, ultimately improving day-to-day communication.

3. Boosting Morale and Engagement
Engaging in fun and meaningful activities can significantly boost team morale. When employees feel valued and connected, their engagement levels rise. Engaged employees are more productive, motivated, and committed to their work.

4. Promoting a Positive Work Culture
A strong team bond contributes to a positive and inclusive work culture. It fosters a sense of belonging and community, which is especially important in a remote work environment where physical interactions are limited.

5. Supporting Mental Well-Being
Remote work can sometimes feel isolating. Team bonding activities offer a much-needed break from the routine, providing mental and emotional support. It helps employees recharge and return to work with renewed energy and focus.

What are ways your team commits to nurturing connections?  Would enjoy hearing and learning from you!


Robyn Marcotte
Founder – Aha! Leadership

“Discipline is the bridge between goals and accomplishment”. 
– Jim Rohn

Did you know this about disc?

DiSC is an assessment that aids with effective communication

Agile EQ Edition

Everything DiSC Agile EQ doesn’t just measure a person’s EQ. It provides a foundation for improving EQ by focusing on observable behaviors that are measured by DiSC.
Agile EQ helps learners understand their emotional responses by using both the language of DiSC and a new concept called Mindsets. The Agile EQ Mindset map helps learners recognize what behaviors are associated with the different mindsets(below).

Leading With Empathy – Without Ignoring Execution

by | Jun 4, 2024 | Adaptability, Feelings, Respectful Workplace

Leading with empathy without ignoring execution

Yes, you can have it all: empathy and performance.

Leaders’ minds often toggle between focusing on business needs and tending to employees. Yet, there’s more overlap between leading with empathy and executing on goals than many of us realize. Leaders really can do both without one being at the expense of the other.

The value of leading with empathy:

The benefits of leading with empathy outweigh any misconceptions as to why a leader shouldn’t show empathy.

Showing empathy engages others. Engagement and performance are highly correlated. When engagement is higher, performance also tends to be higher.

Furthermore, empathy is a relational skill. When relatedness is stronger, the bonds of a team are stronger. The team can face complex challenges successfully when team members:

  • Truly “see” each other
  • Understand who has the capacity to take on more responsibility
  • Accept mutual accountability for team performance

Showing empathy when leading employees can be transformative for your team.

How to prioritize both empathy and execution:

Conversations are the simple key to balancing both empathy and execution because they’re the place where compassion and action converge – a formula for success.

When leaders are reacting to mountains of challenges, and the pressure to perform is high, it’s easy to skip conversations with team members and attempt to drive results via email and directives distributed at meetings.

This tendency seems like a direct path to the desired outcomes, but it also eliminates nearly all opportunities to:

  • Connect with team members
  • Uncover the challenges they are experiencing
  • Offer empathy and compassion to help them through

Typically, when leaders are feeling stressed about deliverables, they double down on managing tasks and cancel one-on-one meetings with team members. But there’s a better choice. When the pressure is on, meaningful, efficient one-on-one meetings are pure gold. Leaders may think they don’t have time to connect, but the missed opportunity cost can be significant. Connect with the team.

At their best, these conversations happen with a team member – rather than to them. They’re collaborative conversations about collective goals that explore how the manager and employee can solve problems together. It’s time to confirm “we’ve got this.”

How do you find time to have conversations with each employee when your days are jammed with other meetings and tasks? The answer can be simple: optimization. Master shorter, more intentional one-on-one meetings. A three-minute conversation can often change everything for the better.

Here are some tips for having short conversations that show empathy and drive performance:

  • Be fully present in the conversation. “See” the other person.
  • Help your employee define what the next successful step is.
  • Clarify any resources that are needed to perform well.
  • Offer recognition and instill confidence in their ability to be successful.
  • It really comes down to listening! Maintain a judgment-free space for your team member to share their current state.

If you’re looking for questions to start off the conversation, try some of the following:

  • Ask open-ended questions to learn what employees are thinking and feeling:
    • What are your plans?
    • What are your obstacles?
    • What is success for you?
    • What does the situation look like from your point of view?
  • Consider additional questions like:
    • How can we achieve “X” (a specific outcome) and help you navigate “Y” (the challenges of your workload, stress level, etc.)?
    • What resource would be most useful for you now, to help you perform well during this sprint?
    • What could you do today to recharge and prepare yourself for the challenges ahead this week?
    • What is your biggest challenge right now that is having an impact on your ability to perform at your best?
    • What elements of this challenge boost your energy? How can we configure the work to keep your energy level high through this next high-volume period?

When a leader invites open dialogue and seeks to understand a team member’s readiness to perform at their best, valuable information flows. Only then can you work together to co-create solutions that deliver results and address the team member’s needs. These are moments when trust can be fortified. Be ready to connect, listen and support.

Source: Insperity Staff, Insperity

“If you are asking how to create a more empathetic workplace, you’re already way ahead of everybody else”  
– Daniel Lubetzky

Did you know this about disc?

DiSC is an assessment that aids with effective communication

What Is Everything DiSC Work of Leaders?

Everything DiSC® Work of Leaders lays out a clear path for leaders at all levels to make the connection between their DiSC® style and real-world leadership demands.

It brings together best practices from 300 experts in over 150 organizations, the important work of the most prominent scholars, and over four years of additional research and development to provide participants with an actionable path toward more effective leadership.

Work of Leaders video

12 Tips to Communicate Better and Improve Business Results

by | Mar 26, 2024 | Adaptability, Communication, Influence, Recognition, Respectful Workplace

12 Tips for communicating better

Strong leader communicators know that when it’s effective, communication does much more than make people feel good. It is directly linked to business results.

In fact, good communication is inextricably linked to strong leadership. It inspires employees to commit their best effort by helping them understand the goals of the organization and how their individual efforts contribute to overall success.

Here are 12 tried and true ideas for communication that drives results:

1. Don’t settle for good…be great: Good communication gets the message out, and great communication connects the dots. Whether it’s in your detailed job description or not, your role is to connect the dots so others know what’s possible and their role in making it happen.

2. Build trust and credibility: Be visible and approachable, engage others openly, fully, and early on.

3. Set context and make information relevant: Remember to provide context and make information relevant so your audiences understand how they fit in and what it means to them. Provide job-related information so those you work with have the essential information they need to do their job effectively and/or make the best decisions.

4. Communicate with integrity: Tell the truth always and without exception.

5. Match your words and actions: Talk is cheap…especially when it comes to leaders and their ability to build and maintain trust. Just ask anyone (especially employees). At the end of the day, it’s actions and results that matter most.

6. Make time to communicate and make the most of that time: Set up regular face-to-face – this can be virtual – (or voice-to-voice) communication opportunities.

7. Be brief and brilliant: Be ready to get your point across in 15 seconds or less. Grab attention from the start and convince your listener what’s in it for them so they want to hear more.

8. Remember the basics, 5Ws and an H: This is the who, what, where, when, why and how. Keep in mind that adults usually process the “what”, then the “why.”

9. Use stories: The right anecdote can be worth a thousand theories or facts.

10. Check for understanding: Make sure your message is heard and really understood. Ask questions. Listen. Ask for a paraphrase.

11. Know your audience and what’s important to them: Understanding your audience is key to moving employees to action; the more you know about them, the better you’ll be able to persuade them.

12. Watch for information overload: Just because you say something doesn’t mean others hear and understand you. And isn’t that the whole point of communication – to create shared understanding and drive people to action? The answer is yes!

Source: David Grossman, The Grossman Group

“Excellent communication doesn’t just happen naturally.  It is a product of process, skill, climate, relationship and hard work
– Pat McMillan

Did you know this about disc?

DiSC is an assessment that aids with effective communication

With Conversation Starters on Catalyst, teams have an easy and fun way to tackle common challenges that hinder performance and move to tangible change. By combining DiSC with simple discussion guides, teams can talk about personality-based differences and how they affect group performance.
 You will:

  • Get to know each other faster
  • Communicate more clearly
  • Make better decisions together

 Getting started is easy!

  1. Visit the Your Groups feature on Catalyst
  2. Create and save a group with people in your organization
  3. Click into Conversation Starters and choose a topic

Leading Through Change: Your Guide to Successful Change Initiatives

by | Mar 13, 2024 | Adaptability, Change Management, Communication, Engagement, Influence, Recognition

Your guide to successful change initiatives

When leading through change, you must manage your team’s progress toward your goal as well as your employees’ attitudes throughout the experience.

Sometimes managing change calls for grace periods as your staff absorbs and understands a transition. Sometimes it calls for realism that’s not too sugarcoated. At all times, change calls for strong, consistent communication from the top of the organization before, during and after a change cycle.

What do your employees want to hear during change initiatives?

1. “Here’s what’s happening, and here’s why”

When you know a change is coming, share the news with your employees as soon as possible. This initial communication, where you articulate the need for change in your organization, initiates the change cycle.

Your employees may go on to experience:

  1. Shock
  2. Denial
  3. Frustration
  4. Depression
  5. Experimentation
  6. Decision-making
  7. Integration

To soften the initial news, make the big picture clear, shedding as much light on the situation as you can. Explain why the change is important to your organization and how it will affect your company in a positive way.

The sooner your employees hear from you when change is coming, the more time they have to process it. And the better they understand the reasons behind a change, the easier it will be for them to get on board.

2. “Here’s how this is going to benefit you”

Don’t stop after you’ve explained how a change will benefit your business, even if you receive more support than resistance. Your employees may not articulate it, but they will probably be wondering: What’s in it for me?

You can gain your employees’ trust by anticipating these natural concerns. Consider how each group and individual will profit from the change. How will it make their work lives better? Be ready to point to these benefits when speaking with your employees. Look for ways to make the changes matter to them on an individual level.

3. “Here’s our goal”

Are you excited about what your organization will look like on the other side of this change? Invite your employees to envision it with you. Share your chief goal for the future, and reference it often.

Each person must decide to push through the discomfort that change requires – it will take some employees longer than others – and join you in working toward a new goal. Having a clear target can keep your team unified and encouraged even as they process and adapt to change at different speeds.

4. “I don’t have all the answers, but let’s talk through this”

You’ll speak openly. You’ll speak clearly. You’ll speak confidently. But will you speak vulnerably? And will you ask your employees to share their thoughts, too?

To lead through change well, you should strive for openness. Be transparent addressing the questions you don’t have answers to. Make sure your team is comfortable sharing their thoughts and questions.

If successful, you’ll appear more genuine and trustworthy. Transparent leadership, coupled with the opportunity to share opinions, gives your employees a greater sense of control over the situation, too. The result? Staff who are more likely to feel they’re making changes with you, rather than feeling that something is happening to them.

5. “Let’s strategize together”

Once your employees have asked their initial questions and shared opinions on the change, it’s time to include them in the transition. Asking for their ideas again – after they’ve had time to process a change – helps further. That’s because your employees are more likely to become invested and collaborative if they get the opportunity to think strategically and offer valuable input.

6. “Tell me how you’re feeling through this”

Check in on your people at various points in the change cycle. Remember, no two employees are alike in their pace of processing change. Someone who seemed open to the idea early on may struggle later, in the middle of the actual changes. That’s why it’s important to keep checking in, especially if you notice disheartened attitudes.

You can reach out to your whole group during team meetings and to individuals who seem to need it most during one-on-ones.

Dig deeper in these conversations by asking:

  • Are you experiencing any roadblocks?
  • How can I help you through this?

Mention any resources your organization provides that could help manage their stress and change fatigue, such as an employee assistance program.

7. “It’s time to join us”

Leaders sometimes run into an individual who won’t accept change and begins to take a disruptive stance against it. If a negative attitude becomes a performance issue, it may be time for a difficult conversation where you insist the employee finds a way to adjust and come along with the rest of the team.

Occasionally, the best choice for everyone might be for the employee to switch teams or otherwise part ways. But hopefully, you can avoid this outcome and even these conversations by leading and communicating well from the outset.

8. “We’ve gotten this far today”

Celebrate small achievements as your team works to adjust to or implement a change. Notice what has gone well, and bring their attention to it. Show gratitude for your team’s efforts and positivity.

Words of affirmation alone can lift employee spirits; allowing them to break for the day a few hours early or giving another small reward can show that you’re truly thankful for their contributions.

9. “Well done”

Affirm efforts along the way and celebrate in a big way when your team has brought you through an important change. Rewards could include public recognition, time off, extra help and more. The key to meaningful recognition is understanding what matters most to your team and giving them something that’s important to them.

Be gracious toward yourself, too

To have the emotional energy needed to take care of employees during seasons of change, leaders can’t neglect themselves in the process. Know your personal support system and reach out when your energy or enthusiasm wanes.

Keep reminding employees about how the changes will positively affect them, and show respect for each person’s unique response to the situation.

Source: Michelle Kankousky, Insperity

“Old ways won’t open new doors.” 
– Unknown

Did you know this about disc?

DiSC is an assessment that aids with effective communication

Applications
Catalyst offers a range of DiSC application content- including Workplace, Agile EQ, and Management- designed to help learners develop the social and emotional know-how for more effective interactions at work.

5 Essential Tips for Managing Poor Performance

by | Jan 5, 2024 | Adaptability, Change Management, Communication, Recognition

5 essential tips for managing poor performance

While it may seem daunting and time-consuming, addressing poor performance is critical for building a high-performing team. Not only that, terminating an employee without proper consideration or due diligence can be a risky move for your business.

Recruiting, hiring, onboarding and training a new employee can be costly — and letting go of personnel is rarely easy for managers. It’s generally advisable to give employees plenty of time to improve while also providing the tools they need to grow. The goal is to get your employee to meet expectations instead of having to start over. That extra effort may prove fruitful, especially if the employee transforms their behavior.

1. Clearly communicate expectations

For every job, there should be a clear, detailed job description. If you don’t have anything formalized, you should start with outlining the functions and responsibilities of each role. You should also know what it takes for employees to be successful in each role, and it’s essential that your employees know this, too.

Don’t assume your employees can read your mind. Newly hired employees often have their own perspectives on expectations and standards, which don’t always align with what their new boss has in mind. Clearly defining each job makes it easier for them to understand what their new role requires of them – and to pinpoint and correct any problems.

Similarly, your progressive discipline policy should already be established and documented, outlining how discipline will take place should you need to go there. This helps ensure every issue is handled consistently and fairly.

2. Be a good coach

Rather than seeking to discipline them, aim to coach your employees, both new and existing, on a regular basis. This consists of giving informal feedback on what they’re doing right as well as what they need to improve. Think of a football coach: He gives praise for a good pass or a solid tackle, but he doesn’t hesitate to point out the missed catches and holes in the defense.

Without this feedback, you can’t expect your employees to know when they’re underperforming, until it’s too late and their poor performance has turned into a serious issue.

3. Write it down

Documentation is key. If you don’t write something down, it can be argued that it didn’t happen. Even informal conversations written in a notebook can be helpful and count toward documentation.

You’re probably thinking: Documentation takes time. Time you don’t have. That is understandable, however, writing things down will help should you have to defend any decisions down the road.

Here are some examples of important communications to collect:

  • Electronic communications
  • Phone conversations
  • One-on-one chats
  • Unprofessional or subpar behavior in group settings
  • Feedback and complaints from co-workers, managers or clients

4. Consider a performance improvement plan

Let’s say you’ve provided ongoing coaching, but you’re not seeing improvement, or you see some major concerns with performance that coaching has failed to improve. This would be a good time to develop a performance improvement plan (PIP).

Performance Improvement plans aren’t typically used for behavior issues or policy violations, but, rather, should be implemented to bridge a skills gap or point out where development is necessary. A PIP should articulate specifically what the problem areas are and give detailed goals for what the employee must do to correct these.

Here’s an example of a PIP:

“Sally Brown has been submitting reports with numerous grammatical, spelling and technical errors. As an effort to help her improve, within the next 30 days, Sally needs to complete Business Writing 101 as well as utilize grammar and spell-checking tools before submitting reports. Technical data should be reviewed by the engineering department. We will meet again next Tuesday to review progress.”

The timeline given for improvements should be reasonable. Some deficiencies are quicker to fix than others.

Finally, make sure your employee signs an acknowledgement form to confirm that they understand what’s expected of them.

5. Initiate Progressive Discipline

In situations where a policy is being violated, progressive discipline might be the better way to go. Use this option to address things such as attendance, communication and other behavioral issues. Progressive discipline generally starts with a verbal counseling, followed by written counseling, and then, depending on the situation, a final written warning or a suspension before moving to termination.

Here’s an example of how to word an attendance-focused counseling:

“Joe Smith has been late every Monday since the beginning of the year. Joe must arrive at work before the start of each work shift and clock in on or before his start time. He must promptly return from scheduled break times and work until the end of each shift. Improvement needs to be immediate, marked and sustained. Failure to improve punctuality issues and work all scheduled shifts in their entirety could result in discipline up to and including termination.”

If you conduct verbal counseling, send a follow-up email to your employee to document the conversation. The employee’s signature would not be required at this time, but it doesn’t hurt to obtain confirmation.

Written counseling is similar to the PIP in that it should clearly outline areas that the employee needs to correct. Again, in writing, detail specifically what you have observed that needs to improve and how this should be accomplished.

In addition, the written counseling document should make clear that improvement needs to be immediate marked and sustained.

Employees should sign this form after you’ve discussed it with them. This doesn’t mean they have to agree with what you’ve documented; their signature simply indicates that they’ve received the counseling statement.

Source: Dawn Motsiff, Insperity

“I learned to always take on things I’d never done before. Growth and comfort do not coexist” 
– Ginni Rometty

Did you know this about disc?

DiSC is an assessment that aids with effective communication