​Adam Grant, in a recent Atlantic article, says it best: “People Don’t Actually Know Themselves Very Well.” Do you agree? He argues that your coworkers are much better at rating aspects of your personality than you are. Studying thousands of people at work show that coworkers are more than twice as accurate when asked to assess how stable, dependable, friendly, outgoing and curious you are. In this workshop, we will give you an opportunity to solicit feedback in advance of the workshop, reflect on feedback you’ve received, and provide a safe and confidential environment to explore your blind spots. Those blind spots may be related to the way you see yourself as a manager or leader or perhaps how you think about intergenerational differences. We’ll discuss the importance of self-awareness and provide some tools to help you integrate new knowledge about yourself in practical ways at work.

1. BLINDSPOTS: THE ART OF SELF AWARENESS
Asking for Feedback
1. Be emotionally available for feedback: Remember that any feedback you receive is someone
else’s perception – Do your best to take it in, without being defensive.
2. Choose an ideal time to ask for feedback: Ascertain the best moment to ask for feedback.
What mood are they in? Do they have time to be thoughtful about feedback? How much do they
know about your work and how vested are they in your personal growth?
3. Offer your own observations first: Create an environment where the individual giving
feedback feels a sense of safety.
4. Ask for concrete examples: Ask for examples of behavior you have exhibited and what the
impact has been on your work and theirs. The people you are asking for feedback might not
know how to give feedback and you might need to provide them with some structure.
5. Give yourself time to process: You might not agree with the feedback that is shared with you;
reflect on what you’ve learned and decide whether it’s worthwhile for you to act on it, or not.
I Statement + Exploratory Conversations + Requests/Agreements
(When you…I feel…because… my need is…)
Giving Feedback
1. Ask for permission: People need to be available to take in feedback; if they aren’t interested
and aren’t capable to taking in the feedback, then it’s not the right moment.
2. Validate people’s value to your team/the org: Explain why you’re giving feedback – help
individuals understand how/why you’re invested in their future. Show that you personally care.
3. Level the playing field (if it feels appropriate): Share your own vulnerabilities and
demonstrate how feedback has helped you.
4. Avoid the Compliment Sandwich: Know that people brace themselves for negative feedback.
Create an environment to have an open and honest conversation.
5. Be concrete with your examples: Avoid subtleties and vague statements that aren’t grounded
in behavior you’ve seen or that aren’t directly tied to your work.
About Raffa’s Leadership Development Offering
We recognize two critical factors that organizations must have in place to make their desired impact: strong
leadership and effective back office infrastructure. At Raffa, we uniquely offer expert guidance in both. Our approach
to leadership development incorporates the best of what Raffa has to offer. We help executives and other leaders
build their self-awareness as they become authentic leaderships driven by mission and purpose. We tailor
leadership trainings/workshops, executive round tables and leadership development programs for executives at
nonprofit and social sector organizations. This may include a 360 leadership assessment, 1:1 executive/leadership
coaching, and peer learning.