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Ten separate research investigations. Nearly 5,000 participants. All to examine self-awareness: what it is, what it isn’t, why we need it, and how we can increase it.

In What Self-Awareness Is (And How to Cultivate It) author and Harvard Business Review contributor Tasha Eurich writes of her large-scale study with details of the seven factor, multi-rater assessment she and her team developed and validated to explore the relationship between self-awareness and key factors such as job satisfaction, empathy, happiness, and stress. She shares the surprising roadblocks, myths, and truths we hold, and findings about how rare this quality actually is: although most people believe they are self-aware, only 10-15% of people studied actually fit the criteria.

Eurich’s research and findings will fascinate and add rich insight into the relationship between self-awareness and leadership for all of us dedicated to helping and nurturing aspiring leaders. In fact, consider the article’s concluding thoughts: “Leaders who focus on building both internal and external self-awareness, who seek honest feedback from loving critics, and who ask what instead of why can learn to see themselves more clearly—and reap the many rewards that increased self-knowledge delivers.” These are findings that correlate directly to LPI® data:



Leaders who are committed to self-reflection and self-awareness willingly seek feedback. They ask what instead of why. And they continually look for ways to engage in learning—for themselves and all those around them. Learn more in the 6th edition of The Leadership Challenge.

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