Know Your Blind Spots

This chapter focuses on blind spots, the qualities and behaviors that a manager brings to the workplace of which he or she is not aware. Three case studies are presented of managers who have both strengths and maladaptive work behaviors. Discussion follows about the potential impact of these blind spots before they are brought to the manager’s consciousness. Blind spots change over time, so managing them requires constant attention. Common interpersonal and workplace blind spots include those involved in the psychological contract around the themes of interpersonal predictability, psychological distance, dependency, change, and danger. Useful tools are presented, including the development of introspection, a personal perspective, and a work culture conducive to input from colleagues. While finding blind spots requires personal effort, courage, and determination, doing this psychological work will diminish their potentially destructive impact, will enhance the manager’s overall effectiveness, and will improve the workplace environment.