Blind Spots in Leadership: When the Mirror Is a Stranger
When I think about blind spots, personal oversight is usually what comes to mind. But lately it occurred to me that blind spots can also exist within relational challenges.
When we bring this up in conversation with others, it can feel hypercritical depending on how we approach the conversation. Being grounded in honest perspective is essential for advancing understanding.
In my work, I aim for a 360-degree view when discussing blind spots. That means gathering input from multiple angles—not just my own opinion. This approach helps shift the conversation from critique to clarity.
Three Moments that Brough This to Life:
1. The Line That Teaches
In customer service settings, especially when there’s a line, I’ve noticed how frustration builds. By the time someone reaches the front, impatience may already be visible. For some, forgetting that the person behind the counter is simply doing their job. I’ve seen the next person in line step up and try to soothe the tension left behind.
The blind spot? Not realizing how our stress or impatience can spill over and affect others, especially those just trying to help.
2. The Promotion Paradox
When I meet with rising leaders, many can clearly articulate areas they want to improve.
But what works at one level does not always translate seamlessly to the next. You might master your current role, but stepping into a boardroom or a high-stakes sales pitch demands a different presence—more clarity, less fluff, and a bias toward decisive action.
The blind spot? Assuming past success guarantees future effectiveness without adapting to new expectations.
3. Owning the Gap
Some of the most self-aware leaders I know are quick to admit what they don’t know, especially when it comes to technology or emerging markets. They don’t pretend. Instead, they surround themselves with trusted experts and maintain regular communication to stay informed.
The twist here? Acknowledging a blind spot can actually become a strength—a catalyst for building trust, reducing risk, and making better decisions.
This Week’s Ripple Effect
A Personal Moment:
A few weeks ago, I was traveling for a client meeting in a city I hadn’t visited before. After a long day of back-to-back sessions, I stopped by a local café to grab a quick bite. As I waited in line, I was preoccupied—checking emails, responding to texts, mentally reviewing the day. When I reached the counter, I placed my order without making eye contact or acknowledging the barista’s greeting. She paused, looked at me, and said, 'Rough day?' Her words caught me off guard. I realized I hadn’t even looked up.
In that moment, I saw my blind spot: being so absorbed in my own world that I failed to recognize the humanity in front of me. Her gentle question reminded me to be present, even in the smallest interactions. It was a humbling lesson in awareness.
Call to Action:
This week, consider:
Where might your blind spots be most visible to strangers?
What might they see that your closest colleagues don’t?
How can you invite feedback from unexpected places?
"Blind spots are the things we don’t know we don’t know and they’re often the most dangerous." – Unknown
Continue the Conversation:
