The Superpower of Self-Awareness

A vibrant eye reflecting a network of connections, symbolizing self-awareness and adaptability in disruptive times. AI-generated.

3 pillars of effective behaviour change in disruptive times

The speed of change is not a temporary phenomenon. It is the new normal. Globalisation, digital transformation and artificial intelligence are radically changing markets, business models and expectations of leadership. Those who lead today must not only be professionally competent: the ability to reflect at any time on one’s own thinking, feeling and behaviour increasingly determines professional effectiveness and entrepreneurial success. Experts often call this ability “self-awareness”. And it is, as newer research shows, both rare and powerful.

A paradox: highly valued – rarely present

Tasha Eurich, organisational psychologist and author, summarises the results of extensive studies as follows: About 95% of people believe they are self-aware; in reality, deeper understanding of one’s own impact on others applies to only around 10–15%. This result has enormous consequences: Professionals and leaders who overestimate their impact often make decisions that miss the reality of their teams or markets – with consequences for motivation, retention and performance.The problem is not only individual inability. It is a systemic failure: organisations often measure performance and output, but rarely perception, impact and internal representations. Those who want to succeed in disruptive times, however, need both: fast adaptability at the level of processes and deep clarity about their own role and impact, communication as well as decision logic.

Why self-awareness is strategically significant

Three reasons why self-awareness is becoming a strategic resource for modern organisations:

1. Decision quality increases. Those who know their own bias set reduce misjudgements and make decisions with higher accuracy. Self-awareness reduces unconscious reactions stemming from uncertainty and promotes data-oriented, reflective action.

   
   

2. Relationships work better. Leadership is relationship work. Self-awareness improves empathy and enables targeted communication that builds trust – a central lever in times when willingness to change and cooperation are indispensable.

   
   

3. Scalable change becomes possible. Change begins with individual insights. Through systematic processes – such as 360° feedback, targeted coaching and incentive design – we scale these insights and anchor them across the team and organisation. Numerous studies show that the positive effect of multisource feedback on development and leadership only occurs when it is actively linked with follow-up processes such as coaching and goal setting.

   
   

Why self-awareness often fails in organisations

Despite its importance, self-awareness is not a given. It fails for three reasons that are frequently observed.

2.1 The ego-defence trap

People protect their self-image. Feedback often threatens identity.The consequence: employees and leaders push away unwanted feedback, interpret it as a personal attack, or discredit the source.

2.2 The no-time trap

Self-reflection requires calm, focus and structure. Exactly that is missing under time pressure.Many leaders spend too much time operationally and too little strategically – and therefore also too little reflectively.

2.3 The overestimation trap

According to the better-than-average effect, 80% of people rate their competences as above average. A dangerous bias – especially in leadership.

The three pillars of effective behaviour change

Behaviour change is difficult because as humans we do not reach new behaviour through insight alone. Albert Bandura describes in his social cognitive theory that behaviour is conditioned by a dynamic interplay of behaviour itself, cognitions/emotions and environment. Those who address only one pillar rarely achieve lasting effects. The model below is practice-oriented and scientifically grounded.

Pillar 1: Behaviour – concrete, measurable, repeatable

Behaviour change begins with clear, observable actions. General intentions (“I want to be a better leader”) are useless without operationalisation.

Tools and principles:

• Concrete goal setting: Formulate a concrete behaviour (e.g. “Two one-to-ones per month with each employee to discuss development”).

  
  

• Measurability: Implement simple metrics (execution rate, duration, documented development goals).

  
  

• Risk-free test environment: Pilot new behaviours in protected settings (e.g. start with one-to-ones instead of going directly into annual reviews).

  
  

• Mechanics: Habit stacking and implementation intentions: habit stacking (linking a new habit directly to an existing one) and implementation intentions (if-then plans) increase the likelihood that new behaviour is retrieved under pressure. Studies show that implementation intentions significantly improve goal achievement.

Practical example: Instead of “giving more feedback”, a leader sets the goal of delegating at least one task per month to each employee and giving him/her feedback on it. The rule is scheduled, documented and evaluated after 8 weeks.

Pillar 2: Cognition & emotion – internal management

Thoughts, narratives and emotions control behaviour. Under stress we tend to fall back into old patterns.

• If-then plans: They are a method from motivation research to achieve goals more effectively by linking a concrete situation (“if”) with a desired action (“then”). Through this structure the situation becomes the trigger for the behaviour, which facilitates implementation and automates the goal process. They help to change habits, resist distractions and improve self-control by providing a concrete response to a specific “if”.

  
  

• Reflection routines: Setbacks and failures are unavoidable components of any change process. They are not mistakes, but data points.

  The following 4-point checklist transforms emotional brooding into targeted action strategies:

  1. Observation: What exactly happened (facts)?

  2. Analysis: Why did I act or react the way I did in this situation?

  3. Insight: What did I learn from this experience about myself or the process?

  4. Action: Which specific new approach will I now implement to prevent this relapse in the future?

  
  

• Self-compassion and growth mindset: Growth mindset is the belief that abilities are developable. It drives us to accept challenges and see mistakes as learning opportunities. Self-compassion enables us to meet ourselves with kindness and acceptance during setbacks. Together they form a cycle: the growth mindset provides the motivation for change; self-compassion provides the emotional resilience to process setbacks and continue progressing.

Pillar 3: Environment – the architectures of action

Environmental factors decisively determine whether new behaviour is reinforced or prevented. Through our conscious design and perception we determine whether these factors become our ally or the saboteur of change.

Here are the central levers for successful implementation:

• Implementation partner: An external partner accelerates change by taking on the role of accountability holder. This ensures consistent implementation and progress. Studies confirm the significantly positive effects of this external commitment on goal achievement.

  
  

• Social environment: The establishment of new behaviours depends directly on the role model function of leadership. Through consistently modelling the new standards and immediate reinforcement (positive reinforcement, recognition), the desired behaviour becomes anchored in the social norm.

  
  

• Physical environment: The design of the immediate environment is decisive to minimise friction in implementation. We use the path of least resistance by making the new behaviour easy and the old behaviour difficult. Visual or acoustic cues (e.g.) help trigger the new behaviour.

  
  

Concrete examples: For instance, a post-it on the monitor with the new decision rule can serve as a visual reminder of the new process. Or switching the mobile phone to offline mode during focused work phases to avoid distraction.

Limits and risks: a critical classification

Self-awareness is not a cure-all.There are limits:

• Unsuitable feedback sources

• Political distortions in organisations

• Lack of data quality

• Overload due to too much reflection

• Lack of structure in leadership programmes

Organisations must therefore critically examine:

• Who gives feedback?

• Which data are validated?

• What psychological safety exists?

Summary

Self-awareness is the “superpower” for leadership in disruptive times: it increases decision quality, strengthens relationships and enables scalable change. Scientific findings show that sustainable behaviour change only succeeds when behaviour, cognition and environment are addressed simultaneously. Practical levers are 360° feedback with systematic follow-up, implementation intentions, habit stacking and a clear, iterative implementation plan.

About the author

Dominique Giger, MSc (ETH Zurich), is a transformation expert, coach and speaker. She combines a technical background (computer science) with neuroscience and systemic coaching. Dominique supports leaders and teams in developing brain-friendly leadership, resilient performance culture and sustainable change.

List of references (selection)

The following sources underpin the findings cited in the article and provide entry points for deeper exploration.

1. Eurich, T. (2018). What Self-Awareness Really Is (and How to Cultivate It). Harvard Business Review.

2. Eurich, T. (research summary). Self-Awareness research summary – results: approx. 95% vs. 10–15% (Eurich’s research program).

3. Bandura, A. (1986). Social Foundations of Thought and Action: A Social Cognitive Theory. (Foundational work on social cognitive theory).

4. Gollwitzer, P. M.; Sheeran, P. (2006). Implementation Intentions and Goal Achievement: A Meta-Analysis. Advances in Experimental Social Psychology.

5. Meta-analyses and studies on 360° feedback: multisource feedback can improve leadership effects, especially in combination with follow-up (coaching, development plans). Examples: studies and reviews in Personnel Psychology and more recent longitudinal studies.

6. Quote/paraphrase: Alvin Toffler – “The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.” (Context on adaptive learning ability).