During my 10 years at Google as a VP, there were weeks when I waited up to 40 hours for a job interview. To make things easier, I always have the skills I look for in previous candidates: self-awareness.
Of course, your experience and skills are important, but they can be learned. And when a person knows himself, he is more motivated to learn because he is honestin what he needs to do. They also have better relationships with colleagues and managers.
Plus, it’s a rare trait: Research shows that while 95% of people think they know, only 10% to 15% actually do.
How I check self-awareness
I always watch for two words: Too much “I” is a red flag that you may not be humble or collaborative. Too often “we” can disguise what role we play in the situation. There needs to be a balance.
I usually learn something open when I ask about a certain role. A positive answer is: “This is my idea, but credit goes to the whole team.”
I also asked how his friends would describe him. If they only say nice things, I investigate what constructive feedback they receive.
Then I would say, “And what have you done to improve?” to check their orientation towards learning and self-improvement, and to see if they have taken their advice to heart.
Self-awareness evaluation
If you don’t know yourself, how do you know? Here are some warning signs:
- You constantly get feedback that you don’t agree with. This does not mean that the feedback is correct, but it does mean that the way others perceive you is different from the way you perceive yourself.
- You often feel frustrated and annoyed when you disagree with your team’s direction or decisions.
- You feel weak at the end of the workday and can’t figure out why.
- You can’t describe what kind of work you do and don’t like to do.
How to build self-awareness
Knowing yourself better is about knowing why you work the way you do, and what you can contribute to your team:
1. Know your worth.
Knowing what is important to you, what energizes you, and what drains you will help you understand how to work.
With this insight, you will be able to express your values and realize that they are not compatible with each other, or with the values of others.
2. Identify your work style.
Spend a few weeks writing down the times when you feel like reaching a new high in your project or hitting a new low. You will start to see a pattern.
If you have trouble trusting your own instincts, ask someone you respect: “When have you seen me do my best and worst work?”
3. Analyze your skills and abilities.
In an interview setting, you should be able to talk confidently about your strengths and weaknesses.
To gain a more tactical sense of self-awareness, ask yourself two questions:
- Can you do well? What skills do you have, and do you need to build them?
- What are your abilities? What have you experienced, and what skills have you acquired over time?
“I ask myself: If I start again today, can I do it differently? Did I make a mistake? Can I improve tomorrow? Sometimes I write down something important,” he said. “But for the most part, the thought is enough.”
Claire Hughes Johnson as an advisor to stripeauthor of “Scale Man,” and a lecturer in Harvard Business School. Previously, he was Stripe’s Chief Operating Officer, and spent 10 years at Google, where he oversaw aspects of Gmail, Google Apps, and consumer operations. Claire is also a trustee and current board president Milton Academy. Follow him Twitter.
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