Mastering External Self-Awareness: The Key to Effective Stakeholder Management

Over the past two days, we’ve explored Tasha Eurich’s “Insight” and delved into internal self-awareness. Today, we’re shifting our focus to external self-awareness – a critical skill for navigating the complex web of relationships in municipal leadership. This concept bridges the Awareness and Cultivation aspects of my ABCs of Impactful Leadership framework.

Understanding External Self-Awareness

External self-awareness involves understanding how others view us – our behaviors, our decisions, and our impact. For city managers, this skill is invaluable in managing relationships with diverse stakeholders, from council members and department heads to community leaders and residents. It’s about seeing yourself through the eyes of others and using that insight to lead more effectively.

Key Takeaways for Municipal Leaders

1. Perception Management: Recognize that your actions are constantly interpreted by others, often in ways you might not expect. Being aware of how you’re perceived can help you communicate more effectively and build trust across different stakeholder groups.
2. Adaptive Communication: What works in a department head meeting may fall flat in a town hall setting. Tailor your communication style to different audiences, considering their perspectives, needs, and expectations.
3. Building Trust: Understanding how others perceive you is crucial in building and maintaining trust. It allows you to address concerns proactively and demonstrate that you value diverse viewpoints.
4. Conflict Resolution: External self-awareness can help you navigate conflicts more effectively by understanding different perspectives and finding common ground.

Implementing External Self-Awareness Practices

• 360-Degree Feedback: Regularly seek feedback from a diverse group of stakeholders. This could include council members, department heads, front-line employees, and community leaders. Remember, it takes humility to hear honest feedback, but the insights gained are invaluable.
• Active Listening: Practice active listening in meetings and public forums. Pay attention to non-verbal cues and underlying concerns. This not only provides valuable information but also shows respect for others’ viewpoints.
• Stakeholder Mapping: Create a stakeholder map to visualize the various groups you interact with and their perceptions of your leadership. This can help you identify areas where you need to build stronger relationships or change negative perceptions.
• Public Perception Surveys: Conduct regular surveys to gauge public perception of city leadership and services. Use this data to inform your communication strategies and policy decisions.
• “What” Questions in Conversations: Just as we use “what” questions for internal reflection, use them in your interactions with others. For example, “What do you think about this proposal?” or “What concerns do you have about this project?” This approach encourages more constructive and insightful dialogue.

By enhancing your external self-awareness, you can more effectively manage the complex web of relationships that define municipal leadership. This not only improves your communication and decision-making but also helps you cultivate a more responsive and trusted city government.

Balancing Internal and External Self-Awareness

While we’ve discussed internal and external self-awareness separately, it’s crucial to recognize that they work hand in hand. Internal self-awareness helps you understand your values and reactions, while external self-awareness helps you understand how those values and reactions impact others.

For example, you might value efficiency and quick decision-making (internal awareness), but your stakeholders might perceive this as rushing or not considering all perspectives (external awareness). Recognizing this dynamic allows you to adjust your approach – perhaps by clearly communicating your reasoning or building in more time for stakeholder input.

Remember, the goal isn’t to constantly change who you are based on others’ perceptions but to use these insights to lead more effectively and authentically.

In our next post, we’ll explore how self-awareness contributes to work-life integration in municipal leadership. We’ll discuss strategies for balancing the demands of your role with personal well-being, leveraging the self-awareness skills we’ve discussed to create a more sustainable approach to leadership.

I’m eager to hear your thoughts. How do you balance the diverse perspectives of your stakeholders with your own leadership style? Share your experiences in the comments on my LinkedIn page, and let’s continue learning from each other.

Don’t miss this week’s episode of The HaltingWinter Podcast, where I discuss practical strategies for enhancing external self-awareness in municipal leadership.

---

Seth Winterhalter is President of HaltingWinter Municipal Solutions, dedicated to making stronger cities through stronger leaders. Through executive coaching, consulting, and the Municipal Leadership Development Circle (MLDC), HaltingWinter helps city managers and municipal leaders transform their leadership impact and their organizational culture.