That’s a great question — and one of the most common. The Blindspotting Assessment was designed specifically to address this paradox. While it uses a self-inputted adjective checklist, the scoring algorithm is complex and intentionally built to correct for the natural distortions of self-perception. In other words, even though you may not fully “see” your blindspots, the structure of the test helps reveal them through patterns in your responses.

The assessment’s design includes multiple research-based protections against these biases:

• To address acquiescence (the tendency to agree with everything):

• Participants can check as many adjectives as they want — because acquiescence itself can reflect a personality trait.
• Researchers analyzed how many adjectives each person checked and grouped participants into similar “amount-checked” categories.
• Within each group, raw scores were converted into standard scores, which reduced the influence of acquiescence on the final results to nearly zero.

• To address social desirability (the tendency to choose “nice” words):

• Participants rated all 300 adjectives on a 1–7 scale of social desirability. Results showed strong agreement about which words were seen as more or less desirable.
• Researchers compared these ratings with participants’ actual word choices and confirmed that people do tend to select more socially desirable words.
• However, further testing with Edwards’s Social Desirability Scale showed very low correlations with the final scores — lower than most self-report assessments.

Yes. Some positive adjectives actually lower scores on certain scales, while some negative ones raise them on others. This intentional mixing of “good” and “bad” words makes it extremely difficult to manipulate or “game” the results.

Cultural backgrounds influence perceptions and responses to feedback. Understanding these differences is essential for fostering effective communication and inclusivity within teams.

Leaders can adopt a "train the trainer" model, where they are trained to facilitate discussions about blindspots within their teams, promoting collective growth and awareness.

While many traits are relatively fixed, individuals can still make behavioral changes. Focusing on awareness and making small adjustments can improve interactions and effectiveness.

Organizations can ask specific questions about team members' motivations and interests, as well as observe who brings innovative ideas to discussions. Valuing diverse perspectives is crucial in decision-making.

Creating a safe environment for feedback is essential. Using structured assessments to gather insights and understanding the intent behind feedback is crucial for accurate interpretation.

Assessment results can facilitate team discussions about blindspots, improve communication, and enhance overall team dynamics. Leaders should integrate these insights into their organizational culture.

Start with training sessions to introduce concepts of self-awareness, blindspots, and emotional intelligence. A structured approach that includes discussions, exercises, and follow-up sessions is recommended to reinforce learning.

Interactive workshops that encourage team members to engage in discussions about their experiences and challenges are important. Using real-life scenarios and role-playing exercises can facilitate deeper understanding and application.

Leaders should model vulnerability and openness, sharing their own blindspots and experience. Creating an environment where feedback is welcomed and valued, along with regular check-ins and open-door policies, can help build psychological safety.

Tracking specific behaviors and outcomes, such as team engagement scores, feedback from 360-degree reviews, and individual performance metrics, can be useful. Regular assessments and reflections on team interactions can provide insights into the effectiveness of implemented changes.

Leaders should actively demonstrate self-awareness by acknowledging their own blindspots and sharing their personal development journeys. This transparency encourages team members to engage in similar practices and fosters a culture of continuous improvement.

A gradual approach to introducing the concepts is recommended, starting with informal discussions before formal training. Emphasizing the benefits of self-awareness and personal development, along with providing support and resources, can help alleviate resistance.

Start with what resonates with you; follow your instincts. The book provides insights and exercises to help identify blindspots. You can begin anywhere that feels relevant and work from there.

Yes, being misunderstood repeatedly can indicate a blindspot. It suggests that there may be a disconnect between how you perceive yourself and how others perceive you.

While there isn't a specific blindspot that is more common than others, identity blindspots often occur during transitions between roles. Awareness of these transitions is crucial for managing blindspots effectively.

Risks include the possibility of realizing that the new role is not a good fit. It's important to conduct a risk audit during this transition to identify potential challenges and ensure alignment with the new responsibilities.

Blindspots may not completely disappear, but they can become less impactful as you develop new behaviors and strategies to manage them. Continuous self-awareness and adaptation are key.

The duration of the transition isn't as important as the process of awareness and preparation. It's essential to start thinking about your new identity and how it aligns with your role as soon as possible.

Acknowledge the blindspot and create an action plan to address it. This may involve seeking feedback from others, adjusting your behavior, and being proactive in your development.

It is important to seek feedback from others. Utilizing 360-degree assessments can help gather insights from colleagues about how they perceive you. Understanding others' perspectives is crucial for enhancing self-awareness.

Transitioning roles often involves a sense of loss and grief for previous responsibilities. It can be helpful to take a blank sheet of paper to outline the expectations of the new role and identify which aspects of the previous role need to be let go.

Be mindful of cultural contexts and adjust your leadership style accordingly. Engaging in discussions with team members to understand their perspectives and being flexible in your communication style is essential.

Understanding team dynamics is crucial. Recognize when to prioritize relationship-building over immediate strategic goals. Being adaptable and responsive to the needs of your team will help you maintain this balance.

Blindspots aren’t problems to “fix” — they’re patterns to recognize and manage. Most people carry the same core blindspots throughout their lives, but the key is learning to notice when they surface and minimize their impact. The real skill isn’t eliminating them; it’s developing the awareness to catch yourself in the moment and adjust your behavior. Coaching and peer accountability are powerful tools for this — others can help you spot recurring patterns that you might overlook. The goal isn’t total transformation but consistent progress — those small, intentional improvements that make you more effective and self-aware over time.

Yes — the assessment measures how you show up rather than fixed personality traits, so results can shift depending on your environment, such as starting a new job, changing roles, or experiencing significant life transitions. These changes don’t reflect inconsistency but rather growth, adaptation, and context.

Birth order may influence patterns of behavior, but it’s more important to focus on personal formative experiences. Exploring who influenced you—such as parents, teachers, or mentors—can reveal deeper behavioral patterns.

Blindspots are always contextual — they show up differently depending on your environment. A behavior that was once seen as a strength under one manager or team might become a liability in a new setting. The key is recognizing that context matters. You don’t need to change who you are, but you may need to adjust how you show up. For example, if persistence once helped you drive results, that same persistence might come across as inflexibility with a new leader. Instead of pushing harder, try shifting your approach — ask a question like, “Is that still the right goal for us?” These small, intentional tweaks in behavior can create powerful ripple effects. The real work is noticing when what once worked no longer does and having the self-awareness to adapt in the moment.

There’s no formal “test” for self-awareness, but you can learn a great deal by observing how someone reflects on their experiences. Ask open-ended questions that invite genuine introspection, such as:

• “How self-aware are you?”

• “Can you share a time when you realized you needed to change how you led?”

• “When have you recognized that you were too something — too decisive, too accommodating — and how did you handle it?”

The key isn’t the specific content of their answer, but the quality of their reflection. A defensive or superficial response may suggest limited self-awareness, while someone who pauses, considers, and responds with curiosity demonstrates humility and openness. That willingness to examine oneself — to reflect without judgment — is the essence of true self-awareness.

The assessment actually identifies multiple potential blindspots, but we focus on the strongest one to make the process more practical and actionable. When people are presented with too many areas to work on, their attention becomes scattered. By concentrating on a single, meaningful behavioral shift, real change becomes possible. This approach mirrors effective coaching — focus on one thing, do it well, and let the impact ripple outward. Because blindspots are interconnected, improving awareness in one area often leads to growth in others. It’s like strength training: when you strengthen one core muscle, your overall stability and performance improve.

Absolutely. Blindspots don’t just exist at the individual level — they can emerge collectively within teams, departments, or entire organizations. These cultural blindspots are shared habits or assumptions that limit effectiveness. For example, start-ups often wrestle with overconfidence and a relentless pace that can lead to burnout or missed details. Bureaucratic organizations, on the other hand, may fall into excessive consensus-seeking or risk aversion, slowing innovation. A well-known case is NASA’s Apollo 13 program, where groupthink and engineering overconfidence were later identified as cultural blindspots that contributed to the crisis. Recognizing these patterns allows leaders to address them proactively — strengthening organizational awareness, adaptability, and performance.

It’s less about asking factual questions like “What’s the culture here?” and more about engaging in thoughtful self-reflection. The most insightful leaders focus on identity-oriented questions that help them align who they are with what the new role requires. For example, ask yourself:

• “Who am I in this new identity?”

• “What parts of my old role do I need to let go of?”

• “What new ways of showing up does this position require?”

In the book, I share the story of a woman who had long been a highly effective “number two” — the reliable, behind-the-scenes problem solver. When she finally stepped into the top leadership role, she struggled because her sense of identity hadn’t evolved with her new responsibilities. That kind of psychological onboarding — preparing internally, not just operationally — is essential. Understanding who you need to become in your new role builds both confidence and authenticity from day one.

Take the Blindspotting Assessment and create an action plan focusing on areas you want to improve. Begin with emotional regulation or a strength that may be overplayed. Start where you feel most comfortable and take manageable steps.

Leadership provides a framework for understanding how individuals can improve effectiveness in any role—whether as a parent, teacher, or professional. The lessons apply universally.

While there’s no formal research yet, anecdotal evidence suggests demographic differences may influence blindspots. Further study is needed to deepen this understanding.

Revisit your plan whenever you feel motivated. Consistency matters more than frequency. Small, regular adjustments lead to lasting growth.

Engage trusted friends, colleagues or a coach for honest feedback. Sharing goals with others builds accountability and keeps your development on track.

Start small. Focus on one area at a time to prevent overwhelm. Progress through manageable steps creates sustainable change.

Encourage open discussions within your team about awareness and feedback. This fosters a culture of shared growth and mutual accountability.

Yes, the Blindspotting Assessment is available and helps pinpoint specific areas for improvement in your leadership style. A promotional code may waive the fee.

Identify your key strengths and areas for improvement. Use your assessment results to guide your focus and create an actionable development plan.

Absolutely. The principles of self-awareness and managing blindspots apply in personal, educational, and community settings alike.

The term blindspot in this context is a metaphor for areas of ourselves that we can’t easily see or recognize—our unconscious patterns, biases, and behaviors. It is not related to physical blindness or meant to suggest that being blind is a limitation or deficiency. We use the term to encourage self-awareness and personal growth, helping people uncover what they might not yet realize about themselves. Still, we recognize the importance of using language thoughtfully and with respect, and we remain mindful of how words can impact different communities.

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