In today’s turbulent world, leaders are tasked with managing increasing complexity. Through the vigilant practice of awareness, leaders can make the most of emerging possibilities. To do so, they must be open to challenges on their preconceived notions and long held understandings. Those who accomplish this and are able to master awareness will be able to make the most of rapidly changing circumstances.

Aware Leadership Defined
Aware leaders are those who are tuned into themselves and their environment. Their internal awareness allows them to understand their own emotional state, personal preferences, competencies, and limitations—they know who they are and what motivates them to do the things they do. Their external awareness allows them to understand the context that surrounds them and the impact of their decisions on others.

Aware leaders “walk in the ready” and are able to anticipate the seemingly unexpected. Because of this, they are typically prepared and able to handle rapidly changing and demanding situations. They are watchful for those things that conflict and disrupt, understanding that new insight, innovation and learning is often found in that which disturbs us. Aware leaders consciously confront injustices and the status quo, possessing a high sense of purpose and drive to serve others. They do not wait for someone else to acknowledge the right thing to do; they simply do it without expecting applause or accolade.

Awareness directly impacts several leadership domains.

Leadership Domains and Awareness 

Awareness Model
The Awareness Model (shown here) illustrates how two things—your internal and external awareness and your openness to being influenced—affect your ability to be productive in your awareness.
 

Each of the three regions displayed in the model has distinct attributes that affect how productive your awareness is in relation to your ability to lead others.

Headstrong
Leaders who appear headstrong tend to have low internal and external awareness and a low degree of openness toward being influenced by others or circumstances. Their past is usually made up of sporadic large wins (when they got it right) and startling failures (when they missed it). These leaders tend to rely on their own limited understandings when making critical decisions and establishing plans. They are often very self-confident and reluctant to solicit input from others; they do a lot of telling and very little asking. Because of their tendencies, they often miss opportunities to make the most of changing circumstances. In the wake of failure, they often dismiss the results and ignore the learning opportunity. These leaders are often seen as obstinate, unapproachable, distant, and unconcerned.

Clueless
Leaders who appear clueless tend to have low internal and external awareness and a high degree of openness toward being influenced by others or circumstances. Their past is usually made up of mediocre results due to their inability to stay committed to a single course. These leaders lack the ability to filter out the opinions of everyone around them, causing them to change their mind and goals based on these opinions. Because of this, they have a hard time following through and staying focused on accomplishing initial objectives, which makes them appear ungrounded for refusing to ascribe to a definitive ideal or course of action. They are often self-deprecating and doubt their own ability to make the right decisions; they ask a lot and tell very little. Because of their indecisive tendencies, they often overreact to changing circumstances. In the wake of failure, they are apt to lay blame on someone or something outside of their control and miss the opportunity to learn from it. These leaders are often seen as flighty, uncommitted, self-serving, and unreliable.

Attentive
Leaders who appear attentive tend to have high internal and external awareness and are moderately open to the influence of others and circumstance. Their past is usually made up of solid accomplishments due to their steadfast devotion to principled action and a willingness to adjust to changing circumstances. These leaders set their minds on decided courses of action and remain flexible enough to respond to the evolving needs of others and circumstances. They are grounded and can offer reasonable explanations for their points of view, yet they are interested in acquiring and appreciate new perspectives and understandings. They understand their strengths and limitations and are humble before others, quickly acknowledging superior concepts and contributions from others. Because of their astute tendencies, they know when to adapt to change and when to remain steadfast. In the wake of failure, they are able to ruthlessly examine the root causes and learn from it. These leaders are often seen as judicious, balanced, visionary, and inspirational.