There are two areas of understanding involved in our sense of self-awareness:
- Who we believe that we are – our identity, including our values, fears, thoughts, feelings, behaviours, strengths and weaknesses, drivers and motivators.
- How we fit into the world around us – based our beliefs about how the world works.
The problem is, we aren’t typically very good at making these assessments. Worse, as human beings, we have a tendency to overestimate ourselves, especially in relation to others.
For example, in one of a series of experiments by researchers at Cornell University, students were asked to predict how many flowers they would buy in an upcoming charity event, and how many the average student would buy. They then compared the predictions with actual behaviour. Consistently, the students greatly overestimated their own contributions, while making good guesses about what others would do.
This trait is known as illusory superiority, and it leads directly to problems like over-confidence, poor critical thinking, and a weakened ability to learn.
To compound the problem, even being given feedback on actual outcomes doesn’t lead us to make accurate adjustments. People have no resistance to adjusting down their estimates relating to others, but don’t similarly revise their perception of self, preferring to maintain their inflated self-image. The result is that, while we evaluate everyone else on observable behaviours, we cling to our original assessment of ourselves, even in the face of evidence to the contrary. For us, our knowledge of what we are “really like inside” is preferable emotionally, and therefore outweighs the external evidence.
The evidence of illusory superiority has been found in many studies, for example:
- High school students evaluate their leadership ability as above average 70% of the time, while only 2% of them see themselves as below average.
- When MBA students were asked to estimate their contribution to a team effort, the overall total came to 139%.
- 94% of university professors rate themselves as above average.
- In one company, 32% of the employees saw their performance as being in the top 5%.
Leaders are especially susceptible to the tendency to overestimate their skills and contribution, because the delusion affects people most when the traits required are ill-defined – which is definitely true of leadership! That enables us to set up comparisons in a way that favours us.
This comprehensive article examines the power of reflective capacity, or mindfulness, to increase self-awareness because of the way it improves our ability to observe ourselves objectively. It examines the importance of giving consideration to our “inner self”, which is separate to our thoughts, looks at some of the benefits of self-awareness, and offers some simple practices for improving it.
Read the Article: What is Self-Awareness and Why is it Important?
A powerful way to reduce our sense of illusory superiority is to become completely intolerant of our own excuses for our shortcomings, especially those which are based on the idea that poor results were “outside our control”. I call this desire to take personal responsibility, “getting to cause”, rather being “at effect”. Then, taking advantage of the fact that we are generally pretty accurate in assessing other people, seek third party input any time you find yourself making excuses, and make sure that you give full consideration to their responses. It won’t be comfortable, but you will increase the speed of your learning and immediately improve your decision making.