top of page
Writer's pictureAnton Zemlyanoy

Leadership development for smart, arrogant or critical thinkers: how self-awareness and authenticity can help you be a better leader

Part 7. Understanding your Protecting behaviours in the Leadership Circle Profile and how to complement them



The next few posts will help you explore Reactive (less effective) and Creative (more effective) ways of working with others. For previous posts in the "Inspiring leadership" series and an introduction to the LCP tool, go to the bottom of this page.



 


"Anton, you know how when something isn't working, you go quiet and stop talking to us...?"

"Yes...", I said, partly perplexed, partly annoyed by my thought process being interrupted by my assistant.

"Well, do you notice what happens to people when you do that?"

"What do you mean?" (I had no idea what he was talking about)

"The atmosphere becomes tense. They think they've done something wrong because you seem annoyed. The mood in the team changes."


Hello, self-awareness. Hello, interpersonal intelligence. This is how I discovered one of the ways I respond to stress that had an unintended, and undesired, impact on the rest of the team. And this was years before I knew that professional coaching existed as a field. Later on, I learned that LCP helps measure this style of Reactive leadership under the Protecting dimension.


Although my intention was to say "Let's pause and let me think about what's not working" (Self-Awareness, Authenticity, Achieving and Relating Competencies on the Creative side of the LCP), the results of going into a Reactive style were just presented to me by my assistant. How it affected others took me by surprise.


A blank Leadership Circle Profile report

This is one example of a Distancing behaviour in the Protective dimension of the LCP. Often done with good intentions, it can have an adverse unintended impact on people in your team. Note two more dimensions in the Protective dimension: Critical and Arrogance. Although each of these has its own set of beliefs that drive the Reactive side of these leadership styles, they share one common trait: aiming to achieve results via creating separation between yourself and others, often resulting in a sense of superiority, interpersonal distancing or disconnection if not managed appropriately.

As I wrote in other posts in this series, all of our Reactive styles helped us be successful to the point we are at now, but they also tend to limit our effectiveness. Like playing a piano - you can have the basics right and do well, but if you want to keep getting better, Creative competencies offer additional, finer, ways of navigating the complexities and opportunities of working with people in your leadership role.



What are Protecting leadership styles in the LCP


Previously, we looked at two sides that LCP explores: how we approach Relationships (on the left of the LCP) and how we aproach achieving Tasks (on the right). We will now look at ourselves more and how we show up as a person when we lead and collaborate with others.


The below distinctions are taken from LCP’s interpretation manual and the Self-Assessment guide, available on Leadership Circle’s website, along with a few of my comments relating back to my example.


Controlling summary dimension of the Leadership Circle Profile LCP

Protecting (Reactive)

The Protecting dimension measures the belief that you can protect yourself and establish a sense of worth through withdrawal, remaining distant, hidden, aloof, cynical, superior, and/or rational.

The Protecting dimension is comprised of three subscales: Arrogance, Critical, and Distance. Each of these is inversely correlated to all the Creative dimensions.


The Protecting dimension is composed of these scales:


  • Arrogance measures your tendency to project a large ego – behavior that is experienced as superior, egotistical, and self-centered.

  • Critical is a measure of your tendency to take a critical, questioning, and somewhat cynical attitude.

  • Distance is a measure of your tendency to establish a sense of personal worth and security through withdrawal, being superior and remaining aloof, emotionally distant and above it all.



Scoring high on the Protecting scale suggests that you tend to keep yourself safe by acting aloof and maintaining distance in your relationships. You may also hold back from the risks that might come from fully deploying your creative abilities. Safety means being above it all. This stance can come from an inner lack of confidence, self-doubt, inferiority or it’s opposite, superiority. It may well be that you project an air of superiority, needing to be right, find fault, and put others down as a strategy to build yourself up. The need to build yourself up may spring from feelings of self-doubt and vulnerability. Protecting is an internal set of assumptions that link security with distance, and worth with either being small and uninvolved or big and superior.


In my own example, it was a no-brainer: I sometimes think better when I have distance and space. Isn't that a good thing? It may be, depending on how I set it up with other people. Let's keep going.


Internal Assumptions

Internal assumptions are the beliefs you use to organize your identity. They are the inner rules or beliefs that define how you see yourself and your relationship to the world. The internal assumptions often associated with the Protecting dimension include:


  • For me to be right, others have to be wrong (and vice versa)

  • I am worthwhile if I am right and find the weaknesses in others

  • I am valuable because of my superior capability or insight

  • I am not good enough

  • I am safe and acceptable if I remain small, uninvolved, and avoid risk


Behaviours

Behaviors are the external expression of your internal assumptions. The general behaviours associated with the Protecting dimension include:

  • Holding back and watching how situations unfold

  • Identifying what is wrong, illogical, or lacking in plans

  • Seeing the flaws in others’ thinking, speaking, and actions

  • Analysing what is right and what is wrong


Protecting Gifts and Strengths

Every Reactive dimension is capable and gifted. When using the strengths of the Protecting dimension you will tend towards:


  • Cut through complexity and see issues that others miss

  • Remain detached and observant when things get emotional

  • Take a wider perspective or offer alternative ways to view situations

  • Care deeply for a few people or causes

  • Protect your active interior or spiritual life

  • Be capable of offering a great deal of wisdom

Some of these strengths can help you be skilled in System's Awareness (a Creative Competency on the LCP).


Liabilities

Every Reactive dimension has liabilities and limitations. The downside of the Protecting dimension is the need (conscious or unconscious) to bolster your self-esteem by acting superior, cynical, and fault-finding.


Often these tendencies are intertwined with a strong streak of self-criticism and self-doubt causing you to hold back from making your full contribution, not asserting yourself and playing small. You will need to reflect and get feedback from others about the ways your Protecting dimension manifests.


These intertwining tendencies result in behaviors, which tend toward:

  • Acting cold, aloof or uncaring

  • Distancing others by your judgements

  • Adopting a posture of being superior, more intelligent, better, “right”

  • Holding back your creative expression

  • Avoiding risk-taking

  • Diminishing the contribution that you are capable of making

  • Holding back your gifts or offering them through a narrow range of rationally distant behaviours


Other people, as a result of some of these behaviors, do not experience you supporting them. They feel judged from a distance rather than known and supported. Consequently, trust can be low (this is what my assistant shared with me).



Correlations with Leadership Effectiveness


Note that each of the Reactive scales has a different correlation with subjective Leadership Effectiveness, meaning some behaviours may be impacting your perceived leadership effectiveness to different degrees. For example, the correlation between Conservative (in the Complying) and Perfect or Driven (in the Controlling) seems to be non-existent (-0.03 and 0.05). While all three Protecting scales are very close together (-0.55, -0.49, -0.50).



LCP Correlations to Leadership Effectiveness



From Reactive Protecting to higher effectiveness


In my own example, all I needed to do was tell people that I can often come up with solutions, or at least suggestions, if I have a few minutes to think on my own (leaning into Self-Awareness and Authenticity competencies for delivering this message).


I also learned to say: "And when I come back, let's all talk together (Fosters Team Play, Collaborator) to see how we can reconnect back to our ultimate vision (Purposeful and Visionary) so that we can achieve the results we came here for (Achieving summary dimension). These examples (and more) would be a way of leaning into Creative Competencies without needing to sacrifice what worked for us in the past while also stretching yourself to develop.


What you may have noticed from my previous posts, looking at the Creative Competencies for additional ways to show up as a leader will usually give you more options to choose from. A reminder: this is not an invitation to give up what's worked for you up until now, but to try additional, potentially more effective ways of thinking and operating, to have at your additional disposal and for increased choice.



Creative Competencies: Self-Awareness, Authenticity and Systems Awareness


Below are the definitions of three Creative Summaries that we haven't explored yet - any of these can be leaned into to expand your leadership style and choice.



The Self-Awareness Dimension (Creative)

The Self-Awareness dimension measures your orientation to ongoing professional and personal development, as well as the degree to which inner self-awareness is expressed through balanced perspective and high integrity leadership.


Relating leadership competencies


It is composed of:


  • Selfless Leader - the extent to which you pursue service over self-interest. It measures a very high state of personal awareness where the need for credit and personal ambition is far less important than creating results in collaborative relationships which serve a common good. (In my example, this would be shifting from "How can I find the solution" to "How can WE find the solution together?")

  • Balance - your ability, in the midst of the conflicting tensions of modern life, to keep a hearty balance between business and family, activity and reflection, work and leisure.

  • Composure - your ability, in the midst of conflict and high-tension situations, to remain composed and centered, and to maintain a calm, focused perspective.

  • Personal Learner - the degree to which you demonstrate a strong and active interest in learning, and personal and professional growth. (Me being open to my assistant's feedback.)


A High Rating (66 and above) means you actively pursue and value personal and professional development. You are an alive and vital person. Having developed your sense of purpose, you act from your internal center, consciously expressing your core values. You are trusted to “walk your talk” and people respect you as someone who acts with integrity.


A Low Rating (33 and below) means you are limiting your leadership impact by not actively pursuing personal development. Your inner life and outer life are out of balance.


Internal Assumptions

Internal Assumptions are the beliefs you use to organize your identity. They are the inner rules or beliefs that define how you see yourself and your relationship to the world. The Internal Assumptions often associated with the Self-Awareness dimension include:


  • I am inherently worthy and secure

  • My worth and security come from within and are not made up by how others see me, nor by how I perform

  • Inner development is necessary for the full deployment of self

  • Full expression of my creativity leads to a meaningful legacy

  • I contain a mix of strengths and weaknesses, light and dark

  • Self-acceptance is the key to accepting others

  • When I find unacceptable parts in others - it points to aspects of myself for which I have not been willing to be fully responsible


Behaviours

Behaviors are the external expression of your Internal Assumptions. The general behaviors associated with the Self-Awareness dimension include:


  • Composure under pressure

  • Ability to balance the multiple demands that come with adult life

  • Openness to feedback

  • Giving direct, non-blaming feedback

  • Admitting mistakes

  • Using success and failure to further self-knowledge

  • Laughing easily at your own idiosyncrasies

  • Taking time to understand employees’ personal motivations

  • Taking time to understand your own personal motivations, strengths, and weaknesses


If you score low in Self-Awareness:

Scoring low (33 and below) suggests that you are holding back your leadership impact by not actively pursuing personal development. Your inner life and outer life are out of balance. You may not fully realize that the game of life is played from the inside out - that the external events and circumstances of life are mirrors reflecting one’s inner level of self-awareness.


This results in a lessening of personal power - the kind of power that comes from personal integrity, deep engagement, inner vitality, and undefended openness.


Scoring low suggests that you are not in alignment with yourself. The behaviours associated with low scores in the Self-Awareness dimension include:


  • Not taking time for reflection and to know yourself

  • Being caught in the rat-race of life, feeling out of balance with little time and space for yourself

  • Reacting to life and problems rather than creating life as an expression of what matters most to you

  • Defining your self in terms of others’ expectations

  • Blaming others for your problems - expecting them to do most of the changing

  • Defending yourself, being slow to admit mistakes, ignoring failures and shortcomings

  • Being harshly critical and demanding of yourself

  • Playing out various roles in your life rather than acting from your authentic center


Note: for LCP's definitions of all 29 leadership dimensions, go to this post.


The Authenticity Dimension (Creative)

Authenticity measures your capability to relate to others in an authentic, courageous, and high-integrity manner.

It measures the extent to which your leadership is an expression of your true self - not masked by organizational politics, looking good, winning approval, etc. It also measures your ability to take tough stands, bring up the “un-discussibles” (risky issues the group avoids discussing), openly deal with relationship problems, and share personal feelings/vulnerabilities about a situation. Courage in the workplace involves authentically and directly dealing with risky issues in one-to-one and group situations.


Authenticity dimension of the Leadership Circle Profile: Integrity and Courageous Authenticity

Authenticity summary dimension is composed of:


  • Integrityhow well you adhere to the set of values and principles that you espouse; that is, how well you can be trusted to “walk your talk.”

  • Courageous Authenticity – your willingness to take tough stands, bring up the “un-discussibles” (risky issues the group avoids discussing), and openly deal with difficult relationship problems.


A High Rating means your inner and outer lives are congruent. Your behavior matches your values and others trust that you can be counted on to keep your word, meet your commitments, deal with them honestly and fairly, and remain true to your purpose.


A Low Rating means high Reactive scores may indicate that your internal assumptions are blocking your Authenticity capacity.


If you score high

Your inner and outer lives are congruent. Your behaviour matches your values and others trust that you can be counted on to keep your word, meet your commitments, deal with them honestly and fairly, and remain true to your purpose.


Authenticity and integrity are the qualities most desired in a leader, so scoring high on Authenticity suggests that you are perceived as a leader, and that others will follow. They will align with you because you practice what you preach. Your power in the organization is not primarily based on where you are in the hierarchy (position power), nor does being indirectly political attain it. Your power is given to you by others because you act with integrity.


You are perceived as living the values and vision you articulate. This enables you to effectively communicate core values and be an effective model of the organization you are trying to build. You naturally engender trust and respect because you can put your high principles into practice.


Scoring high on Authenticity also suggests that you support the values for which the organization stands. Your gifts as a leader are at their best when your integrity is matched up with an organization you believe in. If this is the case you are in a powerful position to mobilize the aspirations of those who work with you toward a common purpose. Integrity is a necessary ingredient for great things to happen.


Because you are in integrity with yourself, scoring high on this dimension also means that you are able to express honestly what you feel. When others avoid bringing up important but difficult issues, you tend to step forward and speak. You are able to acknowledge your own contribution to a problem situation and admit when you’ve been wrong. You’re not afraid to provide direct feedback, and you don’t run away from conflict.


Very high scores on this dimension suggest an unusual ability and willingness to bring up issues in real-time (if so doing will help a relationship or team move forward). This means that you can disclose how you are feeling right now as a result of what is happening in the meeting. You can disclose how your behaviour contributes to the current ineffectiveness of the group. It might mean putting into words what you and others are not saying (but will likely talk about in the hallway after the meeting adjourns).


You give authentic feedback and admit mistakes. You put yourself at risk for what you believe and value openness over popularity. Integrity and authenticity are what people trust the most. It is the source of your power.


Internal Assumptions

Internal Assumptions are the beliefs you use to organize your identity. They are the inner rules or beliefs that define how you see yourself and your relationship to the world. The Internal Assumptions often associated with the Authenticity dimension include:

  • I am worthy whether people approve of me or not, whether I succeed or not

  • Self-worth, freedom, and security are in my own hands

  • I maintain my self-esteem and security by being true to myself

  • My greatest source of power is personal integrity

  • It is more important to me to remain true to myself than to live up to others’ expectations

  • I am OK even if I make mistakes or hurt others’ feelings

  • I authentically admit my part in the problems we face

  • The only way I lose face is by not being true to my vision and values

  • Change starts with me; I must be the change I want to see in the world


Behaviors

Behaviors are the external expression of your Internal Assumptions. The general behaviors associated with the Authenticity dimension include:


  • Being trusted by others

  • Having high personal integrity

  • Directly addressing issues that get in the way of team performance

  • Speaking directly to the issues without smoothing them over

  • Acting courageously in meetings

  • Respecting another’s opinion even if you disagree with it

  • Staying open and honest about what you think and feel

  • Managing conflict directly and authentically

  • Surfacing issues others are reluctant to talk about

  • Confronting peers and superiors when needed

  • Being counted on to meet your commitments

  • Exhibiting personal behavior consistent with your values

  • Taking responsibility for your part of relationship and work-related problems

  • Speaking openly in the presence of “authorities”

  • Living by an effective set of core values

  • Holding to your values during good and bad times

  • Living your vision in every encounter even when that requires risk


If you score low

Scoring low on the Authenticity dimension can have serious implications for your leadership. The most successful leaders score high here. Please read about any high Reactive scores to explore how your internal assumptions may be blocking your Authenticity capacity.

Leadership research strongly suggests that a primary quality that people look to in their leaders is honesty, authenticity, or integrity. So, scoring low on Authenticity should get your attention. It suggests that your behavior may be interpreted as inconsistent, expedient or at the extreme, unprincipled. Lack of integrity erodes trust, stymies teamwork, and compromises your leadership.


Scoring low on this dimension suggests that you may be afraid of offending others, or you may be playing political games. Those who score low in courageous authenticity often remain silent about their beliefs in the face of opposition, real or imagined. They value equilibrium and keeping the peace over constructive conflict, and submit to authority even at the cost of group effectiveness or service.


You may have come from a background where standing up for your point of view was discouraged in the interests of group harmony. On the other hand, you may not have developed adequate interpersonal skills to confront and provide feedback without seeming rude or angry. Reflect on whether you:


  • Articulate a mission that is not realistic

  • Behave in ways that do not support your vision and values

  • Are caught up in internal politics

  • Are trying to please too many different constituencies

  • Have violated confidences

  • Have difficulty keeping commitments

  • Avoid confronting issues

  • Say what is politically correct

  • Use language that masks reality (i.e., use positive sounding language to gloss over a difficult situation)

  • Don’t admit mistakes or the part you play in relationship problems

  • Give feedback in a way that minimizes or smoothes over your real concerns

  • Say “Yes” when you want to say “No”

  • Act cautiously around those with power

  • Make agreements that you don’t really support


Failing to confront problems allows them to fester, replacing conflict resolution with simmering resentment. A bias for taking the most popular path can lead to glossing over issues that may be critical for individual and organizational success. Skills in deciding when to confront, how to do so constructively, and how to negotiate under tough circumstances can be learned. Once mastered, they permit greater confidence in supporting open discussion without fear or guilt. Enhancing your Authenticity score contributes to trust and to a sense of integrity and completeness about your relationships with others.


Low scores can mean many things. It could have to do with a conflict between your value system and that of the organization. It could be the result of inner assumptions driving behaviour that conflict with your values and vision. It could be that you are more focused on political maneuvering than on being true to yourself.


Honest reflection, including feedback from others, may assist in finding a steadier compass, reflected in an improved Authenticity score.


Related Scores

Low scores on this dimension can be related to low scores all across the Creative sphere. Low Authenticity scores undercut high achievement and stem from low self-awareness. Consequently, low scores on this dimension may well show up as low scores on any of the Creative Competencies. In addition, low scores on this scale are correlated with high scores in the Reactive sphere. High Reactive scores tend to block or limit your capacity for honest, authentic, and high-integrity leadership. These limitations come from an internal insecurity such as not feeling worthy or loved, feeling rejected, not feeling needed, feeling alone and unprotected.


Note: for LCP's definitions of all 29 leadership dimensions, go to this post.

The Systems Awareness Dimension


The Systems Awareness dimension measures the degree to which your awareness is focused on whole system improvement and on community welfare (the symbiotic relationship between the long-term welfare of the community and the interests of the organization).

Systems Awareness dimension of the Leadership Circle Profile: Community Concern, Sustainabile Productivity, Systems Thinker

If you score high

Scoring high on Systems Awareness suggests that you lead with the big picture in view. You do not jump to fix symptoms. You look for the root cause. You know that the causes of current problems are to be found in the design of the current system out of which you operate. You know that breakthrough solutions cannot be found within the current paradigm; they require moving to new paradigms of thought and new principles of system design. You are an architect of systems that naturally manifest the results you envision. This larger perspective allows you to find leverage points - making change (perhaps seemingly small at the time) at the right place in the system that results in significant improvements in organizational performance.


As your score here reaches very high levels, your perspective becomes communal or global. You see the delicate relationship between the organization’s long-term well-being and the good of the larger community. You care more and more about using the organization and your leadership as instruments for bettering the welfare of life globally. You see that what you do has far-reaching implications. You search for solutions that are good for the organization and at the same time good for the environment and economic sustainability. In this way your leadership becomes a service to future generations.


Internal Assumptions

Internal Assumptions are the beliefs you use to organize your identity. They are the inner rules or beliefs that define how you see yourself and your relationship to the world. The Internal Assumptions often associated with the Systems Awareness dimension include:


  • I am an integral part of the whole

  • My actions both reflect the larger culture and affect it

  • Cause and effect are often far removed in both space and time

  • Much of what runs the system is invisible and intangible

  • Problems cannot be solved with the same thinking that created them

  • Legacy is not about being remembered, but about contributing to the welfare of others

  • I too am a complex system—a mix of strengths and weaknesses, light and dark; in this way, I reflect the world around me

  • When I find unacceptable parts in others, it points to aspects of myself for which I have not been willing to be fully responsible

Behaviours

Behaviours are the external expression of your Internal Assumptions. The general behaviours associated with the Systems Awareness dimension include:


  • Organizations and parts of the organization are redesigned on an ongoing basis

  • Discussions explore the long-term impact of current decisions

  • Planning includes the welfare of the larger system in which your system is embedded. This might range from departments that will be affected to the global impact of what you are doing.

  • Customers and suppliers are included in your planning and strategy development

  • Meetings regularly involve all the key stakeholders in a decision

  • Environmental and community welfare is given high priority


If you score low

Scoring low on Systems Awareness suggests that your leadership could benefit from developing more of a systems perspective. It suggests that you focus too narrowly and too short term. While this may be very necessary at times to ensure immediate survival and to solve a crisis, perhaps it has become too ingrained. You need to cultivate the ability to focus on more than one causal factor. You need to look for the causes of problems that rise out of the complex interrelationship between multiple variables.


Your leadership can be taken to the next level by stepping back from the urgency to fix the current crisis and asking questions like, “How is our thinking and structure currently organized to produce this crisis? How can we redesign the system to solve multiple problems, that is, redesign the system so that the problem no longer exists? Are we, through the way we think and the paradigm out of which we function, the cause of our own problem?”


Systems Awareness always includes being aware of how your organization fits within a larger web of relationships that makes up the economic, political, and natural environment. It includes the long-term cause and effect relationship that examines the impact of current decisions on future results. Scoring low here suggests that your focus is too narrow. It may only take into account the optimal functioning of your department or division and not the optimal fit between your function and the overall functioning of the organization. It may focus only on the short-term welfare of the organization and not take into account a broader network of relationships that extend beyond the bounds of the organization. You need to look at how all these interrelationships can be enhanced to create win-win solutions - a win for your organization and for the larger system of which your organization is but a part. Ultimately, great leadership thinks globally, not only in terms of global competitive strategy, but also of global welfare.


Scoring low may not be an immediate cause for alarm, unless you are so crisis focused that long term strategy and system design are compromising results. System/community perspective takes time and practice to develop. It leads to far greater leadership power and influence. Scoring low simply suggests you have a learning curve ahead if you are to take your leadership to the next level.


Related Scores

Low scores on Systems Awareness can be related to low scores in the Achieving dimension. Lacking a system perspective can have negative consequences for organizational achievement. In addition, low scores on this scale are correlated with high scores in the Reactive sphere. High Reactive scores tend to result in quick-fix, reactive, problem solving. This can result in crisis management as you chase down the latest symptom, but fail to address the systemic cause of the problem.

Note: for LCP's definitions of all 29 leadership dimensions, go to this post.



Putting all of this together


By now you have A LOT of options for how to expand your leadership capabilities, from reducing your reliance on your default Reactive styles to consciously placing your effors into Creative competencies. Both will lead to you having more options to choose from. The LCP in general, or your own LCP results in particulare, could be your map for leadership development for years to come.


Coming up next:

The next post will be a recap and a summary of the LCP as a tool along with examples of how real leaders are using it when facing their own challenges, which often come with opportunities for personal and leadership development.


For higher accuracy using the Leadership Circle Profile for your own development, consider:


Inspiring leadership series:

 

Receive "Inspiring leadership" series directly to your inbox

By subscribing, you agree to receive emails and to the privacy policy. You can unsubscribe anytime.


 

Footnotes:

 


About Anton

A professional coach with a master’s in psychology, I specialise in working with leaders and creatives wanting to do better for themselves and their world.

bottom of page