Leadership Insight: You are (probably) not as skilled as you think
The Dunning-Kruger Effect* is a pervasive subconscious tendency where we tend to overestimate ourselves in a particular area, making it less likely that we will seek feedback on our own that would help us to improve.
Leaders particularly susceptible to the Dunning-Kruger Effect often are less competent, and are also unlikely to recognize this shortcoming.
The Dunning-Kruger Effect highlights the importance of self-awareness, and it underscores the value of having feedback structures in place that don’t require leaders to actively seek out feedback on their own.
This is where 360-degree feedback tools can be particularly helpful. Learn more about 360s here.
You can also read more here in our Leadership White Paper series that explains our leadership development ethos and has more details on combating the Dunning-Kruger Effect.
* Kruger, J & Dunning, D. (2000). Unskilled and unaware of it: How difficulties in recognizing one’s own incompetence lead to inflated self-assessments. Journal of Personality and Social Psychology. 77. 1121-34.
