Knowing the manager you really are
Nearly everyone thinks his or her performance is above average. You don’t have to be a statistician to know that nearly half of them must be wrong.
Managers are no different when it comes to this distorted self-perception. The problem is that managers’ misconceptions prevent them from learning and becoming better at their jobs. Worse than that, their deficiencies impose burdens on so many others: subordinates, peers, supervisors and outside stakeholders. If you’re a manager, it’s worth investing some energy to make sure that you have an accurate picture of your strengths and weaknesses.
Don’t worry about the psychological processes that can lead to such misperceptions. Although the debates about that are interesting, what is important is to know that it is overwhelmingly likely that you have unreliable beliefs about the quality of your management. I’m not saying that you are a terrible manager and don’t know it. In fact, you might be better than you perceive yourself to be. Either way, having an unrealistic self-assessment is not a weakness; it’s just part of being human.
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