One of the most fascinating aspects of working with people—whether in coaching, leadership or team development—is that no two experiences are ever the same. Why is that? I suspect some of these distinctions lie in how humans prefer to engage with the world.
At least 85% of the population thinks differently from each other, according to our research at Emergenetics International. For some individuals, the percentage is even higher.
As Emergenetics practitioners, you’ve likely noticed that no matter how many of the same workshops you facilitate, each session differs based on the individuals in the room. Humans are amazing in their uniqueness. That’s part of what makes self-awareness and self-management such powerful (and necessary) skills to build.
At the core of personal and professional growth lies the ability to understand ourselves and manage our responses, especially in the face of ambiguity, change or stress. These capabilities benefit anyone interested in improving working relationships, increasing resilience and leading with intentionality [1].
Using the Profile to Boost Self-Awareness
Think of self-awareness as an internal GPS. When someone recognizes their preferences, patterns and emotional triggers, they can navigate their world with greater direction and less reactivity. While most people believe they are already conscious of their own inclinations, research tells a different story. Many overestimate their own mindfulness, and [2]only about 15% of individuals are sufficiently self-aware. [3]
Self-understanding is more than knowing what you like or how you prefer to communicate. It’s about gaining clarity both in how you view yourself and how others perceive you. For Emergenetics practitioners, the Profile [4] serves as what my colleagues and I like to call a “personalized shot of self-awareness.” It provides language and understanding of how you and others think, behave and interact.
You can empower leaders, managers, teams and individuals to elevate self-awareness using the resources available in Emergenetics+. To boost greater consciousness of one’s own inclinations, log in, download Brainwork Made Easy [5] for descriptions of the Thinking and Behavioral preferences.
Participants can start by identifying the Attributes where they feel most at home and then explore how others might perceive those same traits. By acknowledging one’s own tendencies, and the ways they might be received, individuals can more easily assess potential intent-impact [6] gaps and consider opportunities to bridge misunderstandings and misperceptions.
Adapting to Support Self-Management
Self-awareness is important, and when paired with self-management, leaders and employees set the foundation to improve collaboration and performance. Once your participants recognize their innate patterns, the next step is building habits to facilitate more effective working relationships. That’s where self-management comes in.
This ability allows individuals to regulate thoughts, behaviors and emotions in ways that serve their goals and values. It’s not about concealing who they are—it’s about taking action to improve decision-making and confidently navigate scratchy moments [7].
Partner with your participants to increase self-management skills by inviting them to consider three questions:
- When you’re frustrated, how do you respond?
- When someone challenges your idea, how do you stay open instead of defensive?
- When you feel stretched, how do you stay grounded?
Again, use the Brainwork Made Easy [5] resource to support staff in their reflections. As individuals think about the prompts above, encourage them to select two specific actions from the “Remember to” column within their preferences that they will commit to. Direct participants to write their two action steps in the Emergenetics Template [8] available in Emergenetics+.
As an example, if you have a participant with a preference for Conceptual Thinking and 3/3 Expressiveness, they may opt to practice summarizing ideas more clearly and allowing space for more silence. Starting with two points of change will help avoid burnout or inaction as small, focused steps lead to sustainable growth.
Turning Insight into Action
Carl Rogers once said:
“The curious paradox is that when I accept myself just as I am, then I can change.”
This idea of making adjustments as a result of self-awareness is not just self-management – it also speaks to the Emergenetics concept of flexing. Flexing means to adapt one’s communication style or approach to better meet others where they are.
People often ask, “Why am I always the one who has to flex?” And the answer is simple: Because you can. Self-management isn’t about martyrdom or people-pleasing. It’s about recognizing one’s agency and choosing how to show up in a more productive, positive manner.
By taking an asset-based approach and speaking to colleagues’ strengths—rather than focusing on perceived weaknesses—participants can connect with empathy, increase team effectiveness and promote stronger collaboration.
Growing through Practice
Research shows that around half of our daily actions are attributed to repetition. [9] Practice will lead to growth, which in turn promotes positive change. Whether building your own self-awareness and self-management competencies or helping others develop theirs, remember: Growth isn’t linear; it is cumulative.
Every small moment of reflection, every deliberate interaction, builds a foundation for lasting transformation. One of the most impactful things we can do as coaches, trainers, leaders or team members is to model the change we hope to see.
Interested in more strategies to increase your facilitation skills and find ways to maximize your impact as an Emergenetics practitioner? Discover our continuing education courses, egElectives [10].
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