Throughout my coaching practice of late, and through my ongoing education in applied coaching and discussions with colleagues, I’ve found myself reflecting deeply on the balance between focusing on strengths and acknowledging blind spots.
As a coach, I deeply value the power of strengths-based development. Our strengths are the foundation of growth, confidence, and wellbeing. While strengths are critical to shaping transformation and adaptive leadership, coaching for me is also about allowing the exploration of what could be holding this back; creating space for honesty to surface the issues that may be hindering those strengths from fully coming through.
When we have the courage to look at what we don’t yet see, we open the door to awareness, learning, and transformation. My insights background leads me to evidence that reinforces this: Tasha Eurich (Harvard Business Review, 2018) found that while 95% of people believe they’re self-aware, only about 10–15% actually are. Those who genuinely cultivate self-awareness make better decisions, build stronger teams, and are more trusted as leaders. Similarly, research from the Center for Creative Leadership shows that one of the most common reasons leaders derail is their inability to recognise and manage blind spots, particularly around interpersonal awareness and emotional regulation.
In the field of coaching psychology, Anthony Grant’s research (2017) highlights how reflection and feedback enhance self-regulation, helping leaders identify unhelpful patterns and replace them with strengths-based strategies. This process supports adaptability, resilience, and sustainable performance, qualities that are critical in today’s environment of rapid change.
We’re seeing this unfold in real time. As organisations navigate uncertainty and the rise of AI, many teams are being called to develop new strengths while also addressing what might be holding them back, whether it’s resistance to change, fear of the unknown, or legacy systems of thinking.
If we don’t create space for reflection, we risk overlooking valuable insights that could support transition and innovation. Amy Edmondson’s work on psychological safety reminds us that teams who can safely discuss mistakes, gaps, or “unknowns” adapt faster and innovate more effectively. In this way, recognising blind spots becomes a shared strength, one that drives both growth and connection, two things that I value deeply.
Sometimes, progress isn’t about adding more; it’s about pausing long enough to understand what’s blocking forward movement.
As I continue to explore this in my own coaching practice, one question continues to guide me:
What might you or your team discover if you paused to explore what’s beneath the surface?
~ Vantage Proof Consulting
www.vantageproof.com.au