Cultivating self-awareness for collective well-being in our networks

Kerstin Tebbe, Founder, Collective Mind

I’d venture to assume that all of us ultimately seek to be our best selves — our most thoughtful, kind, compassionate, empathetic, constructive selves — when we show up in collectives and groups of all kinds, including our networks. We intuitively grasp the personal impact on the collective — that how we show up, with our attitudes, behaviors, and beliefs, has real, tangible impacts on the collective. If we show up as our best selves — emotionally, mentally, and physically — we’ll both feel good about ourselves, and we’ll help that group or collective be more effective by constructively contributing to and shaping it.

To best support both ourselves and our networks, making this understanding explicit and actionable is key. We can start by acknowledging that as individuals, we’re shaped by a myriad of influences at various levels, including family, community, society, and large systemic factors such as dominant cultural norms or social identities. These influences manifest in our beliefs, values, attitudes, and behaviors, both consciously and unconsciously. While some influences are readily apparent and consciously acknowledged, others operate beneath the surface, shaping our thoughts, emotions, and actions on a subconscious or unconscious level.

Self-awareness can enable us to move from the un/subconscious to the conscious. By bringing subconscious and unconscious influences into conscious awareness, we can gain the ability to make deliberate choices about how we behave and interact with others. This process involves introspection, reflection, and self-examination to uncover underlying beliefs, biases, and patterns of behavior. We can identify areas for improvement and make intentional changes in our thoughts, emotions, and actions. When we understand the factors influencing our behavior, we can consciously choose how to act and react in different situations, rather than being driven by automatic or habitual responses. In so doing, we break from destructive or limiting patterns, challenging and changing entrenched behaviors that no longer serve us so as to contribute more positively to group dynamics and collective well-being.

The impact of this type of personal, internal work on how we manage our networks can be very real. The most complicated and difficult elements of network management are the relational ones. This is where such self-reflective efforts can help us most, for example:

· Effective communication: When we understand our own emotions, motivations, and triggers, we’re enabled to express ourselves more clearly and empathetically. This can foster better understanding and cooperation with and among the members of our network.

· Conflict resolution: When we’re aware of our own biases, assumptions, and emotional responses, we’re better equipped to navigate conflicts with others in a constructive manner. This can prevent misunderstandings from escalating and contribute to a more harmonious environment.

· Cultural sensitivity and inclusion: When we recognize our own biases and assumptions, we can approach interactions with others from a more open-minded perspective. This can promote cultural sensitivity and inclusion within diverse groups and communities, as we’re more attuned to the experiences and perspectives of people from different backgrounds.

As network managers, our job is to embody the constructive culture of our networks. When we can better understand ourselves, we can exhibit greater empathy and compassion for others, creating a supportive atmosphere where people feel understood, valued, and cared for. To create a culture that values vulnerability and fosters a safe and courageous space where individuals feel empowered to engage meaningfully, we have to start with ourselves.