You Are Not As Self-Aware As You Think You Are
Why true self-awareness is at the core of great leadership
Dr. Julia Carden PhD, MSc, PCC, FCIPD
Description
So you think you’re self-aware? Think again!
Most leaders believe themselves to be self-aware. But what does ‘self-awareness’ really mean? How is it different from self-knowledge or self-consciousness? Being self-aware starts with understanding what self-awareness is, so that’s where this book begins. It then goes on to explore why developing self-awareness is the route to developing deeper self-acceptance and self-connection, so that you can start to de-latch your self-worth and ego from outcomes, meaning that you become able to lead more powerfully through uncertainty.
Leaders are increasingly facing ‘wicked problems’ in this VUCA world so this book is primarily written for them; it is also highly relevant for coaches supporting those leaders and for anyone who wants to develop self-awareness more effectively.
The writing is underpinned and inspired by Julia Carden’s doctoral research into self-awareness and its role in the development of executive coaches, and includes questions and exercises for self-reflection to develop self-awareness at every step.
Endorsements
‘Everyone should be aware of Dr Julia Carden’s work on self-awareness. She has a consistent knack of making this complex and dynamic subject instantly accessible without ever compromising on the rigorous academic basis for her insights. This book unlocks decades of learning and experience – first in the Royal Navy; then as a professional leadership coach; subsequently as a trainer of the next generation of coaches; and ultimately as a leading academic researcher at Henley Business School. In these pages, she brilliantly makes the case and provides the tools for us all to make the journey towards reaching our true potential both as leaders and as coaches by understanding the art and science of becoming more self-aware.’- Darren Henley CBE, CEO, Arts Council England
‘You Are Not As Self- Aware As You Think You Are is a beautifully written book that takes a deeply personal and immersive dive into the importance of self-awareness for leaders. The book is full of useful tools and techniques for self- reflection and personal growth. Having experienced first-hand Dr Carden’s skill as an executive coach, I would thoroughly recommend this book for any leader wishing to enhance their effectiveness as a leader.’ – Matt Cook, Chief Fire Officer/ Chief Executive of Avon Fire and Rescue Service
Contents
INTRODUCTION
Each chapter will include and end with reflective coaching style questions for the reader to do their own work.
PART 1: What is self-awareness and why it matters.
Chapter 1: Why are we talking about self-awareness?
Sets out why self-awareness is important and why it is the route to leading through uncertainty. It will introduce the concept of negative capability. Includes a visual 4-box model
Chapter 2: So you think you know what self-awareness is.
Discussion as to what self-awareness is and how it differs from self-knowledge and self-consciousness. Includes a visual definition of the construct.
Chapter 3: Doing the work: where to start?
Focuses on what is needed to develop self-awareness in terms of mindset and self-compassion. It will give the reader some guidance as to how to start the work. Includes a visual of developing self-awareness
Part 2: Developing Self-Awareness – The Interpersonal Components
Chapters 4 – 10 will take each of the components of self-awareness in turn.
- Description of the component
- Methods for developing the component
- Reflective (coaching style) questions to reflect on in relation to the component
Chapter 4: Developing Self-Awareness: The Interpersonal Component of Others’ Perceptions.
Chapter 5: Developing Self-Awareness: The Interpersonal Component of Behaviours.
Part 3: Developing Self-Awareness – The Intrapersonal Components
Chapter 6: Developing Self-Awareness: The Intrapersonal Component of Beliefs and Values.
Chapter 7: Developing Self-Awareness: The Intrapersonal Component of Strengths and Weaknesses.
Chapter 8: Developing Self-Awareness: The Intrapersonal Component of Motivations.
Chapter 9: Developing Self-Awareness: The Intrapersonal Component of Internal Mental State.
Chapter 10: Developing Self-Awareness: The Intrapersonal Component of Physiological Responses.
Part 2 & Part 3: Final Words about Self-Awareness
A short summary piece on developing self-awareness and doing the work. Includew some final reflective questions.
Part 4: Self-Connection to lead through uncertainty
Chapter 11: Self Connection as a route to leading and coaching through uncertainty (or Self-Connection for Deeper Connection with others).
Discusses what is meant by self-connection and the development of negative capability. And then build on the steps required to maintain and sustain this capacity. Includes a visual showing the ongoing nature of developing self-awareness.
Chapter 12: Self-Awareness or Self-Deception?
A discussion as to what is self-deception is (how it differs to self-delusion) and how to avoid it. Plus thinking on why we can never be too self-aware.
Chapter 13: Facilitating Self-Awareness in Others
Some thoughts and exercises to support others in developing self-awareness.
Chapter 14: Conclusion and Final Words
A chapter of final words/thoughts and signposting to other resources.
Appendix: Other Reading & Resources
References
Editions
FORMAT / ISBN / PUBLICATION DATE / RRP
Paperback / 9781788608022 / October 21, 2025 / £14.99
Hardback / 9781788608015 / October 21, 2025 / £24.99
Ebook / 9781788608039 / October 20, 2025 / £9.99
Paperback and eBook Bundle / £17.49
Authors
Dr. Julia Carden PhD, MSc, PCC, FCIPD
Dr Julia Carden was born and raised in Cornwall and “made in the Royal Navy”. A certified and accredited coach, she runs a coaching and coaching supervision practice and is a visiting tutor at Henley Business School, teaching on the Professional Certificate in Executive Coaching, MSc in Executive Coaching for Behavioural Change and heading up the Professional Certificate in Coaching Supervision.
