Claire Hughes Johnson, vice president and director of sales and operations for internet giant Google for more than 10 years, tells of her experience during that time when she spent up to 40 hours doing job interviews. And that in order to make things easier, she always looked for one skill in candidates above all else, and that was self-awareness.

Claire stresses that experience and skills are indispensable, but they can be learned. When someone is highly self-aware, they are more motivated to learn because they are honest about what they need to develop. They are also able to communicate better with his colleagues and managers.

It is also a rare trait. Research shows that although 95% of people think they are self-aware, only 10-15% are actually.

Self-awareness can be defined as awareness of the different aspects of oneself, as it is a person’s awareness of everything that happens to them they awareness of they reactions and why they behaves like this, and self-awareness is also represented by understanding strengths and weaknesses.

Self-awareness is one of the most important skills in the workplace. This skill allows you to collaborate more effectively with others, identify your weaknesses and enhance your relationships better.

Claire stresses the importance of balancing “I” and “we”: Excessive “I” is a warning sign that a person may not be humble or cooperative, and similarly, overuse of “I” We” can mean a lack of self-confidence to the point that it obscures the role the person played in the situation.She goes on to say that she usually learns something revealing when she asks about their specific role. The positive answer, from her point of view, is: “It was my idea, but the credit goes to the whole team.”

You also ask them how their colleagues describe them, and then investigate the constructive comments they received. You try to check their orientation towards learning and self-improvement, and see if they take these comments seriously.

If one is not self-aware, how do they know? Here are some telltale signs:

– If he constantly gets comments they disagrees with. This does not mean that the comments are correct, but that the way others view them is different from the way they views themselves.

– They often feels frustrated and upset because he does not agree with their team’s directions or decisions.

Feels tired at the end of the workday and can’t pinpoint why.

How to build self-awareness

Becoming more self-aware is about understanding how you work, the way you work, and what you can contribute to your team:

1- Understand your values knowing what is important to you, what gives you energy, and what dulls it will help you understand how you work.

With these insights, you will be able to articulate and understand your values when they conflict with each other or with someone else’s.

2- Determine the method of work

Spend a few weeks jotting down the moments when you feel you are achieving your greatest potential in your work or when you reach new lows. Notice the changing patterns.

If you’re having trouble trusting your instincts, ask someone whose judgment you respect: “When have you seen me do my best and worst?”

3- Analysis of skills and capabilities

During the interview, one should be able to speak confidently about their strengths and weaknesses.

To get a more tactical sense of self-awareness, ask yourself two questions:

– What can you do well? What skills do you have and which do you need to develop?

– What are your abilities? What are you naturally good at, and what abilities have you acquired over time?