The first chapter of my new book, The Power of Employee Well-Being is titled Know Thyself—and for good reason. I’ve long believed that the most important work a leader can do begins inward, with deeply understanding who you are, how you show up, and the patterns that shape your behavior. That’s exactly what Margaret Andrews explores in Manage Yourself to Lead Others.

Leadership, she argues, isn’t about talent, technical skill, or even hard work alone. Those things matter, but they aren’t enough. Sustainable, effective leadership starts with self-awareness—the willingness to examine the experiences, influences, and assumptions that shape your decisions and relationships. It’s the foundation that allows you to manage yourself, work effectively with your team, navigate your relationship with your boss, and make better choices under pressure.

Margaret draws on decades of experience teaching executives at Harvard to show how this self-understanding translates into practical leadership. In the book, she invites readers to reflect on the leader they are now, the leader they want to become, and the gaps that stand in the way. She explores the blind spots that derail leaders, the relational skills that often outweigh technical ability, and the ways composure and authenticity separate the most capable leaders from the rest.

In our conversation, we discuss why interpersonal skills continue to be undervalued in leadership development, how leaders can begin the work of self-assessment today, and the subtle ways self-awareness transforms how we influence, support, and collaborate with others.

Whether you’ve just taken on a leadership role or have been leading for decades, this episode is a reminder that the work of leadership is never just outward. It starts with curiosity, honesty, and the real courage to confront what you may not yet fully see about yourself. Margaret’s insights offer a roadmap to that work—and a simple but powerful challenge: to lead others, first understand yourself.

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