Self-monitoring, when wielded well, is one of the most powerful personality traits in the workplace. In this episode of Management Muse, Cindi Baldi and Geoffrey Tumlin explore what it means to be a high or low self-monitor, and how that affects everything from career trajectory to team dynamics.
Are you a social chameleon who adapts easily to any room? Or someone who always says what they think, no matter the context? Both approaches have advantages—and pitfalls. The key is knowing how to work with both types.
Drawing on foundational research by psychologist Mark Snyder and insights from decades of leadership consulting, Cindi and Geoff break down how self-monitoring shapes management, influence, and even ethics. You’ll leave with a sharper lens for reading behavior, and a better playbook for managing your own.
Episode Highlights:
- What the self‑monitoring assessment actually measures
- High vs. low self-monitors: strengths and tradeoffs
- The importance of understanding your company’s social network
- Why high self-monitors are more likely to get promoted
- The compensating behaviors both sides must master
- How culture and context factor shape impact
Watch This Episode on YouTube:
*Purchase your copy of The Uncertainty Playbook here
*Sign up for our newsletter and let us know what topic you’d like to hear next!
Want to Go Deeper? Check Out Our Recommended Reading:
- Kilduff, M., & Day, D. V. (1994). “Do Chameleons Get Ahead? The Effects of Self-Monitoring on Managerial Careers.” Academy of Management Journal, 37(4), 1047–1060. https://web.mit.edu/curhan/www/docs/Articles/15341_Readings/Self-presentation_Impression_Formation/Kilduff_Day_1994_Do_chameleons_get_ahead.pdf
- Snyder, Mark. (1974). “Self-Monitoring of Expressive Behavior.” Journal of Personality and Social Psychology, 30(4), 526–537. DOI:10.1037/h0037039
Join Our Community & Follow Us: