Imagine yourself at a job interview, and the interviewer asks you this question: “At our organization, we rely on daily, in-person meetings to check in on tasks and progress. How does that align with your style?”
The truth? You prefer asynchronous, email check-ins to daily, in-person meetings.
So, how do you respond?
Do you say that style works for you because you need the job and you are willing to adapt to the new situation? Or do you answer honestly and say that is the opposite of what you prefer?
Your response in this situation speaks to a subtle yet powerful aspect of your personality–self-monitoring, which is how closely you watch and adjust your behavior in response to the people and social norms around you.
Self-monitoring is a reminder that the way we navigate social situations is a choice. Embracing and understanding this choice allows us to be intentional in how we connect with others and how we remain true to our values and ourselves.
What is self-monitoring in psychology?
Self-monitoring refers to an individual’s ability to observe and regulate behavior in response to social situations and external cues. Psychologist Dr. Mark Snyder introduced the concept in the 1970s. It describes how flexible someone is at shifting their behavior or presentation across environments.
There are two actions tied to a person’s self-monitoring:
-
- Observe. How well does someone pay attention to social cues from the environment, such as others’ reactions, expectations, or the norms of the situation?
- Adapt. How well does someone adjust his or her behavior, tone, or presentation to meet the demands of the social context?
The degree to which we self-monitor impacts how we navigate our professional lives, relationships, and well-being. It’s important to assess your level of self-monitoring and understand how it may be working for or against you.
What does it mean to have a high or low self-monitoring personality?
Like most aspects of personality, it’s important to think about self-monitoring as a continuum that can fluctuate with time and experience and from situation to situation.
The opposite ends of this spectrum are “high” self-monitoring and “low” self-monitoring, with many people falling in the middle or shifting between the two depending on the situation.
High self-monitoring: definition, benefits, and potential pitfalls
Research in high self-monitoring psychology finds that people who tend towards higher self-monitoring are more likely to adapt their behavior, language, and emotions to fit the demands of the context or the expectations of others. They often exhibit behaviors that are adaptable, socially aware, tactful, and strategic.
Think of someone who is known for their ability to “work the room”–someone who can talk to anyone and always seems to know the right thing to say. From an outside point of view, high self-monitoring people are often charismatic and friendly, with vast social networks.
This is because they are often experts in mirroring behaviors, potentially devoting time and effort to understanding how they want to be perceived, who will be in the room, and what’s important to each individual.
High self-monitoring should not be viewed as inherently good or bad. Instead, it offers a unique mix of advantages and disadvantages depending on the context.
For example, since high self-monitors tend to be skilled at reading social cues and adapting to different environments, they are often strong communicators. They know how to tailor a message to resonate with a diverse audience, which can be beneficial in the worlds of sales, leadership, and public relations. Their ability to adjust depending on social dynamics can also be extremely valuable in finding common ground and resolving conflicts.
Adapting frequently to meet external expectations can also have some pitfalls. In some situations, this ability to adjust may come across as inconsistent or unpredictable, which impacts the level of trust in professional relationships. It may also be seen as insincere, making it difficult to form meaningful connections.
Internally, people who are high self-monitors may begin to feel disconnected from their true selves. Constantly shifting to adapt to those around them may feel like “wearing a mask,” which may cause emotional strain and exhaustion over time. Their natural tendencies make them feel more pressured to conform than others, making it difficult for them to express their genuine opinions.
High self-monitoring can provide a significant advantage in navigating complex social and professional environments. But many high-monitors also experience key challenges in balancing this adaptability with maintaining authenticity and emotional well-being.
| Potential benefits of high self-monitoring | Potential pitfalls of high self-monitoring |
| Increased social adaptability | Disconnection from authentic self |
| Enhanced communication skills | Emotional strain from continually modifying behavior |
| Professional success in roles that require flexibility | May be perceived as insincere or overly concerned with fitting in |
| Strong negotiation or conflict resolution skills | May be perceived as inconsistent or unpredictable |
| Ability to fit well in various social groups and foster positive relationships | Inner turmoil when conforming to situations that conflict with personal values |
High self-monitoring and leadership
Research suggests that those with high self-monitoring abilities are more likely to step into leadership roles compared to low self-monitors.
There are several explanations for this, including:
- High self-monitors often want to know the ins and outs of any situation to best prepare for it. This can help them come across as polished and prepared in interviews or meetings.
- High self-monitors are more likely to resolve conflicts through compromise and collaboration, highlighting their leadership capabilities to unite opposite sides.
- High self-monitors tend to have a broader network, which can help them grow professionally as opportunities arise.
Low self-monitoring: definition, benefits, and potential pitfalls
At the other end of the spectrum are low self-monitors. These individuals are more likely to act consistently with their internal values and beliefs, no matter the situation or external factors. People with low self-monitoring tend to act from a core self and are less influenced by social pressures.
Think of people whom you count on to give their opinion and stay true to their North Star. Outsiders often view low self-monitoring individuals as trustworthy colleagues, though they sometimes wish these individuals were a bit more flexible.
In professional settings, low self-monitors bring a lot to the table, including authenticity, trustworthiness, and consistency. Their strong sense of integrity often makes others perceive them as genuine. Because people with low self-monitoring aren’t swayed easily by trends or others’ opinions, they tend to form deep, meaningful connections with others. A clear sense of identity and purpose can also help them make decisions that align with their long-term goals and values, rather than short-term social pressures.
People with low self-monitoring face their own set of unique challenges. For instance, they are more likely to struggle to adjust in situations where flexibility is key, such as sales meetings. This can sometimes lead to conflict with others who may perceive them as inflexible or even stubborn. Low-self monitors may often struggle to find a balance between staying authentic and recognizing when adapting (even just a little bit) can enhance their interactions.
| Potential benefits of low self-monitoring | Potential pitfalls of low self-monitoring |
| True to themselves no matter what | Social inflexibility |
| Perceived as reliable and trustworthy | Difficulty navigating complex social dynamics |
| Strong personal convictions | Steadfast commitment to beliefs, which can lead to challenges in teamwork |
| Ability to foster deep relationships | Inability to adjust to different audiences, which can hinder career growth opportunities |
| Clear sense of self | Perceived as rigid or uncompromising |
Self-monitoring: your personality & your well-being
Self-monitoring does not affect who we are. Instead, it determines how we show up across a variety of situations.
As it occurs across a broad spectrum, self-monitoring is adaptable–allowing us to shift between high and low depending on the situation and the context we are in. When we have a greater sense of where we fall on this spectrum, we can create a strong sense of well-being for ourselves, striking a balance between authenticity and adaptability.
Low self-monitors, for instance, may begin to understand that adopting greater flexibility in certain situations does not constitute a departure from their true selves. Instead, it is a strategy to foster greater connection and teamwork.
Similarly, high self-monitors may learn there are certain situations in which it may be beneficial to stand firm on their thoughts or perspectives as a means of building trust.
While personality assessments are not designed to measure self-monitoring specifically, they can offer greater insight into who on your team is more likely to fall on one end of the spectrum or another. Assessments like the WorkPlace Big Five Profile™ can inform your decision-making around coaching and mentoring your team members, helping them to build skills and strengths in areas where they may need additional support.
For example, people could be invited to explore how their WorkPlace Big Five Profile™ scores (such as Tact, Others’ Needs, Agreement, and Drive) relate to their self-monitoring. They could then reflect on how their degree of self-monitoring both helps and hinders them, and how to manage these personality trait expressions with intention to work towards development goals and manage their well-being.
At the end of the day, information is key. When we understand how we work best, we can create environments designed to help ourselves, our teams, and our organizations thrive.
