What Self-Awareness Really Is (and How to Cultivate It)


Contrary to popular belief, studies have shown that people do not always learn from experience, that expertise does not help people root out false information, and that seeing ourselves as highly experienced can keep us from doing our homework, seeking disconfirming evidence, and questioning our assumptions. And just as experience can lead to a false sense of confidence about our performance, it can also make us overconfident about our level of self-knowledge.

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Curated by Trevor Lee

http://www.ep-i.net

@trevorblee

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When You Really Need a Favour, Ask in Person


When you want to ask your colleagues for a favour to review your draft presentation, lend some resources to an important project, or even to support you in your local charity run — it feels most efficient to send a group email.

But a new study finds that people tend to overestimate the power of their persuasiveness over text and email and underestimate how effective face-to-face requests are.

Asking someone in person is far more likely to be successful.

Remember that most people have an inbox full of requests from people. You don’t want your favour to get lost in that heap. Sure, going to talk to someone may be less convenient and more uncomfortable, but if you really need someone to help you out, stop by their desk or schedule a meeting.

Doing so demonstrates the importance of the task and cuts through the digital clutter.

Adapted from “A Face-to-Face Request Is 34 Times More Successful than an Email,” by Vanessa K. Bohns

 

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Curated by Trevor Lee

https://www.linkedin.com/in/trevorblee

http://www.ep-i.net

@trevorblee

Before Your Next Job Interview, Rehearse in Character


Be yourself” is horrible advice for someone going on a job interview.

That’s because you are literally auditioning for a new role. Take the time to craft your “job interview character” by making a list of the qualities a successful candidate should convey. And then rehearse. For example, if you tend to be shy, expand your range of expression (and what you’re comfortable doing) by practicing what might feel like an exaggerated performance, using hand gestures and passion. And try to reframe your perspective. Instead of performing as a person who is trying really hard to get the job, perform as someone who wants to have a great conversation with the interviewer.

Ask open-ended questions and be prepared to tell stories.

Adapted from “To Ace Your Job Interview, Get into Character and Rehearse,” by Cathy Salit

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Curated by Trevor Lee

https://www.linkedin.com/in/trevorblee

http://www.ep-i.net

@trevorblee

Be More Loyal to Your Mentee


All too often, mentoring can become just another task on your to-do list.

But mentoring requires developing a genuine rapport. Studies show that even the best-designed mentoring programs are no substitute for an authentic, collegial relationship between mentor and mentee. You need a baseline chemistry with your mentee, and you must have their best interests at heart — even if those interests aren’t the same as the company’s.

Of course, it would be great if your mentee wanted to sustain a long career at your organization, but it’s more important to help them discover their strengths and passions and the best place to apply both. When counseling your mentee on career decisions, encourage them to find their calling whether it’s at your company or somewhere else.

This is the best way to inspire commitment.

Adapted from “What the Best Mentors Do,” by Anthony K. Tjan

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Curated by Trevor Lee

http://www.ep-i.net

@trevorblee

Leadership Presence


Increasing your Leadership Presence involves complex, interrelated factors.

  1. Identify and clarify your vision of the future, not only for yourself but for those you lead, or want to lead. Document your vision (in writing!) and then communicate it in a way that inspires people to follow it.

  2. Consider how you appear to others. Start with your appearance, but give more than a passing glance at your inner self and soul (or whatever you call that intangible part of you that projects your values.) Do something to improve at least one of the above, every day.

  3. Get some practice in leaving decisions to other people, especially to those who really want to contribute in the way that decision-making requires. (This sounds easier than it is. People who want to lead generally like to be in control.)

Leadership Presence is a path, not a destination.

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Curated by Trevor Lee
tblee@ep-i.net
http://www.ep-i.net
@trevorblee

 

Motivate Your Team by Connecting Their Work to What Matters


All managers need to motivate their employees, but many struggle to get it right.

Bosses looking to deliver an effective pep talk should explain why the work they are asking people to do is important.

How do the employees’ tasks connect to the organization’s purpose? Point out ways your team is making a real difference for customers, the community, or each other.

The CEO of a pharmaceutical startup, for example, might say, “I know everyone here wants to help save lives from heart disease. That’s what our work is all about.”

Or you can connect your employees’ responsibilities to their personal aspirations. A fast-food restaurant manager could tell teenage workers, “One of our company goals is to provide good, stable jobs so that you have money to help your families and save for college.”

Research shows that connecting work to meaning is the toughest part of a pep talk to deliver, but getting it right is essential to motivating your team.

Adapted from “The Science of Pep Talks,” by Daniel McGinn

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Curated by Trevor Lee

http://www.ep-i.net

@trevorblee

Six Attributes of Collaborative Leaders


These 6 attributes may not be the familiar leadership competences taught at many business schools but it is my belief that they underpin success in today’s collaborative world.

1. Patience
The terrain will change, but collaborative leaders are patient with their partners and with themselves. Your direction may be clear, but you will need a flexible approach to getting there and accept that this will take time.

2. Collective decision making
Decisions made by leaders in isolation and enforced by hierarchical power aren’t sustainable in today’s world. Inclusive decision making informed by bottom up data is key.

3. Quick thinking
You need to be able to see both opportunities and risks before others do, and act in response to them. This requires a quick intellect, and the confidence and courage to implement new ideas whilst taking people with you.

4. Tenacity
The world we describe isn’t a stable one. Governments come and go; dramatic events happen, you cannot produce a detailed plan of action and expect to see it through step by step. Successful collaborative leaders are tenacious in the pursuit of results that deliver the overall common purpose.

5. Building relationships
Collaborative leaders go out to find future partners, identify sponsors, make new alliances – and are prepared to do all this in unexpected places. They invest energy in doing this sort of networking activity ahead of time, so they can call on these relationships when the pressure is on.

6. Handling conflict
Interdependent relationships are multi-layered and always contain seeds of possible conflict. Collaborative leaders don’t see conflict as a mark of failure – rather it is part of the territory, and they are confident in holding the difficult but necessary conversations that help to bring about a resolution.

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Trevor Lee

http://www.ep-i.net

http://www.ceo-worldwide.com

@trevorblee