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1. A newly promoted pharmaceutical executive learned that instead of trying to change his personality, he should channel his natural traits like emotional volatility and competitive drive more productively. CEOs can apply this by embracing their natural tendencies and refining their behaviors, rather than trying to become someone else.
2. Personality tests should be a starting point, not the final judgment. Instead of labeling traits as flaws, CEOs can use these insights to guide development and turn perceived weaknesses into strengths, focusing on growth rather than rigid categorization.
By Matt Paese | AUG 15, 2024
Read the original article at FAST COMPANY
