Source
A VP assumed that sending an employee abroad would strain them, but the employee actually loved the challenge and autonomy. By becoming more externally self-aware, the VP learned to offer more high-risk projects, which increased engagement and trust. This shows how challenging assumptions about employee experiences can unlock hidden strengths.
A Babson College professor tested his external self-awareness by predicting his children’s favorite Disney moments, only to find out they valued simple activities like swimming. Similarly, many leaders misjudge how their teams experience decisions. Learning to ask and listen can help leaders better align actions with team values.
By Richard Triggs | SEP 24, 2024
Read the original article at FAST COMPANY
For the reason that the admin of this site is working, no uncertainty very quickly it will be renowned, due to its quality contents.
Thank you for the kind words! We’re working hard to provide valuable and high-quality content, and it’s great to hear that our efforts are appreciated. We hope to continue delivering helpful and engaging material that meets your expectations!