Some ways of thinking will serve you well for some purposes and serve you poorly for others. It is highly desirable to understand one’s own and others’ ways of thinking and their best applications. Some qualities are more suitable for some jobs. (1/5)
For example, you might not want to hire a highly introverted person as a salesman. That’s not to say an introvert can’t do that job; it’s just that a gregarious person is likely to be more satisfied in the role and do a better job. (2/5)
If you're not naturally good at one type of thinking, it doesn't mean you're precluded from paths that require it. It does, however, require that you either work with someone who has that required way of thinking (which works best) (3/5)
or learn to think differently (which is difficult or even impossible). #principleoftheday (4/5)
If you want to learn about yourself, check out PrinciplesYou. If you want to learn about your relationships with those you work with, check out my new assessment for teams, PrinciplesUs: bit.ly/2Y4FxlC. (5/5)
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Because of the biases with which we are wired, our self-assessments (and our assessments of others) tend to be highly inaccurate. Psychometric assessments are much more reliable. They are important in helping explore how people think during the hiring process (1/4)
and throughout employment. Though psychometric assessments cannot fully replace speaking with people and looking at their backgrounds and histories, they are far more powerful than traditional interviewing and screening methods. (2/4)
If I had to choose between just the assessments or just traditional job interviews to get at what people are like, I would choose the assessments. Fortunately, we don’t have to make that choice. #principleoftheday (3/4)
When you are closed-minded and form an opinion in an area where you have a blind spot, it can be deadly. So take some time to record the circumstances in which you’ve consistently made bad decisions because you failed to see what others saw. (1/4)
Ask others—especially those who’ve seen what you’ve missed—to help you with this. Write a list, tack it up on the wall, and stare at it. If ever you find yourself about to make a decision (especially a big decision) in one of these areas without consulting others, (2/4)
understand that you’re taking a big risk & it would be illogical to expect that you’ll get the results you think you will. #principleoftheday
I'm so excited to have shared PrinciplesYou with you. And I'm thrilled that the Dot Collector app is also now available for Zoom. (3/4)
It's hard to have an objective, open-minded, emotion-free conversation about performance if there is no data to discuss. It's also hard to track progress. This is part of the reason I created the Dot Collector. (1/4)
I also recommend thinking about other ways that people's responsibilities can be put in metrics. One example: You can have people note whether they did or didn't do things on checklists, which you can then use to calculate what percentage of tasks they complete. (2/4)
Metrics tell us whether things are going according to plan--they are an objective means of assessment and they improve people's productivity.
I'm so excited to have shared PrinciplesYou with you. And I'm thrilled that the Dot Collector app is also now available for Zoom. (3/4)
Holding people accountable means understanding them and their circumstances well enough to assess whether they can and should do some things differently, getting in sync with them about that, and, if they can’t adequately do what is required, removing them from their jobs. (1/4)
It is not micromanaging them, nor is it expecting them to be perfect (holding particularly overloaded people accountable for doing everything excellently is often impractical, not to mention unfair). (2/4)
But people can resent being held accountable, and you don’t want to have to tell them what to do all the time. Reason with them so that they understand the value of what you’re doing, but never let them off the hook. #principleoftheday (3/4)
By practicing open-mindedness and assertiveness, you should be able to resolve most disagreements. If not, and if your dispute is one-on-one, you should escalate to a mutually agreed-upon believable other. (1/4)
All things being equal, that should be someone higher in your reporting chain, such as your boss. When a group can't reach an agreement, the person responsible for the meeting should take a believability-weighted vote. (2/4)
Since I gave my TED Talk in which I described the Dot Collector and told people I was planning to pass it along 7 years ago, there has been a clamoring for it. That led to the creation of the Dot Collector app for Zoom which is now available. (3/4)
Learning must come before deciding. Your brain stores different types of learning in your subconscious, your rote memory bank, and your habits. (1/4)
But no matter how you acquire your knowledge or where you store it, what’s most important is that what you know paints a true and rich picture of the realities that will affect your decision. (2/4)
That’s why it always pays to be radically open- minded and seek out believable others as you do your learning. Many people have emotional trouble doing this and block the learning that could help them make better decisions. (3/4)