You will have to get over your reluctance to assess what people are like if you want to surround yourself with people who have the qualities you need. That goes for yourself too. People almost always find it difficult to identify and accept their own mistakes and weaknesses.(1/4)
Sometimes it's because they're blind to them, but more often it's because their egos get in the way. Most likely your associates are equally reluctant to point out your mistakes, because they don't want to hurt you. You all need to get over this. (2/4)
More than anything else, what differentiates people who live up to their potential from those who don't is their willingness to look at themselves and others objectively and understand the root causes standing in their way. #principleoftheday (3/4)
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. (4/4)
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As you know, I believe that everything happens as a result of cause-effect relationships that repeat through time, in the same way that a machine produces the same outcomes over and over again. (1/4)
In the latest chapter of my new book, Principles for Dealing with the Changing World Order, shared on LinkedIn, I will explain what I believe to be the key determinants that drive “the machine” behind the rises and falls of empires through time. (2/4)
In this excerpt, you’ll find a high level summary of the key determinants and in the coming weeks I will share more detailed descriptions of a number of them: linkedin.com/pulse/determin… (3/4)
Imagine that virtually everything important going on in your company can be captured as data, and that you can build algorithms to instruct the computer, as you would instruct a person, to analyze that data and use it in the way you agreed it should be used. (1/6)
In that way, you and the computer on your behalf could look at each person and all the people together and provide tailored guidance, just like your GPS provides you guidance by knowing all the traffic patterns and routes. (2/6)
You don’t have to make it mandatory to follow that guidance, though you can. Generally speaking, the system operates like a coach. And the coach can learn about its team: Data is collected about what people do so that if they make more insightful moves ... (3/6)
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)
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)