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Primal Leadership:
Taking stock of your real self starts with an inventory of your talents and passions – the person you actually are as a leader.
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128 |
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Primal Leadership:
…the reality of our lives often can be hard to grasp. It’s like looking in a clouded mirror…
|
129 |
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Primal Leadership:
Many things conspire to keep people from seeing their real selves.
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130 |
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Primal Leadership:
Most leaders are deprived of important feedback.
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131 |
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Primal Leadership:
…when people confuse being nice with providing others with accurate observations about their behavior style, their feedback is rendered useless.
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131 |
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Primal Leadership:
…emotionally intelligent leaders actively seek out negative feedback as well as positive.
|
133 |
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Primal Leadership:
…soliciting negative feedback may be vital to a person’s continued growth and effectiveness.
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133 |
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Primal Leadership:
A person’s self-awareness…sparks the readiness to change.
|
134 |
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Primal Leadership:
…the views of subordinates and peers… appear to have the most predictive validity of a leader’s actual effectiveness.
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136 |
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Primal Leadership:
…the more parts of our lives that we can identify as relevant to a leadership learning goal, the more chances to practice we give ourselves.
|
140 |
