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We’ve all been there. At the cross roads of an important decision, we made a choice and failed. Sometimes those decisions can cost you a good night’s sleep. Sometimes they can cost you billions-think back to 20th Century Fox giving George Lucas total merchandising rights to the Star Wars movies for just $20,000. Mistakes will happen, but the way you handle them determines how your intelligence is perceived by others.
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To grow and innovate, organizations have to come up with creative ideas. At the employee level, creativity results from a combination of expertise, motivation, and thinking skills. At the team level, it results from the synergy between team members, which allows the group to produce something greater than the sum of its parts.
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Most of us have had a bad boss, whether a micromanager who constantly looked over your shoulder or a walking landmine whose attitudes would change on a dime. Unfortunately, career success depends as much, if not more, on your ability to get along with your boss as it does on actual talent or job performance. But what if you could use your bosses’ terrible qualities to your advantage?
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Judgment and decision-making are highly consequential in human affairs, and many of us tend to be influenced by experts and those with power. Here’s a scary thought mentioned by Ian Ayers in his book Super Crunchers: Why Thinking-by-Numbers Is the New Way to Be Smart: Germ theory was proposed in the mid-16th Century but not universally accepted until the end of the 19th Century because doctors, and those in power within the medical community, were unable to come to grips with data supporting that doctors were causing patient deaths when they didn’t wash their hands. In fact, the individual proposing this hypothesis was fired and eventually suffered a nervous breakdown. Although melodramatic, this example illustrates the fallibleness of the long philosophized great chain of being concept detailing a rigid hierarchy of superiority and inferiority. Turns out, those at the top of the social strata aren’t stronger, faster, funnier, or superhuman. In fact, they’re just like all of us: biased, influenced by personality, and wrong most of the time.
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How many people know the real you? Last year, we asked 668 people to rank, on a scale of 1-10, how well their friends, spouse, coworkers, boss and others knew them. They answered as follows:
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Whether a demanding boss, pressing deadline, or mind-numbing monotony, the working world is full of stressors that can blur the line between strength and weakness. From the occasional outburst to a headline-worthy meltdown, when the dark side comes out, it can derail even promising careers. But it doesn’t have to. Introducing www.hogandarkside.com, a new website dedicated to the dark side of personality. Delve deeper into the dark side of your Hogan Development Survey scores with the newly launched HDS subscales, see how your derailers stack up against people around the world, and learn how to manage your boss’s derailers. Check it out today at www.hogandarkside.com.
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We have some important advice for all the politicking, rising stars out there: before you dub yourself the organization’s next great scion, you’ll need to make sure you have the skillsets necessary to build and guide a high performing team. There are numerous reasons an individual may be nominated to represent a key part of the succession plan, but more often than not it’s because the employee is socially skilled, confident and interested in influencing. But just because one is generally rewarding to interact with doesn’t mean special resources should be dedicated to his or her advancement. Our point is this: When it comes to leadership positions, emergence does not necessarily equal effectiveness. This edition of our series debunks the myth that those identified as high potentials usually have the requisites for success at the higher levels. This is the story of the High-Pos, the Low-Pos, the Faux-Pos, and the So-sos.
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We recently partnered with J3Personica on a study aimed at identifying characteristics associated with successful orthopaedic surgical resident performance.
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