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Insight: The Surprising Truth About How Others See Us, How We See Ourselves, and Why the Answers Matter More Than We Think - Softcover

Eurich, Tasha

 
9780525573944: Insight: The Surprising Truth About How Others See Us, How We See Ourselves, and Why the Answers Matter More Than We Think
Softcover
ISBN 10: 0525573941 ISBN 13: 9780525573944
Verlag: Crown, 2018

Inhaltsangabe

Learn how to develop self-awareness and use it to become more fulfilled, confident, and successful.

Most people feel like they know themselves pretty well. But what if you could know yourself just a little bit better—and with this small improvement, get a big payoff…not just in your career, but in your life?
 
Research shows that self-awareness—knowing who we are and how others see us—is the foundation for high performance, smart choices, and lasting relationships. There’s just one problem: most people don’t see themselves quite as clearly as they could.
 
Fortunately, reveals organizational psychologist Tasha Eurich, self-awareness is a surprisingly developable skill. Integrating hundreds of studies with her own research and work in the Fortune 500 world, she shows us what it really takes to better understand ourselves on the inside—and how to get others to tell us the honest truth about how we come across.
 
Through stories of people who have made dramatic gains in self-awareness, she offers surprising secrets, techniques and strategies to help you do the same—and how to use this insight to be more fulfilled, confident, and successful in life and in work.  

In Insight, you'll learn:

• The 7 types of self-knowledge that self-aware people possess.
• The 2 biggest invisible roadblocks to self-awareness.
• Why approaches like therapy and journaling don't always lead to true insight
• How to stop your confidence-killing habits and learn to love who you are.
• How to benefit from mindfulness without uttering a single mantra.
• Why other people don’t tell you the truth about yourself—and how to find out what they really think.
• How to deepen your insight into your passions, gifts, and the blind spots that could be holding you back.
• How to hear critical feedback without losing your mojo.
• Why the people with the most power can often be the least-self-aware, and how smart leaders avoid this trap.
• The 3 building blocks for self-aware teams.
• How to deal with delusional bosses, clients, and coworkers.

Die Inhaltsangabe kann sich auf eine andere Ausgabe dieses Titels beziehen.

Über die Autorin bzw. den Autor

Dr. Tasha Eurich is an organizational psychologist, researcher, New York Times bestselling author. Dr. Eurich has contributed to Harvard Business Review, Entrepreneur, and TED.com, and has been featured in outlets like Fortune, Forbes, The New York Times, Fast Company, and Business Insider. She was named a Leader to Watch by the American Management Association, and in 2017, was selected as a "100 Coaches" honoree from more than 14,000 candidates by Marshall Goldsmith to advance the practice of leadership coaching. She lives in her hometown of Denver with her husband and rambunctious dogs.

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Chapter 1

The Meta-­Skill of the Twenty-­First Century

The toughest coaching session of my professional career began with me staring, for what seemed like an eternity, at the top of a senior executive’s bald head. That head belonged to Steve, a construction company boss with a bleeding balance sheet. He’d been in the job for just four months when his CEO asked me to come in and help him.

That morning, I’d taken the elevator to the eighth floor, waited in the reception area, and was finally shown to Steve’s palatial office by an assistant whose voice shook slightly when she announced my name. As the door closed silently behind me, Steve didn’t look up from his computer, acknowledging my presence only with a long sigh and an aggressive flurry of mouse clicks. Which left me standing there, awkwardly staring at his head and admiring the contents of a presentation cabinet. It included a large award in the shape of a demolition ball, and that really said a lot about the situation.

I’m not easily unnerved, but as the seconds dragged by, I began to feel the challenge that lay ahead of me as a sensation of mild nausea. It didn’t help that I was holding a red folder bulging with interview notes that told me just how volatile this man could be.

“Should I take a seat?” I finally ventured.

“Please, Dr. Eurich,” he sighed impatiently, still not looking up. “Whatever makes you comfortable.”

As I sat down and opened my folder, ready to begin, Steve pushed his chair back. Finally, he looked at me. “Let me tell you a thing or two about my operation here.” Then, with the restlessness of a caged tiger, he began pacing up and down behind his desk, sharing his ambitious vision for the business and his hardball leadership philosophy. I was impressed with his energy—­I also knew that our work together would require all he could muster.

Steve’s department, he told me, was in trouble, although I already knew that. His predecessor had been fired because of cost overruns, so his in-­the-­red business unit needed to drive growth while finding efficiencies wherever possible. There was no room for failure, but Steve had no doubt that he was just the man for the task. His self-­proclaimed leadership skills included setting high expectations, rallying his troops, and being tough but fair. “I know I’ll face challenges in this role,” he confidently stated, “but I also know how to get the best out of my ­people.”

Unfortunately, Steve was totally delusional.

What I’d uncovered when I interviewed his direct reports, and what his CEO had only begun to sense, was that Steve’s reign was already proving disastrous. In the 16 weeks since his official promotion, three employees had quit. A fourth, who had recently started taking blood pressure medication because of the “Steve stress,” was halfway out the door. Though not a single member of Steve’s team questioned his capabilities and experience, they thought that he was—­to use a more polite term than they did—­a complete jerk. He’d bark orders at them, question their competence, and scream at them in a way they found unprofessional and frightening. And they weren’t a bunch of whiners, either. I found them to be seasoned, seen-­it-­all types who weren’t looking to be coddled. Steve had simply pushed them too far.

To be fair, Steve had grown up in the rough-­and-­tumble industry of construction, where he’d learned that great leadership often meant “he who yelled the most.” And while this hard-­charging style may have been passable in the past, it was a costly miscalculation in his current role, especially against the backdrop of the company’s collaborative culture.

As he paced around his new office, proudly detailing all the ways he was exactly the visionary leader his company needed during this difficult period, I marveled at how utterly oblivious he was. His behavior was hurting his employees’ morale, his team’s performance, and his own reputation. Even losing some of his best people hadn’t shaken his self-­image as an effective and respected leader. But Steve’s team had had enough of his bullying. And somehow, I had to find a way to break that to him. More fundamentally, Steve lacked the single most important, and yet least examined, determinant of success or failure—­in the workplace, or anywhere else. I’ve spent the last four years studying self-awareness. My research team and I quantitatively surveyed thousands of people around the world in ten separate investigations. We analyzed nearly 800 scientific studies. We conducted in-depth interviews with dozens of people who made dramatic improvements in their self-­awareness.

While a precise definition is more complex than it first seems, self-­awareness is, at its core, the ability to see ourselves clearly—­to understand who we are, how others see us, and how we fit into the world. Since Plato instructed us to “know thyself,” philosophers and scientists alike have extolled the virtues of self-­awareness. Indeed, this ability is arguably one of the most remarkable aspects of being human. In his book The Telltale Brain, neuroscientist V. S. Ramachandran poetically explains:

Any ape can reach for a banana, but only humans can reach for the stars. Apes live, contend, breed and die in forests—­end of story. Humans write, investigate, and quest. We splice genes, split atoms, launch rockets. We peer upward . . . and delve deeply into the digits of pi. Perhaps most remarkably of all, we gaze inward, piecing together the puzzle of our own unique and marvelous brain . . . This, truly, is the greatest mystery of all.

Some have even argued that the ability to understand ourselves is at the core of human survival and advancement. For millions of years, the ancestors of Homo sapiens evolved almost painfully slowly. But, as Ramachandran explains, about 150,000 years ago, there was an explosive development in the human brain—­where, among other things, we gained the ability to examine our own thoughts, feelings, and behaviors, as well as to see things from others’ points of view (as we will learn, both of these processes are absolutely critical for self-­awareness). Not only did this create the foundation for higher forms of human expression—­like art, spiritual practices, and language—­it came with a survival advantage for our ancestors who had to work together to stay alive. Being able to evaluate their behaviors and decisions and read their impact on other members of the tribe helped them, to use a slightly more modern reference, not get voted off the island.

Flash forward to the twenty-­first century. Though we may not face the same day-­to-­day threats to our existence as our ancestors did, self-­awareness is no less necessary to our survival and success—­at work, in our relationships, and in life. There is strong scientific evidence that people who know themselves and how others see them are happier. They make smarter decisions. They have better personal and professional relationships. They raise more mature children. They’re smarter, superior students who choose better careers. They’re more creative, more confident, and better communicators. They’re less aggressive and less likely to lie, cheat, and steal. They’re better performers at work who get more promotions. They’re more effective leaders with more enthusiastic employees. They even lead more profitable companies.

On the flip side, a lack of...

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Verlag
Crown
Erscheinungsdatum
2018
Sprache
Englisch
ISBN 10 
0525573941
ISBN 13 
9780525573944
Einband
Taschenbuch
Anzahl der Seiten
352
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Verantwortliche Person
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