Post-Session Materials Copy
We live in an age of unprecedented opportunity: If you’ve got ambition and smarts, you can rise to the top of your chosen profession, regardless of where you started out.
But with opportunity comes responsibility. Companies today aren’t managing their employees’ careers; knowledge workers must, effectively, be their own chief executive officers. It’s up to you to carve out your place, to know when to change course, and to keep yourself engaged and productive during a work life that may span some 50 years. To do those things well, you’ll need to cultivate a deep understanding of yourself- not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
What sources of intrinsic fulfillment are most meaningful?
What are your greatest strengths?
Under what conditions do you do your best work?
Research suggests that when we see ourselves clearly, we are more confident and more creative. We make sounder decisions, build stronger relationships, and communicate more effectively. Tasha Euric’s research has found that even though most people believe they are self-aware, self- awareness is a truly rare quality: It estimates that only 10%–15% of the people they studied actually fit the criteria.
Many large-scale studies have found that leadership based solely on MBA-trained logic is not always enough for delivering long-term financial and cultural results. It’s not enough for CEOs to lead with prevailing business theories. Self-awareness enables leaders need to convince others of their vision and make them feel comfortable with change.