Last week there was plenty of assessment analysis of job candidates, with higher demand than usual at this time of year. This brought some pretty clear insights into who might or might not fit for our clients’ businesses, and the conditions and management style they are most likely to be engaged by. Most of these people I have never met, but an analysis of the assessments creates amazing insights they just can’t get from interviews or references.
Beyond that, the week’s main focus was helping clients work through big-picture ideas around team development and balance, as well as discussing tactics for upcoming conversations to deal with difficult situations.
My big reflection for the week was how much better we feel about, and more we trust, people who are truly open to feedback and self-development. We are so used to people feeling they need to defend themselves, their decisions and their actions, that when someone is open and humble, everyone relaxes. The conversation isn’t a battle or negotiation, it’s a collaborative exploration.
It is natural that we feel compelled to defend our reputation and status, because it is part of our basic need to protect and enhance our identity – it’s in our DNA. But, in modern society with so many variables and unknowns, it really is counter-productive.
I feel so much better every time I volunteer fault or ignorance, when I take more than my share of responsibility, instead of having that hollow feeling that comes with hiding insecurities behind a false image of infallibility.
I think it takes comfort in being less than perfect, of knowing that intentions and integrity matter more than being right, to make that change. Maybe the trigger for that realisation and behavioural change is something I can reflect more upon, maybe it can be helpful for others too.
