• “She’s a D, so you just have to deal with her bluntness.”
• “He’s an i. There’s no way he can work independently to get this done.”
• “He’s an S, so he won’t ever deal with conflict head-on.”
• “She’s a C. If we give her this task, she’ll over-analyze it and it will never get done.”
I was recently speaking about our book, The 8 Dimensions of Leadership, to a group of Human Resource Professionals in California. My talk, “Becoming a Multidimensional Leader,” focused on three major themes:
2) Good leaders understand that being an effective leader requires integrating knowledge with a real understanding of emotional, psychological, and interpersonal “default settings” and “blind spots.”
3) Leaders who are rated highly-effective by their subordinates are “multidimensional.” They have learned to be highly flexible in responding to the wide array of demands required by their organization. They can move outside their comfort zone and overcome the psychological barriers that keep some leaders from acting.
In essence, effective leaders are people who have attained a certain level of self-awareness and put that understanding to work as they contribute to helping an organization respond to challenges. Continue reading “Leadership for All?” »