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THE 7 HABITS OF HIGHLY EFFECTIVE PEOPLE BY STEPHEN COVEY - ANIMATED BOOK SUMMARY

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Purchase a CliftonStrengths 34 access code to: take the CliftonStrengths assessment unlock the CliftonStrengths 34 Report access other personalized reports and strengths-based development resources Learn more. Buy CliftonStrengths You can redeem your access code from the following books: StrengthsFinder 2. Figuring that recent advances in psychological research could do better, MacRae and Adrian Furnham of University College London have now identified six traits that are consistently linked to workplace success, which they have now combined into the High Potential Trait Inventory HPTI.

Nurturing your curiosity may help you to learn more easily, increase your overall job satisfaction and protect you from burnout Credit: Getty Images.

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Summary: Leadership (John C. Maxwell)

MacRae points out that each trait may also have drawbacks at extremes, meaning there is an optimal value of each one. He also emphasises that the relative importance of each trait will be determined by the job you are doing, so the particular thresholds would need to be adapted depending on whether you are hoping to succeed in, say, a technical position. But the version of the test that I have seen was focused on leadership roles. Conscientious people commit themselves to plans and make sure they carry them out to the letter.

They are good at overcoming their impulses and thinking about the wisdom of their decisions for the long-term. After IQ, conscientiousness is often considered one of the best predictors of life outcomes like educational success.

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At work, high conscientiousness is essential for good strategic planning, but in excess it may also mean that you are too rigid and inflexible. Everyone faces anxieties, but people with high adjustment can cope with them more easily under pressure, without allowing it to negatively influence their behaviour and decision-making. People with low scores on this scale do appear to suffer from poor performance at work, but you can mitigate those effects with the right mindset.

Various studies have shown that reframing a stressful situation as a potential source of growth — rather than a threat to their wellbeing — can help people to recover from negative situations more quickly and more productively. Are you the kind of person who would prefer tasks to be well-defined and predictable? Or do you relish the unknown? People with a high tolerance for ambiguity can incorporate many more viewpoints before coming to a decision, which means they are less dogmatic and more nuanced in their opinions.

Crucially, someone who can accept ambiguity will find it easier to react to changes — such as an evolving economic climate or the rise of a new technology — and to cope with complex, multifaceted problems. Low ambiguity acceptance will not always be a drawback. In certain fields — such as regulation — it can be better to take a more ordered approach that irons out all the wrinkles in the process.

Knowing where you stand on this spectrum may prevent you from stretching too far from your comfort zone. Compared to our other mental traits, curiosity has been somewhat neglected by psychologists. Yet recent research shows that an inherent interest in new ideas brings many advantages to the workplace : it may mean that you are more creative and flexible in the procedures you use, help you to learn more easily , increases your overall job satisfaction and protects you from burnout.


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  4. Would you shy away from a potentially unpleasant confrontation? Or do you steam ahead in the knowledge that the short-term discomfort will resolve the situation, bringing long-term benefits?

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    Unsurprisingly, the capacity to deal with difficult situations is critical for management positions where you need to take action for the greater good, even when you are faced with opposition. At its best, competitiveness can be a powerful motivation that leads you to go the extra mile; at its worst, it can lead teams to break down. Together, these six traits consolidate most of our understanding to date on the many different qualities that influence work performance, particularly for those setting their sights on leadership. The extroversion-introversion scale, for instance, may determine how we deal with certain social situations, but it seems to make little difference in overall job performance.

    MacRae has now validated HPTI in various sectors, tracking the performance of business leaders of multinational organisations over several years, for instance.