For example, before trying to get subordinates to do something, a CEO can remind himself or herself, “I need them as much as they need me.” You don’t have to become a pushover or give back your salary. JJ: What can a leader do to mitigate this problem?ĭP: One strategy is to briefly reduce your feelings of power, which can increase the acuity of your perspective-taking. This has been the undoing of many leaders. And that actually reduces our effectiveness. We become so anchored in our own position that we fail to heed the views of others. I was thus struck by your reference to research showing “an inverse relationship between power and perspective-taking.” What’s happening?ĭANIEL PINK: The research shows that feeling powerful often diminishes our ability to recognize another’s perspective. How they perceive themselves differs dramatically from how their employees perceive them. JATHAN JANOVE:I’ve dealt with many managers and executives with serious blind spots. In this interview, I ask him about the themes in his book that resonate in the workplace. Pink’s most recent book, To Sell Is Human: The Surprising Truth About Moving Others, achieved a publishing “triple crown” by reaching #1 on the best-seller lists of the The New York Times, The Wall Street Journal, and The Washington Post newspapers.
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