By Matthew Reis and Judith Geller
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Extra info for A Manager’s Guide to Human Behavior
Continue what you are currently doing and seek feedback from others to confirm your self-perceptions. 76-100: You probably have a good foundation to be an effective manager and should look for opportunities to receive feedback to continue to improve. With this feedback, you may be able to target specific developmental opportunities and assignments. 75 or less: You could probably benefit from ongoing development in general management and leadership and should actively work on finding people you trust to give you feedback on your relevant skill areas.
The important thing to remember here is that this emotional competence is a learned ability, one that people can develop if they apply themselves. This is similar to people who are “book smart” and have to learn to apply their academic knowledge to the real world. While emotionally competent people are not guaranteed to be better managers, they are certainly in a favorable position to achieve this goal over time. Think About It . . Think about a current work situation where you are not as effective as you would like to be, and where you think you may not be understood by your employees or colleagues.
American Management Association. All rights reserved. org/ 30 A MANAGER’S GUIDE TO HUMAN BEHAVIOR xhibit 2-2 Bill’s Story, Part II Remember Bill from our case study? Imagine that you work with Bill. The common perception is that Bill can be very nice at first meeting, but that he becomes demanding and controlling when work had to be done. If he asked for your feedback on his performance, would you tell him the truth? Would you tell him the whole truth if you reported to him? Most people would probably not, and his employees certainly did not dare to tell him!