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O P I N I O N
Be more self-aware
T here are a lot of compelling reasons to build a better team. Great teams deliver stronger results faster, are more innovative, challenge you to learn more quickly and be at your best, and are simply more fun. Surround yourself with people who will speak their truth, even when it’s hard. And then listen. You’ll see a positive impact on you and your team.
Recently, I found a new reason to build a better team – because most of us are surprisingly unself- aware. Researcher and author Tasha Eurich uncovered this disturbing statistic through her multi-year study on the topic of self-awareness: About 95 percent of us think we are quite self- aware, but only about 10 percent to 15 percent of us actually are! So how can better teams help with self-awareness? Here’s the important connection: We need feedback to help match our internal view of ourselves with the external view. And on the best teams, not only are teammates willing to provide feedback to each other, they are required to. On high-performing teams, peers feel accountable for each other’s success, and willingly provide both
generous support and candid feedback to help each team member be at their best. “On high-performing teams, peers feel accountable for each other’s success, and willingly provide both generous support and candid feedback to help each team member be at their best.” Through years of research on teamwork, I have uncovered four distinct types of teams, from the worst of the worst, Saboteur Teams, to the highest
Audrey Epstein GUEST SPEAKER
See AUDREY EPSTEIN, page 4
THE ZWEIG LETTER March 19, 2018, ISSUE 1240
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