This is a measure of the ability to employ one’s “gut instinct” effectively. It is both the intuitive evaluation and application of that evaluation. It is the capacity to enrich one’s experience and tactics by virtue of this intuitive component that comes from the ability to understand others and apply that understanding in an effective way.
This is a measure of the ability to see and appreciate the unique value and contribution that others are able to provide. It includes the capacity to interact with others without becoming personally involved in their issues to the point that the interaction clouds your decisions. It reflects an objective balanced perspective.
This measures the ability to manage without fear of negative feedback from others who do not like the management decision(s) one makes. It calculates the need to be liked and viewed as a strong leader without over promising or ignoring one’s duties and responsibilities.
This balances one’s compassion for others and the desire to trust others with an objective ability to realistically see strengths and weaknesses and to not be blind to another’s character flaws or to be unrealistically accountable for the effect one’s actions or decisions will have on others.
This measures the ability to retain a high expectation for other people’s performance while avoiding the tendency to shift from being open and available to becoming overly critical and demanding when others do not deliver those high expectations. It is also a measure of the ability to listen to other’s input while retaining an objective management style that balances optimistic expectations with realistic allowances for human error and avoidance of preset views that shut out viewpoints that differ from your own.
This measures the capacity to avoid overconfidence and over estimation of the value of one’s own view on things and to be open to consideration of other people’s concepts, ideas and solutions. It is the ability to consider alternatives and avoid the “I always know the best solution” mentality.
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