What is the personality of a singer or listener?

Many people do not even know that there is a subject called listeners and readers, which happens to be an important step in understanding themselves. Few people know if they are a singer or a listener. 

Ourselves, But giving examples in this regard shows what destructive effects this ignorance may have. When Eisenhower was the supreme commander of the Allied forces in Europe, he became popular with the press.

He gave general instructions for each question and was also able to explain the situation or policy in two or three literary sentences. Ten years later, the same journalists who praised him openly insulted President Eisenhower.

They constantly ridiculed him for destroying the royal English language because he gave irrelevant answers and lacked linguistic rules. Eisenhower did not know that he was a singer, not a listener.

When Eisenhower was the Supreme Allied Commander, his deputies always asked him questions in writing half an hour before the press conference, and he read and gave beautiful answers.

When he became president, he came to power with two listening presidents (Roosevelt and Truman). They both knew they were listening and enjoyed the conference. Eisenhower probably thought he should do what Roosevelt and Truman did.

How do we learn?

The first step in knowing myself was whether I am a singer or a listener, now it is the second step, how do we learn? Many top writers (for example, Winston Churchill) performed poorly in school.

They consider schooling to be complete torture; If many of their classmates did not have such a view. At the time, schools were based on the hypothesis that there was only one right way to learn and that it was the same for everyone.

Churchill was a writer, and he did not learn by listening and reading, but by writing well. Beethoven, for example, has left many records of his pieces, while he says he never went to them when composing his songs.

Beethoven was asked why he kept the notebooks, to which he replied:

“If I do not write quickly, I will soon forget them. If I write them in my parts notebooks, I will never forget and I will never need to look at them again.

In addition to writing, some people learn it by doing it, and some have to explain it aloud to themselves. I know an executive who turned a small, medium-sized family business into an industry-leading factory.

He learned by talking, and he used to call all his top managers to his office every week and talk to them for two to three hours. And He raised political issues and talked about them in three different ways.

He seldom consulted and questioned his partners, it was clear that this manager needed people to listen to him. That was the way he learned. He was an extremist, but learning by talking is not a strange thing.

Successful lawyers and medical professionals generally learn this way, and so do I. (Peter Drucker). Of all the parts of self-awareness, it is the easiest to know how to learn.

When I ask people, “How do you learn?” Many know the answer. But when I ask, “Do you act on this awareness?” I hear less yes. If one does not act on this awareness, one is doomed to poor performance.

Are you the best commander or the best obedient?

Some people have the best performance in the lower arm. General George Patton, the greatest hero of the US Army in World War II, is a prime example of this. Patton was the supreme commander of American troops.

“Patton is the best obedient the US military has ever trained, but he may be the worst commander-in-chief,” said Gen. George Marshall, chief of the Joint Chiefs of Staff.

Where are we more successful?

Some people perform better as group members. Others perform better alone. Some have special talents in coaching, but some are incompetent as coaches. Another important question is, am I more efficient in the role of decision maker or as a consultant? Many people in the position of consultant perform best, but can not bear the responsibility and pressure of decision making.

Many people, on the other hand, need a counselor to make them think, then they can make decisions and act on them quickly and with confidence and courage.

That is why when a person is promoted to number two in the organization and reaches the number one position, he fails. The highest position needs a decision maker.

Powerful decision-makers place a trusted person in the position of consultant and in the number two position of the organization, and it is in this situation that the number one and two people have the best performance.

Mirror test

Another important step in our management is to ask ourselves, “What are my values?” In the 1900s, the most respected diplomat of all the great powers was the German ambassador to London.

In 1906, he abruptly resigned before sitting at the dinner table set up by the diplomatic mission of Edward IV.

The king himself was an open and notorious woman who had determined what kind of dinner party she was planning. The ambassador is said to have said, “I did not want to see a prostitute in the mirror in the morning while shaving my face.” This is a mirror test. Who do you want to see in the mirror in the morning?

If the organizational value system is unacceptable to someone and incompatible with his values, working in that organization will not result in frustration and inefficiency for him.

Values

Peter Drucker: Years ago, I had to choose between my values ​​and what I did successfully. In London in the mid-1930s, I was a young investor with a very good performance and my work matched my strengths well.

However, I felt that as an asset manager, I did not have much of an impact on society. Society is the embodiment of my values, and being the richest person, but dead and ineffective, has no value to me.

Despite my depression, poor financial situation, and lack of a replacement job, I resigned, and that was the best thing I could do. In other words, values ​​are the final test and should be.

Two questions to know yourself

To answer this question, answer the following two questions: Do I perform better in a stressful and anxious situation or do I need a fully structured and predictable environment?

Am I effective in large organizations or in small organizations? Few can perform well in all environments. Time and time again, I saw people who were very successful in large organizations, but when they were transferred to small organizations, they struggled awkwardly.

The opposite is also true. Conclusion needs to be repeated: Do not try to change yourself, but try to improve the way you perform and do not take on what you can not do or do poorly.