Unveiling the Traits: Why Successful Individuals Struggle with Change - A Personality Test Exploration

What’s Your Personality?
 
It's a well-honored fact that every human being has a personality. It isn't simply your physical body. It isn't simply your knowledge. It simply isn't your pride. It simply isn't your actions. It isn't simply your physical expression. It simply isn't your style. It simply isn't your disposition.

But they all and numerous other characteristics are expressions of your personality.

I don’t find it wise to define personality. It's an abstract reality. You get it with your birth. You can either develop it or disintegrate it. Your style, actions, and responses are expressions of your developed, uninhabited or under-developed personality.

How do you look? How do you reply? How do you talk? How do you live? What do you suppose? They are all expressions of your personality. Psychometrics measures these expressions and not your personality.

The abstract nature of personality can neither be measured nor be anatomized with any scientific or non-scientific tool. It can only be imagined. It can be developed. It can be integrated. Your thinking and doing make all the difference. An advanced personality gives better style, actions , and responses than an uninhabited one.

A hard-working mate at a major law establishment, John, finds that he gets short with-workers especially when under stress. He's not viewed as a “ platoon player ” by other members of the establishment and the support staff avoids him. In malignancy of feedback and guidance from his associates, he has endured little progress in modifying his geste .

JudyS. struggles with balancing her particular and professional life, frequently chancing herself overcommitted. As a VP of a large health care association, she also serves on a number of community boards. She has difficulty saying “ No ” and feels shamefaced that she isn't doing enough for her children. She has tried constantly to drop her work time but seems to be busier each time.

Both of these successful people may find it delicate to change.

There's a “ incongruity of success, ” according to the administrative trainer Marshall Goldsmith, reported in a Business Strategy Review composition. This incongruity makes it delicate for successful people to grow and ameliorate. When effects are going well, people have little provocation to change. Yet, successful people need to change before they've to change or they will table or indeed decline in effectiveness. Indeed the most successful leaders can increase their effectiveness by changing some rudiments of their geste .

Goldsmith has worked with hundreds of directors in Fortune 100 companies and has set up that successful people have four crucial beliefs that drive their success and, frequently, limit their growth. These beliefs are

· I choose to succeed. Successful people believe that they're doing what they choose to do, because they choose to do it. They have a strong need for tone- determination and don't like feeling controlled or manipulated. They believe that their geste is a result of their choices and commitments. The “ I choose to succeed ” belief is largely identified with achievement. The further we believe that our geste is a result of our own choices and commitments, the less likely we're to want to change our geste .
Successful people’s particular commitment can make it hard for them to change.

I can succeed. Successful people believe that they have the internal capacity to make desirable effects be. They don't see themselves as victims of fate; rather they believe that their provocation and capability has driven their success.
Successful people frequently confuse correlation with reason. Because they get positive underpinnings for results, they may not have an accurate perception of what actions drove those results. This can affect in “ superstitious geste ” where the successful person repeats geste that they believe was a factor in their success.
Successful people have difficulty realizing that they're successful “ in malignancy ” of certain actions, not “ because of ” them.

· I'll succeed. A contagious sense of sanguinity is one of the most important characteristics of successful people. They not only believe that they can achieve, they believe that they will achieve. Because they're ambitious and thing acquainted, they've difficulty saying “ no ” to desirable openings. They frequently equate “ busyness ” with success. Some successful people drown in an ocean of occasion and burn out their staff trying to complete what they've promised.
Successful people are veritably busy and face the peril of over-commitment.

I've succeeded. Successful people tend to have a positive interpretation of their  performance. They constantly over-rate their performance relative to their professional peers. When positive issues arise, they believe that their sweat is necessary to succeed. They see their history of what they've done as a confirmation of who they are and their particular attributes.
Successful people’s positive view of their performance can make it difficult to hear negative feedback from others.

Goldsmith has set out that successful people have great difficulty in accepting input from others regarding their behavior. However,  it “ doesn’t count; ” 2) they view input that's inconsistent with their tone- image to be “ incorrect ” and the other person is “ confused ” or 3) they agree there's verity in the feedback but it couldn't be important since they're so successful If the feedback doesn't agree with their comprehensions of themselves they tend to deny the information for three reasons 1) the input is from someone that they do see as their peer or equal in terms of success. These are some of the reasons that feedback isn't veritably effective with successful people.

As Denis Diderot formerly said, “We swallow with one gulp the taradiddle that flatters us, and drink drop by drop the verity which is bitter to us." ”