The root causes of blinds port are often the people’s mentality such as ego or bias, thought processes such as lack of “whole brain” thinking, or lack of knowledge or insight.
1 There’s knowing unknown, and here’s unknowing unknown, so it's not a new topic about “Blind Spots. The blind spots are perhaps inevitable, the point is how business leaders or managers should learn to deal with them seamlessly.
2 The root causes of blinds port are often the people’s mentality such as ego or bias, thought processes such as lack of “whole brain” thinking, or lack of knowledge or insight.
3 It’s important to build high-performance teams with the heterogeneous group setting, complementary skills, and distinctive capabilities in order to fill blind spots, clear business vision, and spur creativity
4 To close blind spots, you have to be humble to realize there are many things you know you don’t know and perhaps even more which you don't know what you don't know. Until that happens, you will continue in the lives of blindness
5 Continue to see the importance of dealing with blind spots by learning how to be quick to listen, slow to speak, and slow to anger.
6 Many teams operate with an incomplete and relative small view of the business and take linear management discipline. It’s no surprise that such silo mentalities will create numerous blind spots in talent, resource, process, capacity, and capability management, and further cause failures in strategy execution.
7 To close blind spots, be humble to learn; be hungry for the insight, be skillful to frame the right questions and behold to the metrics.
8 You need to listen, accept, and act on the blind spot, whatever it is and check the "mirrors" that you appreciate the huge favor and gift they have provided you.
9 The company's reputation and success today are founded on innovation and to a very large extent, innovation closes blind spots. The productivity is higher in an innovative organization, and an innovative organization has less blind spots because people do not fear to provide feedback.
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