Envision the ideal person behavior for insights try

• Envision the Ideal Person / Behavior for Insights
Try to imagine what the best or ideal person would be able to do; check how close you could get
to that by using what you have. How much could you learn in a short period of time to reach
the ideal? How real is the ideal? Is it worth the effort?
Learning from Experience, Feedback and Other People
• Using Multiple Models
Who do you know who exemplifies how to do whatever your need is? Who, for example,
personifies decisiveness or compassion or strategic agility? Think more broadly than your
current job and colleagues. For example, clergy, friends, spouses or community leaders are
also good sources for potential models. Select your models not on the basis of overall
excellence or likability, but on the basis of the one towering strength (or glaring weakness)
you are interested in. Even people who are well thought of usually have only one or two
towering strengths (or glaring weaknesses). Ordinarily, you won’t learn as much from the
whole person as you will from one characteristic.
• Learning from Mentors and Tutors
Mentors and tutors offer a special case for learning since the relationship is specifically formed
for learning. You need to be open and nondefensive. You need to solicit and accept
feedback. This is a unique opportunity for you to get low-risk, honest, and direct feedback on
what you do well and not so well.
• Learning from Ineffective Behavior
Seeing things done poorly can be a very potent source of learning for you, especially if the
behavior or action affects others negatively. Many times the thing done poorly causes
emotional reactions or pain in you and others. Distance yourself from the feelings and
explore why the actions didn’t work.
• Learning from a Coach or Tutor
Ask a person to coach or tutor you directly. This has the additional benefit of skill building coupled
with correcting feedback. Also observe the teacher teaching you. How does he/she teach?
How does he/she adjust to you as a learner? After the process, ask for feedback about you
as a learner.

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• Getting Feedback from Bosses and Superiors
Many bosses are reluctant to give negative feedback. They lack the managerial courage to face
people directly with criticism. You can help by soliciting feedback and setting the tone. Show
them you can handle criticism and that you are willing to work on issues they see as
important.
• Getting Feedback from Peers / Colleagues
Your peers and colleagues may not be candid if they are in competition with you. Some may not
be willing to be open with you out of fear of giving you an advantage. Some may give you
exaggerated feedback to deliberately cause you undue concern. You have to set the tone
and gauge the trust level of the relationship and the quality of the feedback.