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ON STAFF: How One Chief Exec Realized He Didn’t Have All the Answers

ON STAFF: How One Chief Exec Realized He Didn’t Have All the Answers

ON STAFF: How One Chief Exec Realized He Didn’t Have All the Answers
April 15
07:40 2019

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Mark Bertolini used to think he had all the answers. After all, the former chief executive of health insurance giant Aetna was Ivy League-educated, graduated top of his class in finance and had proven himself over time as a serious player in the business world.
For him, it was just a matter of playing a waiting game until all of his coworkers and subordinates came to the natural conclusion that he was right.
“I would play these mental games in my head where I would say ‘OK, what kind of questions can I ask these people to come to the answer that I already know is the right one’ and I would get frustrated,” he told WWD.
Bertolini worked this way for years until he had a rude awakening when his boss at the time suggested it might be beneficial for him to actually listen to opposing views before getting frustrated and then formulate a few questions as a result of those answers and get even better information.
While it doesn’t sound like much of a stretch, this one suggestion turned his view of leadership on its head and triggered him to slowly change the way he worked, moving further and further from the

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