Which attributes determine how well you perform?

Five qualities that inspire a following ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

TODAY'S NEWS. TOMORROW'S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta All about attributes The news • Sibling rivalry. Older siblings don't necessarily develop stronger leadership qualities than their younger siblings: just different ones, says one psychologist. Basking in their parents' attention helps firstborns develop self-reliance and confidence. With youngest children, parents may be more relaxed, exposing them to a variety of experiences earlier in life. In response, these kids can become enthusiastic explorers. Meanwhile, middle children—who sometimes feel overlooked—often grow up to be strong, effective communicators. [CNBC] • No crying in business? Don't be vulnerable, stop oversharing, and definitely don't cry at the office, conventional wisdom goes. But after two years of weathering a global pandemic and blending our personal and work lives, employers can't expect employees to keep their emotions out of the workplace. Indeed, today's workers want their managers to show empathy, according to a recent survey of 23,000 workers. Companies are looking for leaders with softer qualities like the ability to inspire teams, one executive reveals. [Fortune] "Empathy, selflessness, authenticity, decisiveness, and accountability are behaviors that typically cause other people to say, 'That is someone I would like to follow.'" Our insights • Attributes, not skills. When faced with stress and uncertainty, who is the "real you" who shows up? How people perform in any given situation comes down to their attributes, not just skills, says retired Navy SEAL commander Rich Diviney. Characteristics like adaptability and situational awareness are innate to humans, but developing any attribute is possible. It takes placing yourself into environments that test that trait. To become more patient, go drive in traffic, or pick the longest line to wait in at the grocery store, Diviney suggests. • Being vulnerable is key. The highest-performing teams are surprisingly vulnerable with one another, Diviney, author of The Attributes: 25 Hidden Drivers of Optimal Performance, tells McKinsey. The best SEAL team members are all "incredibly open" to sharing individual strengths and weaknesses so that everyone understands exactly when they need to lean on one another. Read the full interview, part of McKinsey's Author Talks series, to explore five categories of attributes that affect performance. Learn about attributes Was this forwarded to you? Sign up here. Or send us feedback — we'd love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007