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Have you ever felt overwhelmed at work and on a streak of poor decision-making? That&rsquo;s because when we are stressed, we tend to make poorer choices. Understanding the root cause to prevent negative work dynamics comes from self-awareness and an understanding of our hidden behavior patterns. When we are self-aware of our common stressors and triggers, we can mitigate their effect on our emotional reactions and proceed with rational actions. This leads to better decision-making while under stress, which is crucial for leaders, who are often under stress while making decisions that have far-reaching impacts.

Have you ever worked with someone that just rubbed you the wrong way? That regardless of what you work on with them, you both just struggled to work well together? This type of divisiveness can be rooted in conflicting character strengths. Being able to reconcile these differences is necessary for maintaining high performance among team members. Yet some people are better at navigating divisiveness than others, they seem never to have issues working with anyone. The people who are better at preventing divisiveness are likely to have greater self-awareness and be able to recognize and avoid the hidden behavior patterns that are triggered by different people. Preventing divisiveness leads to less team dysfunction and higher performance, which is also important to leaders who need their teams to move forward efficiently.&nbsp;

Developing a strong sense of self-awareness has long been a desired quality of world leaders. To be self-aware was known as being mindful. Those who were mindful showed wisdom. And those who were wise made better decisions. From Buddhists to Benjamin Franklin, different definitions and applications of mindfulness and wisdom have been thoroughly discussed throughout history. But how exactly do these two ancient qualities work together, and how can they be developed today in a modern business setting?
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<h2 dir="ltr">What is Mindfulness</h2>
Dating back to the 8th Century, the concept of mindfulness was founded in Zen Buddhism. The goal was to train one&rsquo;s ability of &ldquo;moment-to-moment awareness of present events&rdquo; or &ldquo;remembering to be aware of something.&rdquo; Many centuries later, the Greek philosophical school of Stoicism also discussed this concept. The Stoic philosopher Epictetus specifically addressed mindfulness in terms of attention, believing practitioners who trained their attention would prevent themselves from being &ldquo;moved by instinct instead of reason.&rdquo; By the 14th Century, mindfulness traditions could also be found in Western-religious texts, such as St. Ignatius&rsquo;s &ldquo;Rules for Eating,&rdquo; which describes the importance of mindfulness for proper dining etiquette.

It wasn&rsquo;t until the 1970s that mindfulness was scientifically researched in terms of phycological and medical applications. In 1979, Jon Kabat-Zinn founded the Mindfulness-Based Stress Reduction (MBSR) program at the University of Massachusetts. One of Kabat-Zinn&rsquo;s most well-known contributions to <a href="https://www.tilt365.com/blog/post/mindfulness-habits-for-a-more-positive-and-productive-work-life" rel="follow">mindfulness practices</a> is his S.T.O.P. Method&mdash;Stop, Take a breath, Observe, then Proceed. Since, research studies on mindfulness have included brain neuroimaging, psychological measures, and behavioral tests. This research has predominantly shown that mindfulness meditation improves attention, reduces anxiety and depression, increases emotional regulation, and even improves immune functioning. Furthermore,&nbsp;mindfulness research has also shown that meditations contribute to more healthy senses of self-identity when considering aspects of responsibility, character, and compassion.&nbsp;&nbsp;&nbsp;

Nowadays, businesses are working to leverage the benefits of this ancient concept. Developing mindfulness among leaders and team members helps reduce divisiveness in the workplace, contributing to increased productivity. When individuals are mindful of how they communicate and behave with each other, they are more capable of functioning as an efficient team.

<h2 dir="ltr">Wisdom Then and Now&nbsp;</h2>
According to the Oxford English Dictionary, wisdom is defined as the &ldquo;capacity of judging rightly in matters relating to life and conduct.&rdquo; Yet similar to mindfulness, the beginning roots of the concept of wisdom can be traced back to ancient Asia in Buddhism and Hinduism. In Buddhism, developing wisdom was the central purpose and goal. To the Buddhists, wisdom was described as &ldquo;seeing things as they are&rdquo; or having a &ldquo;penetrating understanding of all phenomena.&rdquo; In Hinduism, wisdom is described as &ldquo;knowing oneself as the truth, basis for the entire creation.&rdquo; To the ancient Greeks, wisdom was considered&nbsp;<a href="https://www.tilt365.com/blog/post/is-aristotles-golden-mean-the-answer-to-todays-divisiveness-problem" rel="follow">a virtue</a> (a positive state of thinking, feeling, or acting) and was personified by the goddess Athena. Additionally, the concept of Logos (appealing to logic or reason) was considered by the ancient Greeks and Egyptians to be the manifestation of divine thought as words.&nbsp;

By the 18th Century, many Western-government leaders believed in the importance of developing wisdom and virtue in society and that public education systems shared the responsibility of training these qualities in youth with parents and communities. As such, Benjamin Franklin helped introduce <a href="https://www2.ed.gov/admins/lead/character/brochure.html" data-cke-saved-href="https://www2.ed.gov/admins/lead/character/brochure.html">character education</a> into US Public Schools, stating: &ldquo;nothing is of more importance for the public weal, than to form and train up youth in wisdom and virtue.&rdquo;&nbsp;

In<a href="https://faculty.weber.edu/eamsel/Research%20Groups/Dual%20PRocess%20Research/Papers/Sternberg%20(1985).pdf" data-cke-saved-href="https://faculty.weber.edu/eamsel/Research%20Groups/Dual%20PRocess%20Research/Papers/Sternberg%20(1985).pdf"> 1985</a>, Robert Sternberg published Implicit Theories of Intelligence, Creativity, and Wisdom in the Journal of Personality and Social Psychology. He described how psychologists had begun studying ancient concepts of wisdom found in myths, religious stories, folk theories, and other commonly held beliefs. From their finding, Sternberg stated: "there is an overlap of the implicit theory of wisdom with intelligence, perceptiveness, spirituality and shrewdness, it is evident that wisdom is an expertise in dealing with difficult questions of life and adaptation to the complex requirements."

In <a href="https://discovery.ucl.ac.uk/id/eprint/105662/1/105662_Revolution%20for%20Science%20and%20Humanities%20Dialogue%20&amp;%20Universalism.pdf" data-cke-saved-href="https://discovery.ucl.ac.uk/id/eprint/105662/1/105662_Revolution%20for%20Science%20and%20Humanities%20Dialogue%20&amp;%20Universalism.pdf">2007</a>, through the University College of London, Nicholas Maxwell published From Knowledge to Wisdom: A Revolution for Science and the Humanities. In his book, Maxwell describes an urgent need for academia to alter its focus from acquiring and solving problems of knowledge to seeking wisdom to help humanity learn how to create a better world. Maxwell defined this difference of focus towards wisdom as &ldquo;the capacity to realize what is of value in life for oneself and others.&rdquo;

<h2 dir="ltr">Connecting Mindfulness to Wisdom</h2>
In &ldquo;Two Kinds of Intelligence,&rdquo; the 13th Century Persian Poet Rumi compares two kinds of knowing: external facts versus internal truths. The internal self-awareness described by Rumi is the key that unlocks wisdom. Mindfulness allows us to observe our different thought patterns, motivations, and emotional responses that determine our actions, behavior, and decision-making. This allows us to choose how to respond appropriately to complex and stressful situations&mdash;being &ldquo;moved by reason instead of instinct.&rdquo; By developing mindfulness, we better understand ourselves, allowing for better decision-making and<a href="https://www.tilt365.com/blog/post/self-management-skills-what-is-self-managing" rel="follow"> self-management</a>. This state is what is described as wisdom. As leaders frequently face highly consequential decisions that can impact many lives, making grounded decisions based on reason instead of subconscious reactions is crucial.&nbsp;

Achieving wisdom comes from thorough self-awareness, known as mindfulness. As the Buddhists describe, wisdom is a state of &ldquo;seeing things as they are.&rdquo; Therefore, to develop wisdom, we must develop mindfulness, and to develop mindfulness, we must turn inwards to self-reflect.
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<h2 dir="ltr">Measuring Wisdom</h2>
In<a href="https://journals.sagepub.com/doi/abs/10.1177/1745691616672066" data-cke-saved-href="https://journals.sagepub.com/doi/abs/10.1177/1745691616672066"> 2017</a>, Igor Grossman published Wisdom in Context in Perspectives on Psychological Science. Grossmann describes how there is a major distinction in how wisdom is viewed&mdash;as a stable personality trait or a context-bound process. Grossmann states, &ldquo;Philosophers and psychological scientists have converged on the idea that wisdom involves certain aspects of thinking&hellip; enabling application of knowledge to life challenges. Empirical evidence indicates that people&rsquo;s ability to think wisely varies dramatically across experiential contexts that they encounter over the life span.&rdquo;

<h2 dir="ltr">Developing Wisdom for Work</h2>
Since wisdom and mindfulness allow leaders to maintain cohesive work environments and effectively resolve differing viewpoints and conflicts, learning how to develop wisdom has become more of a priority for business leaders. Based on <a href="https://www.tilt365.com/Character-Science" data-cke-saved-href="https://www.tilt365.com/Character-Science" rel="follow">Tilt365&rsquo;s research</a>, wisdom is considered to be one of four major qualities needed to be one&rsquo;s &ldquo;whole self.&rdquo; The other three qualities, besides wisdom, that make up one&rsquo;s whole self are; courage, resilience, and humanity. Based on the Tilt Framework, wisdom is located in the lower quadrant and comprises the three character strengths of; perspective, diligence, and focus.&nbsp;

By leveraging Tilt 365 assessments, leaders can quickly determine the character strengths&nbsp;within their wisdom quadrant that may need improvement. For example, they may be struggling with focus, which is affecting their overall ability to make accurate decisions. Once aware, leaders can mindfully adjust their habits. In doing so, leaders can effectively develop their wisdom in a scientifically measurable way.&nbsp;

Nevertheless, developing mindfulness and wisdom goes beyond just leaders, as team members of all levels can benefit from these practices. The more people on a team who are mindful of hidden behaviors and triggers (of themselves and others), the less divisive their workplace will be, ultimately leading to increased productivity. When we are mindful of how we communicate and behave with each other, we are far more capable of functioning as an efficient team together.&nbsp;

Developing a strong sense of self-awareness has long been a desired quality of world leaders. To be self-aware was known as being mindful.

Finding Wisdom Through Mindfulness

Developing a strong sense of self-awareness has long been a desired quality of world leaders. To be self-aware was known as being mindful. Those who were mindful, showed wisdom. And those who were wise made better decisions. But how exactly do these two ancient qualities work together, and how can they be developed today in a modern business setting?

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These days, personality assessments readily available online generate detailed reports of peoples&rsquo; thinking preferences, <a href="https://www.tilt365.com/blog/post/what-are-mindsets-and-why-do-they-matter" data-cke-saved-href="https://www.tilt365.com/Blogs/ArticleID/45/What-are-mindsets-and-why-do-they-matter" rel="follow">mindsets</a>, and behavioral tendencies. These assessments are often used in workplace settings as learning and development&nbsp;resources that can increase individuals' self-awareness and increase team efficiency. Yet it was over 2000 years ago that Greek philosophers first theorized many of the foundational concepts used in analyzing human behavior. For example, Aristotle fashioned a methodology known as the &ldquo;<a href="https://mereliberty.com/philosophy/golden-mean-philosophy/" data-cke-saved-href="https://mereliberty.com/philosophy/golden-mean-philosophy/">Golden Mean</a>,&rdquo; which is a technique for balancing thinking and behavior extremes. This classical method may help solve the increasing divisiveness plaguing today&rsquo;s office politics and team dynamics.

Beginning with Socrates's notion that virtue is the understanding of what is good and bad for society, virtue ethics was later developed by Aristotle, who emphasized being rather than doing. In Aristotle&rsquo;s view, morality derives from the character of individuals, not just their actions. As opposed to consequentialism (the goodness of outcomes), deontology (moral duty), and utilitarianism (what is most beneficial to the majority), virtue ethics treats character strength and moral virtue as central. While virtue ethics doesn&rsquo;t deny the importance of good outcomes, personal duties, and usefulness, it does place higher importance on moral virtue than other ethical theories. This emphasis is because practitioners believe character strength and moral virtue are at the core of generating positive outcomes and upholding moral duties that benefit society as a whole.

In <a href="https://iep.utm.edu/virtue/#:~:text=Virtue%20ethics%20is%20a%20broad,to%20bring%20about%20good%20consequences." data-cke-saved-href="https://iep.utm.edu/virtue/#:~:text=Virtue%20ethics%20is%20a%20broad,to%20bring%20about%20good%20consequences." rel="follow">virtue ethics</a>, a virtue is a disposition to think, feel, or act in a positive way. As opposed to a vice, which is a disposition to think, feel, or act in a negative way. The ancient Greeks considered the dispositions of virtues and vices a complex process because they involved both the intellectual component of reasoning and the emotional component of feelings. In opposition to Plato, who viewed vices and virtues as matters of knowledge, Aristotle believed virtues included the application of appropriate emotional responses. According to Aristotle, positive thinking can be taught or formed through experiences, while positive character derives from mindfully following good habits. To accomplish this requires self-awareness of one&rsquo;s thinking and <a href="https://www.tilt365.com/blog/post/self-management-skills-what-is-self-managing" data-cke-saved-href="https://www.tilt365.com/Blogs/ArticleID/175/How-to-Empower-Your-Team-Via-Self-Management-Skills" rel="follow">self-management</a> of one&rsquo;s behavior patterns.

Aristotle also took this ethical theory a step further with the &ldquo;Golden Mean&rdquo;. According to Aristotle, character strengths and moral virtues operate on polarities that can be overused or underused in different situations. Virtues that lean too far in excess or deficiency become vices. For example, too much courage can result in recklessness, whereas not enough courage can result in becoming victimized. In this case, the imbalance of courage results in the vices (negative thinking, feeling, or acting) of recklessness and victimhood. Thus, the goal of situations is to &ldquo;aim for the mean&rdquo; by balancing the two extreme negative responses to achieve positive thinking, feeling, and acting as often as possible.

Over 2000 years later, Aristotle&rsquo;s Golden Mean remains a powerful self-regulation method. In terms of applications, fostering positive thinking, feeling, and actions (virtues) is especially important to maintain positive relationships in life. The practice of self-awareness is especially useful in high-stress environments like workplaces, where positive relationships can quickly deteriorate into divisiveness, contributing to <a href="https://www.tilt365.com/blog/post/identifying-signs-of-dysfunctional-organizational-culture" data-cke-saved-href="https://www.tilt365.com/Blogs/ArticleID/161/dysfunctional-organizational-culture" rel="follow">dysfunctional organizational culture</a> and <a href="https://www.tilt365.com/blog/post/low-employee-morale-in-the-workplace-the-impact-of-personality-extremes" data-cke-saved-href="https://www.tilt365.com/Blogs/ArticleID/180/Low-Employee-Morale" rel="follow">low employee morale</a>.&nbsp;

Based on Aristotle&rsquo;s Golden Mean principles, Tilt 365 has developed <a href="http://tilt365.com/Pricing/All-Pricing" data-cke-saved-href="https://www.tilt365.com/Assessments" rel="follow">character strength assessments</a> that help people identify and understand the root causes of divisiveness in workplaces. These assessments help identify character imbalances in individuals and teams that can be targeted as areas for <a href="http://tilt365.com/Courses/Laser-Coaching-For-Leaders-Masterclass" data-cke-saved-href="https://www.tilt365.com/Courses/Laser-Coaching-For-Leaders-Masterclass" rel="follow">coaching</a> and development. For example, if leaders are too passive, they may contribute to divisiveness by not providing enough direction for team members, resulting in confusion over responsibilities. Conversely, leaders who are too aggressive may frustrate team members by not allowing them to contribute. The two qualities of passiveness and aggressiveness are examples of underuse and overuse of the quality of assertiveness.&nbsp;

By using Tilt 365 character strength assessments, leaders can increase self-awareness in themselves and their teams to better understand the underlying dynamics that drive their behaviors. In doing so, leaders can help prevent and reduce divisiveness in their workplace by identifying and addressing imbalanced character strengths that lead to counterproductive actions of team members.

Learn more about how Tilt365 assessments can help reduce divisiveness and <a href="https://www.tilt365.com/blog/post/how-to-mend-dysfunctional-teams-a-definitive-guide" data-cke-saved-href="https://www.tilt365.com/Blogs/ArticleID/166/dysfunctional-teams" rel="follow">mend dysfunctional teams!</a>

Based on Aristotle’s Golden Mean, Tilt365 developed assessments that help people identify and understand the root causes of divisiveness.

Aristotle’s Golden Mean Answers Divisiveness Problems

Over 2000 years ago, Greek philosophers first theorized many of the foundational concepts used in analyzing human behavior. For example, Aristotle fashioned a methodology known as the “Golden Mean,” which is a technique for balancing thinking and behavior extremes. Based on Aristotle’s Golden Mean principles, Tilt 365 has developed character strength assessments that help people identify and understand the root causes of divisiveness in peoples' behavior that negatively impacts workplaces.

Is Aristotle’s Golden Mean the Answer to Today’s Divisiveness Problem?

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The psychoanalyst Erik Erikson coined the term &lsquo;<a href="https://www.tilt365.com/blog/post/what-is-generativity-eriksons-generativity-vs-stagnation" data-cke-saved-href="https://www.tilt365.com/Blogs/ArticleID/168?What%20Is%20Generativity=%20Erikson%27s%20Generativity%20vs%20Stagnation" rel="follow">generativity</a>&rsquo;, defining it as&nbsp;&lsquo;a concern for establishing and guiding the next generation.&rsquo; At Tilt, our mission is to educate people about how to leverage character strengths that&nbsp;shift behaviors from being divisive and polarizing to&nbsp;integrative and sustainable&ndash;both of which are elements of generative culture. Simply stated, generativity ensures that a person or institution&nbsp;is&nbsp;concerned with&nbsp;the well-being and success of future generations (and the world as a whole) in a sustainable manner.&nbsp;
We all know people who are the opposite of generative. One example of a behavior that impedes&nbsp;generativity&nbsp;is being dismissive of others' opinions and dominating discussions to win arguments at all costs. Behind this seemingly authoritative behavior lies&nbsp;a subtle&nbsp;fear of the loss of control that is often driven by a hidden fear of vulnerability.&nbsp;In such behavior, energy is focused&nbsp;on satisfying one's&nbsp;own needs and avoidance of unconscious fears and the uncomfortable feelings associated with those fears.&nbsp;
We often think of aggressive behaviors as the most egregious, but passivity is equally destructive when it comes to generative culture. Someone who seems like&nbsp;a caring, nice person and&nbsp;puts others first might be doing so for self-serving purposes that are less obvious.&nbsp;Behind these seemingly selfless actions may be a subtle fear&nbsp;of conflict that is disguised by&nbsp;seeking approval&nbsp;and acceptance. On the surface, they seem to be nurturing, but also have an ulterior motive that is ego-based. Niceness can be less about working for the good of the other person and more about&nbsp;feeling better about ourselves. As Dr. Aziz Gazipura's book &lsquo;Not Nice&rsquo; points out, &lsquo;Being nice does not come out of goodness or high morale; it comes out of a fear of displeasing others and receiving their disapproval.&rsquo;
While there are times when being protective is important to get our needs met or avoid getting taken advantage of, it is dangerous if we constantly, or even frequently, show up that way.&nbsp; This is especially the case if we are not very self-aware and conscious of such inner motives.&nbsp;
When we at Tilt refer to character strengths, we refer to a person&rsquo;s ability to choose and embody a variety of strengths in a balanced manner, neither over nor under-using them too frequently. Once we master the full set of 12 specific character strengths, we can choose to transcend our ego needs and behave in ways that serve not just ourselves, but others too. When we leverage our core strengths in the service of a mission greater than ourselves, we are truly generative.&nbsp;

<h2 dir="ltr">Let&rsquo;s have a closer look at the twelve character strengths!</h2>
<h3 dir="ltr">Openness</h3>
When we are open, we can quickly sense new ideas and trends and can be adaptive to changes in the environment. We can then employ childlike curiosity to interact with the world in open fascination and maintain interest in continuous learning.&nbsp;
<h3 dir="ltr">Inspiration</h3>
When we become great at inspiring people with our stories and ideas for a better future, we can cultivate purpose and hope in others. We can use our imagination and creativity to think of novel ideas others have not thought of and to communicate them in a way that inspires hope.
<h3 dir="ltr">Creativity</h3>
Being creative allows our imaginations to invent a better future for the world. We can come up with novel ideas that help solve complex problems and generate solutions that benefit future generations.
<h3>Confidence</h3>
When we feel confident, we can champion what is best for all, becoming a catalyst for justice. We can protect the weak and conquer the oppressor with passion, driving equity. When truly confident, we drive results and take actions that change our community for the better.&nbsp;
<h3>Boldness</h3>
When we are bold, we can explore the uncharted path that others might be too afraid to conquer. This keeps us active and engaged in testing boundaries or engaging in new adventures. Boldness also allows us to provide the necessary willpower to support those who are less comfortable taking risks so that they can make bold moves.&nbsp;
<h3>Integrity</h3>
Having integrity means we operate from sound ethical standards to ensure fairness for everyone. We look for social justice and express our convictions with a passion so that people can live in a world that ensures justice for all whenever possible.&nbsp;
<h3 dir="ltr">Diligence</h3>
When we are diligent, we focus on architecting and building high-quality output, ensuring that results are sustainable and enduring. We can contribute the structure, systems, and plans necessary to ensure that goals are accomplished with order and precision. This enables others to trust products or solutions that offer stability, safety, and security.&nbsp;
<h3 dir="ltr">Focus</h3>
When we focus, we can become the true subject matter expert in a chosen endeavor or domain. Through thorough research and deep understanding, we can offer thoughtful expertise and knowledge to others. Mastering chosen&nbsp;subject matter can allow us to help others deepen their understanding of the particular subject.
<h3 dir="ltr">Perspective&nbsp;</h3>
Having perspective allows us to see many different points of view, making us excellent troubleshooters and risk mitigators. By focusing on the details and maze of complicated facts, we can reduce risks for those around us who are not as observant or thorough as we are.
<h3 dir="ltr">Trust</h3>
Building trust is about choosing to be trustworthy ourselves. This means we are reliable and keep confidences entrusted to us, so we do not engage in speaking about others who are not present to defend themselves. It is about being supportive and helpful to others, but it does not mean trusting them no matter what.
<h3 dir="ltr">Empathy</h3>
Being empathetic allows us to quickly sense how people are feeling and facilitate multiple perspectives and opinions to create mutual understanding. Empathy enables the healing of individuals, groups, and systems. By ensuring harmony among people, we contribute to relief in the world.
<h3 dir="ltr">Likeability</h3>
When we bring humor to our work, we bring lightness and joy&nbsp;into the world. With a passion for contributing to social change, we use our entertaining influence to promote mutual alliance in the world. This allows us to give a voice to everyone in the community, fostering the common good.
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<h2 dir="ltr">Generative Wholeness</h2>
These twelve character strengths <a href="https://www.tilt365.com/blog/post/toxic-leadership-destructive-characteristics-examples" rel="follow">are important qualities</a> of good managers and leaders in any business or community. So the question is, how do we <a href="https://www.tilt365.com/Individuals" rel="follow">develop positive character strengths</a> that grow our character? It all boils&nbsp;down to increased self-awareness and conscious action. Some people are naturally courageous, but not so nurturing. Some people are naturally pragmatic, but not all that imaginative. Others are naturally nurturing, but not as courageous. And so on. The key is to know which character strengths are natural for you and which ones need to be intentionally developed.&nbsp;
Below is a list of questions that can help you identify where to start.
While reading through the twelve character strengths, which ones stood out for you as something that comes easily? What might be ways to leverage those further to increase your positive impact in the world&ndash;with your family, friends, and co-workers?
Which ones are less comfortable or natural for you? What are you trying to protect? What fear may be behind it?&nbsp;
How could being better balanced serve you and others around you?&nbsp;
Developing generativity does not only support the well-being of others, but it also has considerable benefits for you. As Stanislava Puač Jovanović points out in her article on the &lsquo;<a href="https://www.happiness.com/magazine/personal-growth/the-power-of-generativity/" data-cke-saved-href="https://www.happiness.com/magazine/personal-growth/the-power-of-generativity/">Power of Generativity</a>&rsquo;, studies have shown that generativity helps us to &hellip;
&hellip; better adapt to the world and life in general
&hellip; increase cognitive and emotional health
&hellip; have higher life satisfaction and subjective well being
&hellip; coping with chronic stress in a healthier manner
 So, what are you waiting for? Start your personal development journey to develop your character strengths right now by getting started with our <a href="https://www.tilt365.com/Pricing/All-Pricing" data-cke-saved-href="https://www.tilt365.com" rel="follow">strength assessments</a>.<a href="https://www.tilt365.com/Blogs?SearchTag=Erika+Bill+Peter" data-cke-saved-href="https://www.tilt365.com/Blogs?SearchTag=Erika+Bill+Peter"></a>

The psychoanalyst Erik Erikson coined the term 'generativity', defining it as having a concern for establishing and guiding the next generation.

12 Key Character Strengths that Develop Generativity

The psychoanalyst Erik Erikson coined the term ‘generativity’, defining it as having ‘a concern for establishing and guiding the next generation.’ At Tilt, our mission is to educate people about how to leverage character strengths to shift behaviors from being divisive and polarizing to instead being integrative and sustainable–both of which are elements of our generativity definition.

Building Character: 12 Key Character Strengths that Develop Generativity

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Working with a struggling employee can be tricky. You don&rsquo;t want to ignore the problem and risk letting their poor performance or low morale negatively affect your team&mdash;but you also don&rsquo;t want to single anyone out and harm their confidence. The wrong course of action can create a toxic environment where no one feels safe from criticism.&nbsp;
In this blog post, we'll go over three ways to improve your struggling employees' performance. Your people are your biggest investment, and there are various reasons someone may not be meeting standards. Whatever the reason, there are steps you can take as their manager to help them get back on track.
<h2 dir="ltr">Why Employees Struggle</h2>
Not all struggling <a href="https://www.ontheclock.com/Blog/politely-dealing-with-lazy-employees.aspx" data-cke-saved-href="https://www.ontheclock.com/Blog/politely-dealing-with-lazy-employees.aspx">employees are lazy</a>. Before you can address the needs of your underperforming team members, you need to understand what roadblocks prevent them from performing as expected. Here are three possible reasons:&nbsp;
<ol>
<li dir="ltr" aria-level="1">
<h3 role="presentation" dir="ltr">Personal Issues</h3>
</li>
</ol>
While your focus may be on the workplace, remember that your employees have a personal life too. If you notice a decline in performance, ask if they&rsquo;re having personal issues before you consider any other action.&nbsp;
Sudden life changes like death in the family, sickness, or pregnancy can affect a person&rsquo;s focus and energy level. According to the <a href="https://www.stress.org/workplace-stress" data-cke-saved-href="https://www.stress.org/workplace-stress">American Institute of Stress</a>, 18% of survey respondents say that juggling work and personal life causes stress.&nbsp;
<ol start="2">
<li dir="ltr" aria-level="1">
<h3 role="presentation" dir="ltr">Lack of Self-Confidence</h3>
</li>
</ol>
Employees who lack self-confidence often underperform because they fear mistakes. They don&rsquo;t take risks because they feel it would impact how others perceive their capabilities.&nbsp;
These are the people who may not speak up much in meetings or rarely suggest new ideas. Their fear of not being supported can also cause them to avoid challenging roles within the organization.&nbsp;
This lack of self-confidence can cause employees to become passive workers, which will result in low productivity, poor performance, and project delays. It&rsquo;s also not great for team morale, and it can hinder collaboration and teamwork.
<ol start="3">
<li dir="ltr" aria-level="1">
<h3 role="presentation" dir="ltr">Lack of Required Skills</h3>
</li>
</ol>
It&rsquo;s a given that employees will underperform if they lack the knowledge and skills to get the job done&mdash;and they may or may not be aware of the gaps in their knowledge. This leads to frustration among teams, resentment, and low morale. Unfortunately, <a href="https://www.mckinsey.com/featured-insights/coronavirus-leading-through-the-crisis/charting-the-path-to-the-next-normal/mind-the-skills-gap" data-cke-saved-href="https://www.mckinsey.com/featured-insights/coronavirus-leading-through-the-crisis/charting-the-path-to-the-next-normal/mind-the-skills-gap">this issue is common</a> and is expected to take some time to resolve.
<h2 dir="ltr">Addressing Struggling Employees&rsquo; Needs</h2>
No matter what the case may be, it&rsquo;s <a href="https://www.lucidchart.com/blog/what-does-hr-do" data-cke-saved-href="https://www.lucidchart.com/blog/what-does-hr-do">the HR team&rsquo;s job</a> to support employees. The trick is figuring out how to turn struggling employees around as quickly as possible so they are working at their best and not hurting your company&rsquo;s performance or driving away top talent in the process. Here are three ways you can improve the performance of struggling employees and keep them motivated and engaged.
<ol>
<li dir="ltr" aria-level="1">
<h3 role="presentation" dir="ltr">Communicate Openly About What is Expected</h3>
</li>
</ol>
Some employees struggle because they don&rsquo;t know what they&rsquo;re supposed to do. Maybe they&rsquo;re new to the industry, have a manager who hasn&rsquo;t explained the expectations, or they have so much on their plate that it&rsquo;s hard to know what work to focus on first. Whatever the issue, it&rsquo;s important to communicate expectations as clearly as possible to employees.&nbsp;
This can include weekly check-ins, one-on-one meetings, or a clear outline of tasks employees should focus on at any given time. Regardless of what method you choose, ensure all employees understand exactly what you&rsquo;re expecting from them and how they can do their job well.
<ol start="2">
<li dir="ltr" aria-level="1">
<h3 role="presentation" dir="ltr">Celebrate Small Wins and Provide Recognition</h3>
</li>
</ol>
Sometimes struggling employees are underperforming because they don&rsquo;t feel like they are moving forward. They aren&rsquo;t sure about their progress and aren&rsquo;t feeling rewarded for their efforts.&nbsp;
Celebrate small wins with employees who are struggling. Recognition can be as simple as a smile, a thumbs up, or a comment on their work. Even small acts of appreciation can do wonders to improve the mood of struggling employees. Appreciation can keep them engaged, and help them feel motivated at work.
<ol start="3">
<li dir="ltr" aria-level="1">
<h3 role="presentation" dir="ltr">Give Struggling Employees More Responsibility</h3>
</li>
</ol>
If there&rsquo;s a task that you know a struggling employee is particularly good at, consider giving them more responsibility in that area. Doing so will help them feel like they&rsquo;re making an impact while also allowing them to feel confident and effective.&nbsp;
Communicating with struggling employees about their strengths, weaknesses, and preferences&mdash;and asking for feedback along the way&mdash;can ensure that people are doing work they enjoy and excel at. This helps improve their commitment and performance.
<h2 dir="ltr">A Healthy Work Environment is a Productive One</h2>
Having top performers is great, but nobody is at the top of their game all the time. When performance starts to slide, managers need to pay attention to make sure the team <a href="https://www.tilt365.com/blog/post/dysfunctional-teams" data-cke-saved-href="https://www.tilt365.com/Blogs/ArticleID/166/dysfunctional-teams" rel="follow">stays healthy and productive</a>.&nbsp;
This starts with helping struggling employees feel better so they can do better. Communicate expectations clearly, give struggling employees opportunities to shine, and celebrate small wins to create a positive work culture in which everyone can thrive.
<h2 dir="ltr">Building a culture where people love to work</h2>
Some of the healthiest work environments are those where all members of the team have grown to understand each others&rsquo; tendencies, working styles, and triggers.&nbsp; While this knowledge and understanding often take place naturally, they can be accelerated if the right tools are available and tapped.
Tilt365&rsquo;s suite of <a href="https://www.tilt365.com/Pricing/All-Pricing" data-cke-saved-href="https://www.tilt365.com/" rel="follow">strength assessments</a> enables individuals to better understand themselves and their team members, and the amount of time and resources required is minimal.&nbsp; The True Tilt Personality Profile&trade; (TTP) and the Team Agility Predictor&trade; (TAP) take less than 15 minutes to complete, and the insights they generate are invaluable.&nbsp;&nbsp;
If you feel that <a href="https://www.tilt365.com/Individuals" rel="follow">you</a> or <a href="https://www.tilt365.com/Assessments/Team-Assessments" rel="follow">your team</a> could benefit from some of those insights, check out <a href="https://www.tilt365.com/Pricing/All-Pricing" rel="follow">Tilt365's assessments</a>.&nbsp;&nbsp;
The <a href="https://www.tilt365.com/Courses/Laser-Coaching-For-Leaders-Masterclass" data-cke-saved-href="https://www.tilt365.com/Courses/Laser-Coaching-For-Leaders-Masterclass" rel="follow">Laser Coaching Masterclass</a> is another Tilt 365 offering, and it develops the skills that managers and coaches require when faced with the issues addressed in this blog.

Guest Author, Dean Mathews Bio: Dean Mathews is the founder and CEO of OnTheClock, an <a href="https://www.ontheclock.com/" data-cke-saved-href="https://www.ontheclock.com/">employee time tracking</a> app that helps over 10,000 companies all around the world track time.&nbsp;Dean has over 20 years of experience designing and developing business apps. He views software development as a form of art. If the artist creates a masterpiece, many people&rsquo;s lives are touched and changed for&nbsp;the better.&nbsp;When he is not perfecting time tracking, Dean enjoys expanding his faith, spending time with family and friends, and finding ways to make the world just a little better.

Here are some tips to help you with employees strugling to improve their performance and keep them from being a liability in your company.

3 Ways to Improve the Performance of Struggling Employees

How do you help a struggling employee improve their performance and keep them from being a liability in your company? Here are some tips to help you.

<img src="https://cdn.buttercms.com/OBZKFTFTHaPTMqGINe9c" alt="HR-nightmare.webp" width="404" height="404">
Learning and development (L&amp;D) are crucial for <a href="https://hbr.org/2022/04/3-ways-to-boost-retention-through-professional-development" data-cke-saved-href="https://hbr.org/2022/04/3-ways-to-boost-retention-through-professional-development">business success</a>. Organizations that are unwilling or unable to adapt to changing contexts seldom succeed in the long term. L&amp;D professionals often administer personality assessments to individuals and teams to better understand the personality types of their employees (and themselves), with the goal being to form higher-functioning teams that drive positive business outcomes. Some traditional personality assessments on the market are: Myers-Briggs Type Indicator (MBTI), DiSC, Strengthsfinder, Predictive Index, High 5 Test, 16Personalities, Insights Discovery, and Clifton Strengths.

Once the results of these personality assessments are generated, HR professionals are often tasked with figuring out what to do with individuals who embody conflicting personalities that trigger divisive, or even toxic team climates. An extreme&nbsp;approach is to move the people with difficult or conflicting personalities within an organization onto different teams, or in some cases, terminate them. This method of talent management can lead to many unintended negative consequences that can amount to legal liabilities if handled improperly.&nbsp;

The underlying problem with this approach is rooted in a major flaw assumed by many of the traditional and most popular personality assessments: that personality is static. In 1890, William James first published &ldquo;The Principles of Psychology,&rdquo; which claimed personalities do not change, which led to nearly a century of personality profiling. In <a href="https://www.businessinsider.com/psychology-study-shows-personality-changes-throughout-life-2018-1" data-cke-saved-href="https://www.businessinsider.com/psychology-study-shows-personality-changes-throughout-life-2018-1">2003</a>, the American Psychological Association noted the changing consensus in the field that personality does, in fact, change over time.

From a DEI perspective, assigning a single personality to an individual under the impression that they cannot change is, in essence, a type of profiling. From a legal perspective, although personality is not a <a href="https://www.eeoc.gov/employers/small-business/3-who-protected-employment-discrimination" rel="follow">protected class</a>, if used as the basis for hiring, firing, promotions, demotions, or succession planning can <a href="https://www.hiringtofiring.law/2018/04/10/legal-implications-employee-personality-testing/" data-cke-saved-href="https://www.hiringtofiring.law/2018/04/10/legal-implications-employee-personality-testing/">potentially violate</a> the Americans with Disabilities Act (&ldquo;ADA&rdquo;), Title VII of the Civil Rights Act of 1964 (&ldquo;Title VII&rdquo;), and the Age Discrimination in Employment Act (&ldquo;ADEA&rdquo;). Additionally, from an L&amp;D perspective, approaching individuals&rsquo; personalities as unchangeable undermines the whole notion of <a href="https://www.tilt365.com/blog/post/how-to-use-laser-coaching-to-drive-agility-in-your-team" rel="follow">coaching</a> and personal development toward a state of agility.&nbsp;

Therefore, as opposed to moving difficult people around in an organization based on their conflicting personalities, the personalities of individuals and teams should instead be coached to become more collaborative and agile. By routinely coaching employees towards agility&ndash;developed by awareness and growth in character strengths&ndash;businesses can simultaneously reduce the risks associated with talent reorganization, while increasing productivity and <a href="https://www.a-plancoaching.com/retaining-employees/" data-cke-saved-href="https://www.a-plancoaching.com/retaining-employees/">retention rates</a>. This is the approach and methodology used by Tilt 365.&nbsp;

Tilt365&rsquo;s <a href="https://www.tilt365.com/Character-Science" data-cke-saved-href="https://www.tilt365.com/Character-Science">research</a> shows personality types are not static, but are instead conditioned or intentional responses to different stimuli. These responses can be altered through self-awareness, team workshops, and individualized coaching. Tilt assessments differ from other assessments because they are designed for the personal development of users, unlike older assessments that were initially designed by and for psychologists to profile patients.&nbsp;

As opposed to personality profiles, which are often visually confusing and difficult to put into practice for L&amp;D purposes, Tilt assessments use easy-to-remember visual frameworks that help organizations form a common language regarding personal and team development.&nbsp;

Tilt assessments show how people can grow beyond their personality preference by balancing character strengths and actively building skills to become more comfortable with the less developed part of themselves. Therefore, organizations using personality assessments for L&amp;D and talent management should avoid outdated profiling tests and instead leverage assessments designed to evolve individual and team behaviors toward agility.&nbsp;

<h2 dir="ltr">Tilt365 Solutions</h2>
Tilt365&rsquo;s <a href="https://www.tilt365.com/Pricing/All-Pricing" data-cke-saved-href="https://www.tilt365.com/Assessments" rel="follow">suite of assessments</a> includes the True Tilt Personality Profile&trade; (TTP), the Positive Influence Predictor&trade; (PIP365), and the Team Agility Predictor&trade; (TAP). All assessments are able to be retaken by individuals and teams as often as desired for a full year.&nbsp;
<h3 dir="ltr">True Tilt Personality Profile&trade; (TTP)</h3>
The TTP assessment is used to discover individuals&rsquo; preferred (but not permanent) personality patterns, which only takes five minutes, as opposed to many other assessments that can take upwards of an hour. Individuals are given access to a personal journey dashboard where both the assessment reports and e-learning modules are located.&nbsp;
<h3 dir="ltr">Positive Influence Predictor&trade; (PIP365)</h3>
The PIP365 is a 360&deg; assessment that compares how individuals perceive themselves with how their team members perceive them. Since the PIP365 assessment can reveal feedback for individuals that can be uncomfortable, individual debriefings in one-on-one settings are recommended. This assessment is excellent for individualized coaching and can be integrated into performance management plans.
<h3 dir="ltr">Team Agility Predictor&trade; (TAP)</h3>
The TAP is a team 360&deg; assessment that uncovers how well a team is positioned to meet the challenges of their current goals and enables them to develop strategies to adapt to ever-changing conditions and futures. With only 12 questions, the assessment only takes five minutes to complete and is therefore also beneficial as a pulse check.
<h3>Certifications</h3>
Tilt <a href="https://www.tilt365.com/Pages/Certification-Courses" data-cke-saved-href="https://www.tilt365.com/Pages/Certification-Courses" rel="follow">Assessments Certification</a> gives practitioners a deeper understanding of the underlying psychology of the assessments to assist with debriefing individuals on their reports. This is great for HR professionals (like HR managers) to build Tilt into their professional development and performance management plans. For HR professionals (like HRBPs) who want to take personal charge of coaching and development, Tilt also offers a <a href="https://www.tilt365.com/Courses/Laser-Coaching-For-Leaders-Masterclass" data-cke-saved-href="https://www.tilt365.com/Courses/Laser-Coaching-For-Leaders-Masterclass" rel="follow">Laser Coaching certification</a>. All Tilt certifications are ICF and SHRM approved.

HR leaders often use personality assessments of employees and teams, which can have negative consequenses if done wrong.

Misusing Personality Tests Can Become an HR Nightmare

Learning and development (L&D) are crucial elements for business success. Organizations that are unwilling or unable to adapt to changing contexts seldom succeed in the long term. In terms of the L&D by an organization’s workers, HR often engages in performing personality assessments of employees and teams.

How Personality Tests Can Become an HR Nightmare

<img src="https://cdn.buttercms.com/7gNQYpXFQ0iEdOVXwMdw" alt="transparency-generativity_1.webp" width="402" height="402">
Highly competitive businesses are the ones that continuously evolve with the needs of their customers and the inevitable changes in people, behaviors, and markets. In order to remain competitive, businesses have long sought a recipe for innovation. Along the way, the term generativity has emerged in various forms to describe a sustained atmosphere of new ideas and innovation. These new ideas and innovations can be fostered through a combination of increased autonomy and transparency in business. However, before changes in policies and practices are made, conditioning the mindsets of the workforce to handle the changes is paramount for preventing major productivity disruptions and improving creativity and engagement.

In terms of autonomy, while researching Apple iOS methods of digital platform innovation, a <a href="http://etheses.lse.ac.uk/463/1/Eaton%20The%20dynamics%20of%20digital%20platform%20innovation.pdf" data-cke-saved-href="http://etheses.lse.ac.uk/463/1/Eaton%20The%20dynamics%20of%20digital%20platform%20innovation.pdf">paradox of control and generativity</a> was uncovered. Apple seeks new ideas and uses for its products and services to remain competitive through innovation. Yet, the means by which Apple sustains innovation comes from a balance of control and generativity.&nbsp;

For example, a balance is needed between platform developers and users, as the users of digital platforms often go beyond the scope of what was originally intended by the developers. Keeping digital parameters open for users to explore new ways to use software allows for generativity&mdash;the natural creation of novel ideas&ndash;which can be monetized for competitive advantage. However, if parameters are left too far open, underlying structures are eventually lost by moving too far away from the original purpose, resulting in decreased efficiency and usability.

When applied to management and professional development, fostering innovation requires this balance on interpersonal levels (e.g., between managers and employees) and on individual levels (e.g., between opposing personality archetypes). Just as a level of autonomy is needed for digital platform users to develop new ideas and functions, managers need to allow workers a level of autonomy to develop new procedures and concepts.&nbsp;

In order to continue innovating in a positive way&mdash;without derailing users&mdash;a balance is needed between what is allowed (control) and what is possible (generativity). Autonomy levels are crucial, as too much can derail an organization's mission and productivity, similar to the digital platform users. Therefore, determining the level of appropriate worker autonomy should be anchored on the number of workers with agile mindsets.

Balancing control and generativity for sustained innovation comes from enabling as many workers as possible to master agile personalities. For a business to be agile, its workers must be agile. Workers with agile personalities can achieve a balance of control and generativity as they have the ability to deftly shift between opposing personality types in the Tilt Framework (i.e., Impact, Connection, Clarity, and Structure) and the corresponding sub-persona archetypes.&nbsp;

Leveraging personality assessments like the <a href="https://www.tilt365.com/Pricing/All-Pricing" rel="follow">True Tilt Personality Profile&trade;</a> (TTP), which provides a thorough report behind individual behaviors (hidden fears and motivators), is important for developing the self-awareness needed to achieve agility. It is nearly impossible to determine self-regulation strategies to combat negative behaviors that prevent agility until people recognize the underlying forces behind their actions.&nbsp;&nbsp;
&nbsp;&nbsp;
In addition to increasing worker autonomy, increasing business transparency&ndash;with the goal of infusing workers with more relevant business knowledge&ndash;is also important for fostering generativity and innovation. As business leaders and managers are often a generation or two older than entry-level employees, this process of cultivating generativity through transparency involves allowing an openness between senior leaders and younger workers through the sharing of values, knowledge, and experiences&mdash;in both directions.&nbsp;

In line with the Socioemotional Selectivity Theory (SST), as people grow older and begin to perceive their lifetime as limited, their motivations begin to change in alignment with Erik Erikson&rsquo;s Eight Stages of Psychological Development. Accordingly, <a href="https://www.tilt365.com/blog/post/what-is-generativity-eriksons-generativity-vs-stagnation" rel="follow">generativity</a> becomes important to people roughly from ages 40-65. A more general generativity psychology definition is &ldquo;the propensity and willingness to engage in acts that promote the wellbeing of younger generations as a way of ensuring the long-term survival of the species.&rdquo;

During this period associated with resolving the Generativity vs Stagnation dilemma, people often become concerned about leaving their mark on the world&ndash;one that will outlast themselves. The middle-aged population tends to experience the desire to cultivate a means for passing on their accumulated knowledge, often through mentees.&nbsp;

According to <a href="https://a.co/d/3wmCyYb" data-cke-saved-href="https://try.tilt365.com/shop" rel="follow">Tilt Presence</a>, to resolve these existential dilemmas and live a positive life where people can contribute their true creative purpose to the world, there are &ldquo;8 Existential&nbsp;Questions&rdquo; that we all have to answer for ourselves as we grow and transform to contribute:

<ol>
<li dir="ltr" aria-level="1">
Am I safe? (security vs. mistrust)
</li>
<li dir="ltr" aria-level="1">
Am I capable? (power vs. self-doubt)
</li>
<li dir="ltr" aria-level="1">
Am I good? (approval vs. rejection)&nbsp;
</li>
<li dir="ltr" aria-level="1">
Am I special? (attention vs. guilt/shame)&nbsp;
</li>
<li dir="ltr" aria-level="1">
Am I important? (status vs. insignificance)&nbsp;
</li>
<li dir="ltr" aria-level="1">
Am I productive? (autonomy vs. dependence)
</li>
<li dir="ltr" aria-level="1">
Am I valued? (acceptance vs. isolation)
</li>
<li dir="ltr" aria-level="1">
Am I worthy? (recognition vs. despair)
</li>
</ol>

Working through these questions helps achieve an agile mindset that is crucial for generational knowledge transfers to take place, as both parties (the senders and receivers), will need to be flexible with each other's personality and values differences. Otherwise, they may counterproductively repel each other.&nbsp;

Business leaders having mentees is one method of transparency, which encourages a generative workplace by extending knowledge to the younger workers&rsquo; benefits. Divulging useful business information to workers increases workers&rsquo; abilities to offer multiple perspectives and solutions to business problems and goals.&nbsp;

As feedback from frontline employees is also important, enriching frontline employees with useful business knowledge should also increase the quality of their feedback. Their feedback will then be more relevant as they will better understand business objectives. Increasing the amount of relevant knowledge input into a system of workers heightens the potential for generating new ideas and process innovations.&nbsp;

Just like preparing for the changes in worker autonomy, to be successful in implementing business changes in transparency, people&rsquo;s mindsets need to be preconditions and ready for the changes. This especially includes the mindsets of the leaders who will be the change facilitators and key influencer teams that will model the desired changes. Leveraging personality assessments to uncover hidden fears and motivators is a crucial tool for preparing agile mindsets of these change leaders. Additionally, professional development laser coaches can be implemented to help guide individuals and teams through business changes.

<h2>Conclusion</h2>
Increasing workplace autonomy and business transparency are the means to spark innovation through generativity, yet agile minds are needed to avoid sparking upheaval. To best achieve this balance in a workplace across numerous individuals, achieving an internal balance of individuals&rsquo; mindsets is a critical first step. This internal balance is what is <a href="https://www.tilt365.com/blog/post/how-to-create-a-team-culture-of-agility" rel="follow">considered to be agile</a>.&nbsp;

As often referenced by change management practitioners, the <a href="https://tipofthespearventures.com/tag/j-curve-of-change-management/#:~:text=The%20%E2%80%9CJ%E2%80%9D%20Curve%20of%20Change,non%2Ddescript%20path%20of%20performance." data-cke-saved-href="https://tipofthespearventures.com/tag/j-curve-of-change-management/#:~:text=The%20%E2%80%9CJ%E2%80%9D%20Curve%20of%20Change,non%2Ddescript%20path%20of%20performance.">&nbsp;&ldquo;J&rdquo; Curve</a> denotes an inevitable and significant decline in productivity whenever major changes are implemented. The optimal way to navigate this disruptive period is to counteract any decline in productivity through preemptive preparation and continuous coaching of the workers who will be confronted with the changes.&nbsp;

Before implementing major changes in business practice, a foundation of agile mindsets must first be cultivated among the workforce to succeed. Before the floodgates are opened, and the reins come off, workers&rsquo; mindsets need to be agile enough to handle big changes. Otherwise, business leaders run the risk of intense resistance and conflict that can derail the entire objective. Leveraging personality assessments and professional development coaches to prepare and guide workers (leaders included), throughout the change in business practices and values is fundamental for preventing major disruptions in productivity when cultivating innovation through generativity and transparency in business.&nbsp;

The term generativity has emerged in various forms to describe a sustained atmosphere of new ideas and innovation in business.

Sparking Innovation with Generativity and Transparency in Business

Highly competitive businesses are the ones that continuously evolve with the needs of their customers and the inevitable changes in people, behaviors, and markets. In order to remain competitive, businesses have long sought a recipe for innovation. Along the way, the term generativity has emerged in various forms to describe a sustained atmosphere of new ideas and innovation. These new ideas and innovations can be fostered through a combination of increased autonomy and transparency in business.

<img src="https://cdn.buttercms.com/i1acrtRFQ7GHD2N9lxgW" alt="introvert-update.webp" width="408" height="408">
Even among professional athletes who have an intense, lifelong passion for the sports they are paid immense sums of money to play, burnout is a threat.&nbsp; If these individuals can grow weary of their dream profession, what does this mean for the rest of us?&nbsp; Activities that have historically brought us great joy and satisfaction are not guaranteed to do so endlessly, which renders introvert burnout a possible outcome.
If we are socially exhausted for extended periods of time, or if we are experiencing acute introvert exhaustion markers and are tired of dealing with people, we risk a dearth of all energy and entering a stage of stagnation.&nbsp; In the sixth stage of Erik Erikson&rsquo;s framework, people grapple with issues relating to whether they embody generativity or stagnation.
The <a href="https://www.tilt365.com/Character-Science" data-cke-saved-href="https://www.tilt365.com/Blogs/ArticleID/181/Tilt%20Tuesday%20%E2%80%93%20Insights,%20Quotes,%20and%20Inquiries" rel="follow">Tilt Framework</a> holds that generativity is a desirable outcome of flow that we all have the potential to experience in which we transcend self-interests in favor of the purpose or mission of the project or endeavor that inspires effort.&nbsp; When this state is not realized, stagnation results.
Stagnation is particularly a threat when we are socially exhausted and experiencing introvert burnout symptoms.&nbsp; It can also occur if we have been doing the same job for too long.&nbsp; Our goal should be to notice when we have reached a point of stagnation brought on by introvert burnout and to learn ways to get back into the flow of generativity.&nbsp; In this way, we are not only productive, but we are serving the greater good.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
As with any warning signal&ndash;whether physical, mental, or emotional&ndash;it&rsquo;s important to know what can be done to mitigate the potential hazard to your well-being.&nbsp; This blog will discuss what is meant by the phrase introvert burnout, what we can do to prevent it, and what actions we can take to alleviate it if we begin to notice its symptoms.
Prevention, in part, hinges on understanding how a given threat can throw you off balance. Continue reading for introvert burnout summary information and avoidance strategies.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
<h2>An Exploration of Introvert Burnout</h2>
None of us possesses infinite energy and motivation, but certain individuals do have more of these attributes than others.&nbsp; It is, therefore, essential to recognize when our energy and motivation levels are approaching critical and to then know and execute what it will take to restore them.
When people say that they are tired of their job, they are conveying that it is either boring, too demanding, or excessively difficult to navigate. Of course, physical jobs primarily tax the body while cognitive jobs tax the mind, but both have the potential to drain or exacerbate emotions.
While most of us do not have the luxury of entirely hand-picking our occupations, exploring the demands of a potential job prior to submitting an application can be a valuable endeavor.&nbsp; By the time we are old enough to have full-time jobs, we tend to know ourselves pretty well, so assessing what will be required in a certain position can help us predict the burnout potential before accepting a given position.
Understanding ourselves is important because some of us get socially exhausted more readily than the average person&ndash;social exhaustion, social fatigue, social burnout, and introvert burnout are terms for this state, and they are synonymous.&nbsp;&nbsp;
A list of <a href="https://www.choosingtherapy.com/introvert-burnout/" data-cke-saved-href="https://www.choosingtherapy.com/introvert-burnout/">introvert burnout symptoms</a> that we can be vigilant about is:
<ol>
<li>Insomnia</li>
<li>Anxiety</li>
<li>Irritability</li>
<li>Distractability</li>
<li>Fogginess</li>
<li>Emotional or mental exhaustion</li>
<li>Decreased performance</li>
<li>Headaches or other bodily complaints</li>
</ol>
A crucial note is that everyone who suffers from social fatigue <a href="https://www.leggup.com/articles/social-fatigue" data-cke-saved-href="https://www.leggup.com/articles/social-fatigue">experiences it uniquely</a>.&nbsp; One person with introvert exhaustion might have to grapple with all of the symptoms in the above list while someone else has to only deal with one or two.
If someone has any of these symptoms but does not believe they are due to social exhaustion, it might be fruitful to seek the counsel of a medical professional, as the complaints in that list would certainly get unbearable rapidly and potentially cripple work productivity and overall well-being. A variety of other illnesses can create similar symptoms and they should first be ruled out before attempting to solve the problem oneself.&nbsp;
Introvert burnout symptoms <a href="https://www.leggup.com/articles/social-fatigue" data-cke-saved-href="https://www.leggup.com/articles/social-fatigue">begin to surface</a> following extensive social interaction, and people with reserved social preferences are more prone to the condition.&nbsp; This notion is readily accessible since introverts aren&rsquo;t hungry for substantial interpersonal contact in the first place.&nbsp; A car with a tiny gas tank will stall out long before others.
But in contrast to gas tanks that are generally impossible to expand, our ability to engage in lengthy social interactions is malleable and can be bolstered.&nbsp; We will now detail six strategies that can be wielded by anyone who is attempting to thwart social exhaustion.&nbsp;&nbsp;
<h2>Six Strategies to Thwart Social Exhaustion</h2>
<ol>
<li>Consult a Coach:&nbsp;Coaches, particularly those who have been trained in the <a href="https://www.tilt365.com/Courses/Laser-Coaching-For-Leaders-Masterclass" data-cke-saved-href="https://www.tilt365.com/Courses/Laser-Coaching-For-Leaders-Masterclass" rel="follow">Laser Coaching Masterclass</a> offered by Tilt365, can provide clients with targeted support.&nbsp; Individuals who have earned their Laser Coaching certification are equipped to get to the root of clients&rsquo; problems.&nbsp; Introvert burnout is just one of the many complaints that a Tilt 365-trained laser coach can help resolve efficiently.&nbsp;&nbsp;&nbsp;&nbsp; </li>
<li>Take Time for Yourself:&nbsp;Claiming your right to alone time means honoring yourself in balance with the needs of others. This requires communicating your intentions and needs honestly and forthrightly and then acting in accordance. When they come to understand that you will re-emerge as a happier person later, it sets everyone up for success.&nbsp;&nbsp; </li>
<li>Exercise: It might be tempting to think that exercise should be the last activity for someone who is burned out and exhausted.&nbsp; However, it turns out that our bodies&rsquo; <a href="https://www.choosingtherapy.com/introvert-burnout/" data-cke-saved-href="https://www.choosingtherapy.com/introvert-burnout/">stress-response cycle</a> may not finish without physical exertion.&nbsp; Everyone has their own unique form of exercise that is the most fun (or, at a minimum, least aversive).&nbsp;&nbsp; Thus, it might take us some experimentation to land on a form of exercise that we can look forward to engaging in.&nbsp; One person might enter a state of flow and euphoria while playing racquetball, while another person feels drained or stressed by the same activity.&nbsp;&nbsp; <a href="https://pubmed.ncbi.nlm.nih.gov/34516957/" data-cke-saved-href="https://pubmed.ncbi.nlm.nih.gov/34516957/">Research demonstrated</a> that aerobic exercise has a restorative effect on our central nervous system.&nbsp; When participants in this study engaged in just one session of moderate aerobic exercise, they rebounded more readily&ndash;in terms of their cognitive flexibility, mood, tiredness, self-perceived cognitive capacity, and motivation&ndash;than participants who engaged in a more passive activity.&nbsp;&nbsp; </li>
<li>Creative Endeavors:&nbsp;Our fourth <a href="https://www.choosingtherapy.com/introvert-burnout/" data-cke-saved-href="https://www.choosingtherapy.com/introvert-burnout/">potential preventative measure</a> for circumventing introvert exhaustion is engaging in activities that draw on your creativity.&nbsp; For you, this might be writing music or compiling a script for a skit, but it might be something else entirely.&nbsp; When we passionately channel our creative juices, there is the tendency to enter a flow state where we are entirely engrossed in content creation, and we escape our troubles and anxieties for a time.&nbsp; Even just knowing that you have allotted time in the evening for this type of outlet can lift our spirits during the day and fuel motivation. </li>
<li>Allocate Time Strategically: The next strategy involves time management. It can be easy to develop a laundry list of household tasks that must be completed after work, but there needs to be time devoted to rest. Being strategic on days off can help.&nbsp;&nbsp; For instance, if you find yourself struggling to muster the energy to make dinner at home after work, and you don&rsquo;t want to do takeout a lot, you could make a big meal on the weekend and refrigerate or freeze it. This way, all you have to do is take out the amount you&rsquo;re hungry for and heat it.&nbsp; Another example could be laundry.&nbsp; Saturday can be laundry day for the week so that during the week, we don&rsquo;t have to worry about that task when we need to relax and our work day is complete. </li>
<li>Mental Reframing: Despite the fact that spending time with family is one of life&rsquo;s greatest joys, everyone has the chance of falling prey to <a href="https://www.choosingtherapy.com/introvert-burnout/" data-cke-saved-href="https://www.choosingtherapy.com/introvert-burnout/">suboptimal work-family balance</a>.&nbsp; Work and time with family both have the potential to drain our emotional energy via the extensive amount of time spent interacting with others.&nbsp;&nbsp;</li>
</ol>
As we mentioned earlier, introverts have less stamina for social interaction in the first place, so for them, they need to pay particular attention to the amount of social stamina they have remaining.&nbsp; One possible solution to this dilemma could be figuring out how to mentally reframe time with family so that it recharges introverts&rsquo; batteries instead of depleting them.&nbsp;
<h2>How Can I Resolve Introvert Burnout?</h2>
Exercising attentiveness and strategy does not always result in complete avoidance of a given threat, and the same is true for the threat of introvert burnout.&nbsp; It can manifest even if we take the proper precautions.&nbsp; If you suspect that the symptoms you are experiencing are due to introvert burnout, keep reading for some tactics that can be used to <a href="https://www.leggup.com/articles/social-fatigue" data-cke-saved-href="https://www.leggup.com/articles/social-fatigue">mitigate those introvert burnout complaints</a>.
<a href="https://socialself.com/blog/introvert-burnout/" data-cke-saved-href="https://www.socialself.com/blog/introvert-burnout/#overcome-introvert-burnout-social-exhaustion" rel="follow">Planning for the future</a> by analyzing the past is a great endeavor.&nbsp; We can practice recall of social events and interactions that we have had, and see if there are any patterns to when we start to feel depleted.&nbsp; Was it precipitated by someone who was very boisterous?&nbsp; Was there loud music that overwhelmed you?&nbsp; Were you anxious about what you would say and how you would say it? Were you in too many back-to-back meetings that week?
Recording answers to questions like these have the potential to enable greater self-understanding and prepare us for future social events. Journaling can go a long way in providing a research resource for our own patterns for years to come.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
Next, we all have activities that we enjoy and get pleasure from.&nbsp; As mentioned earlier, channeling our creative energy helps prevent social exhaustion, but it also <a href="https://www.socialself.com/blog/introvert-burnout/#overcome-introvert-burnout-social-exhaustion" data-cke-saved-href="https://www.socialself.com/blog/introvert-burnout/#overcome-introvert-burnout-social-exhaustion">works as a salve</a> once we are actually experiencing introvert burnout.&nbsp; We can make a note of our favorite activities and decide which ones would be best to pursue in a given situation depending on the particular form and intensity of introverted emotional exhaustion symptoms.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
If the symptoms are mild, a walk outdoors might be good.&nbsp; When symptoms are more intense, something less physical, like listening to your favorite album might be better.
Finally, we need to exercise judgment <a href="https://www.socialself.com/blog/introvert-burnout/#overcome-introvert-burnout-social-exhaustion" data-cke-saved-href="https://www.socialself.com/blog/introvert-burnout/#overcome-introvert-burnout-social-exhaustion">when accepting invitations</a>.&nbsp; For those of us who get depleted quickly, it might not be prudent to accept all of the invites we get.&nbsp; Everyone is different, so a good maximum might be one event per week for one person while someone else can comfortably handle four.&nbsp;&nbsp;
A key point is that social interaction is <a href="https://www.frontiersin.org/articles/10.3389/fpsyg.2020.590748/full" data-cke-saved-href="https://www.frontiersin.org/articles/10.3389/fpsyg.2020.590748/full">good for everyone</a>, regardless of whether they are introverted or extroverted.&nbsp; The benefits of <a href="https://www.mercycare.org/bhs/employee-assistance-program/eapforemployers/resources/health-benefits-of-social-interaction/#:~:text=Benefits%20of%20Socialization%3A,let%20them%20confide%20in%20you" data-cke-saved-href="https://www.mercycare.org/bhs/employee-assistance-program/eapforemployers/resources/health-benefits-of-social-interaction/#:~:text=Benefits%20of%20Socialization%3A,let%20them%20confide%20in%20you" rel="follow">time with others</a> include a boost in mood and happiness, dementia prevention, feeling safe and accepted, and the chance to share personal information.
<h2>How do I know how introverted I am?</h2>
An assessment like the <a href="https://www.tilt365.com/Individuals" data-cke-saved-href="https://www.tilt365.com/Individuals" rel="follow">True Tilt Personality Profile&trade;</a> (TTP) can provide us with insights into our social preferences.&nbsp; What is unique, though, about the TTP is that it can account for different contexts.&nbsp; For example, if someone is very shy and reserved with a single person but is then a spirited, world-class performer on stage in front of 30,000 people, the TTP can tap into those social preference nuances.
Your introversion or extroversion can also vary depending on what part of you is involved. For example, you may be more open with others about your thoughts and less extroverted concerning your emotions. The <a href="https://www.tilt365.com/blog/post/the-unique-amplifier-of-peace-a-message" data-cke-saved-href="https://www.tilt365.com/Blogs/ArticleID/4/The-Unique-Amplifier-of-Peace-A-message" rel="follow">Unique Amplifier&trade;</a> section of the TTP can give you specific clarity regarding your four signature strengths in head, heart, gut, and spirit. Knowing your social tolerance levels in all four can help you make career decisions that light you up instead of depleting your energy reserves.&nbsp;
These sorts of results can help us understand ourselves better, particularly when we are trying to avoid introvert drained feelings.&nbsp;
<h2>Conclusion</h2>
Introvert burnout can happen to anyone, and it can be very difficult to manage.&nbsp; Thankfully, the strategies featured in this article can help us both prevent and also recover from such a state.&nbsp;&nbsp;
It&rsquo;s important to be deliberate when it comes to balancing our priorities and the finite energy we all possess, and you can launch that endeavor today.&nbsp; Doing so will make it easier to sidestep stagnation so that we can maintain a generative mindset.&nbsp;&nbsp;&nbsp;
<a href="https://www.tilt365.com/Blogs?SearchTag=Tim+Sullivan" data-cke-saved-href="https://www.tilt365.com/Blogs?SearchTag=Tim+Sullivan"></a>

Six strategies to help prevent introvert burnout and social fatigue.

How to Prevent Introvert Burnout and Social Fatigue

It is essential to recognize when our energy and motivation levels are approaching critical and to then know and execute what it will take to restore them.

Outsmarting Introvert Burnout

<img src="https://cdn.buttercms.com/PD3fQMiT56oJwRT5IrOM" alt="innovation-mindsets.webp" width="404" height="405">
Staying agile in a world that is constantly changing can be a daunting task. The ever-increasing speed at which technology moves has rapidly increased the speed of innovation and can make that challenge feel even more elusive. AI&rsquo;s recent introduction in the work environment has increased efficiency to a point that seemed unachievable just a few short years ago. But with every innovation, there is a trade-off.&nbsp;
How do we maintain our pace? How do we stay relevant, ahead of the curve, and not wind up left behind or obsolete? Cultivating the proper <a href="https://www.tilt365.com/blog/post/leveraging-a-growth-mindset" data-cke-saved-href="https://www.tilt365.com/Blogs/ArticleID/48/Leveraging-a-Growth-Mindset" rel="follow">growth mindset</a> could be one way to help us avoid feeling overwhelmed&nbsp;and learning about innovation strategies can help us stay ahead of the curve.
<h2>What Is Innovation Strategy?</h2>
<a href="https://www.masschallenge.org/article/innovation-strategy" data-cke-saved-href="https://masschallenge.org/article/innovation-strategy" rel="follow">Mass Challenge</a> defines innovation strategy as a &ldquo;plan of structured steps a person or team must perform to achieve the growth and future sustainability goals of an organization.&rdquo; Whether you are an individual building a product innovation strategy or a team leader building a business innovation strategy, it is important to establish an innovation strategy plan that allows you to stay agile and keep up with fast-changing environments.
Learning how to remain agile in the presence of innovation often hinges on having the correct mindset. There are many different types of mindsets, such as open mindsets, closed mindsets, and innovation mindsets. Below are mindset details that can help reframe the way you approach innovation and develop an innovative strategy plan.
<h2>10 Innovation Mindsets</h2>
According to <a href="https://www.wbtsystems.com/learning-hub/blogs/10-traits-association-innovation-mindset" data-cke-saved-href="https://www.wbtsystems.com/learning-hub/blogs/10-traits-association-innovation-mindset">TopClass</a>, there are ten traits that frame an innovative mindset: Creative Curiosity, Analytical Curiosity, Empathy, Experimentation, Inclusivity, Courage, Common Vision, Collaboration, Long Term Commitment to Innovation, and Agility. With the exception of agility (which is having the ability to switch between mindsets on command&ndash;the ultimate goal of Tilt&rsquo;s coaching that leads to generativity), each of these traits corresponds to the sub-personas of Tilt&rsquo;s personality types that are diametrically opposite.&nbsp;
<ol>
<li>Creative Curiosity pairs with the Inventor (which is categorized by creativity), and is directly opposite from the Investigator (which is categorized by perspective), which pairs with Analytical Curiosity.&nbsp;</li>
<li>Empathy pairs with the Humanitarian (which is categorized by empathy), and is directly opposite from the Explorer (which is categorized by boldness) that pairs with Experimentation.&nbsp;</li>
<li>Inclusivity pairs with the Counselor (which is categorized by trust), and is directly opposite from the Champion (which is categorized by confidence), which pairs with Courage.&nbsp;</li>
<li>Common Vision and Collaboration pair with the Visionary and the Ideator (which are categorized by inspiration and openness), which are directly opposite the Scholar and the Architect (which are categorized by focus and diligence) that pair with a Long Term Commitment to Innovation.&nbsp;</li>
</ol>
As Tilt recognizes 12 sub-personas, the two that are absent from the list above are the Entertainer and the Guardian (which are categorized by likability and integrity, respectively), and they are both directly opposite each other in the Tilt Model.&nbsp;
The ability to switch between any of these opposing sub-personas/mindsets at will requires agility. In order to foster an innovation mindset that leads to generativity, one must first master an agile personality. This makes it possible to balance all opposing mindsets instead of favoring specific mindsets at the expense of others that are opposite in the Tilt Model. This is the basis of growth versus a fixed mindset.&nbsp;
<h2>Being Open to Change vs Being Closed to It</h2>
When we consider the challenge of keeping up with innovation, it can feel daunting. The recent introduction of AI is poised to create a massive shift in how we work. Continued advancements will drastically expand what we can accomplish and the speed at which those tasks are achievable. The possibilities are endless, but the flip side, however, is that now we must find ways to adapt to ever-changing technology if we are to stay ahead of the curve.
If history is any indication of what we can expect, those who adapt quickly and embrace the new technology will fare well. Conversely, those who are slow to adapt or resist change may find themselves facing a much steeper challenge. As these advancements become the new norm, AI will likely become more integrated into our daily workflow.&nbsp;How do we keep up? Our mindset can play a significant role in our ability to adapt, learn new things, and avoid feeling overwhelmed.&nbsp;

<h2>Growth vs Fixed Mindset</h2>
When thinking about "mindsets," most people tend to focus on the fixed vs. growth mindsets dichotomy. Fixed mindsets entail an assumption that a personal attribute will not change. For example:&nbsp; I stick to what I'm good at, I am who I am and that&rsquo;s who I will always be, or I could never learn that because it&rsquo;s way too difficult.&nbsp;
<a target="_blank" href="https://www.tilt365.com/blog/post/leveraging-a-growth-mindset" data-cke-saved-href="https://www.tilt365.com/Blogs/ArticleID/48/Leveraging-a-Growth-Mindset" rel="follow noopener">Growth mindsets</a>, on the other hand,&nbsp; involve an assumption that a personal attribute is malleable. For example:&nbsp; I can be who I want to be, I&rsquo;m capable of learning new things, or people can grow. Of course, there are many variations of mindsets, and it&rsquo;s not just one or the other, but you can see how the flexibility of growth mindsets can be a tremendous asset, especially when it comes to adapting to change.
Long before the computer revolution, the graphic design industry functioned very differently from how it does currently. Large teams of people toiled over minute tasks that took forever (by the standards we are used to now). But when desktop publishing was first introduced, it shook the industry to its core, and very quickly, everything changed.&nbsp;
Those who embraced the change were able to reap the rewards: They were branded as leaders and pioneers on the cutting edge of a new trend, but a large part of the art community resisted the changes. There was an outcry from the traditionalists. &ldquo;A computer can not create art, art was meant to be created by the skilled hands of an artist, I can not learn something new, I&rsquo;ve spent too many years perfecting my craft.&rdquo;
Many artists and designers attempted to cling to tradition and the skills they had worked a lifetime to develop. Those who leaned toward a growth mindset were able to adapt to the new world and its demands. Cultivating an open or growth mindset is fundamental to accepting change and the unknown. Those with growth mindsets were able to view their situation as an opportunity, overcome their fears, and embrace change. When faced with challenges, they viewed change not as a threat or an impossibility but instead as an opportunity to expand their knowledge, improve their skills, and use innovation to advance. Those with a fixed mindset dug in and refused to adapt, and for a time, they were ok, but as technology advanced even further, it caused the two sides to increasingly diverge until many of the skills those artists clung to became obsolete.&nbsp;
As they struggled to adapt, they found that now the path forward was much more challenging. The longer they waited, the steeper the learning curve, and the steeper the learning curve, the less motivated they were to overcome it. Their unwillingness to accept change simply meant the world moved forward without them.&nbsp;
Transitions are never easy, but awareness and understanding are key. When you look to the future, what role do you see for yourself? Do you cringe in fear, or are you open to learning and change? Which mindset do you adopt when facing a difficult challenge or feeling stressed? If you&rsquo;re not sure, here is an excellent article about&nbsp;<a target="_blank" href="https://www.tilt365.com/blog/post/what-are-mindsets-and-why-do-they-matter" data-cke-saved-href="https://www.tilt365.com/Blogs/ArticleID/45/What-are-mindsets-and-why-do-they-matter" rel="follow noopener">What Are Mindsets, and Why Do They Matter?</a>&nbsp;by Amanda Valone&nbsp;that may help you gain a better understanding.&nbsp;
<h2>Using Generativity to Foster Strategic Innovation</h2>
You have just read through the various types of mindsets and how they can have an impact on your approach to innovation. While there are many different types of mindsets, agility can help you not just pick one mindset but shift mindsets as appropriate, based on context.&nbsp;
There is one last mindset that can be invaluable to choose from, and it is called the&nbsp;<a href="https://www.tilt365.com/blog/post/tilt-mindsets" data-cke-saved-href="https://www.tilt365.com/Blogs/ArticleID/51/Tilt-Mindsets" rel="follow">generative mindset</a>.&nbsp;
A generative mindset is similar to an agile mindset because it allows the person to consciously choose which mindsets are most beneficial in a given situation. But it goes beyond an <a href="https://www.tilt365.com/blog/post/tilt-mindsets" data-cke-saved-href="https://www.tilt365.com/Blogs/ArticleID/51/Tilt-Mindsets" rel="follow">agile mindset</a> because it becomes wired into the brain over time, training and expanding the ways one can think and how one chooses to act. In this case, the focus transcends the self-focused ego in favor of what serves a greater purpose or the common good.&nbsp;&nbsp;
Someone with an agile mindset is more focused on what is situationally appropriate for them and others, but someone with a generative mindset has a broader focus on what would have the best long-term benefit for society. Such a&nbsp; mindset requires the individual to have a large contextual view of the world and to make decisions that might even have a negative short-term impact yet serves the greater good long term.
To learn more about <a href="https://www.tilt365.com/blog/post/what-is-generativity-eriksons-generativity-vs-stagnation" data-cke-saved-href="https://www.tilt365.com/Blogs/ArticleID/168?What%20Is%20Generativity=%20Erikson%27s%20Generativity%20vs%20Stagnation" rel="follow">Erickson&rsquo;s Generativity</a> and how to foster a more open and innovative mindset, we highly recommend that you start by understanding more about yourself. Learning more about your strengths and blind spots can help you not only understand who you are, but also why you do what you do. The Tilt365's <a href="https://www.tilt365.com/Pricing/All-Pricing" data-cke-saved-href="https://www.tilt365.com/" rel="follow">strengths assessment</a> helps you learn about your personality pattern and grow beyond a <a href="https://www.tilt365.com/blog/post/are-you-ready-to-expand-beyond-a-personality-type" data-cke-saved-href="https://www.tilt365.com/Blogs/ArticleID/179/Are-you-ready-to-expand-beyond-a-personality-type" rel="follow">personality type</a> via exposure to the 12 Tilt 365 character strengths. Embodying those 12 character strengths will help you develop a&nbsp;generative mindset.

What is inovation strategy, and how different mindsets can foster inovation.

Innovation Strategy: Fostering Strategic Innovation Using Mindsets

Whether you are an individual or team leader, it is important to establish an innovation strategy plan that allows you to stay agile and keep up with fast-changing environments.

The Tilted Edge

Ideas, stories, and advice for creating a culture where people love to work.

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