Published in CEO Magazine on November 9, 2018

Written by Bill Benjamin, regular contributor to CEO Magazine

We compared the top 10% performers to rest and found a few very specific behaviors were highly correlated with top performance.

Guess what one of those behaviors was? That’s right, an ability to admit when they were wrong and admit a mistake helped set the top 10% performers apart from average performers.

Not only did admitting being wrong lead to top performance, it also was one of the most highly correlated behaviors with people who had recently received a promotion.

This is something you want to be looking for in your next generation of leaders.

Why Can’t We All be Super Smart Then?

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