ABSTRACT
Having finished the previous chapter with advice on how to ask good questions of others, this one focuses on how to ask them of yourself. It opens with a discussion of the Dunning-Kruger Effect and how universally poor people are at estimating their own abilities. This is the reason, the author says, why it is so important to regularly receive feedback if an executive is to advance effectively in their career. What follows is a discussion of the various ways in which an executive aiming not to follow the car in front should go about getting feedback. These include being actively engaged in intermittent 360 reviews and finding a mentor (or mentors) who can offer less formal, but more regular, advice.
