Your results suggest a much greater risk of being closed than is typical for successful leaders at the target level. Being
closed means ignoring or dismissing differing perspectives or points of view. It also means being uncomfortable with or
resistant to change, as well as being inflexible. Related behaviors include avoiding conflict, especially if resolving the
conflict might require you to flex or change. Being closed stifles innovation and undermines morale by leaving your team
feeling that their ideas are neither welcome nor likely to be taken seriously. But being at risk is not the same thing as
actually behaving in a closed-off way. The very first thing you should do is to get feedback from a trusted colleague or
mentor about whether you exhibit these behaviors. If you do, you will want to take steps to mitigate the risk. Don't
underestimate the difficulty here—trying to change your tendency to resist change is an especially tricky task. One
place to start is to devote time in every meeting to exploring other views or alternative approaches and listening to the
pros and cons of each. Give each idea a chance. The more comfortable you become with entertaining differing points of
view, the lower your risk will be in acting in ways that hurt your performance and limit your career.