There are many reasons our seemingly failure-proof plans go horribly wrong. One critical step you can take to move the odds of success in the right direction is to borrow a step from Red Teaming and learn to unpack and stress test key assumptions. This article shares some ideas to help you get started with this critical step for strengthening decision-making and planning activities.
There's an awful lot of conventional wisdom that is nothing more than a cover for organizational and managerial laziness. It pays to cultivate an allergic reaction to anything that smells like: "We've always done it this way."
Your good intentions to help that difficult employee change can lead to a major misfire on your part. Recognize that it is not your job to fix a difficult employee, but rather to provide the tools, environment, timeline and accountability for the individual to change. The results are up to the individual and the implications of failure must be clear.
It was a fascinating experience in contrasting decision-making styles. One moved fast and made decisions on the run. The other studied an issue until the perfect answer emerged. According to HBR, high performing CEOs exhibit speed and conviction when it comes to decision-making.
The idea of shifting baseline syndrome is most often referenced in ecological terms. I see it in action in the workplace and in our personal lives almost every day. Perhaps it's time to shift the baseline, but in the right direction.
Humans are creatures of habit, and our approach to solving problems is no different. We tend to attack every problem in familiar ways, without taking the time or making the effort to consider creative options. The tracks of our minds are well grooved. Effective leaders recognize the hard work and heavy lifting involved with finding creative solutions and strive to push their teams out of those grooves.
Our behaviors as managers and educators often stifle creativity and innovation. Instead of conditioning people to conform and comply, we need to exhibit behaviors that do the opposite.
Too often, we hesitate to make a decision or take action because we are insecure and uncomfortable over the possibility that we might be wrong. Instead of waiting indefinitely for a perfect certainty that will never arrive, give yourself permission to take action. Life is lived one moment and one action at a time.
One of the happy outcomes of my leadership and management writing is the opportunity to speak and work with great groups of professionals in live settings. This post outlines the Top 10 Outcomes of one of my live events. I would love to work with you and your team!
We are often our own worst enemies, especially when it comes to making decisions around failed initiatives (or failing refrigerators). When you hear the words, "with a bit more time and money," you should run the other way and don't forget to grab your checkbook.