Monthly Archives: October 2014

Relationships & Reality Matter (What is Right, Part 4)

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Writing has long been a mechanism for me to mentally, emotionally and spiritually process issues, which is one of the reasons I initially began blogging. However, one of the challenges about blogging a multi-part series is that my mind continues to learn from new perspectives that change previous posts. This post is a direct consequence of that process.

During the past few weeks I had the privilege of a conversation with Gary Smith, a friend and fellow member of a CEO peer advisory group in which I formerly participated. Smith shared some powerful insights that expanded and enriched the step-by-step decision process I originally articulated in part two of this What is Right? series (here).

As a quick recap of that earlier post, when faced with a decision for which the best course of action is initially uncertain or ambiguous step through the following questions in order:

1. Is there a reigning principle of natural law in play? These are decisions where there is a universally applicable (although often not universally accepted) right versus wrong.

2. What prior commitment(s), if any, effect(s) my choice? These might be commitments of belonging (i.e. open-ended commitments we have made to others) or commitments of action (i.e. commitments to specific behaviors and/or deliverables).

3. What choice most aligns with my life purpose and goals (for this season of life)? In a secular environment we might call this a mission statement. In a spiritual context this is often termed a calling.

After my conversation with Gary Smith, I’m inclined to add two steps:

4. What Relationships could impact or be impacted by my choice? As an engineer, great ideas grab my attention. However, life experience has taught me that absent relationships even the best ideas die quickly or go nowhere. Why? Great ideas involve a diversity of skills and a depth of complexity over which no single individual can hope to have mastery. Relationships help us foresee issues that would otherwise trip us up. Relationships expand our minds and hearts to possibilities we would otherwise ignore. Relationships solve problems that would otherwise stymie progress. Relationships tap into resources without which a great idea would otherwise starve. Relationships lend us courage without which we might otherwise succumb to fear and doubt. Relationships leverage the power of shared passion without which we would otherwise give up.

5. What is Reality? Before we forge ahead into any new endeavor we must frankly confront reality. Do the numbers and other assumptions make sense? Test the math. Does the desired objective rely upon outcomes aligned (or wholly at odds) with historical norms? Bottom line…We must count the cost.

In part five of this series, we will take this What is Right? process and apply it to a practical situation that is confronting or will eventually confront readers of this blog.

Binary Thinking. What is Right? (Part 3)

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This is Part 3 in a series on “What is Right?” (How to decide when the choice isn’t obvious). Part 1 (here) identified seven filters (tools) that can help you choose right. Part 2 (here) outlined a simple three-step thought process for applying those tools. This post describes a subtle, but potentially dangerous trap into which we often inadvertently fall. I call it the “Binary Decision Trap.”

In short, the Binary Decision Trap frames questions around issues with only two possible answers – yes/no, start/stop, go/stay, etc. Without denying the presence in life of authoritative questions involving right and wrong, we too often allow binary thinking to constrain our alternatives and thereby eliminate a vast array of potential outcomes which might enrich our lives. I want to quickly explore three perspectives around binary thinking. Why do we submit to, or even prefer, binary thinking? The consequences of binary thinking? And, how to avoid binary thinking?

Why we fall into binary thinking?

It’s simple. Binary thinking enables us to address the increasing complexity of our world. We quickly narrow our thinking to one alternative and frame it as a go/no-go, good/bad, us/them choice.

It’s easy. Admittedly, some decisions are substantially less consequential and deserve an easy decision process. However, we must guard against lazy thinking that allows decisions of import to drift into binary thinking mode.

Competitive mindset. The competitive nature of American culture cultivates a mindset that frames the world in binary terms—winners and losers. We especially see this happening in the political arena where players from all political persuasions leverage and twist every action and statement for advantage—whether to lift its own party or tear down others. When our minds and emotions get bombarded daily with win/lose dialogue it seeps unaware into every aspect of our lives.

Scarcity mentality. People with a scarcity mentality automatically default to “either/or” thinking. Their fixed-pie worldview condenses every issue into haves and have-nots; givers and takers; and winners and losers.

Consequences of Binary Thinking

Law of Unintended Consequences. We get surprised. Striving for simplicity causes us to devalue or neglect context. We naively consider inconsequential and ignore whatever caused the current situation. We also fail to speculate about the impact our choice may have on the future.

Polarization occurs. Binary thinking divides us. Advocates for either side of a binary decision quickly fracture into separate camps and harden their positions. Rather than facing off against the issue advocates face off against each other.

Extremes get amplified. Oversimplification and polarization make it easy to believe that more is better (or worse).

Arguing replaces dialogue. Binary choices drive stakeholders to choose a side too early in the thought process. Once we’ve chosen a side, we feel compelled to defend that choice. The dialogue which naturally accompanies a spirit of open inquiry gets supplanted by the argumentation which flows from a mind closed to other alternatives.

Winning replaces learning. Binary thinking encourages a win-lose mentality. Our thought process narrows to alternately selling or defending our position. Our energy gets consumed in advocacy and leaves no mental capacity for learning.

Identity crises. In extreme cases, we even let our identity get allied with our choice. At that point, our ego enters the equation, and we lose perspective. Rather than a dispassionate search for the best solution, we engage our intellect and emotion in self-defense. As an aside, this reminds me of one of the best pieces of business advice I ever received; namely, “Never get so closely identified with your position (on an issue) that when it goes down, you go down with it.”

Avoiding Binary Thinking

What practical steps can we take to avoid binary thinking?

  1. First, and most importantly, actively seek the best alternative; frame the issue as “ What is the best/wise thing to do?” Consider a variety of alternatives and mentally condition yourself to avoid staking out a position too early when faced with an important decision.
  2. Take time to consider context. How did I/we get in this situation? How have my own choices influenced the present? How have external factors contributed to present circumstances? What is driving current behaviors—My own and others? What’s changing around me that could make the future different from the past?
  3. Consider consequences. Invest time in contemplating what-if scenarios. I will discuss in a future post the fourfold test I use.
  4. Consider all the stakeholders. Who is affected by this decision? Ideally seek their input and perspective, but at a minimum reflect on how the various alternatives will impact them.
  5. Actively seek different points of view. There is wisdom in many counselors. Look beyond the circle of stakeholders. Listen and learn from those who have walked the path before you. Seek input from subject matter experts. Sound out the wise people in your life.

A shout out to Eric Jackson whose May 2004 column in LocalTechWire.com introduced me to the concept of binary thinking.

What is Right? Thinking it Through. (Part 2)

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Part 1 in this three-part series on “What is Right?” mapped out seven different decision filters we can use when confronted with a choice. Those filters serve as tools in our mental decision kit. However, like most tools they produce the most effective results when applied by a skilled craftsman within the framework of a process. For example, it does little good to smoothly sand and finish pieces of wood before cutting and shaping the individual pieces into their final forms and assembling those pieces into the final product.

What process might we apply to making choices? The following three critical questions help us apply the seven decision filters (authoritative, aligned, aimed, available, attentive, acceptable, and appropriate) in a logical manner. Disclaimer: I do not intend for the following process framework to fit all situations or all seasons. For the purpose of this post we will focus on choices that fit under the umbrella of “What is the right thing to do?”

1. Is there an authoritative principle of natural law in play?

Natural laws apply to all peoples in all situations for all time. These natural laws are written on our hearts, and our own conscience acts as a witness; either condemning or defending the alignment of our behavior with those natural laws. We can squelch or cultivate our conscience but natural laws stand inviolable. Consequently, everything starts here. On a related side note, the whole concept of civil disobedience collapses as vacuous nonsense unless certain authoritative principles trump all else.

2. What prior commitment(s), if any, affect(s) my choice?

Commitments of belonging …Groups of people who have voluntarily chosen to align for a common purpose; whether they be countries, companies, clubs or communities (beginning with marriages and expanding outward), often create written and unwritten policies to govern the behavior of group members. Those policies describe “what is right” for inclusion in the group. As such, when I choose to join any group I essentially commit to conform my behavior to that group’s policies. Recent accusations that Todd Gurley, running back for the University of Georgia, may have signed his name to certain memorabilia items in exchange for compensation provides a great example of the interplay between these first two steps in the decision framework. Some argue that the NCAA’s policy prohibiting a player from financially capitalizing on their own image while doing the same for itself is not right. I happen to believe this argument has some merit; nonetheless, by voluntarily joining an organization aligned with the NCAA, Gurley effectively placed himself under the authoritative policies governing behavior in that organization. Consequently, if the NCAA determines his behavior violated their policy, Gurley may get barred from future competition for some period of time. Without speculating as to Gurley’s culpability or possible motivation, his situation reinforces the point that even when our behavior aligns with natural law, we may still find ourselves subjected to social ridicule, adverse financial damage, or, in extreme cases, risk of physical harm.

Commitments of action … One of my early mentors, Luther Boggs, made a statement which has stuck with me for decades. “A commitment is not a commitment, unless you are prepared to personally sacrifice to keep it.” Our lives are more productive and less stressful when we act with integrity and keep our commitments.

3. What choice most aligns with my life purpose and goals?

Some might argue that this question should come second, but I contend it rightfully falls here. Choosing what is right does not allow us to abrogate prior commitments merely because we define a new goal. For example, a husband or wife should not walk out on their family to chase a new dream. As highlighted in a previous post (here), a personal mission statement is a powerful and useful tool. Absent the guiding presence of a personal mission statement, you cannot really answer this question. You will especially struggle to determine your availability and decide what invitations to decline. So, if have not yet created a personal mission statement or captured written goals for major roles and responsibilities in your life, I encourage you to do so.

Once past those three decision gates we are beyond principles and priorities and into the arena of preference where demanding our own way is likely just selfishness and deference should typically hold sway. Into this space apply the decision filters of attentiveness to the needs of others, responding to the appropriateness of the situation and choosing to behave in a manner acceptable to the sensitivity of others.

Part three in this What is Right? series will discuss the Binary Decision Trap.

What is Right? How Do I Decide?

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What is right? We face repeated opportunities (and sometimes requirements) during the course of each day to choose among multiple courses of action (including doing nothing). How do we decide? Absent compelling (internal) or constraining (external) forces human beings will default to choices that serve our own needs and desires. We will default to what is easiest or makes us comfortable. We will naturally decide and act to achieve our own goals or make ourselves look good. How do we overcome those inherent tendencies? What mental filters should guide our choices?

Here are seven factors which can help us decide and act more rightly more often:

Authoritative. In some situations there is a right and a wrong. Our society’s increasing focus on individual rights casts a relativistic pall, which marginalizes or even mocks this notion. Nonetheless, I contend that there are certain universal truths that apply regardless of time, place or circumstances. For example, abusing a less powerful person is never right.

Attentive (to the needs of others). Our judgment on what is right may change when we consider the needs of others involved. Right choices for a couple’s weekend activities change when they add a baby to their family.

Acceptable (to the sensibilities of others). Sometimes we choose to act in a certain ways purely out of respect for others. We may adapt our dress, actions or speech to comport with the acceptable social norms of certain situations or of other cultures.

Appropriate (for the situation). Circumstances often influence the right course of action. Certain behaviors suitable at a football game are improper during a church service. Similarly, decision-making methods appropriate in a stable business environment may not work right for a business in crisis.

Aligned (with core principles or natural laws). The right position or posture often requires that we balance competing forces at play. When we fall down physically, a relationship or business fails, or we struggle emotionally, we are most often out of alignment with certain core principles or natural laws. This principle led to the phrase, “right the ship.”

Available. At times rightness is a merely a matter of availability. If we cram events one after another into our daily lives, we have no margin of availability to respond to the inevitable opportunities or crises which intersect our lives unplanned. Creating such margin involves purposeful choices. In support of this principle we also make ourselves available without reservation or restraint to those closest to us. We will cancel other plans politely and firmly yet without hesitation or regret when those people need us.

Aimed. Pursuing the right course requires that we determine first the proper destination or focus of our attention and energy and, secondly, the most effective and efficient path or process to reach that goal. Stephen Covey called this “Beginning with the End in Mind.” Absent an aim our choices can lead to wasteful wandering.

Interestingly, two themes undergird this entire list of factors which influence what is right — Respect for Truth and Respect for Others. Said another way, identifying what is right rarely starts with us. A purposeful pursuit of right behavior involves looking outside of ourselves; not focusing on what makes us most comfortable, satisfied or happy. That’s not to imply that our ease, satisfaction or happiness is of no import. Rather, I believe it means that we find these elements of personal fulfillment through exercising a servant’s heart.

The next time you face a decision and want to choose rightly, consider applying the filter of these seven elements.

PROPS…The speaker at a recent Kettering Executive Network event, Andrew Dietz, discussed the importance of relationships in growing revenue and applied the principles from his book “The Opening Playbook: A Professional’s Guide to Building Relationships that Grow Revenue” to people in professional transition. When we’re selling a product/service or even ourselves, Dietz urged concentrating more on opening than closing. An effective opener, Dietz argued creates more opportunities to win. The keys to great opening involve the right connections, conversations and context. Dietz discussed each of those three keys, but that little question, “What is Right?” got me thinking and led to this post.

15 Inspiring Leadership Acts

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The last post on this blog explained the differences between motivation (internal drivers that push each of us) and inspiration (external animating forces that pull the best out of others). Here are 15 practical leadership suggestions that can inspire others. Any single suggestion produces positive results. The effects rise exponentially when leaders consistently apply multiple approaches over a sustained period.

Before I launch into the list, let me highlight a subtle trap. Essentially all these suggestions fall into the “I knew that” category, but that’s irrelevant. Many of us too often fall into the I-knew-that-but-I-don’t-do-that category. The key difference between great and average leaders is not what they know about leadership, but what they consistently do as leaders.

  1. Understand “what” motivates someone before we begin talking about “how” to inspire them. We mistakenly presume too much or overlay our own motivators on others. There are assessments available to help you understand the motivational drivers of your people. Consider using them as tools to help you lead.
  2. Inspiring excellence is about aligning talents and passions with job requirements and objectives. Business people frequently place too much value on experience and skills and ignore or devalue the importance of core talents. If someone works in a job that utilizes their core talents they will most likely be more successful, and that success energizes them.
  3. People respond reluctantly to a position. Relationships inspire them. Leaders must make sustained investment into the lives of others.
  4. Understand their price point. Everyone has a different price point beyond which they will not voluntarily go—you need to know where it is.
  5. Everyone inherently aspires to belong to something bigger than themselves. People are not inspired by a corporate brand. A soldier fights and dies for the person in the foxhole beside them not the U.S. Army. In the absence of a shared vision / common objectives, we all default to personal motivation drivers (i.e, is this good for me?).
  6. Principled. Resolute. Predictable. Make sound, principle-based decisions. People despise weathervane managers who too often allow the latest idea or the last voice to sway decisions. Resoluteness also cultivates courage in others.
  7. Good people inspire others around them. They constructively urge each other on to better performance and unlock positive peer pressure. On the flip side, unchallenged poor performance is a huge de-motivator. Good people will resent it and eventually leave.
  8. Sacrifice inspires people…especially when it benefits them. It’s not about YOU!
  9. People reciprocally respond with loyalty when leaders “have their backside.” Team members deal with enough uncertainty and surprises in their lives without having to wonder whether the leader will loyally support them.
  10. Be a compassionate and timely straight shooter. Don’t coddle people and hide bad news. Be honest about individual and company performance.
  11. Leadership confidence and energy are contagious. Your passion ignites those around you. Your pessimism drains them.
  12. Genuineness attracts people. We react to self-serving pretentiousness with revulsion.
  13. Celebrate success! None of us likes to feel stagnant. Openly acknowledge progress and express gratitude for the contributions of others.
  14. Committed to learning. People feel inspired by those who humbly admit and learn from their mistakes. Transparent students of life and business unlock the native streak of curiosity in us all.
  15. Daily practice gratitude. Sharing credit inspires a sense of belonging and fulfills our inherent need to make a contribution. Leaders who regularly express gratitude for the contribution of others inspire team members to do more.

Select a few of these inspiring acts to practice during the coming week.