The leadership decision ‘speed trap’

2 years ago 1 0 691

Leaders need to know the difference between haste and speed, particularly when it comes to their thinking. In modern business, we seem to be in the habit of needing to be ‘fast’ to just keep up. However, going too fast can get leaders stuck in a ‘speed trap’ that can get you and your business into trouble. Feeling pressured to make fast decisions – and even feeling that you have to make decisions for others when they can make them for themselves – can be critical leadership errors that can impact upon your leadership (and whole organisation) performance. Decision making requires an appropriate amount of thinking. What we have learned through behavioural economics and psychology, is that there are common errors inherent in thinking. These errors, although well documented, are routinely made by almost everyone. Leaders, under pressure to take decisions, often fall foul of these errors, sometimes with catastrophic

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Managing in uncertainty for high performance

2 years ago 0 0 824

What is uncertainty? If we listen to the famous Chinese proverb: “May you live in interesting times”, we can see it as both a blessing and a curse. We are certainly living in interesting – if not uncertain – times. With Brexit, the extended time for Australian election to be decided, the rise of Donald Trump, the disagreements in the South China Sea, we can feel that there is uncertainty all around us. These uncertain times drive very specific responses. Often, these responses are not the best possible responses for the individual or the society in which they exist. How do people respond to uncertainty? When people experience uncertainty, it can mean that the person is out of their comfort zone. When there is uncertainty, people struggle to decide on what to do moving forward. They get stuck, and often have a lack of skill or strategy in deciding how

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The stories that can ruin your business (part 1)

2 years ago 0 0 636

I was presenting on culture and leadership at a recent conference (#100millionimpacts, for B1G1), and whilst facilitating a panel discussion, a common theme that emerged was the importance of the stories in business. In response to many questions after the session, here are a few thoughts on stories in business to extend that discussion further: Stories are powerful means of communication. Often, people believe that storytelling ends when the kids grow up. However, there are stories being told within your business – and about your business – that can either take it to new heights of success or lead it to ruin. What stories are being told about your business? People communicate through stories. As people communicate, they engage each other through analogy (this is like that), metaphor (the army of sales reps) and stories. Humans are always using these processes to engage their listeners, develop shared meaning and convey

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Stress is inevitable – how you respond to it is not

2 years ago 0 0 854

Stress is inevitable, but can it enhance performance or does it always harm us? Stress is reported as one of the significant ‘modern diseases’. People are reporting feeling so ’stressed’ from their work and private lives that it making them physically and psychologically ill. When you consider performance, stress plays a massive role in dragging people out of their peak performance states into less resourceful ones. Stress is almost contagious, with people being influenced by stress that others experience to become stressed themselves. Have we created a world where stress is inevitable, and we are all just victims of our circumstance – or is there more to stress, and can we do more than just manage it? What is stress? Stress is the body’s response to being forced to operate outside its comfort zone. When we are in our comfort zone, we have the belief and expectation that we can

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Understanding the ‘Trumpnado’ – the social psychology of Donald Trump

2 years ago 1 0 983

After it started as seemingly a bit of a joke, Donald Trump has catapulted into front-runner status for the Republican nomination for President in the United States. His extreme actions and language are completely at odds with the traditional political playbook. However, it seems to be working. Whilst it may seem completely illogical, there are compelling social psychology reasons why his approach is working – and there is a dangerous historical precedent. Where did the supporters come from? Donald Trump has drawn a large and passionate supporter base. Whilst Ted Cruz and Mark Rubio have fashioned messages to speak to a conservative mindset, Trump has spoken across classic voter categories. His supporter base was probably not even aware that they were Trump supporters, but his campaign has activated them. First to get on board were more extreme elements, but over time his activation has reached deeper and deeper into the

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Do you trust your intuition or use logical decision making?

2 years ago 0 0 988

When you make a decision, how confident are you that you make it logically? Most people will say that they make most of their decisions using logic, weighing up the facts and figures and coming up with a reasoned, logical outcome. However, in reality, our brain is designed to short-circuit logical decision making and make emotional, non-rational decisions. We often call this ‘intuition’ or instinct. These instinctive decisions are critical to survival when there is little time. However, the benefit gained through the speed of response is traded off for accuracy. An experiment in thinking: Try these two tasks: Task one: What comes next? Apple, Orange, Banana …… Task two: without calculator or paper and pencil, find 23 x 17. • Which task was easier? • Which task was faster? • Which task has a ‘known’ answer, and which one did you create? • Can you explain why you gave

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Beyond logic to effective communication

2 years ago 0 0 683

Have you ever noticed that sometimes- even when there is no logical reason for it- your staff or your customers simply won’t take actions that are clearly in their best interests? They have made their minds up about what is happening before you have had a chance to explain it, or they agree with what you propose, but just don’t seem capable of taking action. Regardless of the best intentions, our brains have a ‘fast’ decision circuit that leaps to conclusions before we can logically process information. If we don’t help our customers or staff to make the right ‘leaps’ and conclusions, their cognitive processing will often make a decision to avoid change, and therefore to not take the action which would be in their benefit. Beneath all of the logical processing that occurs in our minds runs a much deeper, almost primitive evaluation system. It is this system which

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How your behaviour is shaped by what happens in Paris

3 years ago 0 0 566

The terrible incident in Paris, where a coordinated attack led to significant loss of life and injury, has been extensively reported and commented upon.  Whether you like it or not, it’s effects reach right around the world, and unconsciously impact many people’s behaviours and decision making.  Here’s how it is probably making an impact on you, whether you want it to or not. The risk / control equation: People are notoriously bad at assessing risk.  More than anything, a person’s perception of control modifies how much ‘risk’ they perceive.  For example, an Australian was 5 times more likely to die in a car accident, than a Parisian was to die in the recent terrorist incident.  However, we all have a ‘competency bias’ and believe that when we have control ( as we often believe when we are driving) our perception of risk is reduced.  A terrorist attack is designed to

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Mindfulness – The business performance secret

3 years ago 1 0 818

Do you want to be more effective, efficient – and at the same time enjoy everything more? Are you being overwhelmed, diverted and unable to achieve what you want? Too often high performance is derailed by over-load, multi-tasking and lack of focus on what matters. Sometimes our minds are so full – we are ‘mind-full’ – that we have no time or space to really think. Perhaps it’s time to become mindlessly mindful –that is, to stop being ‘mind-full’ and start being truly mindful. It is a skill which is critical to high performance but can be difficult to realise in the hustle and bustle of modern business life. The myth of multitasking Have you ever noticed how you can be here, and not here? Whilst you are ‘listening’ to someone on your team, you are thinking about the next meeting? As you are working on an important project, your

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The trust advantage (building and leveraging trust, part 2)

3 years ago 0 0 657

Trust is such a critical thing in business. Understanding what trust is, and how to develop it and leverage it is critical to success. Often an even more important question is “how do I rebuild trust when it is broken?” In part one, we looked at what trust really is (predictability of behaviour), its value and its costs. In part two, we explore the concept further, and how it can be leveraged for maximum advantage. How is trust built? We develop ‘trust’ in something or someone in highly personalised ways. In fact, many people would not be able to describe how they know who they can trust, except for a vague statement like “I get a feeling about them”. Feelings and emotions (or ‘intuition’) are often poor methods for deciding who to trust. It can mean that some people, when faced with the same situational cues, will be too trusting,

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