Do you trust your intuition or use logical decision making?

Do you trust your intuition or use logical decision making?

3 years ago 0 2 1834

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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12 steps to tactful communication

3 years ago 0 4853

“What we have here is a failure to communicate” –Cool Hand Luke. (Paul Newman) How often is performance derailed by a failure to communicate? We lead and work through others, collaborate and seek to influence beliefs and behaviours. These all take quality communication to achieve. However, communication is perhaps the greatest single opportunity for increased efficiency and effectiveness in any business, organisation or system. It simply does not work well enough, often enough – because although we are taught to talk, we are rarely truly taught to communicate. Communication, at its heart, is about ‘transmitting’ a message of some kind to one or more recipients, in such a way that the message they understand is equivalent to the message that was transmitted. This transmission requires pre-processing by the communicator (translation) and post-processing by the receiver (reception and decoding). The transmission is conducted through a medium using known symbols (language, hand

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Beyond logic to effective communication

3 years ago 0 0 865

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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5 steps to achieving your goals in 2016

3 years ago 0 0 1468

So, it is that time of year to plan for 2016 – perhaps to set some goals for the year ahead to be the foundation of your success. There are many reasons people set goals. We are encouraged to set goals to work out what we want to achieve, what we want to prioritise, and to build action plans that we can follow. We also create goals because we have to or are expected to. We may be asked by the board to set some specific targets and goals for the business, or we may even have a coach that pushes us to set ‘big hairy audacious goals’. Goals are important. They provide targets, benchmarks and measurable steps to achieve something of value. They allow review and learning, coordination and ongoing development. Regardless why your goals are set, there is every likelihood that they are simply set to fail. Just

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The fisherman’s tale

3 years ago 0 0 837

There was once a fisherman in a small Mexican coastal town.  A simple man, he would live his life by getting up late, going fishing at about 10, selling his small catch in the market.  He would catch up with his mates to play cards in the cantina in the afternoon, go home for dinner then take his wife out dancing. One day a banker from New York was passing through on his holiday.  He had seen the fisherman live his live for a few days and pulled him aside. “Listen”, he said, “we can do some amazing things”. “We can start by getting you out fishing at 5 am, leveraging your assets to get another 6 boats. We could set up a processing plant at the end of town, pack the fish in ice and sell them for a great price in the US!” The fisherman swirled his tequila

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How your behaviour is shaped by what happens in Paris

4 years ago 0 0 688

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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you get what you deserve

Your culture – you get what you deserve

4 years ago 0 0 1224

It is interesting when working with organisations that are struggling with culture issues, poor performance and less-than-desirable behaviours, how often the leaders believe they are ‘victims’ of some sort of cultural ’virus’ to which they can just seek a cure. The truth can be a little more confronting. The culture of the organisation is the culture that the leadership deserves. Either the leadership allows the culture to form by chance, and be controlled by others (making them the ‘victims’), or they create a culture consciously, developing the elements of the culture with clear direction and intent. The effort to do so will provide the organisation with the culture it deserves – one of high performance behaviours. As a leader, how do you contribute consciously to developing and maintaining your culture? Culture can be defined as the social pressure that shapes an individual’s behaviour in the context of a group. It

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Welcome to ‘Back to the future’ day – what have we learned?

4 years ago 0 0 581

Today – October 21, 2015 – represents the day 30 years into the future that Marty McFly and Doc Emmett Brown visit in their time machine.  If we could find the town ‘Hill Valley’ we could watch them burst through the space-time continuum.  What have we learned – both in terms of what was predicted in Back to the Future II, and from reality, now that 30 years have passed? Human behaviour is still human behaviour In 30 years, we can see how much things have changed, but what has not shifted at all are the key drivers of human behaviour – as demonstrated in leadership, work, play and consumption.  Whilst the context has changed, the behaviours of individuals remains the same as it did in the 80’s.  People still follow trends and fads, are scared of uncertainty, driven by scarcity and comparison, know they have capabilities beyond what they

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social media marketing

Human marketing in a digital world.

4 years ago 0 0 771

Your boss bursts into the meeting “I want us on twitter! We need to update Facebook! Show me the digital strategy!” Unfortunately, over the last 10 years, this has been all too common. The cry has gone out for organisations to ‘get digital’ for fear of missing out. There are great reasons to include digital and social media approaches into your marketing, but unless it is done thoughtfully and strategically, they often end up expensive and damaging to the organisation and its brand.  In many instances, these channels are used a megaphones to yell messages at people with no interest in what is being offered. The shift to digital There has been a massive shift to digital technology. We often hear of the ‘digital natives’ – the generations who have grown up intimately connected to digital devices, who have deep confidence or trust in these channels, and who are extremely

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Mindfulness – The business performance secret

4 years ago 1 0 958

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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