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An article where I introduce methods for leaders to better discern and respond to “what actually is” as opposed to presumptions, interpretations and jumped-to conclusions.

“What happens if the data doesn’t line up with the point I’m trying to make?”

I was in a research methods course in college when one of my classmates asked this question.

I was surprised that she asked. After all, we were learning “how to do science”. Our opinions weren’t relevant. We were seekers of the truth. We went wherever the data took us.

Since this was academia, the professor’s actual response was very long and full of qualifications. But eventually, the answer was: “You might be wrong”. She was wrong. But really, she was also just being more honest than most people.

For most people, it’s difficult to really know “what is true.” And so we develop our own explanations. We like to imagine people did this back in the dark ages. But it is no less prevalent today.

Leadership and the Pursuit of Truth

When someone calls me to work with them, they almost always tell me their story. They should. And I want to hear their story. But these stories are often largely comprised of interpretations, assumptions, and prophecies:

• Interpretations of past events
• Assumptions about what was meant by those events
• Prophecies about what is likely to happen in the future

Here is the tough reality for leaders: We can explore what happened in the past. But it is very easy to misinterpret what those events meant or what was intended. And almost everyone who tried to foretell the future is wrong.

If you’ve ever read a map (remember those?) you know that you can’t map out your course if you don’t know where you currently are.

Leaders cannot shape reality and build towards the vision if they can’t accurately interpret and discern where they, their team, and their organization are right now.

Four Common Blind Spots: Misinterpretations of Reality

A fun example of how easy it is to miss the full picture is the Monkey Business Illusion. Even if you are familiar with this illustration, this particular version is likely to surprise you even again (The video takes less than 2 minutes to watch. It’s worth your time). It perfectly illustrates how difficult it is to really “see” accurately. Even if you know what to look for.

Here are a handful of blind spots that are very helpful for leaders to check when making decisions. Here are some of the major ones:

• Selective Attention: The Monkey Business Illusion best illustrates the power of selective attention. In other words, we tend to see what we are looking for. As leaders, we need to focus our attention. But, as a result, we will miss things.

 Leaders need to nurture an attitude of openness that allows new information in. Sometimes we need to ignore what we are “supposed to be paying attention to” and explore what we might be missing.

• Jumping to conclusions: People tend to jump to interpretation very quickly. Most of these interpretations are wrong. Even from very intuitive, experienced people. I often back them up and ask, “What are you observing that tells you that X is happening?” What I’m looking for is the raw, objective data of what is actually happening.

Before you interpret, objectively describe what is happening. Separate out all interpretations and assumed facts. You might be right. But you might not. Ensure that you have more than one point of view or one perspective on reality.

Ask yourself, “How much do I actually know?” and “What else do I need to know?” before you ask, “What do I think is going on here?”

• Bias satisfaction: Every human being has biases or preferences. It’s unavoidable and isn’t wrong. But leaders run into problems when they aren’t aware of their bias or don’t allow it to be challenged. Worse, rejecting data or solutions that challenge their bias or preferences.

Leaders should regularly expose themselves to alternate points of view. They should be wary of tendencies to screen the data they accept, not based on its quality, but on their own preferences.

• We don’t know what we don’t know. Ever walk into a hotel room, opened the closet door and discover that you were looking into your neighboring room? The Johari Window describes this. We know some stuff. Some of which we are aware of (often skills), and some of which we picked up along the way and aren’t that aware of (often cultural knowledge).

We don’t know other stuff. Most people accept this. But some of us feel comfortable with what we don’t know by thinking we basically know what it is that we don’t know. In other words, “I don’t know exactly what is behind that door, in that coat closet. But it is a coat closet.” That gives leaders a sense of confidence about what they don’t know. But sometimes, that isn’t a coat closet. Or a closet at all.

How do leaders deal with the unknown unknowns?  

• Practice humility: You’ll never get to the end of what you don’t know. What’s worse, there will be some things that you don’t know and everyone else knows it. Might as well start out humble.
• Ask others: Build relationships where there are fewer reasons for others to not tell you what they know that you don’t know. Humility helps with this. But just asking helps a lot too.
• Mentors, especially peers: Any kind of mentor is helpful. But actively creating relationships with peers of yours, whom you trust and allow to speak, into your life is critical for leaders who are willing to look into their blind spots.
• Watch the weather: I don’t mean the actual weather. I mean pay attention to the “climate” of those closest to you. If you are a leader, you have an alpha level impact on their mood, self-image, and productivity. In other words, you influence and even create the weather. If the conditions don’t look great – it’s safe to start exploring your role in what’s going on.

Clearing Our Vision

To make good decisions as leaders, we need to respond as accurately as possible to actual reality. We’ll usually never know everything. But being aware of the common errors and the corrective tools listed above will help you improve your decision making.  

Take good care,

Christian

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