The Voice for Insightful Leadership with Shelley Row, P.E.

We’re learning about the ten skills that technical professionals need when they become a manager. Let’s discuss the importance of having a broad range of information sources.

Big Decisions: Are you considering a broad range of information sources?

When you need to gather information for a big decision, who do you go to? Your most trusted buddies. Your go-to people who always have wise input. Respected leaders outside your organization. These are what I call your “usual suspects.” You talk with them often and you trust their judgment. But what about the others – that argumentative person, the contrarian who always sees a situation differently from you and isn’t afraid to point that out, the inquisitor who asks question after pointed question? Be honest. Do you find that you avoid their input? It’s time to change that.

Why? Because you cannot make a wise decision by talking only to those with whom you prefer and who are more likely to agree with you and more likely to see the world from a similar perspective. That leads to insular thinking and can cause you to miss key inputs that could sway your decision.

To lead with insight and make the best decisions, you must push yourself to also engage with and listen to those who are not likely to agree and who are likely to have a different perspective.

There’s a reason you are inclined to talk with whom you agree. It is easier and less energy-intensive for your brain and theirs to seek out those who agree. Notice the increased energy needed to engage with those with whom you don’t agree. You need more energy to listen and self-manage your reaction in order to remain open to their different ideas. It can be exhausting….and it’s critically important to robust decision-making.  Without considering a wide range of perspectives, you will miss opportunities or miscalculate pitfalls.

To make good decisions, you must engage with four types of people.

  1. Your closest colleagues.
  2. Your biggest critics.
  3. Those with fringe opinions.
  4. Those outside everyone’s circle.

Identify people who fit into each bucket. For big decisions, make a plan to gather information from people in each bucket so that you have complete and realistic input.

1. Your closest colleagues. This is the easiest group. You know these people. They are your buddies, friends and respected colleagues. You probably share a similar world view and leadership approach. Talk with them and push them to consider other perspectives. When you identify a desirable approach, ask, “If this approach isn’t available, what is another approach to consider?” This question forces a conversation that expands perspectives.

  1. Who do you trust?
  2. Who are your go-to people?
  3. Who are your most trusted colleagues?
  4. Who are you comfortable talking to?

2. Your biggest critics. Who are the people who always disagree with you? They will argue the point, flag all the problems, and ask annoyingly tough questions. Identify them and seek out their opinions. This can be challenging and it will take a lot of energy so be sure to talk with them when your energy level is high and you can use your mental capacity to truly hear their thoughts and ideas. There is wisdom here if you can hear it.

  1. Who are the people who ask pointed questions?
  2. Who are the contrarians who always have an opposing viewpoint?
  3. Who are the people with whom you regularly disagree?
  4. Who are the people who you don’t really trust?
  5. Who are the people with whom you dread talking?

3. Those with fringe opinions. Consider a bell curve. It’s likely that the people in buckets 1 and 2 are on either side of the mean in the center of the curve. Who are the people on the tail ends of the curve? These are the people with fringe opinions. They probably don’t have a big following behind their opinions, but you need to hear from them. Innovation doesn’t come from the center of the bell curve, it comes from the far edges. While you may not adopt their perspective fully, you may discover a nugget of truth that should be considered, particularly for long-term decisions.

  1. Who are the people on the fringe of each issue?
  2. Who are the people who speak up but are ignored?
  3. Who are the people talking about topics that make others uncomfortable?
  4. Who are the people that others make fun of?

4. Those outside everyone’s circle. What are industries adjacent to yours? What industries have gone through an evolution similar to yours? Are you able to identify a few people to talk within those industries? If not, can you research that industry and the issues with which it grappled? There may be powerful learning opportunities from other industries that can inform your thinking or open new ways of perceiving your decision.

  1. What other industries are going through changes like yours? What can you research about the evolution of that industry?
  2. Who do you know in other industries who may have a useful perspective?
  3. Who from another industry has a thought process you respect?

 If you want to make a well-informed decision, take the time to identify people in each of these four buckets and consult with them. Hear their ideas without judgment, let their input sink in and weave it into your decision-making process. The result is enhanced decisions from deeper insight. That’s a key to sound leadership. How well are you considering input from a wide range of sources?

Share your stories about gathering input from others with Shelley here.

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