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

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Best Audience: Corporate events, Annual meetings, Associations, Conferences

insightful decision making - shelley row insightful leadership keynotes & workshops

This fast-paced, interactive, thought-provoking and content rich keynote will provide your managers with valuable insights to instantly improve their decision-making approach and everyday interactions with their staff.

Shelley, a subject matter expert and former CEO level government and association executive, interviewed 77 highly acclaimed executives on their decision-making skills regarding intuition and how those results are integrated with neuroscience.  As a result, the participants will enhance their current skill set and receive proven tips, tools and solutions to improve their decisions.

This real-world program is relevant to leaders who face complex decisions in a disruptive, chaotic and complex world. In this fast-paced and changing environment, data alone isn’t enough. Insightful leaders need a sophisticated approach that skillfully balances hardline analytics and gut feel or, stated differently, integrates information and intuition for astute action. This powerful combination is Infotuition®.

If your organization wants to grow the bottom line through enhanced decision making and reduced workplace drama, then this program with its accompanying mini-book workbook is for you.

Learning objectives:

  • Limit and stop over-thinking by resolving the forces that freeze decision-making.
  • Discover proven techniques to slow a quick reaction before you respond and regret it.
  • Enable “aha!” moments when you need them the most.

 


Workshop

Best Audience: Conference workshop, corporate workshop for mid to upper-level managers, association workshop for staff, boards, or chapter leaders

insightful decision making - shelley row insightful leadership go with your gut keynotes & workshopsThis in-depth, interactive, and thought-provoking workshop gives your managers the opportunity to probe the effectiveness of their decision-making whether it is too slow or too reactive. Applying insights from neuroscience, this interactive and engaging workshop brings new skills to even the most experienced manager.

This real-world program is relevant to leaders who face complex decisions in a disruptive, chaotic and complex world. In this fast-paced and changing environment, data alone isn’t enough. Insightful leaders need a sophisticated approach that skillfully balances hardline analytics and gut feel or, stated differently, integrates information and intuition for astute action. This powerful combination is Infotuition®.

 

If your organization wants to enhance decision making, reduce workplace drama and improve productivity, then this program with its accompanying mini-book workbook, is for you.

Your managers will be talking about this impactful program for days and weeks to come. They will:

  • Limit and stop over-thinking by resolving the forces that freeze decision-making.
  • Discover proven techniques to slow a quick reaction before they respond and regret it.
  • Recognize and manage triggered behavior in staff and colleagues.
  • Enable “aha!” moments when they need them the most.

 

We were having dinner at a friend’s house and admiring his family memorabilia neatly arrayed in the bookshelves. There were the kid’s sailing trophies, family photos, delicate antique demitasse cups and a bright blue tube. A bright blue tube? “What’s that?” I asked. “Oh….it’s a kaleidoscope,” my friend replied. “Here, try it.” As I turned the tube, colors swirled and twirled. Each small movement altered the view and each view was as lovely as the other.

Why can’t we bring a kaleidoscopic view of the world into our workplace and into our leadership? When it comes to new perspectives, your brain works against you. It’s easier on the brain to see the world, to see a person or to see a decision as you’ve always seen it. But, with a little effort, other views – just as relevant – become visible. It’s as though you slightly turn the kaleidoscope.

Here are three areas where a kaleidoscopic world view is particularly valuable to your leadership and life.

See personnel situations from several perspectives – A disgruntled employee complains to you about his co-worker who they “just can’t work with,” and the list of grievances starts. In that moment, their argument sounds reasonable and valid. But, when you ‘turn the kaleidoscope’, you can likely see opportunities for misunderstanding, miscommunication and differing opinions. There are at least two sides to every story. It’s best to, first, seek out other perspectives; second, help the employee see beyond their singular view, and perhaps facilitate a conversation that highlights varied views of the situation.

See options for big decisions –When faced with a big decision, the brain prefers familiar solutions because, for the brain, the familiar is a short cut that feels effortless. However, big decisions benefit from a kaleidoscopic view. Here’s a technique that I discovered in a Harvard Business Review. As you debate a big decision and your team comes up with the expected approach, ask, “Let’s pretend that this option is not available to us. If not this approach, then what could we do?” This is a simple and effective way to force a shifted perspective. It’s as though you turn the kaleidoscope. Plus, you can use the same question repeatedly until you have a range of options upon which to base the decision.

See that it’s not always personal – Whether it’s with family, friends or co-workers, situations inevitably arise where feelings get hurt or questions arise in your mind. An offhand comment makes you feel peeved and you think, “That was an insensitive remark.” Or, maybe you’re left out of a meeting and you wonder, “Did they leave me out on purpose? Is the boss trying to tell me something?” In those moments, turn the kaleidoscope to see another perspective. In my experience, these situations are almost always explained away when viewed from a different viewpoint. Before letting your mind run away with your first interpretation, shift your outlook to find a different interpretation – one that doesn’t have you at the center.

Kaleidoscopes remind us that there’s always another way to see the world. Even a small rotation shifts the image, shifts the interpretation, and shifts the options. As an insightful leader, you must see a variety of views. And maybe you’ll discover that, like the kaleidoscope, each view is beautiful in its own way.

brain and heartHoliday shopping. Holiday cooking. Holiday travel plans. Holiday decorating. Holiday visitors. Holiday hubbub. It’s easy to get lost in the holiday this-and-that. In the midst of the holiday bustle, I challenge you to also reflect and plan but in a different way. Instead of cataloging accomplishments, reflect first on what you accomplished, then on how it felt as you worked toward those accomplishments. You might discover insights that impact your 2019 goals and how you work toward them.

For example, as I reviewed my 2018 accomplishments and considered my 2019 goals, I mused at how (or if) infotuition applies here. You’re thinking, “Infotuition?” Infotuition is the integration of thinking and feeling in leadership and life. Infotuition leads me to realize that it matters both what you do and how you feel as you do it.

Try this. Identify the goals you accomplished in 2018 of which you are most proud. You may want to separate them into work, personal, community and your spiritual life. Now, consider how you felt as you worked toward these goals. Be honest. Notice what the answers tell you. Here’s what I discovered.

Shelley’s 2018 work accomplishments: earned my Certified Speaking Professional™ designation, was named an Inc. magazine as a top 100 leadership speaker, created the Insightful Leadership brand, produced a new demo video, and engaged new clients.

As I worked toward these goals I felt: Proud and pleased with the growth of the work but busy. Really, really busy. Stressed and frazzled on some days. Barely enough time to serve clients and contribute to my community service goals.

My take-away? While I’m proud of my accomplishments and want to accomplish more in 2019, I intend to approach it differently so that I create more space in the day to be creative and to devote some time to other interests, too.

Now it’s your turn. Go ahead….list your accomplishments. There’s a space here.

My accomplishments at work are:

How did I feel as I worked toward these goals? (Relaxed, exhilarated, inspired, peaceful, realistic, frantic, proud)

My accomplishments in my personal life are:

How did I feel as I worked toward these goals?

My accomplishments for my community are:

How did I feel as I worked toward these goals?

My accomplishments in my spiritual life are:

How did I feel as I worked toward these goals?

What did you discover? Are you over-extending in some areas at the expense of others? Is the price you pay for accomplishment too high? Infotuition teaches that it’s just as important to consider how you achieve your goals as what you achieve.

With this in mind, write your 2019 goals together with how you’d like to feel along the way (relaxed, exhilarated, inspired, peaceful, realistic, proud or rested). Let that clarity color the approach you take to your goals and guide the atmosphere with which you surround yourself. Now that’s infotuition!

Photo Copyright : Jan Hruby

There were thirteen of us and an unknown number of them. We, leaders of a technology company, were standing in a dark field surrounded by the rugged mountains of Sedona. We held night vision goggles and laser pointers that reached ten miles. They were the inhabitants of the UFOs for which we were searching. Yes, we were on a UFO-watching tour. Never did I or any of us expect to be searching for UFOs. It definitely challenged our assumptions.

You may not have UFOs in your office, but insightful leaders know the importance of challenging assumptions. First, let’s do a reality check.  You must make assumptions. Assumptions are your brain’s shortcuts that help it manage the number of decisions you make in a day. However, you must also recognize when assumptions constrict your choices and constrain innovation.

In my experience, most people are unaware of their assumptions and the limitations assumptions create. Foster awareness by shining a light on assumptions. When people realize they made an assumption it either 1) opens their eyes to new opportunities or 2) allows the assumption to be revisited and updated. Either way, innovation is facilitated.

As an insightful leader train yourself to listen for assumptions. They may be the culprit during an impasse or a roadblock. Here are a few assumptions that get in the way of progress.

Assume the future is like the past. In rapidly changing environments, assumptions about markets, people, customers, and partners may no longer be valid. For example, in my field of transportation, we often assume that everyone wants to drive their personal car, but trends show fewer driver’s licenses and more use of other transportation options. What is changing in your industry that requires you to challenge long-held assumptions?

Assume that resources are finite. In my early days as a manager at the U.S. Department of Transportation, we executed work with only our staff.  The staff asserted that the update to a key manual would take years. “What assumptions go into that estimate?” we asked. They assumed that the work was done only with the current staff.  Once we surfaced the assumption we opened new avenues for execution (and hired consultant support).  What assumptions are your staff making that limit their options for execution?

Assume that past decisions are still relevant. We cling to old decisions sometimes to our detriment. I work with a leader who is reluctant to share information with staff. When a new leader took over, that reluctance continued until the assumption was challenged. With new leadership, say, “It sounds like that previous decision is limiting our options and we assume that it can’t be changed. What would it take to reevaluate the original decision?”

Assume that it can’t be done or it’s too hard. As a leader in government, I was often told that it was too hard to fire underperforming staff. But when we examined that assumption we learned that, while not easy, it was certainly doable. What does your staff believe is too hard and what assumptions are in play?

Assume that past impressions are relevant today. “We know what our client wants.” Are you sure? Clients, bosses, and boards change and with that change comes new attitudes.  Ask, “Let’s examine the assumptions. When was the last time we studied client preferences?” Or, “We have a new board now, let’s not assume that they have the same goals as the previous board.”

None of us expected to be searching for UFOs but there we stood, scanning the night sky looking for something none of us believed in. We were forced to confront our assumptions particularly when we saw UFOs! We traced the UFOs with our lasers as they zig-zagged across the night sky. We pointed excitedly at bright white lights on inaccessible mountain tops that appeared, brightened and dimmed, disappeared and reappeared.  We have no explanation, nor do we have our previous assumptions.

What assumptions hold you back?

Copyright: realillusion / 123RF Stock Photo
 

trophyThe trophy case stood in the middle of the building. It covered an entire wall. Walking through the Miles River Yacht Club, the sun reflected off the polished silver cups, chalices, and bowls. Some of the most highly sought trophies could have held a basketball. I stood in front of the case and marveled. I’d just witnessed historic log canoe races. The boats were beautiful, the crews were skilled, and the decades-old trophies were huge.

What, I pondered, causes us as humans to create an object (a big, shiny object) to signify accomplishment? Givers of trophies learned centuries ago what neuroscientists can now see. Trophies of any sort cause the brain to feel appreciated, connected and seen. You probably don’t have a trophy case at your office. And, you don’t need one as long as your employees feel rewarded for outstanding work.

How do you make employees feel like they just won the big trophy? There are more ways than you may think. Anything that makes them feel appreciated, connected and seen is an intrinsic trophy. An intrinsic trophy connects with the heart and feels good. Here are five examples to get you started.

1.       Take her to lunch or coffee. Never underestimate that power of being seen with the boss. Go into the lunch or coffee with an attitude of curiosity. What can you learn from this person? What can she teach you? Tell her what you learned and watch her glow with pride.

2.       Call him out in front of colleagues. Make it specific. Describe what he did to merit the mention so that he understands that you really know his contribution. Tie his work to an organizational initiative, goal or value.

3.       Listen to her ideas. Really listen. Repeat back what you hear to ensure that you truly understand. Repeating the idea forces you to pay attention. To be heard is to be seen.

4.       Implement his idea and give him credit. There is no greater compliment you can give than to implement his idea. Be clear about the source of the idea and give credit where credit is due.

5.       Donate to her favorite charity in her name. Not only is this a nice thing to do but you may be surprised by the choice of charity. The charity she selects may provide new insight into interests and life experiences

Notice that each of these intrinsic “trophies” creates good feelings because the rewarded person feels appreciated, connected and seen. You and your staff are thinking, feeling beings. The insightful leader is wise enough to leverage feelings to support, encourage and reward staff. It doesn’t have to be a punch-bowl-sized, silver chalice (although that could work, too!). Create your own intrinsic trophy case by consistently recognizing prize-winning behavior.

What creative techniques have you used to reward staff and make them feel appreciated, connected and seen?

Photo Credit: Spinsheet.com

It was supposed to be an easy cruise. That’s what they told me.  The  47’ Morris sailboat, sailed the Newport to Bermuda race and finished second in her class. We were part of the crew sailing her back to Newport.  And, it was my first sailing trip. To say that the trip didn’t go as planned is an understatement if there ever was one. We made it back safe and sound because of the quality of the boat and the experience of the crew – except for me. When we left I still didn’t know a jib from a halyard or port from starboard.

The trip, expected to be a little more than three days, took five due to adverse weather. The only thing calm was the crew. The seas were rough almost from the start and became even rougher when we crossed the Gulf Stream. The evening we hit the Gulf Stream, we encountered three 50-knot squalls in quick succession with 10’ to 12’ seas. Due to the rough weather, the boat had a series of issues. The auto pilot stopped working on day one, the engine stopped on day two, during the storm the reef line on the mainsail broke, the halyard on the jib broke, the furler jammed, the tack of the spinnaker let go and, later, the spinnaker artfully wrapped itself around the forestay. During the worst of the storm, lines fell into the water and promptly wound themselves around the propeller shaft. I’m told that none of this is unusual but to have them all happen on one voyage was remarkable. By the time we arrived in Newport, everything I brought to wear was wet. The quick-dry fabric never dried.  Collectively, we smelled like a 50’ wet tennis shoe. Are we having fun yet?

As I lay in the narrow bunk, heeled 30 degrees, I listening to the storm tear at the boat and sails. And, I listened to the crew tackle each adversity calmly, collaboratively, decisively and transparently. Do you do the same when adversity hits your organization?

Calm. It was one problem after another in quick succession in rough weather. It would have been unnerving except for the calm of the captain. With each calamity, he talked to the crew – no raised voice, panic, of exasperation. The intensity of the situation stood in clear contrast to his calm demeanor.  As an insightful leader, how do you manage stress and outwardly demonstrate calm?

Collaborate. When a problem was solved, something else broke. Each time, the captain collaborated with the crew. What happened? What are the pros/cons of each option? This was no dictatorship. Neither was it a democracy. It was informed leadership. How do you collaborate under stress to capture and objectively weigh all options? Our captain based his decisions on crew input. Do you truly listen to others?

Decisive. The conversations between the captain and crew were quick, succinct and decisive. The captain listened, made a decision, and that was that. Other ideas were dropped, and action was taken. Are your decisions crisp, clear and strong? Once you decide, don’t waiver. There’s time later to evaluate and adjust. For now, give staff clear directions to follow.

Transparent. We were in a tough spot. Some of us were not experienced sailors and the situation was a wee bit unnerving (to say the least). It would have been easy for the captain to sugar-coat our predicament under the pretense of not alarming us.  Instead, he was honest and transparent. In a matter-of-fact manner, he shared the realities of each situation and decision. The transparency was reassuring and created trust. Are you being transparent with your staff about difficult situations? Yes, some topics can’t be discussed openly, and it is not constructive to publicly debate every option.  However, once a decision is made, it is helpful to share the decision, the rationale behind the decision and the implications. People understand that not everything goes as expected, but people don’t like to be in the dark. That creates suspicion and erodes trust. Transparency does the opposite.

I confess that I’m not ready for another cruise like this one, but I’m grateful for the crew and for the lessons: be calm, collaborate, be decisive and transparent.

Share an experience that you’ve had that taught you a lesson.

over thinkingI was intrigued but not surprised. The a-ha moment happened as I discussed the pitfalls of over-thinking with a group of 70 transportation leaders. It could have been any group of leaders. Perhaps it is evident: Leaders develop good and bad decision-making habits and so do organizations. I work with individual leaders to develop their capacity for balanced decision-making.  But, organizations also develop habits – ways of relating or responding – that may be productive or not.  The organizational decision-making pattern is learned or influenced in part by the leader.

I see two implications:

  • The same principles for balanced decision-making apply to organizations as to individuals.  Like an individual, organizations can practice and reinforce productive decision-making until the collective “brain” of the organization is rewired.
  • The leader’s impact extends beyond the immediate decision. The leader is the decision-making model for the organization. Over-think it and a message is sent. Have a knee-jerk reaction and another message is sent. Exhibit balanced decision-making and a model is created that reinforces optimal behavior.

Let’s consider, for example, a tendency to over-think decisions. Over-thinking is characterized by delayed decisions, a relentless need for more information, and analysis paralysis. Over-thinking wastes time, causes missed opportunities and reduces ROI. And while it may be a characteristic attributed to a leader, an over-thinking organization moves at a slow, slogging pace.

An over-thinking organization creates a culture of caution that permeates its collective thinking. Early warning signs of an over-thinking organization include constant striving for more data and analysis, reluctance to make a recommendation, and bumping the decision to a higher level. Cautiousness grinds progress to a halt.  Rather than decide and move on, the organizational unit studies and vets and studies even more. As with an individual the way out is to first notice the hesitancy and then to probe the organizational discomfort.  What is the underlying feeling within the group? Why is there fear of moving forward?  What repercussions lurk – either real or imagined – that color the forward progress of the group? Once those intangible issues are surfaced and articulated, there is a chance for the group to choose a different path.  But an organization is more complex than an individual.  Although difficult, deeply ingrained organizational habits can be changed.  As with an individual, that change comes as a result of practice, reinforcement and focused attention. Did I mention practice?  Did I mention reinforcement?  This is hard and it requires determination. It is the practice and focused attention that will ultimately rewire the organization’s collective brain.  Members of the organization, managers and leaders must stay vigilant to the ease with which decision-making can slide into old, familiar patterns. As in an individual’s brain, habitual responses are easier, faster, and comforting for the organization.  But they may not be productive.

The leader’s role is even more crucial. It’s important for a leader to develop good decision-making practices as part of her skill set and it is even more important to be an example of productive decision-making. The leader’s decision-making approach is mimicked and modeled – perhaps more subconsciously that consciously.

When a leader gets lost in over-thinking, that behavior trains the rest of the office. An over-thinking leader creates a culture of restraint with overly-cautious team members who are risk averse and who have an avoidance mentality. Unhelpful behaviors exemplified by the leader are passed along to the staff perpetuating suboptimal decision-making. It’s a huge price to pay.

Conversely, a leader who models balanced decision-making that uses both cognition and intuition grows a staff with deep awareness and capability. This type of decision-making also takes individual practice and persistence.  However, the ROI is significant.  The organization benefits from sound leadership decisions and staff become receptive and capable with the depth to choose well-balanced responses. It cultivates a healthier organization and positions individuals to grow into insightful leaders. When the leader cultivates balanced decision-making patterns, it permeates the organization like a breath of fresh air.

So what about you and your organization? Are you as a leader, developing balanced and insightful decision-making patterns?  Have you looked at the decision-making patterns of your office? As you develop yourself, you feed them.  It’s worth the practice and persistence.

 

Insightful Leaders Coaching Programs

Your work situation is unique. Your challenges are yours and yours alone. Your career is your responsibility to manage. As good as group workshops and books are, you know that you’d benefit from individual coaching.  After all, you get coaching for golf, tennis, math, music, Excel, Java and more.

Most people hope for success but rarely invest in themselves to make it a reality. If you are not “most people” and are serious about your personal and professional growth invest in one of the Insightful Leaders Coaching Programs.

Whichever program you choose is tailored and personalized to meet your goals. Plus, each program includes a DNA Behavior self-assessment in either the concise or complete form. Between the assessment and coaching with Shelley, you will walk away with new insights to grow your leadership abilities and make your best choices.

In your coaching program, your goal may be to:

  • Enhance your ability to collaborate even with those who frustrate you.
  • Better communicate through constructive face-to-face meetings or presentations.
  • Improve complex decision-making so that you stop over-thinking.
  • Self-manage more effectively to reduce reactivity and stress.
  • Gain confidence to better represent your views and make choices that serve you well.
  • Understand and maximize the value you bring to your work.
  • Position yourself for the next career move.

Here are three Insightful Leaders coaching options.

Insightful Leaders Individual Coaching Program

The Insightful Leaders Individual Coaching Program is designed for maximum benefit and value. It includes six-months of unlimited coaching with Shelley. It is tailored around your identified goals and includes the complete version of the Business DNA Self-Assessment. $1497 

Micro Insights Coaching Program (link paper)

The Micro Insights Coaching Program is fast, simple, impactful and designed to fit into your busy work life. It includes the concise Communication DNA Self-Assessment and a targeted coaching session with Shelley. $297

Insightful Team Coaching

The Insightful Team Coaching is designed specifically for each team that Shelley works with. It includes a DNA Behavior Self-Assessment for each team member.  Contact Shelley directly to discuss this option and design a program to meet your team’s needs.

I was in my hometown of Smithville, Texas for the big Jamboree celebration. Jamboree includes a coronation, parade, dances and a livestock show and sale. For the livestock show, kids raise steers, pigs, goats, chickens and rabbits to be judged and sold. The two-year old granddaughter, Kyndall, of my childhood friend was fascinated by the rabbits. An eighth-grader holding a white bunny walked past and Kyndall was ON IT. She patted the rabbit, rubbed its ears and, in a moment of brilliance, she bent over to be at eye level with the rabbit as though she was communicating with it. It was an adorable moment that captured my attention. Here’s why.

In today’s world where email, instant messenger, LinkedIn messages and more are a predominant form of communication, the insightful leader understands the importance of relating person to person (or, for Kyndall, person to bunny). Here are three tips to be more relatable, particularly for high-stakes conversations.

  1. Make eye contact. Kyndall got it right. She made every effort to make eye contact with the rabbit. You, too, must make every effort to make eye contact and that can only happen in person. Increasingly, the staff I work with seek to hide behind email, but an insightful leader meets in person and makes eye contact – for real. Yes, it’s easier to email but the personal touch makes all the difference. Force yourself, make the time, and make the effort to talk to your staff face-to-face and eye-to-eye. That’s how you connect as people.
  2. Use language that is relatable. Multisyllabic, pretentious (big, showy) words may make us feel educated but they create a barrier to communication. Recently, I assisted a client to craft an important communication to all employees in the company. We intentionally used words that are simple and understandable to all. You create connection via your communication. Think about the simplest terms you can use to communicate effectively. Simple, concise and clear are the recipe for relatability.
  3. Show your interest. Kyndall carefully ran her tiny fingers through the rabbit’s fur and over its ears. As I watched, it was clear that she loved the rabbit and the rabbit sat calmly under her touch. Your staff may not have soft ears and fluffy fur but you can still communicate your interest through sincere curiosity about their perspective and interest in their work life. How do you express your interest in your staff? What do you know about their thoughts and ideas? Do you inquire about their suggestions to improve their work? Like Kyndall’s rabbit, people respond to those who they sense are interested. What would your staff say about your level of interest in them?

Let’s learn from Kyndall and her rabbit. As insightful leaders, you can take a few simple steps to be more relatable to your staff. It’s pays off in dedication and the hard work that comes from feeling connected.

 

Have you ever found something that you like and just stick with it? Maybe it’s your favorite restaurant, favorite running shoe, favorite hand lotion or…in this case, your favorite clam chowder. Recently, we visited friends in Florida and a discussion ensued about the best clam chowder. The next day, we had a side-by-side taste test with two clam chowders. There was the old favorite and a new un-tried contender. I’ll leave you in suspense about the winner as we ponder the relevance to insightful leadership.

At work, we also have our favorites– a favorite process, a favorite go-to staff person who always gets the job done, a favorite approach to problem solving. They are our favorites for a reason – they worked well in the past, we are familiar with them, they don’t require excessive thought, or they are reliable. Like the favorite clam chowder – we know what we’re getting. We get what we’ve always gotten, and the brain likes it that way. It takes less energy for the brain to do what it’s always done.

But, you lead in a fast-moving environment where little is stable. Can you afford to settle for the standby, comfortable solutions? What if there’s a new way and you didn’t discover it? How do you entice people to look beyond their favorites and uncover the creative approach? Here are two simple questions that help push you and others to look beyond the obvious.

Ask, “What if we can’t do it this way – what’s another way?” Let’s say you’re working on a sensitive project and all recommendations take the tried-and-true approach. Push yourself and your team out of the comfort zone by posing this question. “Let’s pretend that our regular approach isn’t available to us. What else can we do?” With that question, you force the discussion to become more creative immediately. When you take the favored approach out of contention and require consideration of other options, you force the brain to dig in and do the hard work of real thinking. Expect to meet resistance. Don’t settle for the default option. Continue to take options off the table to force thinking at a deeper level.

Ask, “Why are we doing it this way?” Listen carefully to the responses. Perhaps you hear, “That’s what we did the last time,” or “It worked for us before,” or “It’s the standard approach.” All responses are of the same ilk…they are reliant on the default behavior. Don’t stop probing until you get to the bottom line goal.  Take the clam chowder example. Why do we always choose this particular clam chowder? The answers could be: It’s at the restaurant on the way home from work; it has a top reputation; we’ve been eating it for years. Good to know but the objective was not to find the most convenient clam chowder with the best reputation. When you uncover the reason for selecting the tried and true, it can open the door to other choices and reveal options to explore.

As for our clam chowder taste test…the old standby won in a landslide. That could happen to you, too. If it does, don’t be lulled into thinking there’s no reason to probe in the future. Change is constant and those who keep up the questions and see beyond the obvious will be the first to find the next favorite thing.

Copyright: cokemomo / 123RF Stock Photo