I was once working with a CEO to help get his senior leaders to be more open to input from multiple sources, including younger employees.
“Nobody has a monopoly on good ideas”, he said.
“Wow!”, I thought. What a great mantra for diversity, inclusion, leadership, management and just common sense.
But as Winston Churchill once remarked, “Nothing is as uncommon as common sense”.
Well, the human mind is hard-wired to consider ideas and perspectives from our own tribe as superior to those from outside. This human tendency leads to political partisanship, regardless of the facts, and can lead to a senior leadership team that looks the same and thinks the same. The dangers of this ‘we are right, everybody else is wrong’ mindset are obvious; especially in times of rapid change, when past ways of doing things are losing or have lost their relevancy. Read more on unconscious...
Global leadership is the new standard. When companies were just national, you could make it to senior level or even the top with a mix of competence and confidence (of course a few good connections could also help).
Today, successful companies are international or global and to be leader requires something extra. Just doing a good job on your home turf is no longer enough, you have to be visible and you have to have impact.
For example, a senior manager in India or Indonesia, could be successfully managing thousands of people, meeting targets, but have no visibility in a global organization. On the flip side, an American or European manager may fail to lead in Asia or South America, because they just don’t understand how to get things done in those cultures.
I was recently having a conversation with a US based, charismatic, ‘C-level’ executive of a global company, about the direct reports of his peer who worked in Asia. He expressed his frustration that these...
You are smart, really smart, your amazing brain can make judgments and decisions in milliseconds – unfortunately, you and the rest of us, are often WRONG!
What’s worse, is we don’t know we are wrong, and if it’s pointed out to us we are quick to ‘justify’ our decisions.
Your ability to achieve ‘lightning-fast’ decisions is achieved by your brain taking short-cuts and using pattern recognition. For our ancestors to survive, in a hostile environment, they needed to make quick judgments about friend or foe, food source or fatal, predator or pet. They made these judgments using, what Daniel Kahneman, author of the book Thinking Fast and Slow, calls System 1 Thinking. System 1 Thinking is fast, instinctive and emotional as opposed to System 2 Thinking which is slower, more deliberative, analytical and more logical.
Our brain has not had a ‘firmware upgrade’ to help it operate in a modern, multicultural and...