The assumer believes they must have the right answer; the inquisitor is in pursuit of the right answer.
The assumer is afraid of looking less intelligent by asking questions; the inquisitor isn't.
The assumer leaves themselves open by jumping to a conclusion that really isn't true; when the truth comes out, the assumer appears to be (and is, in fact, unreliable).
The inquisitor plays a safer and truer game. They prefer to check with one or two or even three sources until they find the answer that is closer to the truth.
People who ask questions are far more likely to arrive at the truth than those who jump to conclusions.
Those who ask questions are ultimately more likely to be trusted than those who want everyone to believe that they know everything: the latter isn't reality.
Questions challenge us. They lead us to further questions and perhaps a new reality. They allow us to explore and be better. They do not detract, but instead, enrich.
Questions educate us.
They make us smart.
Know-it-alls. . .don't. The curious find out more.
Be an inquisitor.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, November 22, 2019
Friday, November 15, 2019
What Are We . . .Really?
I used to be quick-on-the-trigger, answer on a moment's notice. Now I find I'm more productive if I give it a little more time; if I'm more contemplative and multi-dimensional.
My fear was "being wrong." Now I realize the ability to make mistakes is key to better solutions.
My value was based on having the right answers; my value is now based on asking the right questions.
I used to think I was more of a street-fighter - now I find I am more of an analyzer. Definitely more of a stabilizer and persuader.
I used to try to change that which was done - now I move on and correct for the future.
I'm not sure that I gave myself credit for courage; in retrospect, I had more courage than I thought.
In many ways, I'm not what I thought for years that I was. . .and I'm good with that. Really good with that.
I see people who don't think they are that smart, but they are really very smart.
People who don't think they are creative: well, often I find them to be extremely creative - just perhaps not in the traditional ways.
Some claim they are not problem solvers; but give them a challenge and see what emerges.
They may not think they are good leaders; but, watch, people follow them.
Often we don't give ourselves enough credit for what we are, or what we have become.
The potential is limitless.
Really.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
My fear was "being wrong." Now I realize the ability to make mistakes is key to better solutions.
My value was based on having the right answers; my value is now based on asking the right questions.
I used to think I was more of a street-fighter - now I find I am more of an analyzer. Definitely more of a stabilizer and persuader.
I used to try to change that which was done - now I move on and correct for the future.
I'm not sure that I gave myself credit for courage; in retrospect, I had more courage than I thought.
In many ways, I'm not what I thought for years that I was. . .and I'm good with that. Really good with that.
I see people who don't think they are that smart, but they are really very smart.
People who don't think they are creative: well, often I find them to be extremely creative - just perhaps not in the traditional ways.
Some claim they are not problem solvers; but give them a challenge and see what emerges.
They may not think they are good leaders; but, watch, people follow them.
Often we don't give ourselves enough credit for what we are, or what we have become.
The potential is limitless.
Really.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, November 8, 2019
We Have to Elevate the Conversation
We need to focus on what really matters.
Too often we spend our time and resources swirling around those things that, at the end of the day, really don't matter: these things don't enhance the working environment, they don't build business and they don't enrich lives.
We focus too much on the petty; those conversations that spend the precious resource of time on things like possession. . .and silos. . .and who said what to whom and how that could be misconstrued. Too many resources are spent on trying to putting out the fires of individual conflict without eliminating that which causes it. We spend too much time trying to artificially improve work performance without either getting to the root issues or without inspiration. . .or without both. We try to manage chaos rather than eliminate it. We chase all manners of small initiatives because it's someone's "idea". . .but in the end they are ideas without merit because they don't enrich. We spend too much time trying to placate when instead we should just have an honest conversation. We chase red herrings because it makes it seem like we are busy; but in the process we are missing the real opportunities.
We should not be just another episode of "The Real Housewives" ("I really don't want drama tonight, but. . .)". Work should not be a game of "Survivor."
We need to elevate the conversation.
We need to focus on big ideas that build people and build enterprises.
We need to emphasize and model positive leadership.
We need to be responsive to business and individual needs; not just placate but solve!
We need to be progressive and innovative.
We need to redefine winning from feudal warfare to be truly and inherently great at what we do.
From the inside out we need to recognize the value of each individual contribution.
And we must be collective; recognizing and valuing diversity builds great team.
We need to restore order and clean up chaos.
We need to be honest and work with integrity.
We must elevate the conversation.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Too often we spend our time and resources swirling around those things that, at the end of the day, really don't matter: these things don't enhance the working environment, they don't build business and they don't enrich lives.
We focus too much on the petty; those conversations that spend the precious resource of time on things like possession. . .and silos. . .and who said what to whom and how that could be misconstrued. Too many resources are spent on trying to putting out the fires of individual conflict without eliminating that which causes it. We spend too much time trying to artificially improve work performance without either getting to the root issues or without inspiration. . .or without both. We try to manage chaos rather than eliminate it. We chase all manners of small initiatives because it's someone's "idea". . .but in the end they are ideas without merit because they don't enrich. We spend too much time trying to placate when instead we should just have an honest conversation. We chase red herrings because it makes it seem like we are busy; but in the process we are missing the real opportunities.
We should not be just another episode of "The Real Housewives" ("I really don't want drama tonight, but. . .)". Work should not be a game of "Survivor."
We need to elevate the conversation.
We need to focus on big ideas that build people and build enterprises.
We need to emphasize and model positive leadership.
We need to be responsive to business and individual needs; not just placate but solve!
We need to be progressive and innovative.
We need to redefine winning from feudal warfare to be truly and inherently great at what we do.
From the inside out we need to recognize the value of each individual contribution.
And we must be collective; recognizing and valuing diversity builds great team.
We need to restore order and clean up chaos.
We need to be honest and work with integrity.
We must elevate the conversation.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, November 1, 2019
The Happiness Thieves
As in life, we should be happy at work.
There are those who are seemingly intent, whether consciously or not, to steal our happiness. How do we recognize the Happiness Thieves?
They are selfish. At the root cause of their actions is that everything must be about them. They create all sorts of negative situations that become self-serving arrows that draw attention to their plights. They get all of the attention at the expense of others and at the expense of the work itself.
They are relentless. It is not a momentary thing - it is a lifestyle dedicated to making others miserable.
There is not rationale. Facts matter little; others' opinions matter less. There is not a healthy, world view; but instead a small view that can succinctly be summed up as "How does all of this effect me?"
They do not listen.
They actively recruit others.
They try to control the narrative.
They are martyrs: "Look how hard I'm working." "I can't work in these conditions." "I'm given way too much work." "I don't understand. . ." Let's remember what martyrs have in common: premature demise.
No amount of parties, luncheons, treats, employee recognition will sway Happiness Thieves; these items are only momentary antidotes.
If Happiness Thieves are put in a position of leadership, they lead from a place of unhappiness and scarcity; we cannot expect the workplace to be happy and productive if the leaders are negative.
We must not let Happiness Thieves prevail. We must lead with a passion and commitment for the work and the team. We must demonstrate by our actions our own positive intentions and outlook on life. As leaders, we must control the narrative.
We must lead with faith, strong intentions and yes, happiness.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
There are those who are seemingly intent, whether consciously or not, to steal our happiness. How do we recognize the Happiness Thieves?
They are selfish. At the root cause of their actions is that everything must be about them. They create all sorts of negative situations that become self-serving arrows that draw attention to their plights. They get all of the attention at the expense of others and at the expense of the work itself.
They are relentless. It is not a momentary thing - it is a lifestyle dedicated to making others miserable.
There is not rationale. Facts matter little; others' opinions matter less. There is not a healthy, world view; but instead a small view that can succinctly be summed up as "How does all of this effect me?"
They do not listen.
They actively recruit others.
They try to control the narrative.
They are martyrs: "Look how hard I'm working." "I can't work in these conditions." "I'm given way too much work." "I don't understand. . ." Let's remember what martyrs have in common: premature demise.
No amount of parties, luncheons, treats, employee recognition will sway Happiness Thieves; these items are only momentary antidotes.
If Happiness Thieves are put in a position of leadership, they lead from a place of unhappiness and scarcity; we cannot expect the workplace to be happy and productive if the leaders are negative.
We must not let Happiness Thieves prevail. We must lead with a passion and commitment for the work and the team. We must demonstrate by our actions our own positive intentions and outlook on life. As leaders, we must control the narrative.
We must lead with faith, strong intentions and yes, happiness.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
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