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Here's the next in our series of weekly managerial TIPS (Techniques, Insights, and Practical Solutions)
to help you better engage your team in the activities that lead to higher performance.
CORE Bites Issue #62
During a lunch meeting with a client recently, I discovered something about making assumptions. My client ordered a salad and, based on the description on the menu, it sounded pretty good. However, when it arrived it was swimming in salad dressing. She tried to eat it but it was soggy and overpowered by the dressing. Because we were limited by time, she didn't want to order something else so she put it aside and we continued our meeting. When we mentioned this to the waitstaff, she must've talked to the manager because he brought over a free dessert in an attempt to make amends. He obviously assumed she would be delighted but what he hadn't taken into consideration is the reason she had ordered the salad in the first place ... because she was attempting to eat healthy. The dessert ended up being wasted. His assumption went astray.
This got me thinking. It's so easy to make assumptions, isn't it? Our brains are naturally wired to make decisions quickly and this is evolutionary—when our ancestors were being attacked by a Saber-toothed tiger, they didn't have 7 minutes to make a decision (or Google to ask for help). In the absence of complete information, we fill in the blanks with whatever information makes sense at the time. And, interestingly, once we come to a conclusion, a phenomenon referred to as Confirmation Bias makes it hard to change our minds.
This brings me to the old joke about the dangers of making assumptions: "When you assume, you make an *** out of U and ME." [If you need help interpreting the "***" the clue is in the header image.]
Here's an 'assumption' example to ponder. If you know that 16/64 is really 1/4 but you don't understand the mathematics used to get there, it would be so easy to assume:
But if we made that kind of assumption, would our subsequent mathematical calculations ever put a human on the moon, solve complex problems, help us be financially solvent, or let us enjoy any of the tools and modern conveniences we have at our fingertips? No!
I know this is a bizarre example, but I think it makes the point very well—we like to think that what we believe is true. And to make matters more interesting, if assumptions are frequently incorrect when dealing with logical situations, what do you think happens when emotions come into play?
As leaders, we're expected to make good decisions but, frequently, we make quick assumptions based off of limited amounts of data, which then inform our decisions. The problem with this scenario? These assumptions often lead to bad outcomes.
This week (starting today), look for occasions when you might have a tendency to assume or presume and do the necessary work to convert these critical assumptions/presumptions into rock-solid facts. Here are five common ones to get you started:
I'd love to hear how these HVAs work for you!
Neil Dempster, PhD, MBA
RESULTant™ and Behavioral Engineer
"Your assumptions are your windows on the world.
Scrub them off every once in a while, or the light won't come in."
— Isaac Asimov —