Confirmation Bias

Where do your beliefs and opinions come from? If you're like most people, you feel that your convictions are rational, logical, and impartial, based on the result of years of experience and objective analysis of the information you have available.

In reality, all of us are susceptible to a problem known as a confirmation bias. Our beliefs are often based on paying attention to the information that upholds them—while at the same time tending to ignore the information that challenges them.

So what's the definition of confirmation bias.  A confirmation bias is a type of cognitive bias and that makes you have a tendency to process information by looking for, or interpreting, information that is consistent with your existing beliefs.

Here is how it works.

1. You tend to not seeking out objective facts.

2. You Interpreting information to support your existing beliefs

3. You only remembering details that uphold your beliefs.

4. You ignore or try to discredit information that challenges your beliefs.  i.e. see #1

The problem with confirmation bias is that it impacts how we gather information, but they also influence how we interpret and recall information. For example, people who support or oppose a particular issue will not only seek information to support it, they will also interpret news stories in a way that upholds their existing ideas. They will also remember details in a way that reinforces these attitudes.

For example, during an election season, people may tend to seek positive information that paints their favored candidates in a good light. They will also look for information that casts the opposing candidate in a negative light

By not seeking out objective facts, interpreting information in a way that only supports their existing beliefs, and only remembering details that uphold these beliefs, they often miss important information. These details and facts might have otherwise influenced their decision on which candidate to support.

Unfortunately, we all have confirmation bias. Even if you believe you are very open-minded and only observe the facts before coming to conclusions, it's very likely that some bias will shape your opinion in the end. It's very difficult to combat this natural tendency.

That said, if we know about confirmation bias and accept the fact that it does exist, we can make an effort to recognize it by working to be curious about opposing views and really listening to what others have to say and why. This can help us better see issues and beliefs from another perspective, though we still need to be very conscious of wading past our confirmation bias.

How to deal with ambiguity

How to deal with ambiguity

Let's start with what exactly is ambiguity.  The dictionary defines ambiguity as the quality of being open to more than one interpretation; inexactness.  

• Ambiguity is characterized by a significant doubt about cause and effect relationships.
• It is impossible to diagnose from a singular perspective.
• It’s second- and third-order effects are capable of making an organization completely ineffective.

Two symptoms are frequently associated with ambiguity:

• The inability to accurately conceptualize threats and opportunities before they become lethal,
• Increasing frustration that compartmentalized accomplishments don’t add up to comprehensive and enduring success. 

Why can something be ambiguous to someone.  The environment is unfamiliar or outside of your expertise.  It can also be because there is lack of clarity about the meaning of an event.

What you can do:

If you are the one that is often causing ambiguity:

• Be Understandable .  
• Ensure there is clarity in purpose, direction, responsibilities, and expected outcomes will empower others.  Do not dismiss questions from your team like “What are we doing?” and “What is our goal?”.  

If you are on the receiving end of ambiguity:

• Listen well.  There is a difference between listening and waiting to speak.  
• Think divergently.  
• Openness to new ideas is a leadership characteristic highly correlated with effectiveness.  This means seeing past your own ideas.  
• Setup incremental dividends.
• When the way ahead is not clear, it is reassuring to have tangible proof that we are moving I the right direction.
• Make a cultural shift towards experimentation.

By learning how to deal with ambiguity you will be able to effectively cope with change; can shift gears comfortably; can decide and act without having the total picture; you'll get less upset when things are up in the air; can comfortably handle risk and uncertainty.

How to ruthlessly defend your time

This chat is not about effective meetings - that's a different podcast.  Nor is this a chat about  managing emails.

It's about how you can ruthlessly defend your time so you have the time do do what is important to you.

1. Know what is important to you.

2. Do an audit to see how you are spending your time.

3. Put big important things on your calendar, be specific, and don't underestimate how long it will take.

4. Decide what your overarching "No's" are up front.

5. Learn to say No politely.

6. Be consistent in prioritize your core values and what is important to you above everything else.

7. Do things on your calendar when you have the right energy and demeanor to do them.

8. Have a sacred time of day.

9. Vet EVERY meeting invite to ensure you are adding or receiving value (aligned to what is important to you).

10. Communicate concisely, efficiently, and effectively.

We have evolved into a world where it has become acceptable for people to steal your time.  But it is YOUR time, so it's up to you to defend it.

Improve your communication significantly by doing this one thing

Start with your Desired Outcome.

Be specific about what you want.  Make it time bound if necessary. Set the context about why they should care - Problem:  Situation; who is involved; pain point Your solution/proposal - What you plan to do about it Close with a Desired Outcome check.  Directly ask for whatever your desired outcome is.  "Can you commit "X" many people for "Y" period of time?, "Will you fund the effort with $10,000.

Are you a Level 5 Leader?

In his book Good to Great, author Jim Collins talks about the 5 levels of leadership.  Before we jump into what those levels are, a brief summary of the book.

Good To Great examines what it takes for ordinary companies to become great and outperform their competitors by analyzing 28 companies over 30 years, who managed to make the transition or fell prey to their bad habits.

In his book, Jim talks about 4 stages to developing great companies.

Stage 1 is having Disciplined people (this is where he identified the 5 levels of leadership Stage 2 is having Disciplined Thought. Stage 3 is having Disciplined Action. And Stage 4 is Building enduring and sustainable greatness that lasts.

Let's take a look at the 5 levels of leadership

Level 1: Highly Capable Individual

At this level, you make high quality contributions with your work. You possess useful levels of knowledge; and you have the talent and skills needed to do a good job.

Level 2: Contributing Team Member

At Level 2, you use your knowledge and skills to help your team succeed. You work effectively, productively and successfully with other people in your group.

Level 3: Competent Manager

Here, you're able to organize a group effectively to achieve specific goals and objectives.

Level 4: Effective Leader

Level 4 is the category that most top leaders fall into. Here, you're able to galvanize a department or organization to meet performance objectives and achieve a vision.

Level 5: Great Leader

At Level 5, you have all of the abilities needed for the other four levels, plus you have the unique blend of humility and will that's required for true greatness. They were the first to own up to mistakes, and the last to take credit for success.

So how can you become a Level 5 leader?

Develop humility.

Level 5 Leaders are humble people. So, learn why humility is important, and make sure that you understand – at a deep, emotional level – why arrogance is so destructive. 

Ask for help.

Level 5 Leaders are sometimes mistakenly thought of as "weak," because they ask for help when they need it.

However, learning how to ask for help  is a genuine strength, because it lets you call upon the expertise of someone stronger in an area than you are. 

Take responsibility.

A top attribute of Level 5 Leaders is that they take responsibility for their team's mistakes or failings.

Develop discipline.

Level 5 Leaders are incredibly disciplined  in their work. When they commit to a course of action, no matter how difficult it is, they stick to their resolve.

Find the right people.

Level 5 Leaders depend on the people around them. They spend time finding the right people , and helping them reach their full potential.

Lead with passion.

Level 5 Leaders are passionate about what they do, and they're not afraid to show it.

Research has shown that leaders who have brought the ‘Good to Great’ transformation are not the ones who are charismatic or big personalities but are rather quiet, shy, and deliberate. They are the ones who have the combination of humility and professional will. Organizations that strive to become great need to have a Level 5 leader.

What level of leader are you?

Executive Presentations

In this chat we cover how to present to Executives.

We start by understanding what executives think and care about.

We then talk about 6 tips that can help you to put together and then deliver your your presentation.

Use TAPS to be a better Coach and Mentor

In short, coaching is helping someone else to reach their full potential.  By coaching, you are helping them to learn how to think instead of teaching them something.  Coaching is a good tool to use when their problems are personal, emotional, or complex.

Mentoring on the other hand is a good tool to teach something linear or procedural.

The TAPS model is a 2x2 with a vertical axis that on the bottom has TELL, and on the top has ASK.  On the horizontal axis, on the left it has PROBLEM, and an the right it has SOLUTION.  The first letter of these words spells TAPS.

• In the bottom left quadrant you have TELL/PROBLEM - Consulting / Managing
• In the bottom right quadrant you have TELL SOLUTION - Mentoring
• In the top left you have ASK/PROBLEM - Counseling
• In the top right you have ASK/SOLUTION - Coaching

In this chat I also cover several examples of each of these quadrants and share some coaching questions.