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Open vs. Closed Questions

What are open vs closed questions and when do we use each question type?

Leadership is an art that requires effective communication and the ability to ask the right questions at the right time. Therefore, even questions play a vital role. Not only to gather information, but also to encourage dialogue, and foster a culture of engagement within a team.

Understanding Open Questions

Open questions are designed to elicit thoughtful and comprehensive responses from individuals. They invite people to share their ideas, opinions, and experiences. Unlike closed questions that can be answered with a simple “yes” or “no,” open questions encourage dialogue, exploration, and deeper understanding. Some examples of open questions include:

  • “What are your thoughts on the current project?”
  • “How do you envision overcoming the challenges we are facing?”
  • “Can you describe a situation where you successfully resolved a conflict?”

Benefits and Uses of Open Questions in Leadership

Open questions offer several advantages in a leadership context.

  • Promoting Engagement: Open questions empower team members by giving them a voice and involving them in the decision-making process. This fosters a sense of ownership and commitment within the team.
  • Encouraging Critical Thinking: This type of questioning requires individuals to think deeply and express their thoughts in a meaningful way. Cultivating creativity, problem-solving skills, and innovative ideas.
  • Building Trust and Rapport: By actively listening to responses, we can demonstrate our genuine interest in team members’ perspectives. This builds trust, enhances relationships, and strengthens the overall team dynamics.
  • Uncovering Blind Spots: Open questions also help us uncover blind spots and gain valuable insights into various aspects of a project or situation. They reveal hidden challenges, opportunities, and alternative viewpoints that may have otherwise been overlooked.

Understanding Closed Questions

Closed questions, on the other hand, are specific and can be answered with a brief response. They are particularly useful when seeking factual information or clarifying specific details. Closed questions often begin with words like “Is,” “Are,” “Do,” “Did,” or “Have.” Examples of closed questions include:

  • “Did you complete the assigned tasks?”
  • “Are you available for the meeting tomorrow?”
  • “Have you reviewed the latest report?”

Benefits and Uses of Closed Questions in Leadership

Closed questions serve distinct purposes in a leadership context.

  • Gaining Clarity: Closed questions are effective for seeking precise information or verifying understanding. They help us obtain specific details and confirm facts to ensure accuracy.
  • Facilitating Decision-Making: This question type can streamline decision-making processes by narrowing down options and prompting individuals to choose from predefined alternatives.
  • Time Management: In situations where time is limited, closed questions enable us to quickly gather essential information without lengthy discussions.

The Art of Balancing Open vs Closed Questions

It is essential to strike a balance between open vs closed questions, leveraging the strengths of each. By skillfully combining these two types of questions, we can unlock a lot more potential in our teams.

Foster Engagement and Collaboration: Open questions encourage participation and creative thinking, while closed questions help gather necessary details and move discussions forward efficiently. Both have a time and a place. Sometimes, it’s not ideal to have long, drawn-out conversations. A simple ‘yes’ or ‘no’ will suffice. However, open-ended questions are the key to generating the inclusive group discussions necessary in order to create a high-performing team.

Guide Conversations: We can use a mix of open and closed questions to guide conversations, explore various angles, and ensure that discussions remain focused and productive. Beginning with two closed questions can help us steer the conversation in the right direction, ensuring we maximize productivity during the open discussion that will follow.

Adapt to Different Situations: Understanding when to use open or closed questions allows us to adapt our communication style to different contexts, such as team meetings, one-on-one discussions, or performance evaluations. Closed questions often remove a degree of emotional attachment during difficult conversations. This can be preferable to ensure the discussion remains on topic and factual.

Conclusion – Open vs Closed Questions

The power of questions cannot be overstated in the realm of leadership. Open questions encourage dialogue, critical thinking, and engagement, while closed questions provide clarity, facilitate decision-making, and save time. By utilizing a thoughtful combination of open and closed questions, leaders can effectively navigate conversations, empower their teams, and foster a culture of collaboration and growth.

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What is the Adjourning Stage?

This article is the final in a six-part series on the team life cycle.

The Adjourning Stage: Celebrating Achievements and Transitioning in the Team Life Cycle

As leaders, we must navigate our teams through every stage of the team life cycle, including the final phase: the Adjourning Stage. This stage represents the completion of the team’s objectives and the disbandment of the team. It is a time for reflection, celebration, and preparing for new beginnings.

What is the Adjourning Stage in the Team Life Cycle?

The Adjourning Stage is the fifth and final phase of the team life cycle. It occurs when the team has fulfilled its purpose or when team members move on to other projects or roles. During this stage, the team reflects on its achievements, acknowledges individual contributions, and prepares for the next chapter.

Key Characteristics of the Adjourning Stage

Several key characteristics define the Adjourning Stage:

  1. Reflection and Celebration: The Adjourning Stage is a time for the team to reflect on its journey, celebrate accomplishments, and acknowledge the collective efforts that contributed to its success. It is an opportunity to express gratitude and recognize the valuable contributions of each team member.
  2. Transition and Closure: Team members prepare for transition, whether it involves moving on to new projects or parting ways with teammates. It is important to provide closure, honor the team’s achievements, and ensure that individuals are well-prepared for their next steps.
  3. Knowledge Transfer and Lessons Learned: The Adjourning Stage is an ideal time for knowledge transfer and sharing lessons learned. Team members can document best practices, capture valuable insights, and share them with others who may benefit from the team’s experiences.

Strategies for Leaders during the Adjourning Stage

To facilitate a smooth transition and honor the team’s accomplishments during the Adjourning Stage, leaders can employ the following strategies:

  1. Recognition and Appreciation: Recognize the team’s achievements and express appreciation for each team member’s contributions. Celebrate milestones, successes, and the growth that the team has achieved together. This recognition reinforces a positive team culture and fosters a sense of fulfillment.
  2. Closure and Reflection: Provide opportunities for the team to reflect on their journey, share personal reflections, and express any thoughts or emotions associated with the team’s disbandment. Encourage open and honest communication, allowing team members to process their feelings and gain closure.
  3. Knowledge Sharing and Documentation: Encourage team members to share their knowledge, best practices, and lessons learned. Documenting key insights and experiences can benefit future teams and contribute to organizational learning. This ensures that the team’s legacy and valuable knowledge are preserved.
  4. Supporting Transitions: Assist team members in their transition to new projects or roles. Offer guidance, resources, and support during this period of change. Ensure that individuals have clarity about their next steps and provide opportunities for them to leverage their skills and experiences in their new endeavors.

Embracing the Team Life Cycle Journey: From Adjourning to New Beginnings

The Adjourning Stage is a natural part of the team life cycle, signaling the end of one chapter and the beginning of another. It provides an opportunity for reflection, celebration, and growth. As leaders, we play a critical role in ensuring a smooth transition and supporting team members as they embark on new journeys.

By embracing the Adjourning Stage with grace and intention, leaders can create a positive and empowering experience for their teams. Celebrate achievements, capture valuable insights, and foster a culture of gratitude and appreciation. This not only honors the team’s legacy but also sets the stage for future success.

Conclusion: Honoring Accomplishments and Embracing New Beginnings

In the dynamic journey of the team life cycle, the Adjourning Stage represents a time of reflection, celebration, and transition. By recognizing and appreciating the team’s achievements, fostering knowledge sharing, and supporting individual transitions, leaders can ensure a smooth and meaningful closure to the team’s journey.

Embrace the Adjourning Stage as an opportunity to honor the team’s accomplishments, foster a sense of closure, and prepare for new beginnings. By navigating this stage with care and intention, leaders can set the foundation for future teams’ success and create a culture of growth and resilience.

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What is the Storming Stage?

This article is the third in a six-part series on the team life cycle.

Navigating the Storming Stage: Fostering Collaboration and Resolving Conflict

In the journey of every team, there comes a stage where opinions clash, tensions arise, and conflicts emerge. This stage, known as the Storming Stage, is a crucial part of the team life cycle. As leaders, it is vital for us to understand the dynamics of this stage and guide our teams through it with patience and tact.

What is the Storming Stage?

The Storming Stage, which is the second stage in the team life cycle, involves team members expressing their opinions and ideas. Consequently, conflicts and tension often arise within the team. As individuals become more comfortable in their roles and assert their viewpoints, disagreements may surface regarding approaches to tasks and power dynamics. Therefore, it is crucial for leaders to understand the underlying causes of these conflicts in order to effectively address them and foster a collaborative environment.

Key Considerations for Leaders during the Storming Stage

To navigate the Storming Stage effectively and transform conflicts into opportunities for growth, leaders should focus on the following strategies:

  1. Facilitating Open Communication: Encourage team members to openly express their ideas, concerns, and viewpoints. Moreover, actively listen to each individual and ensure that their perspectives are heard and acknowledged. By creating a safe space for communication, we can foster trust and transparency within the team.
  2. Promoting Constructive Conflict Resolution: Conflict is inevitable during the Storming Stage, but it can be channeled toward positive outcomes. Encourage team members to address conflicts in a constructive manner, focusing on the issues rather than personal attacks. Facilitate discussions where conflicting viewpoints are explored, and resolutions are reached through collaboration and compromise.
  3. Establishing Common Goals: Revisit and clarify the team’s goals and objectives to ensure that everyone is aligned. By reiterating the shared purpose, we can help team members redirect their focus from individual agendas toward collective success. Emphasize the importance of teamwork and highlight how collaboration benefits the entire team.
  4. Providing Support and Guidance: As leaders, it is essential to provide support and guidance to team members during this challenging stage. Be approachable and available for discussions and problem-solving. Offer guidance on conflict resolution techniques and provide resources or training if necessary. By showing empathy and understanding, we can build stronger relationships and create an environment where conflicts can be resolved effectively.

The Path Forward: Progressing through the Team Life Cycle

Navigating the Storming Stage is a significant milestone on the journey toward a high-performing team. Successfully overcoming conflicts and building a culture of collaboration sets the stage for the subsequent stages of the team life cycle: Norming, Performing, and Adjourning.

Conclusion – The Storming Stage

Understanding and effectively managing the Storming Stage is crucial for leaders who aspire to build strong and successful teams. By facilitating open communication, promoting constructive conflict resolution, establishing common goals, and providing support and guidance, leaders can navigate through this stage with confidence. Embracing the challenges and opportunities presented by the Storming Stage will set the foundation for a high-performing team that can overcome obstacles and achieve remarkable results.

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Effective Change Management: Deliberate, Decisive, Directed

Whether you’re overseeing the adoption of a new platform or conducting a full-scale merger, effective change management will be critical to the success or failure of the project. A few years ago, Jonathan Clark and I assisted in the implementation of a large-scale Information Technology (IT) project. This project influenced almost all aspects of the broader organization’s finance, sub-projects, customer data, product information, operations, manufacturing capabilities, retail centers, and more. Prior to this project, we were involved in numerous technology-based projects within the Military, as both deliverers and users. Our experiences have uncovered a number of significant recurring themes and lessons which we wanted to take the opportunity to share with those who had the time to listen.

Effective Change Management Is Not An Afterthought

Change management is not a joke. It is not the responsibility of a single agency or individual to promote change within an organization. It requires significant investment and analysis at all levels of an organization.  For effective change management on a large scale, you need to provide leadership, champions, preparation, and context. We have seen many instances of organizations that want to implement a change but are not willing to invest anything in order to achieve it. Worse yet, no one understands why the change is necessary or how it will occur.

Related Reading: Myths of Change Management (VIDEO)

Change within organizations too often starts with the word just. We’re just replacing capability A with B. We just want to absorb another organization. We just need to transition Team A into Role D.

There is no “just” when it comes to effective change management. That type of approach all but guarantees a waste of money, time, and resources, up to and including a full regression or undoing of the change efforts. Depending on the scale of the effort, it could literally destroy an organization.

 

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Systems And Technology Alone Will Not Save You

During our years as change management consultants, we have observed an overreliance on technology. It is a common misconception that new digital systems will fix poor processes. But they never have, and they never will. There is no doubt that technology can enhance an organization’s productivity, capabilities, and efficiencies. But part of effective change management is making sure you have the right people to implement and align the technology to a strategic direction. If those people do not understand the strategic direction of the company, the technology they implement may only send you further off course.

Related Reading: How NOT To Collect Data for Business

In many instances, organizations will implement a new platform or technology because they want to appear innovative and modern. But changing a system comes at a cost in time as well as money. Before you decide to implement a new system, make sure you determine the specific issue this change is going to address and the projected return on investment. It also may be worth considering non-technological alternatives. You will have no hope of effective change management if you’re trying to solve a process- or people-based issue by trying to cover it up with a computer program.

Leadership Is Not A Scary Word

You can change software interfaces and technologies, but unless you have user buy-in and ownership, you will have a fight on your hands every step of the way. If there is no leadership to explain the context, facilitate the time for acceptance, or provide a buffer for mistakes, then users will never see the need to make it work.

The Eighth Mile has had the privilege of working with some truly amazing leaders across multiple industries including military, government, and commercial enterprises. We often hear blasé comments about the differences between leadership and management, but when we ask people if they consider themselves to be a leader, they balk at the last minute and describe themselves as a good manager. Do not do that. If you want to be a leader, then be one. Do not shy away from the responsibilities associated with it. It is a role that offers the privilege of providing a purpose to those around you, sometimes through effective change management, and sometimes simply by working with them to achieve your objectives.

Change Is Inevitable

“Change is inevitable; Progress is a choice”

Dean Lindsay 

Organizations will experience change, either voluntarily or due to the environments they operate in. A business that doesn’t change or evolve with its industry will eventually be left behind. As a result of this many businesses, appear to make reactive and impulsive changes instead of deliberate changes that propel them forward. A lack of careful planning and evaluation can increase costs. Many times, these same organizations don’t align their goals with realistic and achievable timelines, opting instead to rush the change and hope for the best.

For the most effective change management, our experiences at The Eighth Mile prompt us to suggest the following guidelines:

  • Determine the direction of the organization. Any change you make must align with your overall strategy, mission, and goals.
  • Analyze the problem you are trying to fix. How many ways can you think of to solve it?
  • Analyze what is not required to change. This will prevent enacting unnecessary efforts that will only drain your resources.
  • Once a decision is made, communicate the information early and openly to your staff
  • Champion the decision and enforce leadership at all levels.
  • Plan and sequence the change
  • Enact the change
  • Provide ongoing support to ensure success.

Truly effective change management provides a host of benefits, including lower resource costs and higher employee satisfaction, to say nothing of resolving the core issue that necessitated the change in the first place. The risk of getting it wrong, however, can be monumental. Large-scale changes, especially when it comes to implementing new technology, will not work without support from all levels within an organization. Do not assume the problem will go away with wishful thinking. Some change are necessary, and you must manage them effectively if you want your organization to not only survive but excel.

Nervous about effective change management? The Eighth Mile can help. We provide full-service change management consulting and guidance for organizations across multiple industries. Visit our Change Management Services page to find out more, or contact us directly to speak with our consultants.

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Myths of Change Management

There are a number of areas that affect the success rate of change management projects. In fact, research from McKinsey and Co shows that 70% of all transformations fail. Ultimately, change is not optional, but it is a choice. It is the job of a leader to create the conditions that support change and promote the choice to embrace it.

In this 50-minute video, Peter Keith and Jonathan Clark touch on some of the common myths of change management that leaders buy into–often to their own detriment.  They will also explain how to avoid these pitfalls during your own change management project and outline the five pre-conditions for contentedness in an organization as a way to understand how employees may perceive change. 

Presenters

Jonathan Clark & Peter Keith, The Eighth Mile Consulting

Length of Video

51 minutes

Video Highlights

0:00 – Myths of Change Management #1: “Change Management Comes Down to the Manager”

0:25 – Industry Example: Making Policy Change

1:18 – Individual Ideals vs Organizational Values

2:16 – How Change Management is Like Driving a Car

4:10 – Myths of Change Management #2: “If the Change Is Good Enough, People Will Accept It”

4:30 – Using Wants, Needs, and Knowledge to Overcome Fear and Resistance to Change

8:36 – Myths of Change Management #3: “Leadership Isn’t Essential In Change Management”

10:01 – Leadership vs Management

10:58 – Listening-Based Communication

13:34 – Leadership Doesn’t Need a Title

15:40 – Defining and Communicating Values As a Leader

18:20 – Provide Systems and Processes to Create Effective Leaders

20:47 – Myths of Change Management #4: “Change is Optional”

21:28 – The Concept of “Burning The Ships”

22:22 – The SCARF Model (Status, Certainty, Autonomy, Relatedness, Fairness) for Contentedness

25:11 – Change is a Choice

30:19 – Myths of Change Management #5: “Change Management is a Small Team Responsibility”

30:58 – Scapegoating a Team Prevents Learning From Mistakes

32:39 – Expectation Management

34:40 – Change Must Be Linked to Overall Business Strategy

36:13 – The Role of External Parties

37:15 – Question to the Attendees: What is Your Experience with Change Management?

45:29 – Wrap-Up

47:37 – Storytime: Everything I Need to Know I Learned in Kindergarten

Company Overview

Eighth Mile Consulting is a leadership training and consulting agency focused on creating and supporting better leaders in all industries. If you are seeking to develop yourself professionally, we have created an online leadership course to help you become better, more resilient leaders for your team.

For more helpful videos to help you grow your people and your organization, subscribe to our YouTube channel.

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What Is Change Management?

Change management is more than a term to describe the process of making adjustments within a company. When done well, it is a process that can lead to outstanding results, lower risk, and better outcomes for companies. It doesn’t have to be complicated. However, it must be done in such a way as to ensure the best full view of the problem and the best solution. So, what is change management?

What Is Change Management in Business?

Change management is the overseeing and facilitating of significant change within an organization. The management team must decide how to properly address and plan for change, developing a comprehensive process for doing so. They then implement that process and manage it from start to completion, assuring success and adjusting to challenges.

When Does a Company Need Change Management?

There are two common scenarios in which change management is a necessary, beneficial investment.

1) A New Project or Process

One of the most common instances in which change management is necessary occurs when the company plans to implement a new project or process into current operations. In doing so, they want all employees and stakeholders on board with the change. This could include massive changes in operations or more minor procedural changes. The key is that the adjustments will impact business operations. Most businesses will go through this process at least once.

2) Acquisition or Mergers

A merger or acquisition changes the game for most companies. This is often a very significant adjustment for all stakeholders and employees. What is change management able to do in this case? Typically, this type of adjustment carries tension and stress with it. Integrating two workforces can mean that many jobs must adjust to new procedures and expectations. Managing this process properly may help to preserve top talent, outline organizational expectations, and help the company move through this process with less strife.

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How Do You Know You Need Change Management?

It’s not always simple to know when to invest in specialized change management support and when to make a few new rules and hope your team follows. Consider the following questions when deciding:

  • What is changing?
  • Why is that changing?
  • What are the implications if the change does not succeed?
  • What is the impact on the employees when this change occurs?
  • What is the impact on the day-to-day operations of the business due to the change?
  • Is the business set up to manage a change of this size, or could it cause frustrations within the workforce?

In many organizations, the goal goes further than implementing rules or changes. They want to explain, educate, and support the people from upper management down who will have some type of impact as a result of this adjustment.

Many people have an aversion to change. Just changing their habits can be a challenge. It’s easier to keep doing things as usual. That occurs whether they get a new manager or the company sells to an investor. By creating the right change mindset from the start, it’s possible to circumvent the negative and achieve more of the desired outcome without as many risks.

Consider the forces for change within your organization that can create stress that may make the investment in change management wise:

  • Government changes are typically critical, as not following these could lead to costly fines or other risks.
  • Social or political events within the organization or from outside the organization that impact the employees of the company can warrant a more delicate process of change.
  • New technology or procedures that require new training or new employee expectations are often best managed with a more hands-on approach.
  • Capturing market opportunities and organizational growth can be essential for a company to continue to operate, making overseeing the transition critical.
  • There are other pain points that could impact the employees, management, or leadership that must receive sensitive handling.

How Does Change Management Start?

Every situation requires a carefully created plan to address the underlying concerns and to create a roadmap for following through. There are often several core components of this process:

  1. Prepare the organization and team for the change. Communicate the details of what may occur and when.
  2. Create a vision for the ideal outcome and make a plan for putting it in place.
  3. Implement the changes and monitor conditions.
  4. Embed changes within the culture and practices of the organization to support the ongoing changes and adjustments.
  5. Review the progress over time and adjust as needed.

A leader’s attitude affects everyone. To ensure the best long-term outcome, ensure your leadership team has the strategies in place to facilitate success.

Find the Help You Need to Facilitate a Better Outcome

Without a doubt, change management often impacts the bottom line and long-term success of companies. Getting it right matters to most organizations. As a result, it’s best to hire a team who can guide and support you through that process. Contact The Eighth Mile Consulting today to discuss your options and to support your growth through these changes.

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Workplace Resilience After A Setback

There is a difference between positive stress and toxic stress. Problem-solving and coping skills are examples of positive stress we can exercise for our benefit. However, long-term exposure to stress can have significant impacts on our health. In this presentation, Samantha Pickering moderates a discussion with Peter Keith on the science behind resilience in the workplace. He begins by decoding the four main chemicals that affect behavior and mood, which have an enormous impact on our workplace resilience. He continues to examine the subconscious speech patterns that are limiting our own experience, as well as the five areas that can serve as a source of resilience and strength when applied correctly.

By the end of the video, viewers should be able to make simple but positive changes as a precursor to leading their teams through times of uncertainty and managing ambiguity with decisiveness and clarity. 

Presenters

Peter Keith
Samantha Pickering

Length of Video

60 minutes

The Science of Workplace Resilence: Video Highlights

0:00 – Introductions

1:45 – Who Should Watch This Video

3:02 – What is Resilience?

4:07 – The Four Chemicals That Affect Behaviors and Mood (Using Language to Access the Positive Chemicals and Limit the Negative Ones)

10:00 – Self-Talk and The Subconscious Voice

14:45 – Resilience Reflective Questions

18:20 – “SAVES” Workplace Resilience Checks: Social Connections, Attitude, Values, Emotional Acceptance, Sense of Humor

39:42 – Examples of Resilience

46:38 – How the Subjectivity of Experience Affects Resiliency

49:18 – Choosing To Be a Victim or a Survivor

56:55 – Storytime: “All I Really Need To Know I Learned in Kindergarten”

Company Overview

Eighth Mile Consulting is a leadership training and consulting agency focused on creating and supporting better leaders in all industries. If you are seeking to develop yourself professionally, we have created an online leadership course to help you become better, more resilient leaders for your team.

For more helpful videos to help you grow your people and your organization, subscribe to our YouTube channel.

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‘I am not a pessimist; I am a realist’

We have all heard someone say, “I am not a pessimist; I am a realist.” It is a phrase that has many different layers to it, and it is definitely a topic worth discussing.

There are many that would argue that the world is a terrible and chaotic place characterised by suffering, confusion, and destruction. In many ways they are right. It is not hard to find mediums depicting the destruction and degradation of our societies. If one were actively looking it would take them less than 10 seconds and would probably be as easy as turning on the news. These people often self-characterised as ‘realists’ would reasonably argue that there is no point in burying one’s head in the sand, and that we should deal in facts, however uncomfortable that might be.

On the other side of the coin there exists a group of people, often called ‘optimists’ who seemingly do not care about the impending doom approaching them, and it would appear to external observers that they are living in blissful ignorance. These people are often characterised as blasé and Laissez-Faire. Some look at these people and become frustrated at their lack of involvement or seriousness in the situations around them. They can even come across as non-committal or immature. What adds salt to a realist’s wounds is that these people often live up to 12-15 percent longer than our aforementioned group.

Friction occurs between these two groups because they are often speaking a different language. Conversations become disjointed as both parties are approaching the detail from different existential viewpoints. Add to the mix people’s ego and pride and we have the perfect concoction for an impassable roadblock.

Like most things in life, finding commonality requires a genuine willingness to listen and learn. It must also be nested alongside an admission that every interaction is an opportunity for growth.

You will find what you are looking for (“confirmation bias”)

Earlier we identified that it would not be difficult to find examples of the world in disrepair if someone were actively looking, and this is true. But what if we chose to actively look for the positive things as well? What if we accepted that the world is one of a balancing act between good and bad things simultaneously?

It is not difficult to find evil things. It is much harder to find positive and admirable things. But, does it have to be? Or is that a choice we make? Is it actually harder, or do we make it harder by releasing ourselves of our ownership of how we react to what happens around us that affects us?

“Confirmation bias is the tendency to search for, interpret, favor, and recall information in a way that confirms or supports one’s prior beliefs or values.” – Wikipedia

We are all guilty of confirmation bias and it takes a significant amount of discipline and self-awareness to consider that our brains are often seeking to validate our already existing belief structures. This is not good when you are seeking to find commonality with others.

We must enter every discussion with an understanding that we likely have something to learn.

 

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Re-framing and empathy

We find commonality with others when we genuinely seek to learn their perspective. What we often find is that both parties are simultaneously right and wrong at the same time, and the distinguishing feature was context and perspective. For example, challenging questions to an optimist:

  1. What challenges do you think you might encounter which could slow your progress toward your goals?
  2. Have you encountered other challenges in the past that you had to overcome, and how did you do it?
  3. Do you have a set of tools in your tool kit to deal with those challenges, to help you overcome them?
  4. Who could you partner with to help you overcome your challenges?

Challenging questions to a realist:

  1. Do you know anyone else who has had this or a similar problem and has overcome it?
  2. Do you know if this has ever been done before?
  3. What do you think is different between the example that was successful, and your situation which you believe cannot be?
  4. Do you believe it is worth it for you to try to overcome this challenge?

It takes a level of discipline to pull yourself out of your own narrative and forcibly see the world through another lens. Your perceptions of other groups run a risky prospect of categorising everything they say as silly, irrelevant, or wrong.

One question we might all ask ourselves: Which is more likely?

Option 1: That they are completely wrong, and I am completely right.

OR

Option 2: We are both partially right and have different pieces of information drawn from different contexts and experiences.

If you are brave enough, you might ask the next question: Am I trying to be right or correct?

Nobody wins a binary argument

The wiser someone gets the more they realise that the world is a complex place. Problems are almost invariably multi-layered and faceted. The temptation is to assume that there is a right answer to every problem, wherein reality it can sometimes be the choice between two or more terrible options. Quite simply we must on occasion, pick the lesser of two evils.

There is a movie starring Harrison Ford from 1994 called “Clear & Present Danger”, in which Harrison Ford plays Jack Ryan (based on Tom Clancy’s series of books.) Jack Ryan is at earlier points in his career quite the do-gooder (and mostly stays that throughout), and in this book, and as reflected in the movie, comes up against Deputy Director CIA Ritter, who is quite the opposite. It’s very much a black-and-white set of characters, and when they finally clash, you have this great scene that details good vs. bad, positive vs. negative, black vs. white, or yin vs. yang…and it’s this: https://www.youtube.com/watch?v=dKsDjpKr2Mk

Ritter explains simply, “Grey. The world is grey, Jack.”

Moving Forward

It is incredibly easy in the short-term to discard people’s opinions by categorising them as a type (pessimist vs optimist), but it rarely bares fruit in the long-term. Moreover, it speaks to an unwillingness to learn new things due to the risks it might have on our existing belief structures.

What is incredibly important to note is that everyone is winging their way through life. In doing so we are all choosing the schema that we think will best support us at that time. What this means in practical terms is that some people are most likely protecting themselves by choosing to frame the world through a ‘realistic’ (or pessimistic) lens, whilst others are trying to find the positives in a world that can otherwise be quite confusing, depressing, and chaotic.

The moment we realise that our choices lead us through problem-solving and onto solutions, then we also realise that there is a choice to learn something from everyone. In doing so, we might end up one step closer to a more refined and balanced opinion.

The moment inevitably comes in our lives when we realize that we have it within our control to choose, if not the problems we face, then at least the tools we make to deal with them. It is then, at those times, that we truly start growing into our most refined and balanced selves. Particularly, when we use the right tools, make robust and informed choices, and begin directing our own path through the chaos of life.

I am not a pessimist; I am a realist- Co-authored: David Neal & David Reed

 

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Where Does Artificial Intelligence Sit in Your Strategy?

John Kiriakakis from The Eighth Mile Consulting asks Anand Tamboli what we need to consider before implementing Artificial Intelligence within a business.

There are a number of areas within operating expenses for a business where cost reductions can be found with the implementation of these new technologies. We touch on some of these expenses that may raise questions for your own strategy development.

Some of the myths surrounding AI that we cover

  1. It is too expensive
  2. There is too much complexity involved
  3. You will attract a bad reputation for automating
  4. Automating will solve all of your problems

We also break down the levels of AI and provide case studies on what this may look like in your business from

  1. Data-driven decision making 
  2. Shared roles between bots and humans
  3. Complete automation of functions 

In this video, we explain how implementing AI within your business can increase your efficiency, giving your employees more time to deliver higher quality and improve your overall client experience.

With all of this in mind, what are the next steps?

Before you begin the implementation phase of your AI project, consider these points;

  1. Look for the small wins
  2. Pick a clear outcome
  3. Do not get stuck in a money drain
  4. Set defined boundaries for the project
  5. Find a low risk, low cost, stepping stone to use as a sample test

Let us know – What are some challenges in your business that you think AI might be able to resolve?

For more helpful videos to help you grow your people and your organisation subscribe to our YouTube channel.

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Tech Solutions for Working from Home Webinar

David Neal and John Kiriakakis from The Eighth Mile Consulting explain the benefits and disadvantages of different levels of setups and the equipment required for each.

There are a number of areas within operating expenses for a business where cost reductions can be found with the implementation of these new technologies. We touch on some of these expenses that may raise questions for your own strategy development.

Many projects that we encounter in working from home require consideration across these four main areas, which we explain further in this short presentation:

  1. Audio
  2. Visual
  3. Control
  4. Input 

In this video, we explain exactly how continuity of your presentation link to your reputation and your overall client experience. This is the first step in creating captivating content that is engaging for your audience, whether that be for internal purposes or for external stakeholders.

For more helpful videos to help you grow your people and your organisation subscribe to our YouTube channel.

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