World Monitor Magazine WM_Energy 2017 - Page 78

additional content Photograph by Darko Manasic / Alamy thinking sweet spot, and your gaps, you can begin to cultivate thinking diversity by considering the ideal response in a variety of situations. If success in one area depends on your ability to relate to others, such as building trust with a new client or colleague, take the time to do that. Don’t rush like it’s a task to complete as quickly as possible; instead, make time to engage. If another assignment requires a technical perspective, immerse yourself in the analysis. Focus on the research and expert opinions of others. Sweat the small stuff, and be willing to map out all the pitfalls. Regardless of the situation, it’s the pivot toward an alternative thinking style (or blend of styles) that can make the difference between frustration and positive results. If you’ve ever wanted to just get “down to business” while your colleague wanted to envision all possible scenarios, you know how irritating the mismatch between thinking approaches can be. 76 world monitor To avoid this type of conflict, talk about your thinking preferences with others. For example: “Hey, I appreciate the importance of having a vision. For me, I feel like we’ve already done that work and the best use of our time is to focus on the tactical plan moving forward. Is it OK if we shift gears, or is there still something for you regarding the ‘big picture’ that we need to explore?” As you work to stretch your own thinking agility, remember that the least likely time to change is when you’re facing high pressure to perform. In those critical moments, people usually behave in the way they know best. This means that efforts to stretch your thinking agility are best undertaken when pressure is low. Agility moves aren’t about right or wrong ways to think. They’re about the situational awareness and intentional effort to adjust your thinking to the circumstance. Finally, as you take steps to implement these strategies, consider your team and organization as a culture of thinkers. They reflect clusters of thinking sweet spots and thinking gaps — all amplified by the thinking agility, or thinking immobility, they possess. To leverage this awareness for your broader enterprise, link it with the CEO’s agenda and get to specifics. Assessments such as the Whole Brain model can be socialized on a large scale to establish a baseline of awareness of current thinking patterns. As you staff teams and develop people, include thinking elements in every decision. From small moves, such as designing your weekly team meetings to be more inclusive of diverse thinking styles, to big moves, such as aligning your business’s strategy to the thinking capabilities needed to execute it, consider your firm’s thinking as an integral part of your overall talent strategy. Based on: Strategy + business