Avoid Disaster: Say NO to Gut Decisions

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There are some people that make their
work just another thing they have to do,

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and there are those that make their
work something that they want to do.

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Welcome to Working on Purpose with your
host Elise Cortez. In our program,

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we provide guidance and inspiration from those
people who have found deeper meaning and

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personal connection to their work life.
It's beyond nine to five. It's working

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on Purpose. Now Here is your
host, Elise Cortez. We welcome back

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to Working on Purpose show. Thanks
for turning in again this week. I'm

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your host, Elise Cortez, joining
live from Dallas, which is homebase for

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me. If you've been tuning in
for a while, you know this program

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is all about helping people create more
meaningful and purposeful lives and equipping leaders inside

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organizations to cultivate meaning and purpose that
elicits passion, inspired contribution, innovation,

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and persevering performance. I talk with
my guests to draw on their expertise and

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share my own experience consulting speaking into
or forces across the globe. Each week.

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In these conversations, I hope you'll
walk away with something you can immediately

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use in life or work. And
if I can do anything to help you

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along your journey. Go to my
website at a Leis Cortez dot com and

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use the contact me future to message
me. Let's open a conversation and explore

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what's going on for you and see
how I might be able to help.

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Whether you want to learn more about
developing purpose inspired leadership and meeting infuse culture

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in your own organization to listen to
your team's best, you want to see

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about joining a catch fire online community
to stoke your own passion, inspiration or

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purpose discovery, or you'd like me
to speak for your company or conference at

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any rate. I'm glad we're connected, and thanks for listening. Now onto

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this week's program with us Today is
doctor Glub Superski. He's the author of

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Never Go with Your Gut, How
Pioneering Leaders make the best decisions and avoid

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business Disasters. Known as the Disaster
Avoidance Expert, he's on a mission to

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protect leaders from dangerous judgment errors known
as cognitive biases by developing the most effective

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decision making strategies via consulting, coaching, and training from disaster avoidance experts.

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We'll be talking about the numerous kinds
of cognitive biases he covers in his book

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and what we can do to learn
how to circumvent them. He jogs a

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day from Columbus, Ohio, which
is home of the Buck Eyes. Doctor

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Superski, welcome to Working on Purpose. Thank you so much, Eliza.

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It's a pleasure, and go Bucks. All right. Well, I'm so

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glad we found each other. As
I told you when we got on the

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phone before we got on there,
that I really take a lot of joy

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and delight in being able to encounter
authors like you who teach me something.

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And I do read the books cover
to cover as I did yours. So

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I really feel like this gives me
an opportunity to really learn from you and

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then share that learning with my listeners. So I have a lot of questions

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for you. Are you ready?
I'm ready, And as I said when

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we were discussing this by email,
I'm very impressed. You are the most

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detailed question you create, the most
detailed questions of any host that I've ever

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had the pleasure to be interviewed by. Well, thank you for that.

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I really appreciate that. Thank you. Well, let's get right into it

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here. I really think it's important
that we talk about these kinds of things

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that are going to be so obvious
to people when we bring them up.

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But talking about gut instincts and decisions
and our tinity to make a decision because

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it just feels right right. We've
all said and heard of the people say

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that before. Talk to us about, just on a high level, why

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this is a bad idea. It's
a bad idea because our feelings often lie

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to us when we feel something.
You know, you know, people who

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are depressed, when they feel sad, there's not necessarily anything sad externally to

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be sad about. When people who
are anxious, there's not necessarily any threat

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out there. They just feel that
way, and because they feel that way,

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they think that that's true of the
world. Our feelings in other areas,

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even when we're not sad or depressed, work the same way. They

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don't necessarily indicate anything about the world
around us. So just because something feels

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right, something feels true, has
no bearing to whether it is actually right

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or whether it is actually true.
Because our feelings are not adapted for the

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modern environment. You might be surprise. The modern environment is very complex,

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multiple global. We've had the internet
around since the nineteen nineties only, and

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it's changed so much. We're not
adapted for that. Our gut reactions,

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according to the most current research,
are actually adapted for the savannah environment when

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we were hunters and foragers and gatherers
living in small tribes of fifteen people two

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one hundred and fifty people maximum.
So we are very influenced by the tribal

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instinct. We we feel right about
people who are like us, who high

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are similar to us, similar value, similar thought patterns, So that's the

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tribalism. Then another aspect of tribalism
is our desire to climb to the top

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of the social hierarchy. We feel
right about being at the top, so

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that's another element of things. Now. The big other series of problems with

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trial with our gut instincts is the
fight or flight response, which was again

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very important in our savage ancestors for
them to jump on a hundred shadows to

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get away from the saber tooth tiger. You might have heard of the saber

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tooth tiger response. We have many
less saber tooth tigers in our current life

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right now, but we do jump
at those shadows. We make immediate decisions

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that lead us into terrible directions and
a great deal of stress. We have

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so much stress, partially because we
greatly overreact to threats and we jump in

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their own directions, So the tribalism, fight or flight response, all of

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those and just in general, our
gut intuitions not being adapted for the modern

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environment cause us to make really problematic
decisions based on feeling that something is right,

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very very well started there for us
to really get grounded into where this

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comes from, and listeners, the
idea here and the way we've set this

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conversation because we're going to presence some
of these coding of a biases that you're

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going to recognize for yourselves, and
we're gonna give you some solutions. So

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first we want to surface where why
they're problematic, and the next thing is

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going to be a numeracle grounding here. So one of the things that I

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thought was great about your book.
Many things about your book are great,

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but one of the things I really
appreciated too is you talk about a study

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that was published in Leadership IP where
one eighty seven board members from two hundred

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and eighty six organizations that forced out
their CEOs found that more than twenty percent

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of the CEOs got fired for denying
reality, meaning they refuse to recognize negative

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aspects about their organization's performance. To
say more about that. Sure, so

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for those folks who might have been
reading Dilbert, you might recognize pointy haired

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bosses in your life and pointy haired
CEOs, and you don't want to be

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too negative about these people. They
deny reality. They deny reality because they

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think they are good, They think
their decisions are good, and therefore they

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simply can't see and accept, more
importantly, accept negative information about the company,

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negative information about the company's performance.
This is a cognitive bias called the

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confirmation bias. Is one of the
biggest to biases out there. And to

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be clear, there are over one
hundred coging to biases that we've discovered so

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far. We discover more every month. If you want to check them out,

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you can go on Wikipedia look up
cogn to biases. You'll see over

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one hundred of them. It's actually
know Wikipedia don't always recommend it, but

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in this case it's a good resource. And of course, my book Never

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Go There gout how Pioneering leaders make
the bust decisions and avoid business disasters,

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focuses on the thirty most dangerous ones
for leaders. The confirmation bias causes us

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to want ignore information that we don't
want to see and to look for information

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that we do want to see.
So leaders look for information that tends to

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confirm their current dispositions, what they
believe about themselves and what they believe about

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the company, and they ignore in
that negative information unless they train themselves not

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to, unless they train themselves not
to. And that's pretty rare for people

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to train themselves not to it.
So that's how you get these numbers that

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over twenty percent of leaders are fired
simply for denying reality. And that's a

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very dangerous, dangerous tendency that all
sorts of folks fall into. I mean,

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look at leaders. Happens in all
levels on the top level. Look

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what happened with we Work recently,
where the company was worth seventy five billion

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at the beginning of twenty nineteen,
seventy five billion right now, it's worth

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seven billion at the end of twenty
nineteen seven. And that is just because

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of Adam Newman, simply purely because
of him. He took the company,

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he went forward. He was very
confident. He said, you know,

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we need to go forward. We
need to go do initial public offering.

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A number of people said that that's
not such a good idea because we are

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government structure is not that great,
but he just went ahead with it.

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And when external investors looked at the
government structure, they saw that Adam Newman

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was engaged in a lot of double
dealing where he owned some properties and he

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was leasing them to we Work.
He also had a number of other problems

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where he owned shares that were worth
ten votes and he was offering shares to

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sell that were one vote per share. So here again the top of the

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social hierarchy, he wanted to be
the alpha male retained power, and that

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as a result, they lost trust
confidence in the leadership of we Work,

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where most of the value of the
company was trust in the future and the

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strategy of the company. That's why
it's worth seven billion right now. So

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it's kind of at the top.
At the bottom level, you'll see that

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about half of all new small businesses
fail within the first five years. Two

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thirds of them fail within the first
decade. Again because of that decisions by

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the leadership, because they ignore negative
information about the company. Happens at the

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top, at the bottom, and
everywhere in between. That is an excellent

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example Doctor Superski to help us really
get grounded into why this is such a

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problem. So that was incredibly useful. Thank you for that. Now,

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I want to go on to another
bias that I certainly recognized in myself.

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I didn't quite recall there were more
than one hundred identified, but one that

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I certainly know that I am terribly
guilty of a status quo bias. And

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I think about some of the decisions, major decisions of my life that should

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have been made before. Can you
tell us more about this bias so that

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we can identify where it might be
showing up for us, and maybe how

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to start to interview. We'll talk
more about the solutions later, but at

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least presents that for us. So
the status quo bias is one of the

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biases that really is insidious. It's
really problematic for us. What it is

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about is our tendency to not change
when we really should change. We tend

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to stick too much to the status
quo. And the biggest reason behind the

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status quo bias is our uncertainty about
the future. We are more afraid of

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uncertainty than of a certain loss.
Often we're more afraid of what's uncertain about

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the future than a certain loss,
So we just keep going where we are

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and we don't change paps. This
cause us a lot of problems as the

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whole variety of areas, you know, not simply businesses, but personal relationships.

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So many people stick with relationships they
should not stick with personal relationships,

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romantic relationships, friendships and so on
that they should leave earlier it would have

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been healthy for them, but they
still stick with them much longer than they

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should. And the same thing happens
in business relationships. People stick in business

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relationships much longer than they should,
and of course in business. In professional

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lives, people stick in staying jobs
career tracks that they really should change,

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even though they know that they should
change it, and they don't because of

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the status quo bias. They're afraid. They're about the uncertainty. And of

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course one of the things that you
need to do in order to address the

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status quo bias, perhaps the biggest
one is to learn how to be comfortable

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with uncertainty. And this is again
we're going an example of a solution to

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this sort of thing is to consider
what would be the alternatives to this uncertainty.

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Now, you can stick with your
current career track, Where would you

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get in ten years? What would
be happen if you change your career track,

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What would be an alternative path?
So think about that and think about

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where you would like to be in
ten years from now. That's a good

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way of addressing uncertainty. And there's
a lot of other stres energies like this,

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but this is kind of the way
you want to be thinking. It's

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a very counterintuitive way of thinking,
but it's the way of thinking that we

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need to take to be to go
from this natural primitive state which we are

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all in right now because we haven't
been trained. It's like we are at

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the stage before we learned to eat
with our forks and knives instead of our

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hands. We're all deciding in the
way that we eat with our hands.

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We need to learn how to eat
with our forks and knives, go from

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the natural state to the PM,
from the natural state to the civilized state,

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to have civilized decision making, decide
with our forks and knives instead of

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deciding with our hands. Very well
said, and on that note, I

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think it's pretty important to take a
question we got from one of our listeners

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who's listening to this live show Kim, thanks for listening. She's asking,

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am I correct to say that our
gut feeling is always wrong? Our gut

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feeling is not always wrong. It's
just that we don't know whether it's right

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or wrong. So sometimes if you
have negative feelings about someone, it might

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be that that person is problematic for
your problematic for your life, might be

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a bad employee. However, often
what we find is that when you're interviewing

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the potential employee, your negative feelings
about that employee may simply have to do

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with that person not being from your
tribe. That person so we're all giving

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an interesting example. So here I
am in the Columbus, Ohio, which

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is the home of the Buckeyes.
That's the big football team around here.

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Are big rivals. Football rivals are
the Michigan Wolverines. That's our big rivals.

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Would just be done this Saturday.
It was great. But I was

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giving a presentation to a local HR
group, the Central Ohio which is this

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area HR group over one hundred HR
professionals at the local Diversity Inclusion conference in

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twenty eighteen, and I asked them, how many of you hundred HR professionals

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who are making decisions in employment.
How many of you would hire a Michigan

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fan, University of Michigan fan,
you know how many are their hands free

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free people in hr diversity inclusion conference
would hire a Michigan fan. This is

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tribalism of the extreme. Of course, there being a Michigan fan has nothing

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to do with their job performance,
but they still wouldn't hire them, and

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so our negative feel it's their negative
feelings about these people just because they're Michigan

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fans. So you can't trust your
gut is the key. Our gut may

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be right or maybe wrong, but
it's not trustworthy. You should not trust

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your gut. You should always check
with your head. That's why I say

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with the title of my book,
never go with your gut. You should

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always check with your head and you
can determine maybe your gut is right,

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maybe it's wrong, but you shouldn't
trust it. Very useful, very very

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useful. I'm sure the listeners were
wondering that same question, Kim, so

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thank you for posing it. Okay, let's get to another one here.

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We've we've got time for one more
of these that I wanted to address,

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and that's the fundamental attribution error,
which I think you also call the correspondence

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bias, and that is attributing the
behavior of other people to their personality and

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not to the situation which the behavior
occurs. And you talk about it a

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very very interesting example in the book, and I don't know if you remember

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it or not if you want me
to give it to you, but would

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you say a little bit more about
maybe share an example if not that one

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from the book, and help us
understand why this is problematic. Sure,

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so, I give a number of
examples in the book, But I think

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you mentioned something about somebody talking on
the phone. So the coaching, Yeah,

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I'm a coach, consultant and speaker
trading. I was coaching a CEO

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of a company that had many staff
working from home, and he told me

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about an incident that was a situation
where he that involved an employee who had

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a heated Skype exchange with an HR
manager over a conflict that they were having.

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Now, the Skype call disconnected and
the HR manager went to the CEO

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and told the CEO that the employee
hung up on her. The CEO fired

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the employee on the spot immediately.
Unfortunately, as the CEO later found out,

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it was just a disconnection you know, things happen, but the CEO

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didn't really think about the issue.
So so far the CEL attributed negative behavior

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to the employee just because of what
the HR manager said. And this is

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the broader problem of the fundamental attribution
error. We tend to attribute situation.

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We tend to attribute to people's personalities
things that are actually the result of the

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external environment, and we tend to
attribute negative things to other people. That's

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the typical attribution, that's the fundamental
attribution error. We tend to attribute negative

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things in the external environment to people
as opposed to just the situation, external

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context, and so on. By
contrast, we tend to attribute positive things

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or mutual things to ourselves. So
let's talk about the example of driving.

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And if you see somebody cutting you
off, you know, just cutting you

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off, you tend to think,
oh, what a jerk, you know,

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just cut me off. But if
you are changing lanes and you don't

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see someone, someone's in your blind
spot and you cut them off, you

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don't think of yourself as a jerk. Right, that's on the tendency.

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The CEO, if something happened and
called disconnected with him, wouldn't think of

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himself as a jerk. That would
not be the tendency. So we tend

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to think in a much more negative
way about other people than they deserve.

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And that's the fundamental attribution error that
we attribute to them external factors that have

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to do with the environment, to
them as a personality in a negative way.

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Excellent, well said. Let's on
that. No grab our first break.

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I'm Elise Cortez, your host.
We've been on the air with doctor

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glib Supersky. He's the author of
Never Go with Your Gut, How Pioneering

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Leaders make the best decisions and avoid
business disasters. He joined the day from

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Columbus, Ohio, home of the
book Eys. We've been talking about a

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few of the cardintive biases that are
in his book. After the raake,

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we'll hit a few more and at
the end we're going to talk about some

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solutions. Stay with us. We'll
be right back. Elise Cortez is a

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speaker and engagement and development catalyst.
She designs and delivers professional development, leadership

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and engagement workshops and can bring her
expertise to your organization. She will help

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ignite meaningful development within your workforce that
will increase employee engagement performance and retention.

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To learn more or to invite Elise
to speak to your organization, please visit

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her at www dot Elise Cortez dot
com. She would welcome the opportunity to

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help get your employees working on Purpose. This is Working on Purpose with Elise

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Cortez. To reach our program today, send an email to Elise ali se

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at Elise Cortez dot com. Now
back to working on Purpose. Thanks Forests,

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and welcome back to workom on perpas. If you're just joining us,

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my guests Doctor Gleb Supersky. He's
the author of Never Go with Your Gut,

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How Pioneering Leaders make the best decisions
and avoid business disasters. Known as

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the Disaster Avoidance Expert, he is
on a mission to protect leader from leaders

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from dangerous judgment errors known as cognitive
biases by developing the most effective decision making

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strategies via his consulting, coaching,
and training from disaster avoidance experts. I'm

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your host, Alice Cortez. So
for this next segment, let's go ahead

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and talk about a few more of
those cognitive biases. And then at the

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last segment, we're going to talk
about some solutions. One that I'm definitely

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interested in especially from advantage point of
my interested in My interest in diversity and

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inclusion is group attribution error. Oh
my goodness, the idea of perceiving that

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an individual group member reflects the whole
groups, or when we perceive that the

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group's overall characteristics determine the nature of
the individuals in that group. So this

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is an enormous stereotype problem. Help
us better understand this one, yes,

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So we come to think that if
we see one person behaving in a negative

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way, the person represents the group
as a whole. So there are two

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elements here that are important. There's
the group attribution error, which you just

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mentioned, and the other one,
which is similar to it, the ultimate

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attribution error, where we basically we
miss attribute problematic group behaviors or group behaviors

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that we don't like, to the
internal traits of the groups as opposed to

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external dynamics going on. So diverse
inclusion is a big area, and this

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is something that I'm an expert in. I give a lot of presentations diverse

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inclusion conferences, and this is something
that people don't tend to consider enough.

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The way that our brains cause us
to make bad decisions when diverse inclusion experts

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often present they use shame and guilt, and this is really problematic when they

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use shame and guilt because the people
who are in positions of power are not

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necessarily doing it out of maliciousness.
They're doing it because of these judgment errors.

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I'll give an example. I'm often
when I speak about diversity, I

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speak to white male managers and I
tell them that, hey, here are

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the statistics. White male managers often
are promoted on average, are promoted at

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a greater rate, offered higher salaries, included within informal networks, given better

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access than women or people who are
not white. So males white is privilege.

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You get a lot of power from
that, and a lot of white

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males kind of get up in arms
about it. They say, well,

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you know, there's a lot of
reasons why we do so, we're we're

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great performers. They tend to say, let's talk about women. They say

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that women often take time off to
care for the family, or maybe they

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talk about how certain ethnic minorities don't
fit well within the culture of the company.

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So those are often the things I
hear from white male managers when they

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talk back about these issues, and
what I do is I show them studies

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that control for the time that women
take care, go to take care of

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their families and so on, and
they show that white male managers still tend

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to be promoted at a much higher
rate. You know, we have statistics

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showing that if you send the same
resume to hiring to hiring managers and just

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give a name that's either female or
male, they will very much prefer to

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call back the male as opposed to
the female. If you give the same

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resumes to hiring managers, same resume
and have African American sounding names versus white

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sounding names, they will overwhelmingly pick
the white sounding names. So this is

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pure statistics. This is what happens, you know. And there are these

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things really impact us in a negative
way and we don't even notice that they

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happen just because of these judgment errors
that are going on in our minds.

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So people shouldn't use blame or judgment
or guilt. We just have to technowledge

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that this is what happens in our
minds and we have to work against it

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without blaming people and shaming people.
Very very well said, very very important.

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And I see this too, and
the people that I run into doctor

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Seperski, where maybe they've had one
bad interaction with a certain person from a

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certain country and therefore they're like,
well, I like anybody from that country,

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can't trust them or whatever. I
see that very very frequently, and

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that is so important. I stand
so much to help us unite across the

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globe versus separate from each other.
So I just think, what the work

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that you're doing is so important.
Thank you so much. You're welcome.

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So let's go on to another one
that I think is also a very significant

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that I've seen out there. And
of course, since it's in your book,

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we know it's in the top thirty
false consensus effect. So when we

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overestimate the extent to which other people
think and feel the way we do,

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or this is huge. So you
describe the scenario in your book that a

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software company was trying to incent the
engineers to sell more software by providing instead

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of pay, and it didn't work. So say more about why this was

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a disconnect here. Sure, So, when salespeople and marketing people aren't strongly

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motivated by financial incentives, they often
work on, especially sales. They often

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work on commission and the sales manager
in this case and the software company where

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for which I was doing consulting,
wanted to incentivize the engineers to do more

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selling. This was an engineer.
This was something that they wanted to do

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to get more sales, so outsourcing
some of them to the engineers. Now

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engineers, you might not be surprised. Software engineers are not really into sales

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and marketing activities. And when they
were incentivized financially, which is what sales

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managers would tend to use, that's
how they think. That's how the leadership,

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the company leadership. To be clear, the CEO was relatively new and

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he came from a sales background,
so he was also kind of behind this

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initiative. And the engineers weren't doing
it. They were given training, they

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weren't doing it. They really were
not motivated to it. So they thought

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that these engineers might be lazy,
they're incompetent. They hired me to deal

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with it. This is often an
area ideal with employee engagement, especially within

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the politically minded employees, so engineers, hard engineers, soft engineers, or

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cybersecurity folks, so risk managers.
And they brought me in and I talked

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to them and I said, hey, you know what's going on. I

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did some studies, I did some
peer interviews, and I found out that

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the engineer software engineers just weren't motivated
to perform, to do sales. They

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just weren't interested in And I went
back to the sales team and the leadership

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and I told them, hey,
you know, the language that you're using

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and the incentives that you're using,
they're just not working for these engineers.

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They're not feeling it. They're not
really emotionally motivated to engage in this.

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And the sales manager looked at me
and he said, software engineers have emotions.

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I remember reading that lapping out loud. Yes, it was, it

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was, it was. It was
really a striking moment because salespeople, they

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are very expressive, they're very extroverted. They expressed their emotions. Software engineers

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programmers are not very expressed, arole. They tend to be come of as

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cold and technical. But of course
they're driven by emotions. We all are.

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If we look at the research on
this, the recent research shows that

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we're driven by emotions in about eighty
to ninety percent of our decisions and oura

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our behaviors. So this is the
critical thing to realize we're all driven by

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emotions. If you want to motivate
people to do something, you need to

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figure out what are their emotions and
how do you get them to go align

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with what you want them to do, because if you just try to appeal

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to the reason you will it will
not work. So that's the false consense

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effect. We tend to think other
people are much more similar to us than

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they are. The sales managers and
the leadership of the company thought that the

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software engineers were much more salesy than
they actually were. So this was the

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big problem, which what we ended
up doing was that this was much more

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helpful to look at what motivates them. What motivated software engineers was peer reputation

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or reputation among their peers. So
that's what we oriented to, which changed

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what the reputational incentives, which changed
what people were praised for, what they

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got promoted among their peers by to
make sales and marketing much more important,

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and that was really effective. So
that's really motivated actually software engineers to do

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quite a bit more selling and marketing. Very is this is so important to

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presences and listeners. What I hope
is happening for you as you're starting to

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recognizing yourself as I did when I
was reading the book, maybe where this

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is happening in your own life,
because that's the beginning of intervening. And

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what I would also say in the
last one you just talked about is I

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think this shows up tremendously in this
idea of well I did this because I

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think that's what I would want,
And there's this idea that and what happens

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is, for example, we see
women who get passed over for a promotion

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because their boss is like, well, I would want to be, you

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know, a little bit less on
my plate when I was taking care of

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a child. So therefore I'm going
to go ahead and pass her over because

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that's what I would want. Well
did you check with her? Did you

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ask her? Does she want to
be passed over? Because she's got a

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new morn. So there's just so
much really important stuff and the way that

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we can start to see the work
that you've done and apply it in the

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workplace in our lives and really make
a difference in the quality of decisions that

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we make. Absolutely so we have
time maybe for one more before we go

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on our next break. So I
think the one that I want to talk

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about here is the attentional attentional bias, And you describe it as a dangerous

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judgment error in which we tend to
pay attention to the most emotionally salient factors

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in our immediate environment, ones that
feel like they are the most critical,

401
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whether or not they're actually the most
important ones. And you tell us how

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we can learn to if you tell
us we can actually recognize this, what

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does it look like? How would
we know we're doing this? So the

404
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first thing to recognize is our is
our thinking pathorn actually matching matching reality?

405
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And what is important to the other
people around us. We can look at

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next perspectives of other people, see
what they're paying attention to and make sure

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that, hey, are we paying
attention to the right things? Are we

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paying attention to what the majority is
paying attention to? Because sometimes often other

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00:29:11.319 --> 00:29:15.920
people will recognize things that are going
on in our environment that we don't.

410
00:29:15.519 --> 00:29:19.279
Let's take a look at an example. Think about back to what happened with

411
00:29:19.400 --> 00:29:26.000
Uber. Uber was a very it's
still quite a profitable company, not profitable,

412
00:29:26.240 --> 00:29:29.720
growing company, quite quite a lot
of money. Now, what happened

413
00:29:29.720 --> 00:29:33.400
with Uber in twenty seventeen we need
to be considered in the context of the

414
00:29:33.440 --> 00:29:37.759
Me too movement. So Uber had
a culture that wasn't really addressing sexual harassment,

415
00:29:38.000 --> 00:29:41.960
as many other companies didn't at the
time. They weren't really caring that

416
00:29:42.000 --> 00:29:48.559
sexual harassment was happening inside the company, and as a result, they didn't

417
00:29:48.559 --> 00:29:52.839
really notice that the Me too movement
was becoming more popular and it was people

418
00:29:52.000 --> 00:29:56.799
started caring more and more about the
problem of sexual harassment. And then once

419
00:29:57.000 --> 00:30:03.559
word got out that Uber isn't really
addressing sexual harassment, that became a real

420
00:30:03.680 --> 00:30:06.200
serious issue for Uber. It went
all the way to the top. The

421
00:30:06.319 --> 00:30:11.400
seon founder Travelik was forced out all
because they didn't notice this external change what

422
00:30:11.480 --> 00:30:15.839
other people were paying attention to in
their environment, and so that was a

423
00:30:15.880 --> 00:30:18.640
really big problem for Uber. Now
that's kind of on the one hand,

424
00:30:18.680 --> 00:30:22.799
another hand, you'll take a look
at what you are paying attention to that

425
00:30:22.839 --> 00:30:29.960
maybe too much, too much attention
paid to something, and a comminent example

426
00:30:30.160 --> 00:30:34.039
is airplane crashes. We tend to
pay too much attention to things like airplane

427
00:30:34.039 --> 00:30:37.839
crashes, things that draw our attention
and it's violent, it's scary, there's

428
00:30:37.880 --> 00:30:41.279
a lot of news on it.
But the likelihood of dying in an airplane

429
00:30:41.319 --> 00:30:47.279
crash is actually about one hundred times
less than the likelihood of dying in the

430
00:30:47.319 --> 00:30:52.160
same distance covered by car. So
a lot of people travel by car because

431
00:30:52.200 --> 00:30:56.720
they think it'll be safer, but
that's actually not right. It's not safer

432
00:30:56.759 --> 00:31:00.279
to travel by car. If you
can go from Columbus a high where I

433
00:31:00.319 --> 00:31:03.279
am, to Chicago, that's about
seven hours. Many people take cars to

434
00:31:03.279 --> 00:31:07.599
go there. I always take the
plane because that's the safest way of going

435
00:31:07.599 --> 00:31:10.880
there. It's much safer to go
to Chicago by plane and then by car.

436
00:31:11.039 --> 00:31:14.559
And people make their own decisions and
they die. They die by many

437
00:31:14.599 --> 00:31:18.880
Many people die in car accidents every
day because they make their own decisions about

438
00:31:18.920 --> 00:31:22.079
their safety. So both of these
aspects are important. We tend not to

439
00:31:22.079 --> 00:31:26.200
pay attention to things that we actually
should pay attention to, and we pay

440
00:31:26.200 --> 00:31:30.680
attention to things that we shouldn't pay
attention to. So notice where your beliefs

441
00:31:30.680 --> 00:31:36.839
are at a position with what experts
are saying about safety, about what's going

442
00:31:36.880 --> 00:31:42.440
on about the baseline probabilities, and
update towards what the experts believe. Extremely

443
00:31:42.559 --> 00:31:45.640
extremely well said and useful. And
let's grab our last break. I'm Elise

444
00:31:45.720 --> 00:31:49.119
Cortez, your host. We're on
near at doctor Gleb Supersky. He's the

445
00:31:49.160 --> 00:31:53.359
author of Never Go with Your Gut. How peering pioneering leaders make the best

446
00:31:53.359 --> 00:31:57.279
decisions and avoid business disasters You judge
it Today from Columbus, Ohio, home

447
00:31:57.319 --> 00:32:00.759
of the Buckeyes, he tells me. After the break, we're going to

448
00:32:00.799 --> 00:32:15.480
now talk about solutions. Stay with
us, We'll be right back. Elise

449
00:32:15.559 --> 00:32:21.960
Cortez is a speaker and engagement and
development catalyst. She designs and delivers professional

450
00:32:22.000 --> 00:32:27.160
development, leadership and engagement workshops and
can bring her expertise to your organization.

451
00:32:27.400 --> 00:32:31.480
She will help ignite meaningful development within
your workforce that will increase employee engagement,

452
00:32:31.559 --> 00:32:36.519
performance and retention. To learn more
or to invite a lease to speak to

453
00:32:36.559 --> 00:32:40.960
your organization, please visit her at
www dot Elise Cortez dot com. She

454
00:32:42.079 --> 00:32:52.200
would welcome the opportunity to help get
your employees working on purpose. This is

455
00:32:52.279 --> 00:32:58.160
working on Purpose with Elise Cortez.
To reach our program today, send an

456
00:32:58.200 --> 00:33:05.599
email to Elise al at Elise Cortez
dot com. Now back to working on

457
00:33:05.640 --> 00:33:09.519
purpose. Thanks for staying with us, and welcome back to working on purpose.

458
00:33:09.640 --> 00:33:13.480
If you're just tuning, then my
guess is doctor Gleb Sepersky. He's

459
00:33:13.519 --> 00:33:16.000
the author of Never Go with Your
Gut, How Pioneering Leaders make the best

460
00:33:16.000 --> 00:33:21.480
decisions and avoid business disasters, known
as the Disaster Avoidan's Expert. He has

461
00:33:21.559 --> 00:33:25.119
on a mission to protect leaders from
dangerous judgment errors known as cognitive biases by

462
00:33:25.160 --> 00:33:30.519
developing the most effective decision making strategies
via his consulting, coaching, and training

463
00:33:30.920 --> 00:33:35.400
firm Disaster Avoids Experts. I'm your
host, Elisee Cortez. So, now

464
00:33:35.400 --> 00:33:38.319
that we've presenced what disasters we can
be in everyday life and work, doctor

465
00:33:38.440 --> 00:33:44.880
SUPERSTI let's help these people, shall't
we. So you give us some solutions

466
00:33:44.880 --> 00:33:46.799
in your book, and there are
so many different ways that you did this,

467
00:33:46.839 --> 00:33:50.559
and I just wanted to the ones
that you think make the most sense.

468
00:33:50.599 --> 00:33:53.160
But I did look at the ones
about solving misattributions, which are more

469
00:33:53.160 --> 00:33:55.240
in the beginning of the book.
If you want to start there, that's

470
00:33:55.279 --> 00:34:00.799
great. But let's help our listeners
with some techniques and tools. Sure.

471
00:34:00.079 --> 00:34:04.920
So one thing I want to start
before talking about the misattributions is a very

472
00:34:05.000 --> 00:34:08.880
quick technique that I think is highly
important for people to use very quickly,

473
00:34:09.000 --> 00:34:14.679
very effectively. It's the five questions
to avoid decision disasters they want to highlight

474
00:34:14.719 --> 00:34:17.920
for people. First, question what
important information they are not yet fully consider

475
00:34:17.960 --> 00:34:22.119
about this decision? Again, what
important information they not yet fully consider?

476
00:34:22.599 --> 00:34:28.400
This is really important for the confirmation
bias and other related biases that causes to

477
00:34:28.400 --> 00:34:31.519
ignore information that goes against our beliefs. Let's say the status quo bias.

478
00:34:31.800 --> 00:34:35.519
You know, should we should you
make the decisions? Should you stick where

479
00:34:35.559 --> 00:34:37.360
you are? Should you not?
You tend to look at information that causes

480
00:34:37.360 --> 00:34:42.079
you to stick where you are as
opposed to information it cause you to change

481
00:34:42.199 --> 00:34:47.000
and progress and develop in your career
or other areas. So important information you

482
00:34:47.039 --> 00:34:52.159
do not yet fully consider. Look
at this negative information, challenging information,

483
00:34:52.239 --> 00:34:58.440
make yourself uncomfortable. Second, what
dangerous judgment errors cogno biases that are not

484
00:34:58.519 --> 00:35:00.360
here to address? So again,
the book talks about the thirty most dangerous

485
00:35:00.400 --> 00:35:05.800
judgment errors in professional business settings.
You can look at a whole hundreds on

486
00:35:05.920 --> 00:35:09.320
Wikipedia talks about them in general.
And so that's another one third. What

487
00:35:09.320 --> 00:35:13.519
would a trust an objective advisor suggests
I do, so, think about who

488
00:35:13.599 --> 00:35:16.119
would you consider a trust an objective
advisor, What would they suggest you do

489
00:35:16.159 --> 00:35:20.760
about this decision? Think about what
Alice would suggest you do about this decision.

490
00:35:20.920 --> 00:35:23.559
Think about someone you trust. Fourth, how have I addressed all the

491
00:35:23.599 --> 00:35:28.440
ways this decision could fail? Again, how have you addressed all the ways

492
00:35:28.480 --> 00:35:31.960
this decision could fail? The most
effective technique here is to imagine a decision

493
00:35:32.079 --> 00:35:37.519
completely failed, utterly failed, whatever
your decision you're working on, and then

494
00:35:37.760 --> 00:35:42.199
think about all the reasons or the
probable reasons why it failed, and then

495
00:35:42.199 --> 00:35:45.719
address them in advance, or think
about ways that you can address them if

496
00:35:45.719 --> 00:35:49.400
it does come up, and retain
sufficient resources of time, money, whatever

497
00:35:49.599 --> 00:35:52.639
to address them. To address these
problems if they do come up, or

498
00:35:52.679 --> 00:35:55.119
try to solve them in advance,
so it's for and finally, what new

499
00:35:55.159 --> 00:36:00.360
information would cause me to revisit this
decision again? What new information will cause

500
00:36:00.400 --> 00:36:04.360
me to leave visit this decision?
You want to address this and decide this

501
00:36:04.440 --> 00:36:07.719
in advance as opposed to in the
heat of the moment when you're implementing the

502
00:36:07.760 --> 00:36:10.719
decision, because it's very hard for
us to pull away from a decision we're

503
00:36:10.760 --> 00:36:15.960
implementing already. But if you decide
in advance at Hey, if you know,

504
00:36:15.039 --> 00:36:19.639
if I launch this product and it
doesn't hit for four hundred and fifty

505
00:36:19.639 --> 00:36:22.320
thousand within the next six months,
then I'm going to really revisit the decision.

506
00:36:22.519 --> 00:36:27.320
So that gives you a specific timeline
within which you can revisit the decision.

507
00:36:27.400 --> 00:36:29.320
Or if you say, you know, I'm going to launch a job

508
00:36:29.360 --> 00:36:32.239
search and if I don't find a
new job within six months, then I'm

509
00:36:32.280 --> 00:36:36.079
going to change the target of my
job search, again, gives you a

510
00:36:36.159 --> 00:36:39.960
certain specific timeline that you can use
to change things around. So those five

511
00:36:40.039 --> 00:36:44.360
questions are going to be really important. It takes about two three minutes to

512
00:36:44.400 --> 00:36:47.559
ask them, but it gives you
save us use so much time, hours,

513
00:36:47.880 --> 00:36:53.320
efforts money if you do. Then
if you don't ask them, I

514
00:36:53.360 --> 00:36:58.480
would think if you had those five
questions at already whenever you're just going through

515
00:36:58.480 --> 00:37:00.400
your day, would make a lot
of a lot of sense and a lot

516
00:37:00.440 --> 00:37:06.079
of value to your life and your
work and to that. And I wanted

517
00:37:06.119 --> 00:37:09.320
to talk a little bit more about
some of these the other the other techniques

518
00:37:09.400 --> 00:37:15.639
one that you talk about which I
do actually use on purpose, And this

519
00:37:15.679 --> 00:37:19.559
is when I'm running into a situation
doctor Superski, where I'm on the phone

520
00:37:19.639 --> 00:37:21.320
or in person with somebody, they're
like, you know, if you sign

521
00:37:21.360 --> 00:37:23.199
today, we'll give you twenty five
percent off, And I'm like, I

522
00:37:23.239 --> 00:37:27.039
just don't make decisions like that.
I'm not going to sign right today.

523
00:37:27.079 --> 00:37:30.239
So the first one that caught my
eye is just simply delaying judgments, since

524
00:37:30.280 --> 00:37:37.480
snap judgments are notoriously unreliable. Absolutely, and this has to do with our

525
00:37:37.599 --> 00:37:40.079
internal system. We talked about the
gut reactions, so the start of it,

526
00:37:40.239 --> 00:37:43.800
this has to two with our gut
reactions. Our gut reactions are to

527
00:37:44.000 --> 00:37:47.400
jump. Our gut reactions are to
act. That's our intuitive gut reaction,

528
00:37:47.679 --> 00:37:52.960
and it was very helpfulness of an
environment. However, right now there are

529
00:37:52.039 --> 00:37:55.559
very many people who manipulate us and
take advantage of us. You know,

530
00:37:55.760 --> 00:38:00.559
sign today, otherwise you'll lose out, and so on. There are many

531
00:38:00.639 --> 00:38:02.800
many things like this. Or of
course, on the other hand, let's

532
00:38:02.800 --> 00:38:07.159
say someone is giving you constructive,
critical feedback. Our temptation is to say,

533
00:38:07.199 --> 00:38:09.800
now you're completely wrong, what are
you talking about? Argue with this

534
00:38:09.840 --> 00:38:14.320
person. It's often not a good
idea to argue with this person, especially

535
00:38:14.400 --> 00:38:17.280
this is your supervisor. You want
to take the time to incorporate the information,

536
00:38:17.440 --> 00:38:21.679
listen to it, evaluate it effectively, as opposed to say no,

537
00:38:21.760 --> 00:38:23.199
you're wrong. Chain you know,
I'm not going to listen to you.

538
00:38:23.639 --> 00:38:30.679
So in order to turn on our
rational thinking a reason as opposed to jumping

539
00:38:30.679 --> 00:38:32.519
with our gut reactions, it takes
time. You know, your mom might

540
00:38:32.559 --> 00:38:37.079
have told you count to ten.
And this is actually not bad advice.

541
00:38:37.119 --> 00:38:39.000
This is what the recent research suggests. This is actually one of those pieces

542
00:38:39.039 --> 00:38:43.239
of advice that does make sense,
according to the research. So count to

543
00:38:43.280 --> 00:38:45.960
ten at least before you make a
decision that slows you down, gives you

544
00:38:46.000 --> 00:38:50.119
a little bit of time to evaluate
if it's a more important decision. Of

545
00:38:50.119 --> 00:38:52.880
course, you want to make sure
to ask the five questions about it before

546
00:38:52.920 --> 00:38:59.320
you jump forward. Now, the
next one that you talk about here,

547
00:38:59.320 --> 00:39:02.360
which I think is incredibly useful.
I see it in my coaching as well.

548
00:39:02.880 --> 00:39:07.400
It's consider alternative explanations and options.
And this is where listeners you can

549
00:39:07.440 --> 00:39:10.800
all just relate to this. Right, we experience something and we're just sure

550
00:39:10.880 --> 00:39:15.639
we know what happened and why that
person did what they did, and we

551
00:39:15.719 --> 00:39:20.039
make a decision in response. And
so I think this one is incredibly useful

552
00:39:20.079 --> 00:39:24.559
to consider alternative explanations and options of
why, what may have happened and what

553
00:39:24.760 --> 00:39:29.719
maybe just standing back for a second
to ask that question. Yes, and

554
00:39:29.760 --> 00:39:32.559
this is especially important for the fundamental
attribution error, especially now that you know

555
00:39:32.599 --> 00:39:36.519
about it, you can consider it
if you take the time to step back

556
00:39:36.559 --> 00:39:38.199
and say, hey, what are
the alternative explanations here? You know,

557
00:39:38.360 --> 00:39:45.039
maybe maybe the skype call cut off, and maybe it wasn't maybe the employee

558
00:39:45.039 --> 00:39:47.960
didn't hang up, and maybe the
employe shouldn't be fired, is one example.

559
00:39:49.000 --> 00:39:52.920
Another example, let's say your boss
is cut to you for some reason

560
00:39:52.079 --> 00:39:55.840
or other and you now think,
oh, you know, you get your

561
00:39:55.840 --> 00:39:59.639
mind track on a negative track and
say, why why did my boss mean

562
00:39:59.679 --> 00:40:01.400
to me? You know, what's
the problem? What do they do?

563
00:40:01.440 --> 00:40:05.880
And you start thinking about what you've
done over the last day, over the

564
00:40:05.920 --> 00:40:09.639
last week, and you know,
you end up going into a spiral of

565
00:40:09.679 --> 00:40:16.480
doom and start polishing off your resume. Whereas and that happens. I know,

566
00:40:16.559 --> 00:40:20.639
this happens, you know, I
know. Yeah, yeah, So

567
00:40:20.679 --> 00:40:23.519
there are some people who are pessimistically
oriented for whom that happens, and I've

568
00:40:23.559 --> 00:40:28.880
coached them and that that's really helpful
to address the sort of spiral of doom

569
00:40:28.920 --> 00:40:31.159
to actually step back and say,
hey, you know, maybe my boss

570
00:40:31.199 --> 00:40:35.559
is having a bad day. Maybe
you know his child is sick or something

571
00:40:35.599 --> 00:40:38.519
like that. So take the time
to step back and evaluate the situation and

572
00:40:38.559 --> 00:40:43.039
then approach your boss at a later
point in time and see how your boss

573
00:40:43.039 --> 00:40:45.320
reacts to you at that point,
and maybe the boss will be in a

574
00:40:45.360 --> 00:40:50.480
better mood. Yeah. And I
think part of what you're really getting to

575
00:40:50.639 --> 00:40:53.679
is that we need to suspend surety
that we know what's really here and we've

576
00:40:53.760 --> 00:40:58.199
got it, we know why this
is and just stepping back to suspend our

577
00:40:58.239 --> 00:41:01.239
belief that this is what we've to
believe, I think is incredibly useful.

578
00:41:01.880 --> 00:41:07.440
Yes, okay, so development,
it's a development of the characteristic of humility,

579
00:41:07.679 --> 00:41:10.639
which I think is all lacking nowadays
and the top abology. Yes,

580
00:41:10.760 --> 00:41:15.599
the humility about making judgments about the
evaluations that we have of the world around

581
00:41:15.679 --> 00:41:21.840
us is incredibly important and again goes
against that intuitive gut reaction. It's a

582
00:41:21.880 --> 00:41:25.960
counterintuitive technique to be humble about our
decisions, and that's because we tend to

583
00:41:25.960 --> 00:41:31.280
be greatly over confident about both right, both positive decisions, optimistic decisions.

584
00:41:31.280 --> 00:41:36.239
And negative negative evaluations. We tend
to be greatly over confident. We make

585
00:41:36.320 --> 00:41:38.239
judgments way too fast, and we
need to step back, slow down our

586
00:41:38.320 --> 00:41:44.320
judgment and be more humble about our
evaluations. Agreed and so nicely said too

587
00:41:44.360 --> 00:41:46.679
in your book, it's so easy
to understand what you're all your examples and

588
00:41:46.719 --> 00:41:51.320
the way you go through and talk
about them, Supersky incredibly useful. That

589
00:41:51.599 --> 00:41:54.760
just helps us really get present to
what you're writing about, where are we

590
00:41:54.840 --> 00:41:58.719
in that and what we can do
about that. I just found that very

591
00:41:58.840 --> 00:42:02.000
very easy to follow. Thank you
so much. You're welcome now. You

592
00:42:02.000 --> 00:42:05.920
did talk about a few other other
tools there, but I wasn't sure.

593
00:42:05.960 --> 00:42:07.079
I want to make sure that you
have enough time to go to your eight

594
00:42:07.079 --> 00:42:09.840
step decision making models, so would
be maybe you want to do that next,

595
00:42:09.880 --> 00:42:12.639
and if we have more time to
get a couple more of the other

596
00:42:12.840 --> 00:42:15.079
tools that you talked about. I
want to make sure to hit the probabilistic

597
00:42:15.119 --> 00:42:19.920
thinking because I think that's so important
that people don't think about this nearly enough.

598
00:42:20.559 --> 00:42:22.039
Again, because of our gut reactions, we have a very black and

599
00:42:22.119 --> 00:42:25.800
white perspective in the world. We
have either a zero or one hundred percent

600
00:42:27.039 --> 00:42:31.719
perspective on what's going on zero one
hundred black people white, Whereas we need

601
00:42:31.760 --> 00:42:36.079
to be much more humble about this. We need to have much more shades

602
00:42:36.119 --> 00:42:39.079
of gray. And that's what probabilistic
thinking is about. It's about developing a

603
00:42:39.159 --> 00:42:43.679
shades of gray perspective, you know, saying that, hey, maybe this

604
00:42:43.760 --> 00:42:47.079
product which I'm about to launch,
maybe it has an eighty percent chance of

605
00:42:47.119 --> 00:42:52.519
working. And that's not one hundred
percent chance. It's not zero percent chance,

606
00:42:52.760 --> 00:42:55.679
it's an eighty percent chance. So
how do I proceed forward with an

607
00:42:55.679 --> 00:43:00.719
eighty percent chance of working? Or
saying let's say you're making a career decision

608
00:43:00.920 --> 00:43:02.320
and you think, hey, you
know, I'm going for that promotion it

609
00:43:02.360 --> 00:43:06.760
has a twenty percent chance of working. Most people if they think that,

610
00:43:07.079 --> 00:43:08.679
if a part of them thinks that, you know, maybe it has only

611
00:43:08.719 --> 00:43:12.800
a small percent chance of working,
twenty percent chance of working, they actually

612
00:43:12.800 --> 00:43:15.199
won't go through it. It's a
black situation. It's a zero percent chance.

613
00:43:15.239 --> 00:43:19.719
That's how they intuitively evaluated. Whereas, if you have a twenty percent

614
00:43:19.840 --> 00:43:22.920
chance of working for going for a
promotion, you might really want to consider

615
00:43:22.960 --> 00:43:27.400
taking that chance if you have a
good outcome on it's worth of time.

616
00:43:27.719 --> 00:43:31.079
So that's kind of a probabilistic thing
thinking approach that we need to develop in

617
00:43:31.159 --> 00:43:37.840
ourselves. Another aspect of probabilistic thinking
that is incredibly important is to step outside

618
00:43:37.840 --> 00:43:42.920
of ourselves be less confident about our
So we tend to be very optimistic about

619
00:43:42.920 --> 00:43:45.760
ourselves. We tend to think we're
awesome and all our plans will come true

620
00:43:45.800 --> 00:43:51.079
and so on, and in reality, may very many people fail. I

621
00:43:51.159 --> 00:43:54.639
mentioned at the beginning that about have
of all startups fail within the first five

622
00:43:54.719 --> 00:43:58.880
years, about two thirds of them
fail within the first ten years. So

623
00:43:58.920 --> 00:44:01.760
if you want to start a business, you need to ask why your business

624
00:44:01.760 --> 00:44:07.239
will succeed. When two thirds of
all businesses fail within the first ten years,

625
00:44:07.559 --> 00:44:12.440
that means you need to be somewhat
more skeptical than you would be about

626
00:44:13.039 --> 00:44:15.400
the success of your business. Maybe
you don't want to invest your life savings

627
00:44:15.400 --> 00:44:17.760
into it, that's kind of one
On the one hand, maybe you want

628
00:44:17.800 --> 00:44:22.000
to prepare more, do a little
bit more research before you invest into it.

629
00:44:22.280 --> 00:44:25.599
And that's in the small entrepreneurs.
For large companies and mid sized companies,

630
00:44:25.920 --> 00:44:30.079
a big, big, big problem
is mergers and acquisitions. About eighty

631
00:44:30.079 --> 00:44:35.159
percent of mergers and acquisitions fail.
They fail to create value. I want

632
00:44:35.159 --> 00:44:37.800
to highlight this, about eighty percent
of them fail to create value for companies.

633
00:44:38.039 --> 00:44:42.239
They destroy value rather than create it. So you want to be very

634
00:44:42.239 --> 00:44:46.719
skeptical, skeptical, skeptical of people
telling you to do a merger and acquisitions

635
00:44:46.760 --> 00:44:52.639
because it's much more likely to fail
and succeed. You need to have many

636
00:44:52.639 --> 00:44:55.039
more reasons for why it will succeed
before you decide to go forward. And

637
00:44:55.079 --> 00:44:59.519
that's something that I do a lot
of consulting around and many leaders I would

638
00:44:59.559 --> 00:45:01.400
like to hear, but it actually
saves them a great deal of money going

639
00:45:01.400 --> 00:45:06.480
forward. Let's golden, right there, Just golden. Okay, so we're

640
00:45:06.480 --> 00:45:08.880
getting very closely into the show here, doctor Supersky, if you could say,

641
00:45:08.960 --> 00:45:13.960
in maybe two and a half three
minutes at least high level, take

642
00:45:14.000 --> 00:45:16.039
us through your eight step decision making
model. Yes, so this is a

643
00:45:16.199 --> 00:45:21.639
really important decision making model for significant
decisions, serious decisions. We already went

644
00:45:21.679 --> 00:45:24.239
for the five questions for everyday decisions. This is for serious decisions. The

645
00:45:24.280 --> 00:45:29.400
first step, identify the need for
decision to be made. Again, identify

646
00:45:29.480 --> 00:45:32.559
the need for decision to be made. Bowing failed to identify the need for

647
00:45:32.599 --> 00:45:37.039
a decision to be made about the
sevent thirty seven MAX. After the first

648
00:45:37.119 --> 00:45:39.559
crash, they just kept going as
still no problem happened, and that was

649
00:45:39.599 --> 00:45:43.480
a very big problem for Boeing.
And you don't want to be in the

650
00:45:43.519 --> 00:45:46.639
same shoes that Bond was. Second, gather relevant information from a variety of

651
00:45:46.639 --> 00:45:51.199
and the formed perspectives on the issue
at hand. Don't only go to the

652
00:45:51.199 --> 00:45:54.079
people who agree with you Overwhelmingly,
we tend to go to people who agree

653
00:45:54.079 --> 00:45:58.400
with us because we're going with our
emotions. We want to think that the

654
00:45:58.400 --> 00:46:00.960
decision we made is right, so
we go to the yes people, the

655
00:46:00.000 --> 00:46:05.840
supportive ones, as opposed to going
to people who would be objective trust an

656
00:46:05.880 --> 00:46:12.000
objective advisors, get their perspectives,
including negative information value negative information especially highly.

657
00:46:12.320 --> 00:46:15.519
Then decide on the goals you want
to reach and the vision of the

658
00:46:15.559 --> 00:46:17.559
outcome. If you don't know the
goals that you want to reach, your

659
00:46:17.599 --> 00:46:22.440
decision will not likely not succeed.
If you don't have a clear vision of

660
00:46:22.480 --> 00:46:28.039
where you want. Then develop clear
decision making criteria to evaluate the various options

661
00:46:28.280 --> 00:46:31.280
you want. To develop those criteria
in advance before the options get into play,

662
00:46:31.519 --> 00:46:36.280
so you will not be weighed by
the options. Next, generate viable

663
00:46:36.280 --> 00:46:38.840
options to achieve your goals. We
tend to generate many less options than we

664
00:46:38.920 --> 00:46:44.079
need to. We settle for the
first available good option rather than going for

665
00:46:44.119 --> 00:46:47.079
the better options. And we need
to go for the better options on significant

666
00:46:47.079 --> 00:46:51.559
decisions. Next, wagh these options. Pick the best of the bunch.

667
00:46:51.840 --> 00:46:55.159
When you're weighing, you value the
decision making criteria, don't hold them as

668
00:46:55.159 --> 00:47:00.400
equal. You know, when you're
evaluating somebody for a job, sometimes sality

669
00:47:00.440 --> 00:47:02.639
will be more important for you.
Sometimes that are fitting the company, sometimes

670
00:47:02.639 --> 00:47:07.840
that expertise, sometimes on our network. So evaluate the various decision making credits.

671
00:47:07.880 --> 00:47:10.559
Here you see what's most important to
you as you value the contenders.

672
00:47:10.960 --> 00:47:15.960
Next, implement the option you choose, and very importantly, Step eight,

673
00:47:15.039 --> 00:47:20.679
evaluate the implementation process and revises needed. Very important to not simply say,

674
00:47:20.760 --> 00:47:22.639
hey made the decision, I'm going
through with it. Sometimes we'll make that

675
00:47:22.719 --> 00:47:25.760
wrong decision, and it's very important
to be able to change your mind.

676
00:47:25.800 --> 00:47:29.679
It's one of the biggest biggest skills
that you need to develop, and the

677
00:47:29.840 --> 00:47:34.079
book talks about the ability to be
humble and change your mind. Revising your

678
00:47:34.119 --> 00:47:38.920
decision in the implementation stage as needed
based on the evidence. We really appreciate

679
00:47:38.960 --> 00:47:40.880
that you took us through that.
I know you and I spoke before we

680
00:47:40.880 --> 00:47:44.239
got on air that it was important
for both of us that we really made

681
00:47:44.239 --> 00:47:46.960
sure our listeners walked away with something
that they could really use today. Now,

682
00:47:46.960 --> 00:47:50.360
listeners, if you can catch all
that, you got two options.

683
00:47:50.440 --> 00:47:52.880
Get the book that's one, and
also re listen to this podcast. There's

684
00:47:52.920 --> 00:47:58.079
a tremendous amount of value in this
Doctor Supersky. I'm so glad our paths

685
00:47:58.079 --> 00:48:00.519
have crossed. I thank you so
much for coming on air, being you,

686
00:48:00.920 --> 00:48:02.960
doing the work that you're doing,
and sharing us with yourself or sharing

687
00:48:04.039 --> 00:48:06.880
yourself with us. Thank you so
much, Elsa. It's been a pleasure.

688
00:48:06.920 --> 00:48:08.519
And again, thank you so much
for all the heart, effort and

689
00:48:08.639 --> 00:48:13.679
the research you put into preparing for
the podcast. My pleasure and I'm better

690
00:48:13.679 --> 00:48:15.039
for it. Thank you so,
listeners. If you want to learn more

691
00:48:15.039 --> 00:48:19.960
about doctor Glebsuperski, his books,
or the work he does helping professionals avoid

692
00:48:20.000 --> 00:48:23.519
business disasters, go to his website. It's Disaster Avoidance Experts dot com.

693
00:48:23.559 --> 00:48:29.199
Again Disaster Avoidance Experts dot com.
Last week. If you missed the live

694
00:48:29.239 --> 00:48:31.000
show, you can always care to
be a recorded podcast. We were on

695
00:48:31.039 --> 00:48:34.800
the air with Lynn Franks, who, at age seventy one, is a

696
00:48:34.840 --> 00:48:37.800
true renaissance woman who has established a
well being hub in Somerset, England,

697
00:48:37.920 --> 00:48:42.840
and continues to contribute to human rights, women's empowerment, and climate initiatives.

698
00:48:43.119 --> 00:48:45.880
Next week, we'll be on the
air with Chris Dunn talking about his passion

699
00:48:45.920 --> 00:48:47.760
to train great managers. See you
there, and remember that work is at

700
00:48:47.800 --> 00:48:54.079
least a third rde life, So
let's work on purpose. We hope you've

701
00:48:54.159 --> 00:48:59.159
enjoyed this week's program. Be sure
to tune in to Working on Purpose,

702
00:48:59.480 --> 00:49:04.840
featuring your host Alice Cortez, each
week on the Voice America Empowerment Channel.

703
00:49:05.360 --> 00:49:07.519
This week, find your life's purpose
at work.