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 Cortes. 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 Cortes. Welcome back to

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Working on Purpose show. Thanks for
tuning in again this week. I'm your

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host, Elise Cortes, joining you
live from Dallas, which is home base

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

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

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

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

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and share my own experience consulting speaking
into workforces across the globe each week.

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

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in life or work, and if
I can do anything to help you along

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your journey. Go to my website
at Aleascortes dot com and use the contact

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me future to message me. Let's
open a conversation and explore what's going on

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for you and see how I might
be able to help. Whether you want

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to learn more about developing a purpose
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a catch fire online community to stoke
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or you'd like me to speak for
your company or conference at any rate.

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I'm glad we're connected, and thanks
for listening. Now onto this week's

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program with us today is doctor Glebe
Superski. He's the author of Never Go

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with Your Gut, How Pioneering Leaders
make the best decisions and Avoid Business Disasters.

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Known as the disaster Avoidance Expert,
he is on a mission to protect

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

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making strategies via consulting, coaching,
and training from disaster avoidance experts. We'll

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be talking about the numerous kinds of
cognitive biases he covers in his book and

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what we can do to learn how
to circumvent them. He joins the Today

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from Columbus, Ohio, which is
home of the Buckeyes. Doctor Sippersky,

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welcome to Working on Purpose. Thank
you so much, Alise, it's a

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pleasure, and go box. All
right. Well, I'm so glad we

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

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we got on there, that I
really take a lot of joy and delight

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in being able to encounter authors like
you who teach me something. And I

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do read the books cover to cover
as I did yours, So I really

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

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that learning with my listeners. So
I have a lot of questions for you.

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Are you ready? I'm ready,
And as I said when we were

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discussing this by email, I'm very
impressed. You are the most detailed question

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You have created the most detailed questions
of any host that have ever had the

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pleasure to be interviewed by. Well, thank you for that. I really

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

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I think it's important that we talk
about these kinds of things that are going

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to be so obvious to people when
we bring them up. But talking about

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gut instincts and decisions and our trinity
to make a decision because it just feels

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right right. We've all said and
heard of the people say that before.

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Talk to us about, just on
a high level, why this is a

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bad idea. It's a bad idea
because our feelings often lie to us when

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we feel something. You know,
you know, people who are depressed,

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when they feel sad, there's not
necessarily anything sad externally to be said about.

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When people who are anxious, there's
not necessarily any threat out there.

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They just feel that way, and
they because they feel that way, they

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

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we're not said or depressed, work
the same way. They don't necessarily indicate

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anything about the world around us.
So just because something feels right, something

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

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is actually true. Because our feelings
are not adapted for the modern environment.

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

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We've had the internet around since the
nineteen nineties only, and it's changed so

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much. We're not adapted for that
our gut reactions, according to the most

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current research, are actually adapted for
the savannah environment when we were hunters and

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foragers and gatherers living in small tribes
of fifteen people to one hundred and fifty

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people maximum. So we are very
influenced by the tribal instinct we like,

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we feel right about people who are
like us, who are similar to us,

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similar values, similar thought patterns.
So that's the tribalism. Then another

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aspect of tribalism is our desire to
climb to the top of the social hierarchy.

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We feel right about being at the
top, so that's another element of

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things. Now. Big other series
of problems with try with our gut instincts

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is the fight or flight response,
which was again very important in our savage

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ancestors for them to jump one hundred
shadows to get away from the saber tooth

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tiger. You might have heard of
the saber tooth tiger response. We have

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many less sabretooth tigers in our current
life right now, but we do jump

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at those shadows. We make immediate
decisions that lead us into terrible directions and

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a great deal of stress. We
have so much stress, partially because we

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greatly overreact to threats and we jump
in the wrong directions. So the tribalism,

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the fight or flight response, all
of those and just in general our

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gut intuitions not being adapted for the
modern environment cause us to make really problematic

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decisions based on feeling that something is
right. Very very well started there for

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us to really get grounded into where
this comes from, and listeners, the

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idea here and the way we've set
this conversation up is we're going to presence

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some of these cognitive biases that you're
going to recognize for yourselves, and we're

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going to give you some solutions.
So first we want to surface where why

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they're problematic, and the next thing
is going to be a numerical grounding here.

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So one of the things that I
thought was great about your book.

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Things about your book are great,
but one of the things I really appreciated

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too, is you talk about a
study that was published in Leadership IP where

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one thousand and eighty seven board members
from two hundred and eighty six organizations that

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forced out their CEOs found that more
than twenty percent of the CEO has got

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fired for denying reality, meaning they
refuse to recognize negative aspects about their organization's

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performance. To say more about that. Sure, so for those folks who

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might have been reading Dilbert, you
might recognize pointy haired bosses in your life

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and points of haired CEOs, and
you don't want to be too negative about

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these people. They deny reality.
They deny reality because they think they're good.

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They think their decisions are good,
and therefore they simply can't see and

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accept, more importantly, accept negative
information about the company, negative information about

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the company's performance. This is a
cognitive bias called the confirmation bias. It's

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one of the biggest to biases out
there. And to be clear, there

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are over one hundred cognitive biases that
we've discovered so far. We discover more

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every month. If you want to
check them out, you can go on

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Wikipedia look up cognitive biases. You'll
see over one hundred of them. It's

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actually, you know, Wikipedia don't
always recommend it, but in this case

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it's a good resource. And of
course, my book Never Go There Got

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How Pioneering Leaders make the best decisions
and Aboid business disasters, focuses on the

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thirty most dangerous ones for leaders.
The confirmation bias causes us to one ignore

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

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

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current dispositions, what they believe about
themselves and what they believe about the company,

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

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

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themselves not to. So that's how
you get these numbers that over twenty percent

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of leaders are fired simply for denying
reality. And that's a very dangerous,

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

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leaders. Happens in all levels on
the top level. Look what happened with

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we Work recently, where the company
was worth seventy five billion at the beginning

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of twenty nineteen, seventy five billion. Right now it's worth seven billion at

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

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

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

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need to go forward. We need
to go the initial public offering. A

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

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

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

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

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

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

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that were worth 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 powers 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 Siperski to help us
really get grounded into why this is such

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a 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

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

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And I think about some of the
decisions, major decisions I put of my

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life that should have been made before. Can you tell us more about this

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bias so that we can identify where
it might be showing up for us,

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and maybe how to start to interviewing. We'll talk more about the solutions later,

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but at least presents that for us. So the status quo bias is

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one of the biases that really is
insidious. It's really problematic for us.

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What it is about is our tendency
to not change when we really should change.

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We tend to stick too much to
the status quo. And the biggest

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reason behind the status quo bias is
our uncertainty about the future. We are

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more afraid of uncertainty than of a
certain loss. Often we are more afraid

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of what's uncertain about the future than
a certain loss, so we just keep

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going where we are and we don't
change paths. It caused us a lot

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of problems the whole variety of areas, 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 stake in business

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relationships much longer than they should.
And of course in professional lives, people

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stick in staying jobs career tracks that
they really should change, even though that

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they know that they should change it, and they don't because of the status

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quo bis. They're afraid about the
uncertainty. And of course one of the

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things that you need to do in
order to address the status quo bis,

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perhaps the biggest one is to learn
how to be comfortable with uncertainty. And

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this is again we're going an example
of a solution to this sort of thing

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is to consider what would be the
alternatives to this uncertainty. Now you can

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stick with your current career track,
where would you get in ten years,

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what would be happen if you change
your career track? What would be an

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alternative path? So think about that
and think about where you would like to

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be in ten years from now.
That's a good way of addressing uncertainty.

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And there's a lot of other stes
like this, but this is kind of

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the way you want to be thinking. It's a very counterintuitive way of thinking,

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but it's the way of thinking that
we need to take to be to

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go from this natural primitive state which
we are all in right now because we

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having been trained. It's like we
are at the stage before we learned to

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eat with our forks and knives instead
of our hands. We're all deciding in

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the way that we eat with our
hands. We need to learn how to

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eat with our forks and knives,
go from the natural state to the from

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the natural state to the civilized state, to have civilized decision making, decide

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with our forks and knives instead of
deciding with our hands. Very well said,

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and on that note, I think
it's pretty important to take a question

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we got from one of our listeners
who's listening to this live show, Kim,

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thanks for listening. She's asking am
I correct to say that our gut

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feeling is always wrong. Our gut
feeling is not always wrong. It's just

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that we don't know whether it's right
or wrong. So sometimes if you have

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negative feelings about someone, it might
be that that person is problematic for your

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problematic for your life, might be
a bad employee. However, often what

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we find is that when you're interviewing
a potential employee, your negative feelings about

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that employee may simply have to do
with that person not being from your tribe.

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That person so we're all giving an
interesting example. So here I am

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in Columbus, Ohio, which is
the home of the Buckeyes. That's the

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big football team around here. Are
big rivals. Football rivals are the Michigan

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Wolverines. That's our big rivals.
Would just be them. This Saturday,

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it was great, But I was
giving a presentation to a local HR group,

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the Central Ohio which is this area
HR group, over one hundred HR

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professionals at the Local Diversity Inclusion Conference
in twenty eighteen, and I asked them,

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how many of you, one hundred
DHR professionals who are making decisions on

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employment, how many of you would
hire a Michigan fan, University of Michigan

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fan. You know how many is
their hands free free people in hr diversity

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Inclusion conference would hire a Michigan fan. This is tribalism at the extreme.

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Of course they're being a Michigan fan
has nothing to do with their job performance,

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but they still wouldn't hire them,
And so our it's their negative feelings

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about these people just because they're Michigan
fans. So you can't trust your gut

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is the key. Our got may
be right or maybe wrong, but it's

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not trustworthy. You should not trust
your gun. You should always check with

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your head. That's why I say
with the title of my book, never

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go with your gut. You should
always check with your head and you can

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determine maybe your God is right,
maybe it's wrong, but you shouldn't trust

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it. Very useful, very very
useful. I'm sure the listeners were wondering

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that same question, Kim, so
thank you for posing it. Okay,

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let's get to another one here.
We've we've got time for one more of

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these that I wanted to address,
and that's the fundamental attribution error, which

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I think you also call the correspondence
bias, and that is attributing the behavior

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of other people to their personality and
not to the situation which the behavior occurs.

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And you talk about it a very
very interesting example in the book,

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and I don't know if you remembered
or not if you want me to give

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it to you, but would you
say a little bit more about maybe share

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an example, if not that one
from the book, and help us understand

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why this is problematic. Sure,
so, I give a number of examples

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in the book, But I think
you mentioned something about somebody talking on the

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phone. So there was a coaching
Yes, I'm a coach, a consultant

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speaker of trader I was coaching a
CEO of a company that had many staff

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working from home, and he told
me about an incident. That was a

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situation where that involvement employee who had
a heated Skype exchange with an HR manager

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over a conflict that they were having. Now, the Skype call disconnected and

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the HR manager went to the CEO
and told the CEO that the employee hung

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up on her. The CEO fired
the employee on the spot immediately. Unfortunately,

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as the CEO later found out,
it was just a disconnection. You

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know, things happen. But the
CEO didn't really think about the issues so

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far. The CEO attributed negative behavior
to the employee just because of what the

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HR manager said. And this is
the broader problem of the fundamental attribution error.

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We tend to attribute. We tend
to attribute to people's personalities things that

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are actually the result of the external
environment, and we tend to attribute negative

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things to other people. That's the
typical attribution, that's the fundamental attribution error.

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We tend to attribute negative things in
the external environment to people as opposed

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to just the situation, external context, and so on. By contrast,

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we tend to attribute positive things or
neutral things to ourselves. So let's talk

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about the example of driving. And
if you see somebody cutting you off,

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you know, just cutting you off, you tend to think, oh,

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what a jerk, you know,
just cut me off. But if you

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are changing lanes and you don't see
someone, someone's in your blind spot and

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you cut them off, you don't
think of yourself as a jerk, right,

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that's not a tendency. The CEO, if something happened and call disconnected

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with him would think of himself as
a jerk. That would not be the

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tendency. So we tend to think
in a much more negative way about other

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people than they deserve. And that's
the fundamental attribution error that we attribute to

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them external factors that have to do
with environment to them as a personality in

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a negative way. Excellent, well
said, and let's on that. No

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grab our first break. I'm Alice
Cortes, your host. We've been on

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the year with doctor Gleb Superski.
He's the author of Never Go with Your

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Gut, How Pioneering Leaders make the
best decisions and avoid business disasters. He

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joined you today from Columbus, Ohio, home of the buck Eyes. We've

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been talking about a few of the
cognitive biases that are in his book.

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After the rake will hit a few
more, and at the end we're going

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to talk about some solutions. Stay
with us, we'll be right back.

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Elise Cortes is a speaker and engagement
and development catalyst. She designs and delivers

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professional development, leadership and engagement workshops
and can bring her expertise to your organization.

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00:18:15.880 --> 00:18:19.920
She will help ignite meaningful development within
your workforce that will increase employee engagement,

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00:18:21.000 --> 00:18:25.000
performance and retention. To learn more
or to invite Elise to speak to

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your organization, please visit her at
www dot Elisecortes dot com. She would

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welcome the opportunity to help get your
employees working on purpose. This is working

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on Purpose with Elise Cortes. To
reach our program today, send an email

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to a lease Alise at Alisecortes dot
com. Now back to working on purpose.

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Interesting with us and welcome back to
working on purpose if you're just joining

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us. My guest is doctor Gleb
Siperski. He's the author of Never Go

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with Your Gut, How Pioneering Leaders
make the best decisions and avoid business disasters.

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Known as the Disaster Avoidance Expert,
he is on a mission to protect

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

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effective decision making strategies via his consulting, coaching, and training from disaster avoidance

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experts. I'm your host, Elise
Cortez. So for this next segment,

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let's go ahead and talk about a
few more of those cognitive biases. And

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then at the last segment, we're
going to talk about some solutions. One

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that I'm definitely interested in, especially
if advantage. Point of my interested in

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my interest in diversity and inclusion is
group attribution error, Oh my goodness,

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the idea of perceiving that an individual
group member reflects the whole groups, or

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when we perceive that the group's overall
characteristics determine the nature of the individuals in

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that group. So this is an
enormous stereotype problem. Help us better understand

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this one, yes, So we
come to think that if we see one

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person behaving in a negative way,
the person represents the group as a whole.

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So there are two elements here that
are important. There's the group attribution

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error, which you just mentioned,
and the other one, which is similar

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to it, the ultimate attribution error, where we basically we message tribute problematic

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group behaviors or group behaviors that we
don't like, to the internal traits of

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the groups as opposed to external dynamics
going on. So, diverse inclusion is

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a big area, and this is
something that I'm an expert in. I

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give a lot of presentations diverse inclusion
conferences, and this is something that people

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don't tend to consider enough. The
way that our brains cause us to make

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bad decisions. When diverse inclusion experts
often present, they use shame and guilt,

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and this is really problematic. When
they use shame and guilt because the

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people who are in positions of power
are not necessarily doing it out of maliciousness,

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They're doing it because of these judgment
errors. I'll give an example.

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I'm often when I speak about diversity, I speak to white male managers and

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I tell them that, hey,
here are the statistics. White male managers

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often are promoted on average, are
promoted at a greater rate, offered higher

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salaries, included within informal networks,
given better access than women or people who

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are not white. So males,
white is privilege. You get a lot

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of power from that, and a
lot of white males kind of get up

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in arms about it. They say, well, you know, there's a

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lot of reasons why we do so. We are that we're great performers.

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They tend to say, let's talk
about women. They say that women often

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take time off to care for the
family, or maybe they talk about how

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certain ethnic minorities don't fit well within
the culture of the company. So those

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are often the things I hear from
white male managers when they talk back about

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these issues. And what I do
is I show them studies that control for

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the time that women take care,
go to take care of their families and

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so on, and show that white
male managers still tend to be promoted at

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a much higher rate. You know, we have statistics showing that if you

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send the same resume to hiring to
hiring managers and just give a name that's

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either female or male, they will
very much prefer to call back the male

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as opposed to the female. If
you give the same resumes to hiring managers,

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same resume and have African American sounding
names versus white sounding names, they

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will overwhelmingly pick the white sounding names. So this is pure statistics. This

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is what happens, you know.
And there are these things really impact us

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in a negative way and we don't
even notice that they happen just because of

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these judgment errors that are going on
in our minds. So people shouldn't use

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blame or judgment or guilt. We
just have to acknowledge that this is what

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happens in our minds and we have
to work against it without blaming people and

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shaming people. Very very well said, very very important. And I see

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this too. And the people that
I run into doctor Superski, where maybe

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they've had one bad interaction with a
certain person from a certain country and therefore

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they're like, well, I don't
like anybody from that country, can't trust

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them or whatever. I see that
very very frequently, and that is so

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important. I stand so much to
help us unite across the globe versus separate

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from each other. So I just
think the work that you're doing is so

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important. Thank you so much.
You're welcome. So let's go on to

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another one that I think is also
very significant that I've seen out there.

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And of course, since it's in
your book and we know it's in the

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top thirty false consensus effect. So
when we overestimate the extent to which other

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people think and feel the way we
do, or this is huge. So

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you describe the scenario in your book
that a software company was trying to incent

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the engineers to sell more software by
providing incentive pay and it didn't work.

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So say more about why this was
a disconnect here. Sure, So,

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when salespeople and marketing people are strongly
motivated by financial incentives, they often work,

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especially sales, they often work on
commission. And the sales manager in

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this case and a software company for
which I was doing consulting wanted to incentivize

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the engineers to do more selling.
This was an engineer. This was something

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that they wanted to do to get
more sales, so outsourcing some of them

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to the engineers. Now engineers,
you might not be surprised. Software engineers

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are not really into sales and marketing
activities. And when they were incentivized financially,

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which is what sales managers would tend
to use, that's how they think.

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That's how the leadership, the company
leadership. To be clear, the

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CEO was relatively new and he came
from a sales background, so he was

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also kind of behind this initiative.
And the engineers weren't doing it. They

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were given training, they weren't doing
it. They really were not motivated to

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it. So they thought that these
engineers might be lazy, they're incompetent.

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They hired me to deal with it. This is often an area I deal

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with employee engagement, especially within the
loally minded employees, so engineers, hard

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engineers, soft engineers, or cybersecurity
folks, so risk managers. And they

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brought me in and I talked to
them, and I said, hey,

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you know what's going on. I
did some studies, I did some peer

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interviews, and I found out that
the engineer. Software engineers just weren't motivated

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to perform to do sales, they
just weren't interested in it. And I

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went back to the sales team and
the leadership and I told them, hey,

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you know, the language that you're
using and the incentives that you're using,

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they're just not working for these engineers. They're not feeling it. They're

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not really emotionally motivated to engage in
this. And the sales manager looked at

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me and he said, software engineers
have emotions. I remember reading that lapping

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out loud. Yes, yeah,
it was, it was. It was.

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It was really a striking because sales
people, they are very expressive,

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they're very extroverted. They expressed their
emotions. Software engineers programmers are not very

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expressed at all. They tend to
be come off as cold and technical.

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But of course they're driven by emotions. We all are. If you look

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at the research on this, the
recent research shows that we're driven by emotions

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in about eighty to ninety percent of
our decisions and our behave our behaviors.

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So this is the critical thing to
realize. We're all driven by emotions.

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If you want to get motivate people
to do something. You need to figure

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out what are their emotions and how
do you get them to go aligne with

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

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

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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 sales zed
than they actually were. So this was

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

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

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reputation, reputation among their peers.
So that's what we oriented to. We

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changed what the reputational incentives, We
changed what people were praised for, what

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they 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

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

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

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starting to recognizing yourself as I did
when I was reading the book, maybe

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

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And what I would also say,
and the last one you just talked about

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

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

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what happens is, for example,
we see women who get passed over for

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

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you know, a little bit less
on my on my plate when I

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was taking care of a child,
So therefore I'm going to go ahead and

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pass or over because that's what I
would want. Well, did you check

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with her? Did you ask her? Does she want to be passed over?

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Because she's got a new born?
So there's just so much really important

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stuff. And the way that we
can start to see the work that you've

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done and apply it in the workplace
and in our lives and really make a

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difference in the quality of decisions that
we make. Absolutely so we have time

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maybe for one more before we go
on our next break. So I think

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the one that I want to talk
about here is the attentional attentional bias,

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and you describe it as a dangerous
judgment eraror in which we tend to pay

400
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attention to the most emotionally salient factors
in our immediate environment, ones that feel

401
00:28:37.640 --> 00:28:40.640
like they are the most critical,
whether or not they're actually the most important

402
00:28:40.640 --> 00:28:42.599
ones. And you tell us how
we can learn to if you tell us

403
00:28:42.599 --> 00:28:47.480
we can actually recognize this, what
does it look like? How would we

404
00:28:47.559 --> 00:28:52.640
know we're doing this? So the
first thing to recognize is is our thinking

405
00:28:52.680 --> 00:28:57.839
pattern actually matching matching reality and what
is important to the other people around us.

406
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We can look at dextal perspectives of
other people, see what they're paying

407
00:29:02.640 --> 00:29:04.799
attention to and make sure that,
hey, are we paying attention to the

408
00:29:04.880 --> 00:29:08.160
right things? Are we paying attention
to what the majority is paying attention to?

409
00:29:08.480 --> 00:29:14.400
Because sometimes often other people will recognize
things that are going on in our

410
00:29:14.480 --> 00:29:18.279
environment that we don't. Let's give
let's take a look at an example.

411
00:29:18.319 --> 00:29:22.279
Think about back to what happened with
Uber. Uber was a very it's still

412
00:29:22.359 --> 00:29:27.240
quite a profitable company, not profitable, growing company, quite quite a lot

413
00:29:27.279 --> 00:29:32.000
of money. Now what happened with
Uber in twenty seventeen, we need to

414
00:29:32.000 --> 00:29:36.839
be considered in the context of the
me too movement. So Uber had culture

415
00:29:36.839 --> 00:29:41.319
that wasn't really addressing sexual harassment as
many other companies didn't at the time.

416
00:29:41.680 --> 00:29:47.279
They weren't really caring that sexual harassment
was happening inside the company, and as

417
00:29:47.319 --> 00:29:49.880
a result, they didn't really notice
that the me too movement was becoming more

418
00:29:49.920 --> 00:29:55.640
popular and it was people started caring
more and more about the problem of sexual

419
00:29:55.640 --> 00:30:00.359
harassment. And then once word got
out that Uber was and truly addressing sexual

420
00:30:00.359 --> 00:30:04.559
harassment, that became a real serious
issue for Uber. It went all the

421
00:30:04.559 --> 00:30:10.599
way to the top. The Seon
founder Travlnik was forced out all because they

422
00:30:10.599 --> 00:30:15.720
didn't notice this external change what other
people were paying attention to in their environment,

423
00:30:15.039 --> 00:30:18.799
and so that was a really big
problem for Uber. Now that's kind

424
00:30:18.839 --> 00:30:22.039
of on the one hand, another
hand, you'll take a look at what

425
00:30:22.200 --> 00:30:26.960
you are paying attention to that maybe
too much, too much attention to paid

426
00:30:26.079 --> 00:30:32.240
to something, and a prominent example
is airplane crashes. We tend to pay

427
00:30:32.279 --> 00:30:37.359
too much attention to things like airplane
crashes, things that draw our attention and

428
00:30:37.400 --> 00:30:40.240
it's violent, it's scary, there's
a lot of news on it, but

429
00:30:40.359 --> 00:30:45.279
the likelihood of dying in an airplane
crash is actually about one hundred times less

430
00:30:45.400 --> 00:30:48.519
than the likelihood of dying in the
same distance covered by car. So a

431
00:30:48.559 --> 00:30:53.799
lot of people travel by car because
they think it'll be safer, but that's

432
00:30:53.920 --> 00:30:57.279
actually not right. It's not safer
to travel by car. If you can

433
00:30:57.319 --> 00:31:00.839
go from Columbus a high where I
am, to Chicago, that's about seven

434
00:31:00.880 --> 00:31:06.160
hours. Many people take cars to
go there. I always take the plane

435
00:31:06.160 --> 00:31:07.839
because that's the safest way of going
there. It's much safer to go to

436
00:31:07.920 --> 00:31:11.839
Chicago by plane than by car.
And people make the wrong decisions and they

437
00:31:11.920 --> 00:31:17.519
die. They die by many Many
people die in car accidents every day because

438
00:31:17.559 --> 00:31:21.720
they make their wrong decisions about their
safety. So both of these aspects are

439
00:31:21.759 --> 00:31:25.319
important. We tend not to pay
attention to things that we actually should pay

440
00:31:25.319 --> 00:31:29.880
attention to, and we pay attention
to things that we shouldn't pay attention to.

441
00:31:30.119 --> 00:31:33.599
So notice where your beliefs are at
a position with what experts are saying

442
00:31:34.000 --> 00:31:40.519
about safety, about what's going on
about the baseline probabilities, and update toward

443
00:31:40.640 --> 00:31:45.519
what the experts believe. Extremely extremely
well said and useful. And let's grab

444
00:31:45.559 --> 00:31:48.680
our last break. I'm Malisee Cortez
your host. We're in the area Doctor

445
00:31:48.680 --> 00:31:52.400
Gleb Superski. He's the author of
Never Go with Your Gut, How Pioneering

446
00:31:52.480 --> 00:31:56.920
Leader. Pioneering leaders make the best
decisions and avoid business disasters. He judge

447
00:31:56.920 --> 00:31:59.359
you today from Columbus, Ohio,
home of the buck Eyes. He tells

448
00:31:59.400 --> 00:32:01.279
me, after the break, we're
going to now talk about solutions. Stay

449
00:32:01.319 --> 00:32:17.680
with us, We'll be right back. Alise Cortes is a speaker and engagement

450
00:32:17.720 --> 00:32:23.720
and development catalyst. She designs and
delivers professional development, leadership and engagement workshops

451
00:32:23.799 --> 00:32:29.480
and can bring her expertise to your
organization. She will help ignite meaningful development

452
00:32:29.519 --> 00:32:34.680
within your workforce that will increase employee
engagement, performance and retention. To learn

453
00:32:34.680 --> 00:32:37.559
more or to invite Elise to speak
to your organization, please visit her at

454
00:32:37.680 --> 00:32:44.079
www dot Elise Coortes dot com.
She would welcome the opportunity to help get

455
00:32:44.119 --> 00:32:54.599
your employees working on purpose. This
is working on Purpose with Elise Cortes.

456
00:32:55.039 --> 00:33:00.200
To reach our program today, send
an email to a lease is at a

457
00:33:00.319 --> 00:33:07.759
least Coortes dot com. Now back
to working on purpose. Thanks for staying

458
00:33:07.759 --> 00:33:10.400
with us, and welcome back to
working on purpose. If you're just tuning

459
00:33:10.440 --> 00:33:14.799
in my guess is doctor Gleb Siperski. He's the author of Never Go with

460
00:33:14.839 --> 00:33:17.920
Your Gut, How Pioneering Leaders make
the best decisions and avoid Business Disasters.

461
00:33:19.319 --> 00:33:22.839
Known as the Disaster Avoidance Expert,
he is on a mission to protect leaders

462
00:33:22.839 --> 00:33:27.880
from dangerous judgment errors known as cognitive
biases by developing the most effective decision making

463
00:33:27.920 --> 00:33:32.279
strategies via his consulting, coaching,
and training firm disaster avoidance experts. I'm

464
00:33:32.279 --> 00:33:37.680
your host at least Cortes. So
now that we've presenced what disasters we can

465
00:33:37.720 --> 00:33:40.200
be in everyday life and work,
doctor SPERSI, let's help these people,

466
00:33:40.240 --> 00:33:45.440
shall we. So you give us
some solutions in your book, and there

467
00:33:45.440 --> 00:33:47.559
are so many different ways that you
did this, and I just wanted to

468
00:33:49.000 --> 00:33:51.880
the ones that you think make the
most sense. But I did look at

469
00:33:51.880 --> 00:33:54.000
the ones about solving misattributions, which
are more in the beginning of the book.

470
00:33:54.039 --> 00:33:57.720
If you want to start there,
that's great. But let's help our

471
00:33:57.720 --> 00:34:01.440
listeners with some techniques and tools.
Sure. So, one thing I want

472
00:34:01.480 --> 00:34:06.440
to start before talking about the misattributions
is a very quick technique that I think

473
00:34:06.559 --> 00:34:10.440
is highly important for people to use
very quickly, very Effectively, it's the

474
00:34:10.480 --> 00:34:15.639
five questions to avoid decision disasters they
want to highlight for people. First,

475
00:34:15.679 --> 00:34:19.880
question, what important information do they
not yet fully consider about this decision?

476
00:34:20.119 --> 00:34:23.800
Again, what important information they're not
yet fully consider? This is really important

477
00:34:24.000 --> 00:34:29.480
for the confirmation bias and other related
biases that cause us to ignore information that

478
00:34:29.519 --> 00:34:32.039
goes against our beliefs. Let's say
the status quo bias. You know,

479
00:34:32.079 --> 00:34:35.800
should we should you make that decision? Should you stick where you are?

480
00:34:35.800 --> 00:34:37.840
Should you not? You tend to
look at information that causes you to stick

481
00:34:37.880 --> 00:34:43.320
where you are as opposed to information
it causes you to change and progress and

482
00:34:43.360 --> 00:34:47.760
develop in your career or other areas. So important information you do not yet

483
00:34:47.800 --> 00:34:52.880
fully consider. Look at this negative
information, challenging information, make yourself uncomfortable.

484
00:34:53.840 --> 00:34:58.679
Second, what dangerous judgment errors coming
to biases that are not here to

485
00:34:58.679 --> 00:35:01.239
address? So again, the book
talks about the thirty most dangerous judgment errors

486
00:35:01.440 --> 00:35:06.840
in professional business settings. You can
look at a whole hundred and Wikipedia talks

487
00:35:06.840 --> 00:35:09.639
about them in general. And so
that's another one third. What would a

488
00:35:09.679 --> 00:35:13.920
trust and objective advisor suggest I do? So, think about who would you

489
00:35:13.960 --> 00:35:17.000
consider a trusted and objective advisor what
would they suggest you do about this decision?

490
00:35:17.159 --> 00:35:21.079
Think about what a lease would suggest
you do about this decision. Think

491
00:35:21.119 --> 00:35:24.000
about someone you trust. Fourth,
how have I addressed all the ways this

492
00:35:24.079 --> 00:35:29.000
decision could fail? Again, how
have you addressed all the ways this decision

493
00:35:29.000 --> 00:35:34.159
could fail? The most effective technique
here is to imagine that decision completely failed,

494
00:35:34.239 --> 00:35:37.480
utterly failed, whatever decision you're working
on, and then think about all

495
00:35:37.519 --> 00:35:42.800
the reasons, all the probable reasons
why it failed, and then addressed them

496
00:35:42.800 --> 00:35:45.159
in advance, or think about ways
that you can address them if it does

497
00:35:45.199 --> 00:35:50.199
come up, and retain sufficient resources
of time, money, whatever to address

498
00:35:50.239 --> 00:35:52.039
them. To address these problems if
they do come up, or try to

499
00:35:52.039 --> 00:35:55.639
solve them in advance. So that's
four. And finally, what new information

500
00:35:55.679 --> 00:36:00.519
would cause me to revisit this decision? Again? What new information caused me

501
00:36:00.719 --> 00:36:05.039
to revisit this decision? You want
to address this and decide this in advance

502
00:36:05.199 --> 00:36:07.159
as opposed to in the heat of
the moment when you're implementing the decision,

503
00:36:07.400 --> 00:36:12.840
because it's very hard for us to
pull away from a decision we're implementing already.

504
00:36:13.360 --> 00:36:15.239
But if you decide in advance that
hey, if you know, if

505
00:36:15.239 --> 00:36:20.400
I launch this product and it doesn't
hit four hundred and fifty thousand within the

506
00:36:20.400 --> 00:36:22.800
next six months, then I'm going
to really revisit the decision. So that

507
00:36:22.880 --> 00:36:27.639
gives you a specific timeline within which
you can revisit the decision. Or if

508
00:36:27.639 --> 00:36:30.320
you say, you know, I'm
going to launch a job search and if

509
00:36:30.360 --> 00:36:34.000
I don't find a new job within
six months, then I'm going to change

510
00:36:34.039 --> 00:36:37.760
the target of my job search,
then again gives you a certain specific timeline

511
00:36:37.760 --> 00:36:40.760
that you can use to change things
around. So those five questions are going

512
00:36:40.800 --> 00:36:45.360
to be really important. Takes about
two three minutes to ask them, but

513
00:36:45.719 --> 00:36:50.199
it gives you, say, use
so much time, hours, efforts money

514
00:36:50.800 --> 00:36:53.840
if you don't then if you don't
ask them mm hmm. I would think

515
00:36:53.880 --> 00:36:58.320
if you had those five questions at
the ready, whenever you were just going

516
00:36:58.360 --> 00:37:00.199
through your day, would make a
lot of a lot of sense and a

517
00:37:00.239 --> 00:37:05.880
lot of value to your life and
your work and to that. And I

518
00:37:05.920 --> 00:37:08.400
wanted to talk a little bit more
about some of these the other and the

519
00:37:08.440 --> 00:37:14.559
other techniques. One that you talk
about which I do actually use on purpose,

520
00:37:15.320 --> 00:37:17.639
And this is when I'm running into
a situation, doctor Superski, where

521
00:37:17.679 --> 00:37:20.840
I'm on the phone or in person
with somebody that like, you know,

522
00:37:20.840 --> 00:37:22.960
if you sign today, we'll give
you twenty five percent off, and I'm

523
00:37:22.960 --> 00:37:25.440
like, I just don't make decisions
like that. I'm not going to sign

524
00:37:25.599 --> 00:37:30.480
right today. So the first one
that caught my eye is just simply delaying

525
00:37:30.599 --> 00:37:36.280
judgments, since snap judgments are notoriously
unreliable. Absolutely, and this has to

526
00:37:36.320 --> 00:37:39.519
do with our internal system. We
talked about the God reactions, so the

527
00:37:39.679 --> 00:37:43.559
start of it, this has two
with our God reactions. Our God reactions

528
00:37:43.599 --> 00:37:46.880
are to jump. Our God reactions
are to act. That's our intuitive God

529
00:37:46.960 --> 00:37:52.440
reaction. And it was very helpfulness
and an environment. However, right now

530
00:37:52.679 --> 00:37:55.480
there are very many people who manipulate
us and take advantage of us. You

531
00:37:55.519 --> 00:38:00.320
know, sign today, otherwise you'll
lose out, and so on. There

532
00:38:00.320 --> 00:38:02.000
are many many things like this.
Or of course, on the other hand,

533
00:38:02.599 --> 00:38:07.840
let's say someone is giving you constructive, critical feedback. Our temptation is

534
00:38:07.880 --> 00:38:09.559
to say, now you're completely wrong, what are you talking about? Argue

535
00:38:09.559 --> 00:38:13.880
with this person. It's often not
a good idea to argue with this person,

536
00:38:13.960 --> 00:38:16.719
especially this is your supervisor. You
want to take the time to incorporate

537
00:38:16.719 --> 00:38:21.559
the information, listen to it,
evaluate it, effectively as opposed to say

538
00:38:21.639 --> 00:38:23.119
no, you're wrong, chain you
know, I'm not going to listen to

539
00:38:23.159 --> 00:38:30.159
you. So in order to turn
on our rational thinking a reason as opposed

540
00:38:30.199 --> 00:38:32.199
to jumping with our gut reactions,
it takes time. You know, your

541
00:38:32.239 --> 00:38:36.719
mom might have told you count to
ten. And this is actually not bad

542
00:38:36.760 --> 00:38:38.559
advice. This is what the recent
research suggests. This is actually one of

543
00:38:38.599 --> 00:38:42.679
those pieces of advice that does make
sense, according to the research. So

544
00:38:42.920 --> 00:38:45.679
count to ten at least before you
make a decision that slows you down,

545
00:38:45.760 --> 00:38:50.000
gives you a little bit of time
to evaluate if it's a more important decision.

546
00:38:50.039 --> 00:38:52.119
Of course, you want to make
sure to ask the five questions about

547
00:38:52.159 --> 00:38:59.199
it before you jump forward. Now, the next one that you talk about

548
00:38:59.199 --> 00:39:00.800
here, which I think is in
incredibly useful. I see it in my

549
00:39:01.480 --> 00:39:07.800
coaching as well. It's considered alternative
explanations and options. And this is where

550
00:39:07.840 --> 00:39:10.119
listeners you can all just relate to
this. Right, we experience something and

551
00:39:10.119 --> 00:39:14.280
we're just sure we know what happened
and why that person did what they did,

552
00:39:14.960 --> 00:39:19.079
and we make a decision in response. And so I think this one

553
00:39:19.119 --> 00:39:22.440
is incredibly useful to consider alternative explanations
and options of why, what may have

554
00:39:22.559 --> 00:39:28.400
happened and what maybe just standing back
for a second to ask that question.

555
00:39:29.440 --> 00:39:32.239
Yes, and this is especially important
for the fundamental attribution error, especially now

556
00:39:32.280 --> 00:39:35.920
that you know about it, you
can consider it if you take the time

557
00:39:36.000 --> 00:39:37.880
to step back and say, hey, what are the alternative explanations here?

558
00:39:38.079 --> 00:39:44.639
You know, maybe the skype call
cut off and maybe it wasn't maybe the

559
00:39:44.639 --> 00:39:47.599
employee didn't hang up, and maybe
the employee shouldn't be fired, is one

560
00:39:47.599 --> 00:39:52.559
example. Another example, let's say
your boss is card to you for some

561
00:39:52.639 --> 00:39:55.440
reason or other, and you now
think, oh, you know, you

562
00:39:55.480 --> 00:39:59.159
get your mind track on a negative
track and say, why why is my

563
00:39:59.199 --> 00:40:01.239
boss mean to me? You know, what's the problem? What do I

564
00:40:01.320 --> 00:40:05.559
do? And you start thinking about
what you've done over the last day,

565
00:40:05.599 --> 00:40:09.079
over the last week, and you
know, you end up going into a

566
00:40:09.119 --> 00:40:16.239
spiral of doom and start polishing off
your resume. Whereas and that happens.

567
00:40:16.280 --> 00:40:20.679
I know that, you know,
I know, yeah, yeah, So

568
00:40:20.719 --> 00:40:23.480
there are some people who are pessimistically
oriented for whom that happens, and I've

569
00:40:23.559 --> 00:40:28.719
coached them and that that's really helpful
to address the sort of spiral of doom

570
00:40:28.960 --> 00:40:31.199
to actually step back and say,
hey, you know, maybe my boss

571
00:40:31.239 --> 00:40:35.599
is having a bad day. Maybe
you know his child is sick or something

572
00:40:35.639 --> 00:40:38.559
like that. So take the time
to step back and evaluate the situation and

573
00:40:38.599 --> 00:40:43.079
then approach your boss at a later
point in time and see how your boss

574
00:40:43.079 --> 00:40:45.360
reacts to you at that point,
and maybe the boss will be in a

575
00:40:45.360 --> 00:40:50.519
better mood. Yeah. And I
think part of what you're really getting to

576
00:40:50.639 --> 00:40:53.679
is that when you just suspend surety
that we know what's really here and we've

577
00:40:53.800 --> 00:40:58.239
got it, we know why this
is and just stepping back to suspend our

578
00:40:58.239 --> 00:41:01.239
belief that this is what we've done
to believe, I think is incredibly useful.

579
00:41:01.880 --> 00:41:06.880
Yes, okay, so development,
it's a development of the characteristic of

580
00:41:06.960 --> 00:41:10.679
humility, which I think is so
lacking nowadays. And talking about yes,

581
00:41:10.800 --> 00:41:15.639
the humility about making judgments about the
evaluations that we have of the world around

582
00:41:15.679 --> 00:41:21.519
us is incredibly important. And it
again goes against that intuitive gut reaction.

583
00:41:21.639 --> 00:41:25.639
It's a counterintuitive technique to be humble
about our decisions. And that's because we

584
00:41:25.719 --> 00:41:31.320
tend to be greatly overconfident about both
right, both positive decisions, optimistic decisions

585
00:41:31.320 --> 00:41:36.280
and negative negative valuations. We tend
to be greatly over confident. We make

586
00:41:36.360 --> 00:41:38.760
judgments way too fast and we need
to step back, slow down our judgment

587
00:41:38.800 --> 00:41:44.360
and be more humble about our evaluations. Agreed, and so nicely said too

588
00:41:44.400 --> 00:41:46.960
in your book is so easy to
understand what all your examples and the way

589
00:41:47.000 --> 00:41:51.400
you go through and talk about them, Doctor Superski are incredibly useful. That

590
00:41:51.679 --> 00:41:54.840
just helps us really get present to
what you're writing about, where are we

591
00:41:54.880 --> 00:41:58.760
in that and what we can do
about that. I just found that very

592
00:41:58.880 --> 00:42:02.039
very easy to follow. Thank you
so much. You're welcome now. You

593
00:42:02.039 --> 00:42:05.960
did talk about a few other other
tools there, but I wasn't sure.

594
00:42:06.000 --> 00:42:07.039
I want to make sure that you
have enough time to go through your eight

595
00:42:07.079 --> 00:42:09.519
step decision making model, so it'd
be maybe do you want to do that

596
00:42:09.639 --> 00:42:12.400
next, and if we have more
time, get a couple more of the

597
00:42:12.440 --> 00:42:15.440
other tools that you talked about.
I want to make sure to hit the

598
00:42:15.440 --> 00:42:19.679
probabilistic thinking because I think that's so
important that people don't think about this nearly

599
00:42:19.760 --> 00:42:22.960
enough. Again, because of our
gut reactions, we have a very black

600
00:42:22.000 --> 00:42:25.480
and white perspective in the world.
We have either a zero or one hundred

601
00:42:25.480 --> 00:42:30.639
percent perspective on what's going on.
You know, zero one hundred black and

602
00:42:30.719 --> 00:42:35.039
white, whereas we need to be
much more humble about this. We need

603
00:42:35.039 --> 00:42:37.880
to have much more shades of gray. And that's what probabilistic thinking is about.

604
00:42:38.119 --> 00:42:42.440
It's about developing as shades of gray
perspective, you know, saying that,

605
00:42:42.480 --> 00:42:45.719
hey, maybe this product which I'm
about to launch, maybe it has

606
00:42:45.760 --> 00:42:51.239
an eighty percent chance of working.
And that's not one hundred percent chance,

607
00:42:51.320 --> 00:42:54.000
it's not zero percent chance, it's
an eighty percent chance. So how do

608
00:42:54.079 --> 00:42:59.039
I proceed forward with an eighty percent
chance of working? Or saying let's say

609
00:42:59.039 --> 00:43:01.360
you're making a career decision and you
think, hey, you know, I'm

610
00:43:01.360 --> 00:43:06.079
going for that promotion has a twenty
percent chance of working. Most people if

611
00:43:06.079 --> 00:43:07.960
they think that, if a part
of them thinks that, you know,

612
00:43:08.039 --> 00:43:12.159
maybe it has only a small percent
chance of working, twenty percent chance of

613
00:43:12.159 --> 00:43:15.239
working, it actually won't go through
it. It's a black situation, So

614
00:43:15.239 --> 00:43:17.920
a zero percent chance, that's how
they intuitively evaluate it. Whereas, if

615
00:43:17.960 --> 00:43:22.280
you have a twenty percent chance of
working, for going for a promotion,

616
00:43:22.400 --> 00:43:25.320
you might really want to consider taking
that chance if you have a good outcome,

617
00:43:25.320 --> 00:43:30.320
if it's worth a time. So
that's kind of a probabilistic thing thinking

618
00:43:30.440 --> 00:43:35.039
approach that we need to develop in
ourselves. Another aspect of probabilistic thinking that

619
00:43:35.119 --> 00:43:39.519
is incredibly important is to step outside
of ourselves be less confident about our So

620
00:43:39.599 --> 00:43:44.800
we tend to be very optimistic about
ourselves. We tend to think we're awesome

621
00:43:45.159 --> 00:43:47.960
and all our plans will come true
and so on, and in reality,

622
00:43:49.840 --> 00:43:52.159
may very many people fail. I
mentioned in the beginning that about have of

623
00:43:52.199 --> 00:43:57.360
all startups fail within the first five
years, about two thirds of them fail

624
00:43:57.400 --> 00:44:00.199
within the first ten years. So
if you want to start a business,

625
00:44:00.480 --> 00:44:05.480
you need to ask why your business
will succeed. When two thirds of all

626
00:44:05.519 --> 00:44:09.079
businesses fail within the first ten years, that means you need to be somewhat

627
00:44:09.079 --> 00:44:14.760
more skeptical than you would be about
the success of your business. Maybe you

628
00:44:14.760 --> 00:44:16.679
don't want to invest your life savings
into it, that's kind of one.

629
00:44:16.719 --> 00:44:20.320
On the one hand, maybe you
want to prepare more, do a little

630
00:44:20.320 --> 00:44:23.000
bit more research before you invest into
it. And that's the small entrepreneurs.

631
00:44:23.039 --> 00:44:28.559
For large companies and mid sized companies, a big, big, big problem

632
00:44:28.679 --> 00:44:32.679
is mergers and acquisitions. About eighty
percent of mergers and acquisitions fail. They

633
00:44:32.719 --> 00:44:36.719
fail to create value. I want
to highlight this, about eighty percent of

634
00:44:36.719 --> 00:44:40.119
them fail to create value for companies. They destroy value rather than create it.

635
00:44:40.360 --> 00:44:45.039
So you want to be very skeptical, a skeptical skeptical of people telling

636
00:44:45.079 --> 00:44:50.239
you to do a merger and acquisitions
because it's much more likely to fail and

637
00:44:50.280 --> 00:44:53.960
succeed. You need to have many
more reasons for why it will succeed before

638
00:44:53.960 --> 00:44:57.559
you decide to go forward. And
that's something that I do a lot of

639
00:44:57.559 --> 00:45:00.320
consulting around and many leaders don't like
to hear, but it actually saves them

640
00:45:00.360 --> 00:45:04.679
a great deal of money going forward. That's golden, right there, Just

641
00:45:04.719 --> 00:45:07.519
golden. Okay, so we're getting
very closely into the show here, doctor

642
00:45:07.519 --> 00:45:12.400
Siperski, if you could say,
in maybe two and a half three minutes

643
00:45:12.800 --> 00:45:15.800
at least high level, take us
through your eight step decision making model.

644
00:45:15.960 --> 00:45:19.960
Yes, so this is a really
important decision making model for significant decisions,

645
00:45:19.960 --> 00:45:22.719
serious decisions. Well, already went
for the five questions for every day decisions.

646
00:45:22.840 --> 00:45:27.719
This is for serious decisions. The
first step identify the need for decision

647
00:45:27.760 --> 00:45:30.960
to be made. Again, identify
the need for decision to be made.

648
00:45:30.199 --> 00:45:35.239
Boeing failed to identify the need for
a decision to be made about this seven

649
00:45:35.239 --> 00:45:37.800
thirty seven max. After the first
crash, they just kept going as so

650
00:45:37.960 --> 00:45:42.519
no problem happened, and that was
a very big problem for Boeing. And

651
00:45:42.639 --> 00:45:45.559
you don't want to be in the
same shoes that Bowl was. Second,

652
00:45:45.760 --> 00:45:49.960
gether relevant information from a variety of
the formed perspectives on the issue at hand.

653
00:45:50.239 --> 00:45:52.960
Don't only go to the people who
agree with you overwhelmingly. We tend

654
00:45:52.960 --> 00:45:57.119
to go to people who agree with
us because we're going with our emotions.

655
00:45:57.199 --> 00:46:00.360
We want to think that the decision
we made is right. Go to the

656
00:46:00.440 --> 00:46:04.280
yes people, the supportive ones,
as opposed to going to people who would

657
00:46:04.280 --> 00:46:09.320
be objective trust and objective advisors.
Get their perspectives, including negative information value

658
00:46:09.360 --> 00:46:14.280
negative information, especially highly. Then
decide on the goals you want to reach

659
00:46:14.480 --> 00:46:16.519
and the division of the outcome.
If you don't know the goals that you

660
00:46:16.559 --> 00:46:21.440
want to reach, your decision will
not likely not succeed if you don't have

661
00:46:21.440 --> 00:46:25.559
a clear vision of where you want. Then develop clear decision making criteria to

662
00:46:25.599 --> 00:46:30.920
evaluate the various options you want.
To develop those criteria in advance before the

663
00:46:30.960 --> 00:46:34.559
options get into play, so you
will not be weighed by the options.

664
00:46:35.000 --> 00:46:37.960
Next, generate viable options to achieve
your goals. We tend to generate many

665
00:46:38.000 --> 00:46:42.880
less options than we need to.
We settle for the first available good option

666
00:46:43.320 --> 00:46:45.440
rather than going for the better options, and we need to go for the

667
00:46:45.440 --> 00:46:51.239
better options on significant decisions. Next
way these options, pick the best of

668
00:46:51.239 --> 00:46:54.920
the bunch. When you're weighing,
evaluate the decision making criteria. Don't hold

669
00:46:54.920 --> 00:46:59.159
them as equal. You know,
when you're evaluating somebody for a job,

670
00:46:59.400 --> 00:47:02.199
sometimes will be more important for you. Sometimes that are fit in the company,

671
00:47:02.320 --> 00:47:07.360
sometimes that expertise, sometimes in our
network. So evaluate the various decision

672
00:47:07.360 --> 00:47:10.599
making criteria, see what's most important
to you as you value the contenders.

673
00:47:12.000 --> 00:47:15.559
Next, implement the option you choose, and very importantly step eight, evaluate

674
00:47:15.599 --> 00:47:20.639
the implementation process and the revisors needed. Very important to not simply say,

675
00:47:20.800 --> 00:47:22.599
hey, make the decision, I'm
going through with it. Sometimes I'll make

676
00:47:22.639 --> 00:47:25.800
that wrong decision. And it's very
important to be able to change your mind.

677
00:47:25.840 --> 00:47:29.840
It's one of the biggest biggest skills
that you need to develop. Another

678
00:47:29.880 --> 00:47:34.119
book talks about the ability to be
humble and change your mind, revising your

679
00:47:34.159 --> 00:47:38.960
decision in the implementation stage as needed
based on the evidence. We really appreciate

680
00:47:39.000 --> 00:47:40.880
that you took us through that.
I know you and I spoke before we

681
00:47:40.880 --> 00:47:44.280
got on air that it was important
for both of us that we really made

682
00:47:44.280 --> 00:47:46.960
sure our listeners walked away with something
that they could really use today. Now,

683
00:47:46.960 --> 00:47:50.400
listeners, if you didn't catch all
that, you got two options.

684
00:47:50.440 --> 00:47:52.719
Get the book, that's one,
and also we listen to this podcast.

685
00:47:52.719 --> 00:47:57.800
There's a tremendous amount of value in
this Doctor Supersky. I'm so glad our

686
00:47:57.840 --> 00:48:00.400
paths have crossed. I thank you
so much for coming on. Are being

687
00:48:00.480 --> 00:48:04.000
you, doing the work that you're
doing and sharing us with yourself or sharing

688
00:48:04.039 --> 00:48:06.920
yourself with us. Thank you so
much, Lisa. It's been a pleasure.

689
00:48:06.920 --> 00:48:08.760
And again, thank you so much
for all the hard effort and the

690
00:48:08.800 --> 00:48:13.840
research you put into preparing for the
podcast. My pleasure and I'm better for

691
00:48:13.880 --> 00:48:15.280
it. Thank you so, listeners. If you want to learn more about

692
00:48:15.280 --> 00:48:20.000
doctor Gleb Superski, his books,
or the work he does helping professionals avoid

693
00:48:20.039 --> 00:48:24.679
business disasters, go to his website. It's Disaster Avoidanceexperts dot com again Disaster

694
00:48:24.840 --> 00:48:29.639
Avoidanceexperts dot com last week. If
you missed the live show, you can

695
00:48:29.639 --> 00:48:31.480
always get to be be a recorded
podcast. We were on the air with

696
00:48:31.679 --> 00:48:35.880
Lynn Franks, who, at age
seventy one, is a true renaissance woman

697
00:48:35.880 --> 00:48:38.679
who has established a well being hub
in Somerset, England, and continues to

698
00:48:38.719 --> 00:48:43.679
contribute to human rights, women's empowerment, and climate initiatives. Next week will

699
00:48:43.719 --> 00:48:46.199
be on the air with Chris Dunn
talking about his passion to train great managers.

700
00:48:46.400 --> 00:48:49.280
See you there, and remember that
work is at least a third of

701
00:48:49.280 --> 00:48:55.000
our life, So let's work on
purpose. We hope you've enjoyed this week's

702
00:48:55.039 --> 00:49:00.960
program. Be sure to tune in
to Working on Purpose featuring your host Elise

703
00:49:00.039 --> 00:49:06.519
Cortes, each week on the Voice
America Empowerment Channel. This week, find

704
00:49:06.519 --> 00:49:07.559
your life's purpose at work.