Encourage Crazy Answers
Both brilliant and crazy ideas exist on the edges of the predictable. The challenge is that at first both can appear to be the same.
If you believe
There can only
Be one
Right way
You risk being
Left behind
When everyone else
Changes direction
The following is from our book Futurework – A Guidebook for The Future of Work.
MINDLEAP #24 COLLABORATIVE
Encourage Crazy Answers
Smart leaders doubt themselves.
It is a concept that at first glance seems at odds. After all we have been raised to believe that smart people know the answers.
10 + 10 = 20
The answer is so simple. Why would we ever need to doubt that we know the correct answer?
10 + 10 = 1100
This alternative possibility is also obvious, yet it is so easy to overlook. To miss the opportunity to create far more from existing resources.
Pause for a moment to observe how you are naturally responding to the suggestion that 10 and 10 can make 1100. Is your logical and analytical brain naturally dominating by focusing on reasons that this is not correct? If so ask yourself this: if it is not correct, does this also mean that it is not possible? From the perspective of the status quo and popular conventions it may well be impossible.
Both brilliant and crazy ideas exist on the edges of the predictable. Outside the bounds of the conventional. The challenge is that at first glance both can appear to be the same.
Brilliantly crazy and crazily brilliant.
Meaning that the way to discover brilliance is by being prepared to explore what might at first seem to simply be crazy. Knowing that great rewards involve taking risks. That quite possibly the idea simply is crazy.
But maybe – just maybe – it might lead to unexpected brilliance.
This leap in thinking requires being prepared to openly doubt and question yourself. Anyone can doubt themselves internally. We all do from time to time. However it takes strength and courage to openly doubt yourself in front of others.
In times past, strong leaders were seen to be the ones who were self-assured. Sure of themselves. Certain that they knew the best direction to head in. Which is possible to be sure of when the choices to be made are relatively simple or can be evaluated based on highly comparable past experiences.
In a world of increased complexity combined with shifted societal expectations, it takes a different type of self-assuredness to be a strong leader. Being sure that you do not have all the answers. Knowing that regardless of the breadth of your experience and expertise, as just one person your perspective and knowledge will be inherently limited.
Strong authentic leaders recognise this and are more confident in reflecting this to others. Framing their opinions and suggestions in ways that create space for others. Judging when certainty and clarity of decision is required and when a more open collaborative form of exploration is first needed.
Encouraging others to share diverse and contradictory ideas by shifting their language and tone to level any hierarchy and raise up the significance of others’ perspectives.
One way of doing this can be to shift your language and overall tone when asking questions and suggesting decisions. Adding in comments like “I’m not looking for the right answer, just some different ideas and approaches” and “I don’t know if this is right, what I’m wondering is…”
Before using phrases like this, it is important that you genuinely believe the sentiment being expressed. The popular advice to ‘Fake it until you make it’ does not always apply. If you state that you are not looking for the ‘right’ answer, yet internally your mind has already latched onto one particular thought as being the desired direction, your reactions and continuing thoughts are likely to make this evident. If you claim that you do not think that your own idea is right – but in fact you really do believe this – others will likely sense this from other subconscious tell-tale signs.
Keep in mind, literally, that your thoughts are running across well-worn pathways. Your brain cannot easily comprehend or follow alternative thought patterns it has not yet encountered. Deliberate self-doubt can open up new neural pathways. Strengthening the collaborative bonds with others by consciously weakening existing bonds within yourself.
Developing this ability is by no means easy to do. Doubt means to have a feeling of uncertainty. To lack conviction. To be afraid.
All of which go against what we have been conditioned to think a strong and confident leader should be. Reassure yourself that to not question yourself and to prevent others from questioning your decisions are the traits of unresponsive leaders – and dictators – who are determined to cling to the past.
While the world moves on.
No doubt.
COLLABORATIVE LEAP
Reflection: Reflect on your own habits compared to others around you. Can you easily think of others who work alongside you who are far less open to having their viewpoint questioned? If not, consider whether that person might be you. Or if you do feel you frequently doubt your own ideas, do you consider this to be a sign of strength or weakness? Do you doubt your ideas while still openly putting them forward? If not, this might be an opportunity to develop further.
Conversation: When in meetings and conversations, practise framing your suggestions in ways that can create space for others to share alternative possibilities. Observe how well you do this while aiming to increase the collaborative energy and results achieved. This does not mean to question and doubt yourself in every situation but to develop the habit where doing so is appropriate and beneficial to others.
Action: It is one thing to be open to hearing and considering the ideas of others, while it is another to then act on an idea that does not immediately fit with your own perspective. Acting on someone else’s alternative suggestion can also be a great way to test how genuine your doubt and openness are. Try moving an alternative option into action in a low-risk way. If this does not lead to a successful outcome, try again. The aim is not to prove that your own ideas are the best but that collaboration can at times result in greater outcomes.
Ready to explore further?
Futurework – A Guidebook for The Future of Work is now available in print and digital formats