The 5 Types of Decision-Makers

We’ve all seen personality quizzes that profess to tell us what kind of traits make us who we are. From the infamous Myers-Briggs Type Indicator (TM), to identifying which type of learning style or love language each one of us has, there are many different quizzes at our fingertips just waiting to be Googled. A new archetype on the scene, however, is what type of problem-solving personality we each may have. In a new article from HBR, Cheryl Strauss Einhorn lays out what she calls the five PSPs, or Problem-Solving Personalities. Einhorn explains that our own cognitive biases often lead us to want to work with others that problem-solve in the same ways. In general, people who problem-solve the same way tend to think and make decisions in the same way as well. Unfortunately, this lack of problem-solving diversity can crush creativity.

First in the PSP lineup we have the Adventurers; these are the folks led by intuition and are the consummate optimists. Second, the Detectives; data-driven and precise, they dig into all information voraciously. Third, the Listeners; whose favorite way to problem-solve is to collaborate with others and collect ideas. Fourth, the Thinkers; who like to map out many options before deciding on one. And last but not least, the Visionaries; the creative types who pride themselves on being able to see solutions others don’t.

Some of these PSPs can interact together in very constructive ways, while others, unfortunately, seem to amplify their weaknesses. In order to play to all strengths, first team members must identify which kind of problem-solver they are. Then, advantages and disadvantages can be identified and teams can move forward in a collaborative environment. Check out the full article here for a deeper dive into each PSP’s details, and read some real-life examples of how leadership put these into action.

Leading With Empathy and Compassion

Empathy and compassion. Two traits that, while closely linked, each deserve their own moment in the spotlight. Empathy is defined as the ability to understand what motivates people; the thoughts and feelings behind their actions. To have compassion is then to take that empathy and apply it in order to help them overcome difficulty. These two traits, when combined, can help those in leadership become more trusted stewards in businesses, communities, or at home. While we all like to think that we demonstrate these traits implicitly, sometimes we can let the stresses of everyday life interfere with these. It’s common for leaders to be so wrapped up in the immediate challenge of the day, while brushing aside the issues their team members face. So how do we truly cultivate these abilities in order to more deeply connect with team members and thus become better, more trusted leaders? In a new article featured in Chief Executive Magazine, Doug Lennick and Chuck Wachendorfer have laid out easy some steps to follow.

The first is to become an active listener. In order to truly have empathy toward someone else, a leader has to understand the struggles that person is experiencing. Active listening is the practice of not just waiting for our turns to speak, it’s listening with only the motivation to understand. Not respond, not defend, not agree or disagree. Just listening for the sake of hearing someone else. Although it is perhaps the easiest thing to do, it’s not often a part of our conversations. The second step involves turning empathy into compassion by helping the team member with their issues. Setting aside time, even 10 minutes per day, to address struggles can keep everyone focused and on task. After these two steps are implemented, Lennick and Wachendorfer say, team members will begin to feel more heard and understood. In this way, leaders have effectively created what they call a “culture of belonging”. And lastly, with these new skills and new operating culture, leaders and their teams are able to move forward as a cohesive unit, with shared goals and a sense of community. Give the full article a read for a deeper dive on their steps, and see how you can become a more effective leader at work, at home, and in the world at large.

The Perils of Perfectionism

Many of those in leadership would consider themselves to be perfectionists. In fact, often they will accredit their success to this personality trait. Perfectionists are prepared, they have the answers, and they are trusted to handle leadership roles. One trait common amongst perfectionists, however, is the tendency to overprepare. And while this can be helpful in certain situations, the continued habit may prove to be detrimental to career advancement and success after a while. Kellogg’s fantastic Insight Blog has published an excerpt of a new book from their own Ellen Taaffe, The Mirrored Door: Break Through the Hidden Barrier that Locks Successful Women in Place, in which she discusses this conundrum among others. Although her book targets women in the workplace specifically, her insights on overpreparing apply to anyone with these perfectionist tendencies.

Taaffe writes that although over-preparing and perfectionism can be major success factors early in one’s career, it can eventually cause people to be pigeonholed as they typical preparer, or “worker bee”. Sure, everyone wants that person on their team, but the chances for advancement diminish significantly. Taaffe goes on to explain that while there is no one-size-fits-all solution to this tendency, there are some steps that these chronic over-preparers can take to help break free of both their internal expectations and the work culture that promotes this habit.

First, she suggests that perfectionists reflect on their successes. If they begin to think back on accomplishments and progress, they may realize they don’t need to prepare much further. The knowledge and expertise is already there, it just needs to be tapped into. The second, she says, is to re-frame roles. Don’t get stuck as the “worker bee”, delegate tasks to others and let go of some of the pressure. Again, this may be difficult for perfectionists who have lived in this role for so long, but in order to move on to something bigger and better, they have to break into something new. Third, she recommends planning properly and being able to ask for help. This means taking a realistic look at commitments when something new gets added to a workload. Is there really time to complete this project to the standard of excellence previously set? If not, delegation again comes into play. And lastly, she tells people to get real. As in, take an objective look on how lard perfectionists can be on themselves, and ask if it’s really warranted.

Give the full article a good read here for a deeper dive on each of these action items. If you are at all prone to perfectionism and over-preparing, you’re going to find some gems here. Anyone who considers themselves to be a perfectionist will benefit from these insights, from C-suite execs, to small business owners, coaches, and caregivers. Then, if so inclined, check out her new book!

The Power of Quitting

“I quit”. These words are generally not a welcome conversation starter. Unless, of course, one is talking about a vice such as cigarettes or alcohol, no one wants to hear it. This applies not just to jobs, but to all components of our lives. Everything from our exercise routines or diets, to our choice of where we live, to risky moves that could help careers grow. All of these are things that need to be re-evaluated from time to time to make sure they are still serving our needs and furthering our goals.

Lucky for us, Wharton’s newest Nano-Tool for Leaders teaches us how and when to re-evaluate to see what may no longer serve us. This fascinating new article was written by Annie Duke, former professional poker player, corporate consultant, co-founder of The Alliance for Decision Education, and best-selling author. Talk about someone who’s been on the front lines of quick decision making! As a former professional poker player, Ms. Duke knows that professionals abandon about 80% their initial hands during the ever-popular games of Texas Hold-em. Amateurs, however, stick with their initial hands over half the time. This kind of experience helps drive what she terms: “optimal quitting”.

So how do we utilize optimal quitting when it comes to furthering our goals? As it turns out, the simple act of setting a goal can be detrimental as it will inspire us to stick with our plans and not give up. Here is where Duke’s expertise comes in. She lays out some action items we can all use immediately to help us ditch what no longer serves us.

First, set intervals to check-in with goals and see what is working. Second, add “kill-criteria” to your goals. And last, acknowledge incremental progress. Check out the full article here for a deeper dive into each of these steps, and to read some real-world examples of how leaders (or anyone) can use these tools right away. For as Cheryl Richardson once said; “If you eliminate what no longer works, you illuminate what does.”

Silence is Golden

Those of us who watched Seinfeld on a regular basis will remember Elaine’s designer boyfriend Brett, who, anytime he heard the Eagles’ “Desperado”, would stop whatever he was doing as he stared into space, lost in the emotion of the song. At one point, with Elaine chatting away next to him, he desperately asks, “Elaine, will you just not talk for one minute??” For some of us, that silence can be an easy comfort. Not so for journalist and comedy writer Dan Lyons. He is convinced that his self-diagnosed “talkaholism” has lost him jobs and relationships over the years, and just generally annoyed people. Thus was the inspiration for his new book: STFU: The Power of Keeping Your Mouth Shut in a World that Won’t Stop Talking.

Lyons dubbs our current era of social media, multi-tasking, and being constantly plugged in an “age of agitation”, in which we have largely lost the ability to just sit quietly and listen. In speaking on the amount of meetings are held each year in America (over one billion), over half are said to have been a waste of time by the attendees. “So”, as Lyons puts it, “you have this phenomenon of people talking for the sake of talking and tweeting for the sake of tweeting.” In STFU, Lyons claims that what leaders should be doing is focusing on becoming quieter, and thus better listeners. In a new article from Chief Executive Magazine, Lyons share some tips on just how to do this.

First off, quantify your talking. He recommends having meetings recorded and transcribed. Once you can see how much you are talking, it’s easy to figure out if you need to be doing it less. Secondly, get quiet. Literally just take some time to not only be silent yourself, but to be in silence. Meditate, take a nature walk with no other purpose than to be away from screens and the influx of data we are constantly receiving. Third, grow your listening skills. There are some amazing exercises that coaches have to become better listeners. These include interviews and/or listening to others for extended periods of time without speaking, and then writing down what you remember at the end, among other things. Fourth; get offline. As Lyons states of the online and social media communities: “The noise will never go away, but we can.” Unplug from your accounts for a little each day, then a little more. Most of us can’t disconnect completely, but taking a break each day is necessary. And lastly, just literally say fewer words. Need to run a meeting? Use the art of the 25-Minute meeting (featured on this blog last Fall). Begin to condense what you need to say into fewer words, and free up everyone’s time. Check out the full article here and see how you can bask in the glory of some healthy silence.

Speaking With Confidence

Whether preparing to speak to a large audience, or gearing up to have a difficult conversation with just one other person, we all want to be able to speak with confidence. It does not, however, come that easily to many of us. Even seasoned leaders are sometimes betrayed by faltering words or demeanors, and we could all use a lesson (or at least some reminders) in effectively getting our points across. So once again we turn to the amazing initiative out of Wharton, the nano-tools for leaders. These nano-tools are quick changes to the brain anyone can put into practice. Their latest is from associate professor Jonah Berger and concerns speaking with confidence.

Based on research from his new book, Magic Words: What to Say to Get Your Way, Mr. Berger dives into four techniques that will change the way leaders use language to get their ideas across. Step one is what he calls “ditching hedges”. Hedges, of course, being words that call our ideas into question. Words like “maybe”, “presumably”, “arguably”, etc. can reflect uncertainty on the part of the speaker. If the speaker is not confident in their own ideas, who can be?

The second technique is the direct flip side of the first: use definites. Words like “clearly”, “undoubtedly”, “certainly” project that the speaker is entirely confident in what is being communicated. Small changes in adverbs can apparently make a big difference!

Third, and probably the most familiar piece of advice here, is to ditch hesitations or filler words. Words like “uh”, “um”, etc. are common verbal tics that cause the speaker to seem uncertain. Now, there is an argument to be made here that using these words sparingly is completely fine (see this HBR article from a few years back). Even the HBR folks agree, though, that excessive use of these words is harmful. Instead, argues Berger, try pausing. Pausing allows the speaker time to gather thoughts together without detracting from their argument.

Finally, Mr. Berger advises speakers to ditch the past-tense. Your idea didn’t “work” well, it “works” well. In order to truly change an audience’s minds, switching to the present tense creates an atmosphere of not only confidence, but comfort. You are comfortable with this ongoing success, and happy to share it with everyone. Give the full article a read here and see if you can adopt these techniques into your speaking routines.

3 New Employment Regulations for 2023

It can always be a challenge for company leaders to integrate new employment laws and regulations into businesses. This year in particular, three new laws go into effect either federally or in certain jurisdictions that could have a major impact on how employers conduct business. While the intention of these new laws and regulations is to make the workplace a more equitable place for employees, some companies may find them challenging to carry out. The three main areas of concern are: the proposed ban on noncompete clauses in employment contracts, pay transparency legislation, and new human capital disclosures. HBR has published a great new summary, with advice on how to maintain a growth mindset around these changes.

The first is a proposal from the Federal Trade Commission that would ban non-compete clauses in employment contracts. The thinking behind this ban is that these clauses are unfair to workers that are prevented from pursuing new opportunities, and also to employers who are unable to hire valuable those who have these agreements with other companies. While this is not in effect just yet, once it does pass, companies will have 180 days to comply with the new regulation.

The second law only applies to certain states and/or municipalities, and concerns pay transparency in the hiring process. Under this law, companies must list salaries for both external hires and internal promotions. One of the goals of this law is to close the gender wage gap, but it can also greatly benefit employees at the bargaining table if they are able to see competitors’ salaries. To see if these laws impact your company check out the full article here.

The third and perhaps least far-reaching proposed regulation comes from the SEC and concerns rules on human capital. Once in effect, this would require publicly traded companies to disclose expenditures on skills training and development, workforce composition, turnover, diversity, compensation, and benefits. Ultimately the SEC is trying to help investors understand the abstract idea of human capital a bit better, so that they may make better informed decisions. This is a great summary of what is currently required or will be quite soon. Give it a read and see how your company can use this information to more easily adapt to these changes.

Evidence-Based Efficiency

We’ve all heard the adage “work smarter, not harder”. Easy to say, less so to implement, especially when it comes to scheduling out tasks for the day. Luckily, the team over at Kellogg has put together a few tips to help us schedule our days with the idea of increasing efficiency and reducing mental clutter.

The first, and probably most obvious, is tackle the more difficult tasks first. Whether you’re a night owl or an early bird, there’s likely a point in the afternoon when your body naturally wants to rest. Combine this with a drop in caffeine levels after the morning cup(s) of coffee, and our bodies and brains slow down significantly. Scheduling more cumbersome tasks earlier in the day will not only knock them out sooner, it will help you avoid struggling through them when you should be taking a break. There is a plethora of apps available now in which the user can enter their sleep habits, energy levels, and calculate the most ideal times to focus on more challenging work. These apps will also set reminders to take breaks, which should help with focus and efficiency as well.

If more grueling tasks can be scheduled for early in the day, then the second tip should be simple to follow, which is to plan around the end-of-day fatigue. While most people can struggle through and still get some work done at the end of the day, research shows that the quality of the work tends to dip. As Jan Van Mieghem, one of the authors of the piece states, “At the end of the day, being busy may not equal being productive.” Between a lack of focus and more potential for interruptions, the end of the day may best be reserved for simpler items.

Third, they recommend multitasking smarter. Based on research out of Italy’s notoriously slow Labor Appeals courts, it was found that seeing a few tasks through to completion rather than getting a smaller amount done on many tasks increased the odds of cases being heard and completed almost 20% more quickly. This is a very significant improvement in overall case time. Try focusing on a maximum of three items per time bloc, and see if both the quality and quantify of work increase.

Check out the full article here to read more on these and other bonus tips for maximizing your day.

Why Climate Risk is Financial Risk

Followers of this blog will know how many Insights are shared from Wharton and the brain trust over at UPenn. From their Nano-tools for leaders to their easily digestible podcast episodes, Wharton shares a vast amount of relevant and interesting information to businesses and those in leadership. One of their more interesting topics is their ESG initiative, which stands for Environmental and Social Governance. This topic has perhaps never been talked about in the mainstream as much as it is now, and with good reason. From the climate crisis to social justice, this initiative is at the forefront of these issues and is a valuable tool for leaders.

Their most recent podcast episode highlights Witold Henisz, vice dean and faculty director of the ESG initiative. As the world population and businesses are learning to adapt to our changing climate, we have a lot of adjustments to make. Every consideration, from where assets are physically placed and where investments are directed needs to adapt as well. Leaders and investors must start to listen to the science and understand what will be viable in 20 to 30 years and what will not. In this new podcast episode, Mr. Henisz goes into how businesses can address climate change, and how these adaptations will lead to better business health in the long run. Check it out when you have a free 20 minutes, and see how your business is looking in the long run.

On the Road to Moral Insight

Often, when we encounter difficult problems, people, or issues, our initial reaction can be to run or try and shut it (or them) out. This is only natural, and likely led to survival back when the problem was a life-threatening predator. These days, however, our problems tend to be less dangerous, but far more morally complex. Daniel Pink, bestselling author and host of Pinkcast, posted one of his short yet informative videos recently about a simple linguistic change that can have a profound impact on your problem-solving abilities.

Based on research published in the Academy of Management Journal, Ting Zhang of Harvard University, along with colleagues Francesca Gino and Joshua D. Margolis found that there was one trick to use when trying to fix a dilemma. They found that posing the question “What could I do?”, as opposed to “What should I do"?” can generate moral insight and more creative solutions to the issue at hand. Not only is the ‘could’ approach inherently altruistic, but it also opens up possible solutions to the issue. Check out the full article here and see how this one small change can change your mindset the next time you’re in a difficult situation.