The Metiss Group's Blog

Critical thinking is more than using logic or problem solving.  The critical thinking test we use for selection and development measures how well an individual recognizes assumptions, evaluates arguments, and draws conclusions.

Recognizing Assumptions includes reading between the lines, defining/redefining issues and exploring different points of view.

Evaluate Arguments is the ability to evaluate arguments based on the strength of the evidence supporting them, as well as the ability to analyze them without allowing personal bias or emotions to influence the analysis.

Drawing Conclusions is gathering, weighing, and assimilating information to form a sound conclusion.

Logic tells us an individual’s ability to draw the right conclusions may well depend on their ability to Recognize Assumptions and Evaluate Arguments well.  Both of those components rely on the ability for an individual to step away from their own train of thought or to develop the ability to look at things from other perspectives.

How much better could your direct reports perform individually or as a team if they were to improve their critical thinking skills?

Empower the success of your direct reports by encouraging development of critical thinking skills.

We’ve all been in those meetings where the discussion is dominated by a select few.  Inevitably the more forceful team members monopolize the conversation and influence the crucial decisions.  After the session there is an uneasiness that the agreed-upon direction, though seemingly deliberated, is not best for the team.

As a leader, your opportunity lies in finding a way to engage the quieter, more contemplative team members in your decision making discussions.  Unfortunately, those less likely to speak-up often have the best ideas but are reluctant to interrupt or engage with the more forceful team members.  The team is missing out if they are not finding a way to capture the thoughts of their reserved team members.

The best ways for a leader to benefit from all team members is to:

1. distribute talking points before the session and indicate what decisions are expected (this gives the reserved contributors time to formulate their thoughts and how they’ll articulate them);
2. prior to the meeting, encourage all team members to participate in the conversation (this gives the reserved contributors permission to open up);
3. curtail the more domineering team members from high-jacking the conversation (this gives the reserved contributors an opportunity to speak);
4. before decisions are confirmed, ask all team members individually if they agree or have more to add (this gives the reserved contributors a non-confrontational time to express themselves).

The best leaders find a way to leverage the strengths of team members.  The ideas and thoughts of your more thoughtful direct reports may be the most insightful.  Empower everyone on your team to contribute and you’ll experience great success.

Of the 23 personal talent skills we measure, the mean ranking for personal accountability is last – 23^rd.  Perhaps our society has simply accepted the weak behavior trait and essentially enabled it.  You do not need to accept it and you can actually encourage and develop your direct reports’ personal accountability.

To instill greater personal accountability:

1. Establish clear expectations and milestones with each direct report with their input.
2. Be certain to follow-up at the designated milestones for discussions about being on-track toward the ultimate goal.
3. If your direct report is falling off track, NEVER simply move the deadline without serious consideration of the behavior you’re reinforcing.
4. NEVER ask how you can help (that simply allows your direct report to delegate up!).  Instead ask, “What obstacles do you need me to remove or what additional resources do you need to get yourself back on track?”

With this empowering approach you are communicating your confidence that your direct reports are capable of getting themselves back on track.  You’re allowing them to come up with plausible solutions, and you’re encouraging them to experience success in achieving what you both thought reasonable at the onset.

Empower your direct reports by holding them accountable for their commitments; then watch their personal accountability increase, and their achievements multiply.

Psychologists who specialize in goal-setting theory advocate setting sub-goals that are of moderate difficulty in pursuit of much larger goals.  Setting smaller goals helps build confidence and creates success, momentum, and motivation towards achieving the ultimate goal.

As you layout your 2011 goals break them down into smaller sub-goals.  Remember to keep the sub-goals measurable and time-based.  For example, if your goal for 2011 is to read 10 business books, your first sub-goal might be “read 25 pages by January 15th.”  If your 2011 goal is to hire five new sales associates, your sub-goal might be “define the ideal sales associate profile by March 1st.”

Effective annual goals should be difficult and meaningful.  The best way to achieve those goals is by mapping out the smaller sub-goals, accomplishing them, and celebrating the success.

Empower your team to breakdown their goals into sub-goals for a successful 2011.

2.9013 to 1 — that’s the ratio of positive comments/experiences/expressions for every one negative exposure to make a team successful.  This data is based on an extensive mathematical model by psychologist Marcial Losada.  You need more than a 3 to 1 ratio to create a positive atmosphere, and according to other research, a 6 to 1 ratio for teams to produce their best work.

What is your positive to negative interaction ratio for each of your direct reports?  The positive interactions can be quite simple.  A “great job” comment, a quick “thank you” email, a smile when passing by, or a “good morning” welcome all add to your positive interaction tally.

Leaders spend countless dollars on performance training and incentives but simple, genuine positive interactions will do more to increase success than any other influence.  Empower yourself to deliver at least 3 positive interactions for every one negative, and you’ll increase your leadership effectiveness for success.

Most leaders do a good job defining their direct report’s job responsibilities using either a job accountability matrix or a tradition job description.  This definition is most often done when the job is created or through an HR initiative.

Most jobs are dynamic and continue to evolve as the organization grows.  If you have an effective direct report, additional responsibilities are regularly added to their job.  At some point the job may become “too big.”

We recommend reviewing your direct report’s job responsibilities regularly and eliminating obsolete responsibilities and clarifying new ones.  Otherwise you may find your direct report sucked into spending time on activities that are no longer adding value to the position and not focusing on those new tasks that have become important.

Empower your direct reports to review their job responsibilities and you’ll both be more successful.

It’s well into November and time to have discussions about your direct reports’ development plans.  Even if you have been doing quarterly updates, this is the perfect time to check in to see how close they are to achieving their 2010 development plans.

Everyone wants to feel successful relative to their personal development and growth.  If it looks like a direct report may come up short on their development goals, see if there are some short term wins that could be achieved before the end of the year even if the ultimate goal is not accomplished.  You may also want to consider allowing some extra time or resources to allow the direct report to achieve success.

Imagine how a direct report will go to the wall for you when you’ve made an extra effort in helping them achieve a personal goal.

Empower the success of your direct reports by removing obstacles or deploying resources relative to their development goals.