power - Artful Thinkers

April 22, 2013May 31, 2017

Good Business Leaders Use Intuition to Make Decisions

Decision making is constant in business. Advancing products, engaging employees, responding to customers are top priorities, all while keeping a careful eye on the bottom line. It is the basic function of a leader to be continuously selecting priorities and taking action. Multitasking and constant awareness come with the territory of being in charge. The only stop to the ongoing process is shut-eye. Not resting, deep sleep.

Every person, whether in a leadership role or not, confronts hundreds, thousands even tens of thousands instinctual decisions throughout a given day. Some are instantaneous, or as we classify “automatic”, while others require in-depth analysis.

We all have an internal analytic engine, taking everything we know, we collect and can reference based on experience to churn out a decision. We are the greatest sources of our own big data!

As technologists find ways to host, gather and exploit bytes by the billions and trillions of data from others, our own brain functions as the largest processor of data. Enabling us to act quickly or deliberately, at the speed of which best suits the need for a decision. Not everyone utilizes their “big data” engine in the best way, whether from a lack experience or knowledge, impairment or perhaps ignorance to what the data shows. The result, bad decisions.

In business, some can be plagued by the constant role as Decider-in-Chief. This often results in procrastination or delayed decisions. The common impact is action taken “too late”. The organization depends on a leader to make impromptu decisions, while also taking deliberate actions to lead to the “best” decision given a certain set of facts. Organizations need deciders to execute plans, activate programs and assign activities that drive results.

Good leaders often have a good sense of intuition. They use gut check analysis and set plans into action, without the noticeable analysis that others might use in trying to determine the path forward. Where did they acquire such skill? Repetitive decision making. Leaders know they have to make decisions, they are accustomed to their role and have the experience of accepting fault and risk with taking action. This training builds confidence and a strong basis for intuition. Making decisions over and over again in practice builds an intuitive leader.

Some researchers claim that intuition results in a physical experience, a shiver, an image or the often unexplained deja vu. Others may use the intuitive nature of a dream to set a plan into action. The remembrance seems to create a comfort in the decision, having the sense of knowing the outcome. Beyond the intangible means from which confidence results, the facts are that when decisions are needed, strong leaders will act. Knowing inaction often results in increased pressure, stress and potential problems, making a decision, right or wrong, seems to give a sense of relief. Decisions invoke power and progress.

There is no magic in intuition, it’s brain power. It is knowledge. Intuition is using information, filtering and making a judgment based on experience. The continuous practice of using intuition creates a platform to control quality of decisions and use of perception or quick insight, without compromising confidence.

Intuition is not “inherent”, it is learned. The origin of the word dates back to the 1400′s as a reference to contemplation. There are many times that intuition will lead to proven conclusions; however, a leader will not always use it quickly and without process. There is often a misnomer that intuition means instant, without regard for facts or experience. It does not. It means using your better judgement and trusting your thoughts, your ideas and your role as a decision maker. It is using your intuition to move forward.

“Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma – which is living with the results of other people’s thinking. Don’t let the noise of others’ opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition.” – Steve Jobs

Jamie Glass, President and CMO at Artful Thinkers @jglass8

January 20, 2013May 31, 2017

Don’t Confuse Confidence with Enthusiasm

Business leaders, entrepreneurs, sales people and marketers utilize enthusiasm to draw people to their ideas. They passionately motivate us to follow and take action. Enthusiasm creates an emotional attachment.

Beyond the emotion, we soon find ourselves wanting more. We want to trust that we should follow, not follow blindly. We need proof that the words are supported by facts. We need evidence. We are convinced by confidence.

Enthusiasm opens the door, confidence is the closer. We are attracted by enthusiasm. We believe in confidence. Enthusiasm is selling, marketing and promoting. Confidence is demonstrating, providing proof and creating trust to solve problems and fulfill needs. Knowing the difference is very important. Knowing how to balance the two requires expertise.

A person that lacks confidence will often exude excessive enthusiasm to mask insecurities or lack of evidence. Have you ever found yourself so engaged by a sales person that you forget you are being sold? Enthusiasm wins. The result may be buyer remorse or worse, deception. Perhaps a new hire enthusiastically convinces you that they can “do the job” and soon the facts do not support reality. A very expensive mistake for a small business – costing the company time and money.

On the flip side, a confident person can be so overtly confident they fail to listen to others or fail to create a following. Confidence is not arrogance. Confidence can easily delude rational thinking. The love of power convinces the most confident they can not fail, thus losing all sense of humility and gratitude. When you look around you and no one is cheering you along, your confidence has removed your ability to attract others. There is no emotional appeal. You are now the leader of no one.

Confidence is defined as full trust; belief in powers, trustworthiness, or reliability of a person or thing, belief in oneself and one’s powers or abilities; self-confidence; self-reliance; assurance.

Enthusiasm is defined as absorbing or controlling possession of the mind by any interest or pursuit; lively interest.

How do you create balance and avoid the extremes? The perfect blend of confidence and enthusiasm is pitchman Ron “Ronco” Popeil. He used demonstration to prove his inventions were viable and trustworthy. He used hype and selling to capture our mind share and imagination. Who can forget his famous, “But wait, there’s more!” Son of an inventor, Popeil is one of the most famous marketing pitchmen. He showed you how you could dice onions, so you won’t shed a tear. How you could depend on his electronic dehydrator to feed your children healthy fruit snacks instead of candy. The lessons in all the infomercials where about solving a problem. Confidently.

What is the financial impact when you expertly blend confidence and enthusiasm? Many of the Popeil inventions, most designed by Ron’s father, sold over 2 million. Ron Popeil is not rich solely from his fishing poles and spray on hair inventions. He is rich because he used enthusiasm to get our attention followed by confidently demonstrating how he solved our problems. He sold it. We bought it. We bought his confidence.

Whether you are pitching for investor dollars or motivating your sales team, you must build trust. Demonstrate reliability and accountability. Show the why. Why you, why your company, why your ideas, why now. Then use your persuasive personality to make sure the message is received, understood and people are left wanting more.

Enthusiasm without evidence is hype. Hype doesn’t convince anyone, only gives us reason to be suspect. Don’t oversell, don’t undersell. Confidence alone is mundane. Lead with enthusiastic confidence. A moderation of the two, equal but not separate, wins.

“Without a humble but reasonable confidence in your own powers you cannot be successful or happy.” Norman Vincent Peale

Jamie Glass, Founder, President and CMO of Artful Thinkers

September 9, 2012

Leaders are Superior Deciders

Business leaders and entrepreneurs are faced with endless decisions. The effect of every decision can impact the forward motion of the organization, address critical business needs or simply keep operations steadfast. Decisions are part of the bosses daily to do list. How decisions are made reflects your effectiveness and judgement.

As a leader, you have the role as crowning decider. Confidence in your ability to make decisions impacts how others recognize you inside and outside your organization. Employees, partners, customers, vendors, investors and your market industry all evaluate your strength as a leader based on your decision making skills.

Being resolute and determined assures others you are unmistakably in the right position to guide the company. Responsibility and accountability rest on your shoulders, always. Whether you delegate the actual decision making process to someone in your business or not, you own the outcome.

How leaders make decisions sets the pace of how the business operates and often to what degree it succeeds.

Fast Decision Makers: High growth, innovative businesses require a leader adept to making rapid decisions, trusting intuition and using a high threshold for exposure to risk. Failure is an option for this type of decision maker, as the decider is likely a pro at pivoting.
Moderate Decision Makers: Leaders that use managed growth strategies require a steady hand. They are assessors and consumers of strategic evaluations and advice to help mitigate risk. Roadmaps, KPIs and measured milestones often guide this type of leader in their timing of decisions.
Slow Decision Makers: Risk adverse companies who have a very low tolerance for failure, perhaps because of the financial structure, need a decider who will go beyond assessment. They use defined research, analytic and data resources, detailed reports and experts to evaluate their decisions. These type of deciders are patient and often are primarily focused on long-term goals and objectives.

Of all types of deciders, the biggest failure of any business leader is NOT making a decision. CEOs and business owners are often surrounded by advisors and have multiple inputs into their decision making processes. It can complicate the final call. Talk is not cheap. Too many inputs can slow down decisions and increase risk.

Businesses fail in absence of making decisions. New technologies can sweep them out of the market. Hindered by bad personnel, companies can be drained of momentum and energy. Capital issues can delay key projects and impact future revenue. Making a decision, can negate these types of risks.

Empowering others to make decisions is important in any business. Provide others the capability of being creative and strategic in their role by decision making authority. You want thinkers and doers in your business. If they are only allowed to do, based on your decisions, you can stifle cooperation and confidence.

You may need to set limitations on decision making capabilities by your empowered team based on the business risk tolerance. Budgeting is one way to put in business controls, along with road maps. Define what has the most critical impact on the business and put in place the sign-off authority for those decisions. For example, if a product development change can delay meeting a critical release date of a product or service, put in place authorizations to manage expectations with all stakeholders.

Whether a decision relates to products, markets, finances, technologies or personnel, a business can easily become paralyzed without a strong leader that makes decisions. The final decision is the responsibility of the leader. Inputs need to be managed. Assign a deadline and know when a final decision must be made, without exception.

As the decider, you have the ultimate power. How you use your power is a reflection of your leadership. Whether you choose to make rapid decisions or methodical, deliberate decisions, the action matters most. Don’t let decisions, small or large, slow you or your business down. Procrastination is deadly. Lead by deciding. Decide how you will lead. Decide now.

By Jamie Glass, CMO & President of Artful Thinkers and Managing Director of Sales & Marketing Practice at CKS Advisors.