Think about the last decision you made at work with confidence. Did you rely on numerous stakeholders, or did you trust your judgment, blending knowledge, data, and intuition? Both methods can be valid, but research shows organizations often overly rely on consensus, leading to decision-making riddled with cognitive biases.
The 'Team Anywhere Lab' at Atlassian study organizational behavior to find the best ways to work. They designed an experiment [CLICK TO READ] to explore how judgment can improve decision-making called the "Make the Call" Experiment which hypothesized that:
1. A decision-making audit increases decision-making clarity, role clarity, and work speed.
2. The effects are stronger with managerial feedback.
Eighty-two Atlassians participated, split into two groups. Both groups filled out pre-experiment surveys, a decision-making audit template, and post-experiment surveys. Participants listed recent decisions, their uncertainties, and what worked well. The first group was asked how they could move decisions forward more quickly next time. The second group shared their template with their manager for feedback. The results are very interesting:
Conducting a decision-making audit and inviting managerial feedback can significantly enhance decision-making clarity and efficiency. Leaders and managers should encourage these practices to empower teams to "make the call" and drive better business outcomes.
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Public discussions about ageism often focus on prejudice against older adults, with common stereotypes depicting them as slow, grumpy, and forgetful. However, recent research reported in online in Knowledge at Wharton [CLICK HERE TO READ] and led by Wharton visiting scholar Stéphane Francioli reveals that the most negative views in society are actually directed toward young adults — a form of reverse ageism known as “youngism.”
In two large surveys of U.S. adults, Francioli, alongside co-authors Angela Shaker and Michael North, found that people hold more positive views of older adults than of younger ones. This challenges the common belief that more mature people bear the brunt of age-related prejudice. The degree of bias against the young was large, similar to prejudice against other groups that face discrimination, such as Black Americans. In contrast, attitudinal patterns toward older adults tended to match those seen toward advantaged groups, such as white Americans.
“Society often assumes that ageism mainly targets older adults,” Francioli explained. “Meanwhile, youthfulness is typically associated with beauty, athleticism, and mental sharpness. Many people strive to appear and feel younger than they are.” Yet, the reality is more nuanced. Young adults — those aged 18 to 30 — often face condescension, stereotyping, and outright discrimination. This bias against the young tends to take a unique form. While ageism targeting older adults finds its roots in people’s discomfort with the process of aging, youngism stems from the perception that today’s young do not live up to the standards set by previous generations at the same age.
Francioli’s study also discusses why reverse ageism against young adults has been overlooked. According to Francioli, this oversight may not stem from ignorance but rather from a societal belief that ageism against the young isn’t a serious moral issue. “It seems that there is a form of moral licensing happening. Since everyone has been young at some point, it’s probably easier for people to justify their biases against today’s young without feeling guilty or questioning their views,” Francioli noted.
However, these negative beliefs about the young are not without consequences. Francioli highlighted the frustrations of younger generations, too, as exemplified by the “OK Boomer” movement. “Young adults are seen as the future of society, but their own future looks bleak,” Francioli said. In the U.S., young people face rising housing costs, enormous student debt, and lower incomes. These issues have contributed to the largest wealth gap between generations in history.
Ultimately, Francioli’s research stresses the need to address discrimination across all age groups rather than creating competition over who suffers more. “While young people may face more negative attitudes today, ageism is still a serious issue for older generations,” he said. “As our world ages and resources need to be shared across generations, we must understand age bias fully to create policies that support all age groups, and keep society united.”
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In today’s rapidly evolving business landscape, the role of board directors has become more demanding and consequential. A recent McKinsey Global Survey [CLICK HERE TO READ] highlights that directors are facing unprecedented complexity, with their responsibilities expanding to include emerging topics like generative AI, cybersecurity, and the net-zero transition. To manage these challenges, effective collaboration between boards and CEOs is crucial.
1. Establish Efficient Board Processes
Efficient board processes are foundational for effective collaboration. Well-structured meetings, clear decision-making frameworks, and regular realignment of responsibilities can prevent time traps and ensure that directors focus on value-adding activities. Effective collaborators are more likely to have streamlined operations, with chairs running meetings efficiently and new board members receiving adequate orientation.
2. Prioritize Open Communication
Frequent and transparent communication between boards and CEOs is essential. The survey indicates that ineffective collaboration often stems from misaligned agendas, unclear roles, and poor information sharing. Boards that communicate well with CEOs are better informed and can respond more swiftly to changes and crises. Utilizing multiple communication channels and maintaining transparency can significantly enhance this relationship.
3. Foster a Strong Board Culture
A culture of trust and respect within the boardroom is vital. Effective collaborators invest in team-building activities and create a positive dynamic between the board and the CEO. This includes informal interactions, such as shared meals and field trips, which strengthen interpersonal relationships and improve overall board effectiveness.
As board roles continue to grow in complexity, fostering strong partnerships with CEOs is not just an additional task but a fundamental approach to enhancing board effectiveness. By establishing efficient processes, prioritizing open communication, and fostering a strong culture, boards can better navigate the complexities of their roles and drive long-term value creation for their organizations.
In today’s data-driven world, many leaders struggle to make better decisions despite the abundance of information at their disposal. Decisions Over Decimals (2023) by Christopher Frank, Paul Magnone, and Oded Netzer tackles this challenge by proposing a balanced approach to decision-making, blending data with human intuition. The authors introduce the concept of Quantitative Intuition™ (QI), a framework that combines analytics with gut instincts and real-world experience.
The book argues that leaders often err by either disregarding data in favor of intuition or placing too much faith in the data itself. Instead, effective decision-making requires a balance between the two. Through practical tools such as the IWIK™ Knowledge Matrix, the authors provide a step-by-step guide to harness both quantitative data and intuitive insights for better, more confident decisions.
Drawing on years of experience working with top companies like Google, Microsoft, and Amazon, the authors emphasize that you don’t need to be a numbers expert to make sound decisions. By following the QI approach, leaders can make informed choices that drive growth, adapt to uncertainty, and foster innovation.
For not-for-profit business leaders and managers, Decisions Over Decimals offers valuable insights on navigating the complexities of modern decision-making. The practical frameworks and strategies outlined in the book are not just theoretical; they have been tested in the real world across a range of industries. In a sector where data can be overwhelming and resources are often limited, this book is a must-read for anyone looking to enhance their decision-making process and lead with clarity.
As communicators our aim is for our audience to understand what we intended for them to understand. But how can we actually know if they do? Well, for one, we can wait and see what actions they take. They will either succeed in doing what we asked and recommended or fail to some degree. It is a very inefficient way to gauge understanding. The other way, and by far the better way is to ask questions to see exactly what our audience has understood and to allow them to question us for clarity in return. Questions can drive the discover of information, foster understanding, build relationships and influence the decision-making process. There in meetings, client interactions, or with your own teams, the strategic use of questions can unlock new perspectives, solve complex problems and steer conversations in productive directions.
One of the primary functions of asking questions is to ensure understanding. business, Miscommunication can lead to costly errors, wasted time, and damaged relationships. Asking clarifying questions helps avoid these pitfalls. For example, when working on a project, the question "Can you clarify exactly what the client expects in this area?" invite specifics, reduces ambiguity, and ensures all parties have the same understanding of goals and processes. This is critical in an environment where every detail matters.
Asking questions encourages collaboration. In meetings or group discussions, asking questions as simple as, "What do you think?" or "How would you approach this challenge?" create an environment where employees feel valued and heard. This not only improves morale but also brings diverse perspectives to the table. Each team member’s unique insights can lead to creative solutions that might not emerge in a more hierarchical, directive communication style.
Questions can show attentiveness, interest, and empathy, all of which are crucial for building relationships and trust. When speaking with clients or colleagues, asking thoughtful questions shows that you care about their needs and perspectives. For instance, asking a customer, "What are your biggest challenges right now?" instead of pushing a product, opens a dialogue that prioritises the customer’s needs.
Questions also build rapport. Informal open-ended questions like, "How did you get started in your career?" can help form personal connection that shows you don’t simply see clients as a way to make money, but as people that you engage with and serve.
The ability to solve complex problems often hinges on asking the right questions. Asking "Why are we doing things this way?" encourages teams to think beyond conventional solutions. There may be ideas amongst your team members just waiting to be uncovered that will innovate and update your workplace for the better.
Questions are powerful tools for communication. used strategically, they lead to better decisions, stronger teams, and more effective outcomes.
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In many organizations, a disconnect exists between employees' perceptions of bias and their leaders' recognition of it. Research by Kellogg's Maryam Kouchaki and colleagues [READ IT HERE] reveals that those in positions of power are often blind to inequities within their own organizations, despite acknowledging such issues elsewhere. This blindness stems from a deep identification with their organization, leading managers to maintain a positive self-image by believing their workplace is equitable.
For instance, Salesforce CEO Marc Benioff initially dismissed claims of pay inequality within his company, believing their strong culture made such issues impossible. However, upon being presented with evidence, Benioff took corrective action. This scenario is common, as leaders frequently resist DEI initiatives, not out of malice, but because their role and organizational identification prevent them from recognizing internal problems.
The research involved analyzing surveys of over 60,000 federal employees and conducting experiments with nearly 1,000 participants. The findings consistently showed that managers report less perceived inequity in their organizations compared to non-managers. Interestingly, while managers are capable of recognizing bias in other organizations, they struggle to see it within their own, indicating a form of perceptual tunnel vision.
This blindness can have real consequences, such as reduced support for diversity initiatives. In one study, managers allocated 19% less funding to diversity programs compared to non-managers. However, when prompted to recall instances of bias within their workplace, managers became 30% more likely to support these initiatives.
To combat this bias, Kouchaki suggests that leaders should actively seek out and address potential inequities. By being mindful and intentional, managers can overcome their perceptual barriers and ensure that their organizations truly foster equity and inclusion. Recognizing that bias can occur anywhere is the first step toward creating a fairer workplace.
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In today’s competitive market, customer delight is a powerful tool for driving growth and loyalty. This concept, explored in a recent McKinsey & Company article [CLICK HERE TO READ], emphasizes the importance of creating memorable experiences that go beyond mere satisfaction.
Defining Delight: Delight occurs at the intersection of joy and surprise. Unlike satisfaction, which meets expectations, delight exceeds them, creating a lasting emotional impact. This can be achieved through thoughtful gestures, innovative products, or exceptional service.
Economic Impact: Research involving 25,000 customers across various industries shows that delight significantly boosts key metrics like net promoter score (NPS), revenue, and total return to shareholders (TRS). Organisations that prioritize delight outperform their competitors, seeing increased loyalty, referrals, and revenue growth.
Drivers of Delight: The article identifies two main drivers: service excellence and product innovation. Genuine human interactions and personalized experiences are crucial. For instance, a barista learning sign language to communicate with a customer or a call center agent offering heartfelt condolences can create moments of delight. Additionally, innovative products and unexpected sensory experiences can surprise and please customers.
Implementing Delight: To harness the power of delight, organisations should:
By embedding delight into their customer experience strategies, organisations can unlock new growth opportunities and build lasting customer loyalty. Leaders and managers should focus on creating environments that promote delightful interactions, ensuring that every customer touchpoint has the potential to surprise and delight.
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In today’s rapidly evolving business landscape, maintaining organizational health is crucial for sustained success. The recent McKinsey article “Healthy Organizations Keep Winning, But the Rules Are Changing Fast” [CLICK HERE TO READ] highlights six key shifts that leaders must embrace to drive higher organizational health and performance.
1. Common Purpose: Modern organizations must articulate a clear and compelling purpose that resonates with employees. This purpose should connect emotionally and intellectually, guiding employees’ daily actions and decisions. For instance, AIA’s mission to help people live healthier lives aligns employees’ work with the company’s broader goals, fostering a sense of meaning and direction.
2. Empowering Leadership: The era of authoritative leadership is over. Instead, leaders should focus on empowering their teams, granting autonomy to those closest to the work. Empowering leadership enhances decision-making and fosters a healthier organizational environment. Decisive leadership, characterized by swift and clear decision-making, is also essential.
3. Data-Driven Decision Making: Relying on intuition is no longer sufficient. Leaders must leverage data to inform their decisions, driving innovation and learning. Data-driven decision-making creates an accurate feedback loop, enabling organizations to adapt and innovate effectively.
4. Employee Experience: Beyond engagement, organizations must prioritize employee well-being and professional growth. A positive employee experience, encompassing psychological safety, career development, and a sense of purpose, is critical for attracting and retaining top talent. Organizations should create conditions that allow employees to thrive, recognizing that individual needs and preferences vary.
5. Technology Enablement: Investments in technology should be strategically aligned with business performance goals. Technology should optimize business processes and drive efficiency, rather than merely making work easier for employees. Leaders must ensure that tech investments have a clear business case and contribute to overall organizational health.
6. Social Responsibility: Employees increasingly value organizations that act responsibly and contribute to societal well-being. Social responsibility, encompassing sustainability and ethical practices, is a significant predictor of organizational health. Companies like Decathlon integrate social responsibility into their core operations, enhancing both employee loyalty and customer trust.
By embracing these six shifts, business leaders can build resilient, healthy organizations that thrive in a dynamic world. Prioritizing purpose, empowering leadership, data-driven decision-making, employee experience, technology enablement, and social responsibility will position organizations for long-term success.
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In “Board Talk: 18 Crucial Conversations That Count Inside and Outside the Boardroom,” authors Kathryn Bishop and Gillian Camm offer an invaluable resource for experienced directors, new directors, and aspiring directors alike. Published by Practical Inspiration Publishing in 2023, this book underscores the pivotal role of conversation in effective governance.
Bishop and Camm emphasize that the essence of board functionality lies in how members communicate with each other and stakeholders. The book delves into the mechanics of board operations—understanding information, making informed decisions, overseeing activities, and setting the organizational tone. It highlights the importance of two-way conversations, stressing that both speaking and listening are crucial.
The authors also explore the “how” of conversations, advocating for the expression of ideas in a manner that ensures they are well-received. This practical guide encourages board members to contemplate what they need to say, whether it should be said, and the best way to articulate it.
“Board Talk” is rich with practical advice, offering conversational techniques and examples of 18 essential conversations that enhance board efficiency. It includes checklists and case studies, making it a comprehensive tool for anyone involved in board governance. Highly recommended for those looking to refine their conversational skills and improve board performance, be they experienced board members, new board members, or people aspiring to be on a board.
In "Escaping the Growth Curse," Yves Doz and Keeley Wilson (2024, Berrett-Koehler) present a compelling argument for rethinking boardroom strategies and governance to prioritize long-term sustainability over short-term profit. This insightful book is structured into three key parts:
1. When Growth Stalls - The authors explore the inherent challenges of the "growth curse," where relentless pursuit of growth can become detrimental.
2. Why Strategy Matters for Governance - This section emphasizes the critical role of boards in shaping and guiding effective strategies.
3. Making Strategy Stronger - Detailed guidance is provided on enhancing collaboration between boards and executives.
Doz and Wilson challenge boards to transform into "meaning-makers" and "conscious-keepers," redefining their roles to ensure they add substantial value to their organizations. They advocate for boards to become reservoirs of wisdom and strategic creativity, with members possessing skills and traits that genuinely contribute to the company's long-term success.
Central to their thesis is the critique of short-term economic outlooks, labeled as the "growth curse." The authors highlight that as organizations mature, their growth naturally decelerates. However, investor expectations for continuous strong growth persist, which is unsustainable. They argue for a fundamental shift in governance, moving away from mere oversight to a more integrated approach where strategy and governance are intertwined.
The book underscores the importance of boards being proactive and strategic rather than passive. It calls for a reimagining of governance concepts, urging boards to play an active role in strategic planning and execution. Though the primary focus is on US publicly-listed companies, the principles and insights offered are universally applicable.
"Escaping the Growth Curse" is a must-read for board chairs, members, and anyone involved with board governance. The book's thoughtful analysis and actionable recommendations make it highly relevant for those looking to foster long-term sustainability and strategic innovation within their organizations. By melding strategy with governance, Doz and Wilson provide a roadmap for boards to escape the pitfalls of short-termism and lead their organizations towards enduring success.
