I was having a "nails-on-the-chalkboard" experience. The consultant from ABC company had just completed an excellent, 10-minute presentation of his firm's six-month project to improve XYZ company's overall brand. A prolonged discussion followed as executives from the XYZ company shared their opinions regarding colors on a brochure, lettering, timing… blah, blah, blah. I took a few deep breaths, trying to figure out what was bothering me so much. On my third inhalation, it hit me! Of course, NOW I know what's wrong with this picture. Any guesses? Two issues bothered me during this meeting: – one of focus and one of weight.
I. Just Say KNOW to Focus
Apple’s former CEO and co-founder Steve Jobs conducted a yearly retreat with Apple's 100 top executives, during which Jobs forced them to select their top 10 priorities for the coming year. He ended the retreat by crossing out seven of their 10, declaring that "these top three" would receive the resources and support of the organization. Jobs understood that the primary role of any leader (at home and work) is to provide focus by clarifying priorities.
This is why during my retreat with XYZ company executives three months earlier, I employed the force-choice-priority-indicator to help them select their top three priorities. Brochure colors and font sizes did NOT make the list.
Wisdom demands we say NO to many things so we can say YES to the few that matter most. Do you KNOW your top three priorities? Do you KNOW what is on your "NOT to-do list?"
II. Treating Everyone the Same Is Not Fair
When XYZ company executives started "over-sharing" their opinion about the brochure colors and other micro issues, I thought my head would explode. Yet the patient consultant responded to all of their comments by calmly stating that "Our business is branding. It's what we do. We followed industry best practices for your project. We urge you to accept our recommendations." Precisely, I thought to myself, this consultant from ABC company is the expert, NOT these executives from ABC company.
How often have you been in conversations or meetings where others share their opinions on issues they don’t fully understand? I hear this "equal voice fallacy" all the time. For example, a few weeks ago, a leader (Al) I coach told me that he met with two colleagues to discuss a complex software problem. At the end of the meeting, they decided to move ahead with a solution that Al did not agree with because Al had been "outvoted" 2 to 1. I pointed out that his two colleagues' opinions should not have counted as much as his on this issue because he was the software expert, not the other two. Al should not have put the issue up for a vote.
My experience is that people often express opinions and make decisions without carefully considering who has the expertise. To make excellent decisions, we must not weigh all contributions and opinions equally.