Why don’t we notice what needs to be noticed when making key leadership decisions? I’ve been fascinated by Harvard Professor Max Bazerman’s book The Power of Noticing: What the Best Leaders See (Simon & Schuster, 2014). It’s really caused me to think deeply about how leaders often miss key data for decisions – either by ignoring it – or because of influence by others and attention to the wrong things.
If we’re going to be successful leading organizations we can’t afford to be narrow-focused. As I posted previously, getting leadership decisions right hinges on noticing what we need to see, even when it’s inconvenient.
When a situation doesn’t seem quite right, we cannot afford to ignore data that flies in the face of commonly accepted values. This is not the time to accept insufficient evidence, refuse to raise questions, be unwilling to badger people or avoid upsetting the apple cart.
Silence and complacency promote corruption. Nonetheless, we tend to wait. We hope we’re not being overly sensitive or alarmist. We trust that others will notice and speak up for us. Read More