| Thinking is the hardest work there is, which | | | | assumptions that may or may not be valid. We |
| is probably why so few engage in it. - Henry | | | | see this often in sales situations. The |
| Ford Let's take a few minutes to understand | | | | seller has certain assumptions about clients. |
| the process of evaluating. Top performing | | | | For example: - They're in this industry so |
| individuals and organizations are | | | | they must be ... - They'll want ... - They'll |
| consistently evaluating the present and | | | | be motivated by ... - They dislike ... |
| preparing for the future. The process of | | | | Assumptions are a natural part of our mental |
| evaluating involves the identification of key | | | | work. An assumption is a generalization. Most |
| external events (Outlook - what I observe) | | | | companies are client-centric, most doors open |
| and the interpretation of those events | | | | in the same way, sharp objects can hurt you. |
| (Inlook - what it means to me). Evaluations = | | | | If we didn't generalize, we would not be able |
| Outlook + Inlook Consider the fact that | | | | to see patterns in life. So generalizing can |
| organizations look out for emerging trends, | | | | be useful, but your assumptions must be |
| global events and industry issues. Then they | | | | tested. How do you test assumptions? Simple. |
| look inward to interpret or translate these | | | | Ask questions. For example: - Is this really |
| changes into potential pain or gain for the | | | | true? - How do I know it's true? - What |
| organization. It is this interpretation that | | | | evidence do I have that it's true? - Is it |
| forms the "Inlook." See the process of an | | | | always true? Sometimes true? - What could be |
| evaluation? It encapsulates your outward | | | | assumed instead? - How is this assumption |
| observations and your inward interpretations. | | | | serving me? - Do I need to adjust my |
| Individuals do the same thing. They look | | | | thinking? So, clean your mental filters and |
| externally to identify business issues, and | | | | test your assumptions to ensure that your |
| then determine how these issues might impact | | | | filters are not factors in accurately |
| them or their job. A gap often exists at both | | | | interpreting situations. The Master Keys Here |
| the organizational and individual levels. | | | | are the master keys to making superior |
| Organizations are usually competent at | | | | evaluations: 1. Suspending judgment 2. |
| identifying and interpreting the impact of | | | | Avoiding oversimplifications 3. Exploring |
| events and situations on the business. | | | | underlying beliefs, emotions, feelings 4. |
| However, they typically don't look at how | | | | Clarifying issues, conclusions, beliefs 5. |
| those events and situations will affect the | | | | Developing criteria for evaluation: |
| individuals in their organizations. | | | | clarifying values and standards 6. Evaluating |
| Similarly, individuals are good at | | | | the credibility of sources of information 7. |
| identifying business issues and how those | | | | Questioning deeply: raising and pursuing root |
| things might affect their jobs or them | | | | or significant questions 8. Analyzing or |
| personally. However, most have a very limited | | | | evaluating arguments, interpretations, |
| view and fail to interpret market trends | | | | beliefs, or theories 9. Generating or |
| appropriately. To achieve superior results, | | | | assessing solutions 10. Listening critically |
| organizations must have an Inlook which | | | | 11. Asking clarifying questions 12. Comparing |
| accommodates the individual. To be Top | | | | and contrasting 13. Distinguishing relevant |
| Performers, individuals must have an outlook | | | | from irrelevant facts 14. Exploring |
| which accommodates business-related events | | | | implications and consequences |
| and situations. The Filter Factor? Truth like | | | | |
| football - receive many kicks before reaching | | | | Daniel Grissom works with executives at blue |
| goal. - Charlie Chan It is essential that you | | | | chip companies including Google, IBM and Eli |
| understand the filters or biases that affect | | | | Lilly. He developed the STEP UP! system - a |
| your evaluations. We all have a certain way | | | | simple, logical and exceedingly effective |
| of looking at things that affect our focus | | | | methodology created from experience inside |
| and clarity. We have beliefs about how things | | | | the guts of world-class corporations. |
| are or how they're supposed to be. We make | | | | |