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