Tough Times, Wise Decisions
In a time when “flattening the curve” requires universal participation, when, how, and who to re-open requires tough, wise decisions. Wise business leadership is needed more than ever before.
There’s no shortage of talks, posts, or tweets on our need for wise, capable leaders who pursue the common good; who balance big-picture thinking with next-step management. But predicting outcomes becomes much more complex as systems and people interact in unexpected ways.
We need our leaders to do the right things, in the right way, against the right time frame. The real stand outs can navigate intrinsically complex circumstances, make smart decisions, and inspire others to do the same.
Two challenges commonly surface in complex circumstances: unintended consequences and difficulties in making sense of a situation. Unfortunately, many leaders tend to overestimate the amount of information they can process: humans have cognitive limits. More than ever, leaders need input from others to grasp complexities and determine how they affect other parts of the system.
A leader must be able to keep the big picture in clear view, while attending to all of the small executions that will lead to the right outcomes. They need wisdom.
Wise Leadership Defined
Socrates believed that wisdom is a virtue, acquired by hard work: experience, error, intuition, detachment, and critical thinking; and that the truly wise recognize their own limits of knowledge.
Wisdom is also a paradox: based partly on knowledge, shaped by uncertainty; action and inaction; emotion and detachment. Wise leadership reconciles seeming contradictions as part of the process of wisdom, for wisdom is a process.
Wise leadership is a combination of elements, including intelligence, self-awareness, acknowledgement of personal limitations, humility, patience, and emotional resilience. To put it in the simplest terms, wise leadership is the ability to think and act using knowledge, experience and understanding, to make good decisions.
Six Abilities
Professors Ikujiro Nonaka and Hirotaka Takeuchi shared their research on the six abilities of wise leaders in the Harvard Business Review article, “The Big Idea: The Wise Leader.” They found that it isn’t just uncertainty that challenges leaders. It’s leading people to adhere to values and ethics with six essential abilities:
1. Perceive the true nature of the reality and the underlying issues.
2. Make decisions about what is good for the organization and society, and act on it; moral discernment.
3. Enable symbiotic learning by providing opportunities to interact closely with—and between—others.
4. Use applicable metaphors and stories so all can understand.
5. Nurture wisdom in others by mentoring, apprenticeship, and distributed leadership.
6. Embrace the paradoxes of life, refrain from either/or thinking, and cultivate a both/and mindset to bring people together and inspire them to take positive action.
The Process for Tough Decisions
Complex systems may operate in patterned ways, but their interactions are continually changing. Therefore, wise leaders continuously assess and adjust for new data, as well as all of the possible consequences of a change:
1. Identify subject matter experts and resources. Rely on data, but ensure that the right questions are being asked, to (and by) the right experts.
2. Collect accurate, verifiable, and reliable information. Recognize interests, goals, and values to create context for the data.
3. Evaluate and annotate findings. Save all information with notations for future reference.
4. Create time and space to reflect on the information. Examine it with your mind, gut, and heart, by asking yourself:
o “What is socially just?”
o “Who stands to benefit the most?”
o “Who is most at risk?”
o “How will this impact the future?”
o “What are the impacts today?”
o “What is the right thing to do, right now?”
Give yourself time to embrace the elements that make you wise, as well as the paradoxes:
1. Recognize your limits, and ask for help when needed. Act with humility and courage.
2. Acknowledge feelings, practice temperance in expression, and strengthen your emotional resilience.
3. Allow time and space for others, as well as self. Be patient, forgiving, and show mercy.
4. Practice compassion and fairness. View situations as they are, with a dispassionate, clear eye of human nature.
5. Demonstrate your ability to cope with adversity: be brave, persistent, and act with integrity.
6. Embrace ambiguity, practice gratitude, and cultivate hope that more shall be revealed.
The Wisdom of the Crowd
Research from Duke University indicates that their aggregate knowledge of subject matter experts will exceed the knowledge of any one individual expert. But there’s a caveat:
1. Diversity: your subject matter experts should bring diverse perspectives. For example, one expert may focus on short-term goals, and the other on long-term goals.
2. Process: your subject matter experts should not be influenced by others before sharing their findings.
When making decisions, you’ll also need to decide how much weight you give to their wisdom, as well as yours. In October 2019, Harvard Business Review author Laura Huang published an interesting article on the topic. According to Huang, it’s important to recognize two factors: what is the level of unknowability, and what is the context.
When there is just not enough information (when the level of unknowability is high), and, when there is not a proven model or schema (when there is not a map or context), you’ll need to use your inner wisdom.
In the February 2020 issue of Decision, researchers shared how averaging the wisdom of the inner crowd can boost accuracy of confidence judgments. Of course, navigating through a pandemic is new for most leaders. But, wise leaders are keen observers, have learned how to recognize patterns, and rely on mental models. They challenge themselves to make tough decisions and learn from the consequences.
Wise Leadership and Emodiversity
In the May 2019 issue of the Journal of Experimental Psychology, researchers published their findings on emotions and wise reasoning. In the past, theories suggested that the downregulation of emotion may lead to better decision making. But new research finds that recognizing and balancing emotions stimulates insights, and better reasoning.
Emotional awareness is key. Knowing what you feel, and how often you experience the feeling, may be more effective than knowing why. If you aren’t already, keep a journal. Give yourself permission to write your thoughts and feelings for a minimum of five minutes, without any editing: no grammar, spelling, or content corrections. Allow yourself to go longer, if needed.
A journal will also allow you to track your inner crowd. As Dan Ciampa wrote in Harvard Business Review, “The More Senior Your Job Title, the More You Need to Keep a Journal” (July, 2017), learning what is important and what lessons should be learned happens after the fact. It allows for more meaningful, and productive, exploration of alternative solutions.
Balance Positive and Negative Emotions
Wise leaders understand that both positive and negative emotions work in the decision making process. Positive emotions open us; they expand our social, physical and cognitive resources. Negative emotions serve to limit our thoughts and behaviors; they help us to focus and act more decisively in times of stress or crisis. But an imbalance can sap our energy and lead to brain fog.
Research conducted by organizational psychologist Marcial Losada, PhD, along with psychologist Barbara Fredrickson, PhD, finds that a 3:1 positivity-to-negativity ratio is ideal for optimal functioning. Wise leaders track their ratio, and when needed, increase positive moments.
To reduce the impact of negative moments, practice mindfulness meditation; observe your thoughts without judgment. If you are getting caught up in negative thinking, try these tips suggested in Fredrickson’s book, Positivity: Groundbreaking Research Reveals How to Embrace the Hidden Strength of Positive Emotions, Overcome Negativity and Thrive (Crown Archetype, 2009):
- Recognize and counter negative thinking habits (always/never, most/least, internal/external).
- Distract yourself from rumination.
- Limit your exposure to bad news streams.
- Avoid gossip and sarcasm, and increase positive feedback to others.
- Practice gratitude, and smile more.
Wise leadership envisions the best possible future for everyone. As Stephen S. Hall writes in Wisdom (Random House, 2010),
“In an age of reason, thought will seem like wisdom’s most esteemed companion. In an age of sentiment, emotion will seem like the wisest guide. But when human survival is paramount, social practicality and science are likelier to lead us through to better times.”
Dr. Maynard Brusman
Consulting Psychologist & Executive Coach
Trusted Leadership Advisor
Professional Certified Coach (PCC), International Coach Federation
Board Certified Coach (BCC)
San Francisco Bay Area
I coach emotionally intelligent and mindful leaders to cultivate trust and full engagement in a purpose-driven culture who produce results.
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