Success Secrets and Stories
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Success Secrets and Stories
The Empowerment Mindset - Think, Empower, Achieve!
Unlock the secrets of effective leadership and transform your decision-making skills with insights from industry giants like Jeff Bezos and Mary Barra. This episode promises to equip you with the critical thinking tools vital for navigating complex business landscapes and fostering a culture of innovation and accountability. We'll explore how leaders can evolve from rescuers to mentors, empowering their teams to take ownership of their decisions and build a foundation of trust that drives success.
Discover the powerful dynamics of dual-system thinking and how it plays out in both sports and business environments. We'll dissect the fast, intuitive reactions of System One compared to the slow, deliberate reasoning of System Two, using vivid examples like a high-stakes tennis match. Drawing from the work of Paul and Elder, we dive into enhancing your thinking through structured analysis and evaluation. Listen as we highlight the practices of visionary leaders like Peter Drucker and Warren Buffett, who thrive on embracing diverse perspectives and adapting to change with agility and an open mind.
Presented by John Wandolowski and Greg Powell
I'm your host, john Wondolowski, and I'm here with my friend Greg Powell.
Speaker 1:Hey everybody, yeah.
Speaker 2:So today our subject is kind of an interesting subject. It's critical thinking and for me, I think critical thinking has different applications. I sometimes refer to it like leadership and, as it relates to something like tennis, some decisions are like a lob that's over the net. They're day-to-day kind of requirements that are no big deal, and some decisions, like in tennis, take a lot of planning and testing and before you start to move forward you have to make decisions in terms of your skills and how to be recruited and what does a Division I team need versus a Division II team? In an NCAA kind of environment there's a lot more to try to look for a scholarship. My point is that you need to understand the scope of the problem or the opportunity to seek advice and to understand the skills that you have to give and the skills that you're looking for, that the person is capable. Critical thinking has been described as the ability to question, to acknowledge or test previous assumptions, to examine, to interpret, to evaluate, to reason, to reflect, examine, to interpret, to evaluate, to reason, to reflect, to make informed judgments and decisions, to clarify, to articulate and to justify positions, and that description came from the University of Louisville. Thank goodness they were able to put that together, because that's a pretty well-defined description of what it is that you need to understand when they use the term critical thinking, because it's like a dump zone for ideas. It isn't really a simple concept. There's a lot to it and to understand how to do that naturally takes a lot of time. So, from the article LinkedIn article from February 22nd of 2003, why is critical thinking an important skill for managers? The best leaders are critical thinkers because critical thinking allows them to analyze complex situations, to consider multiple perspectives, to evaluate information thoroughly and to make informed decisions based on the evidence rather than assumptions, which is critical to navigate challenges and to understand what is the current leading activities in any environment. Critical thinking enables employees to consider multiple perspectives and the potential of outcomes of different decisions. They lead to better choices that are made in order to help you succeed. The ability to evaluate the information in the data and the facts is important as making the final decision, the formal decision, making the final decision, the formal decision.
Speaker 2:So critical thinking in the 21st century leaders is an article from again 2023 by Dr Sylvia LaFleur, and she goes on to talk about leaders who are rescuers do not help their teams to grow. It's the role of a mentor, and we've talked about leadership roles and rescuers and mentors in the past, and they are roles that sometimes we fall into because it's what we are geared to as leaders, and we're trying to bring up the point that critical thinking is important for a leader to understand. She goes on to say I want you to know how they handle problems and how they would come to her looking for three solutions. As a result, she can move from a rescuer to a mentor, which means that she can ask questions that can lead to helping them to figure out their next steps. Here is where she takes that input and, instead of giving answers, she's challenging the individuals to get involved with making that critical decision. She goes on to say critical thinking is so much more than merely thinking.
Speaker 2:Leaders skilled in critical thinking are better equipped for solving problems. They are informed, they make decisions and communicate their ideas effectively. For example, consider Jeff Bezos, the founder of Amazon. Bezos has been widely credited for transforming the retail industry through his innovative ideas and business strategies. As an illustration, one of the keys to his success is his ability for critical thinking. Critical thinkers are rebels who become community builders, and everyone contributes. She goes on to say that the instances where Bezos first started Amazon. He was recognized that the traditional retail model was not working. He saw it as an opportunity to leverage the power of the Internet. He created a new retail experience that would be more convenient and more accessible to customers. Consequently, he required him to think creatively to develop a business model that was customer-centered, innovative and had long-term growth. Critical thinkers helped change the work culture to be more productive.
Speaker 2:When Mary Barra took over as CEO of GM in 2014, the company faced several challenges. This included a significant safety crisis related to faulty ignition switches. She recognized that the company needed to change the culture and problem-solving approach. She emphasized the importance of transparency, accountability and cooperation. Just as a side note, transparency, accountability and cooperation is really the most important elements that you can see with critical thinking profiles. You know they're. The most important word out of those three for me is accountability, responsibility. If they own their decisions, they own the information, they own the data, the people that are being involved in the critical thinkers' decisions, you'll see that there's that trust that kicks in. At the same time, she goes on to say she's also encouraging employees to speak at all levels, to speak up and to share their ideas To help GM address the safety crisis. She restored trust with the customers and improved the overall performance.
Speaker 2:So critical thinking is important To understand. Critical thinking is vital for success in today's competitive work environment is an understatement. Critical thinking objectives analyze and evaluate information that makes decisions and problem solving a bit easier. It is essential for making the sound judgments in complex and rapidly changing environments. To be an effective leader is to understand the ability to change in these environments, because the one thing that is a constant in business is change.
Speaker 2:The definition of critical thinking includes system thinking. The definition of critical thinking includes system thinking. Critical thinking is analyzing and evaluating information objectively, without bias or prejudice. It involves the logic and the reason of identifying the strengths and the weaknesses of an argument, the knowledge and the evidence. You have to step back and actually make clear decisions and understand when somebody who's been in the middle of the fight has been trying to fix the problem, like this GM issue with safety, and they are so knee deep in it that they can't see the other data. That's where someone who is a critical thinker and is a leader is trying to pull a person back in saying it didn't work. We have to start over that ability to have the ability to stand back and help with self-awareness, not only for themselves, but for the people they're working with. That's the core of critical thinking. Greg, I think you have another way of defining the critical thinking concept.
Speaker 1:Thanks, john. Let's take that trip down the path a little bit further, a little deeper. Critical thinking and leadership increases collaboration. We have certainly talked about how important it is for managers and their employees to be able to collaborate. Managers to collaborate with others. Influential leaders need to be able to make decisions quickly and confidently, and they also need to be able to evaluate information carefully. Then they ensure that the decisions are based on sound evidence, not gut reaction. Learning the key components of critical thinking gives leaders a cutting edge in business. Now take it a little deeper here.
Speaker 1:A gentleman by the name of Scriven and Paul came up with an article defining critical thinking at the eighth annual international conference on critical thinking and education reform. Paul and Scriven suggested that critical thinking is based on universal intellectual values that transcend subject matter divisions. That's a mouthful right. Let's take this part slowly. Clarity, accuracy, precision, consistency, relevance, sound evidence, good reasons, depth, breadth and fairness Lots of things to look at when you're really critically thinking about a topic or an issue. It entails the examination of those structures or elements of thought implicit in all types of reasoning purpose, problem question at an issue, assumptions, concepts, empirical grounding, reasons that lead to conclusions, implication and consequences, objectives from alternative viewpoints and frame of reference. So 360-degree way of looking at issues and items, completely comprehensive approach.
Speaker 2:Do you think they could come up with any more terms if they tried? I mean that's a wonderful. I mean it's trying to be as thorough as possible to understand all the elements that are associated with it. Incredible description anyway.
Speaker 1:You are exactly right, john. A super deep dive is being responsible to variable subject matter, issues and purposes, and you're trying to incorporate all this information, weave it together into a common kind of mode of thinking. So some of the things that you're thinking about with critical thinking you're thinking about scientific thinking, you're thinking about mathematical thinking, you're taking a look at the history, the background, the backdrop, historical thinking and, even deeper than that, anthropological thinking, throwing in the economic side, economical thinking, and we've talked a lot about moral thinking and the moral compass, and then, just for discussion's sake, philosophical think. Now, developing critical thinking skills, saw an article from a company called asana. They're a software company based in san francisco and they came up with seven skills in 2008 by mr moskovitz and rosenstein that they think really kind of nails.
Speaker 1:What are those skills that need to be developed? So the first one, pretty simple right Identify the problem or question at hand. Second, do the detective work, gather relevant information. Third, now you're going to analyze and evaluate the data that you have. Fourth, consider alternative points of view. Five, start to draw some logical conclusions of what you've reviewed. Six, develop and communicate the solutions that are in your head. And then seven, which is really important reflect and learn from the process, because it is just that it is a process. Now, john, are there any good books on critical thinking?
Speaker 2:There are a ton of books that are associated with critical thinking. The one that we kind of liked was from a psychologist, daniel Kinnaman, from 2011. And he did a book called Thinking Fast and Slow and it really, you know, rang the bell of what we're trying to get across in terms of discussing critical thinking as being the key component of leadership. The description is trying to talk about two different modes. System one is a fast, automatic, intuitive, emotional. This is a default system that our brains basically run on. For me, it's like a tennis application it's when you're playing close to the net, you're just doing it, you're not thinking about it. System two slow, effortful, logical, deliberate. You have to have the intent and to activate the system, you have to have a lot of efforts that you can make it, to use it as a default approach.
Speaker 2:So there's system two. Actually takes a little bit of training, or at least the ability to be aware, since you see which one of the two that you're actually utilizing, and as they were trying to illustrate it, I'm going to go through the characteristics of FAST. It's defining uncharacteristic, unconscious, effortless, automatic, without self-awareness, which is, I think, the key here or control. Okay, what you see is all that there is. So the role is to make an assessment and deliver updates, or deliver results, depending upon its application System.
Speaker 2:Two, slow is defining characteristics are deliberate, conscious, effortful, controlled mental process with self-awareness or control. Those words are kind of like interchangeable in my mind. Self-awareness or control those words are kind of like interchangeable in my mind, logical, skeptical, and in my world I would add the word analytical at the same time, kind of all into the same context To seek new information and to make defined and well thought out decisions, not getting better results. That really is a very good way of trying to force people to think through the problem, to understand what is fast isn't, as I think, effective as doing it slow. Sometimes you don't have that option, greg. I think you can talk about critical thinking in another application.
Speaker 1:Thank you, john. A couple of gentlemen, paul and Elder, came up with their own critical thinking model. This conceptualization of critical thinking has been refined and developed further by these two gentlemen and their framework of critical thinking. Currently this approach is one of the most widely published and cited frameworks in the critical thinking literature. So according to Paul, elder and their framework, critical thinking is something like this analysis of thinking by focusing on the parts of structures or thinking, the elements of thought, the second piece, evaluation of thinking by focusing on quality, the kind of universal intellectual standards, and then, finally, improvement of thinking by using what you learn, applying that to those intellectual traits. And so they put together one of their little models that looks pretty good.
Speaker 1:You start off on the left with intellectual standards, move into intellectual traits and then over into elements of reasoning. And it's a model. It's almost circular in the sense of how it works. But when you think about intellectual standards, you think about accuracy, you think about logical, you think about significance and fairness. When you think about elements of reasoning which is really important in this purposeful questions, points of view, things that are inferred, implications, and finally, what are those traits that intellectual? This model needs Humility, perseverance, john and I've talked about this many times Empathy and confidence in reading. All right, john, anything on some really good, well-regarded leaders. On critical thinking Sure.
Speaker 2:So the best leaders are critical thinkers, and it makes sense that they would stand out from the rest, and it has to do with their ability to think decisively. The best critical thinkers weigh in on their alternatives, connect the dots and look for the potential in order to make informed decisions, decisions. Let's take a couple right off the top Peter Drucker, considered the father of modern management. Warren Buffett, renowned investor, known for his analytical approach. Elon Musk, entrepreneur and focused on innovation and problem solving. Mary Barra, ceo of GM, recognized for her data-driven decision making. I mean, those are all good examples of people who are capable of doing the job of thinking and stepping back and being able to look at solutions. Here are some other great critical thinkers that make a habit of. What is it that you do in order to be a critical thinker? What are those characteristics? And this one I am guilty of. I probably have about a dozen people right now saying yes, oh, my God.
Speaker 2:Leading with questions. I have done that throughout my career Because it's an open-ended question to try to pull the person into the conversation. It helps to get to the heart of the matter, the why, the how, but mostly to get the voice of the people who are in the room. It's the wonderful icebreaker Embrace the different points of view. As a leader, embracing different points of view is taking advantage of diversity of your team and to help you see different perspectives. Sometimes you'll notice that you're stuck with your team and all of a sudden you're just repeating the same things that you know. Broaden your team, add other people in from the other part of the company, other part of division, whomever, and have those different voices. Those are keys to help you be productive. The best leaders see this and find the insights of what other people have to offer.
Speaker 2:Leading with agility the old saying goes that only constant is change. The variables are always shifting and adjusting. We've said that a couple times already in this conversation. Leading through change requires an open mind and to be able to see the opportunity in every situation. I always use the example when people ask me why we're so good at doing this. Sometimes, in an engineering perspective, it's kind of like NASCAR is always looking at some way to make that car go faster, whether it's by the rules or kind of like by the rules. But the agility and that open mind to see where the creativity comes in is some of the magic that happens with car racing. Keep an open mind.
Speaker 2:In a complex world, leaders have to have an open mind in order to see the potential answers it may not be from something that you understand, but your team may understand it and to understand diverse opinions and to take the different variables to see what you can see. Try to clear the image of what you're trying to accomplish. Leaders who think critically have the ability to manage the undefined or the ambiguity that would normally lead people to areas where they can't get an answer. They're just stuck. These managers have the ability to plow through and get results. And then the last concept in terms of habits is leading from within. And then the last concept in terms of habits is leading from within.
Speaker 2:Be a leader who knows nothing as it seems. Be open to ideas, listen and understand and minimize the uncertainty by helping people, size up the problems, connect the dots and find the potential. That's really the idea of a leader is to handle the diversity when no one else can. And those are the people that you see rising to the top, because change and conflict and critical thinking skills are the mandatory requirements for executive leadership. You start to see people have those strongest traits, move ahead of others because they have the ability to do just that critical thinking. So, greg, I think you have a little bit of a twist on critical thinking. Why don't you help us out with that?
Speaker 1:one I will. We from time to time bring up fables or stories to help support some of the concepts we're talking about, and we came up with this one that I think most of you've heard before, but I think it really drives the point home. It's called the Emperor's New Clothes yes, hans Christian Andersen, back in 1837. So it goes something like this the Emperor's New Clothes is a classic fairy tale where a vain emperor obsessed with new clothes is tricked by two con artists who claim to weave a magical fabric only visible to intelligent people. Everyone in the court pretends to see the fabric out of fear of looking incompetent. Then a brave young child bravely points out that the emperor is actually naked, exposing the deception and the emperor's vanity.
Speaker 1:The story highlights a theme of speaking truth to power and the dangers of conformity. So let's talk a little bit about some of those points out of that story. First thing questioning authority. This brave child asked questions that were against the consensus, demonstrating a key aspect of what we're talking about critical thinking. Not accepting just because everyone else does it. That's not being a very critical thinker. The next thing that this young man did observation and analysis. The child carefully observed the situation and he used logic right, just plain logic to conclude that the emperor is not wearing any clothes. No-transcript.
Speaker 2:Yeah, I always get a business application of critical thinking, and probably more relates to the fast and slow concept. There's an accident and there's multiple injuries that are associated with an accident and you're having problems with the water system that's out in the emergency room and you have to come up with some plan to handle the water requirements and the isolation and the emergency at the same time. I'm trying to give you a little bit of a detail of an emergency, and a hospital can be a myriad of different things, but the fast and the slow of an incident command event is there are things that are going on that need immediate attention. So like stop the water from leaking, get people out of the area where there's harm, talk about where entrance or access can be maintained and where it has to be isolated. Those are the nuts and bolts of the details. Now you need to step back in. What's wrong with the water system? What are the requirements that we need for the patients? What is the impact of the emergency room's capacity? Those are long-term. That's sitting out there. There are different teams that answer different questions and you have to have the wherewithal to be able to step back and talk about staffing needs, material needs time requirements in order to be productive, or you have to make a decision on being on something called bypass because the actual effect on the hospital is so bad that you can't accept any more emergency room activity and you go on bypass. All those things are going on at the same time and you have to be able to step back as a critical thinker and have people that are working on the short term and people working on the long term and knowing what your resources are in the critical incident command team to be able to say I'm available to help or I'm overwhelmed and I need your help. So it's the ability to be able to stand back, be self-aware and be able to think on your feet and move quickly. Those are those elements that you're looking for in critical thinking.
Speaker 2:So let's just step back and do a quick summary of who's responsible for critical thinking. Everybody's responsible for critical thinking. It is whether it's the company's a sort of approach in terms of having people that are prepared, people that are trained, whether it's your manager that should help you to demonstrate critical thinking examples before you actually get into it, to train you, to give you that observation possibility where you can see something actually going on and bring other people in for learning. It might be from other hospitals. I've done that myself and you are responsible as a leader to take on the responsibility of learning what critical thinking means to be self-aware of your limitations and build on your strengths and it's important that I'm saying build on your strengths, because everybody has weaknesses we need to work on. But you can take advantage and be more effective if you play with your strengths to help you make yourself a better critical thinker. So we've talked a lot about critical thinking today. I hope you understand we are trying to give you different points of view that can help you out and give you an idea of what this concept really means.
Speaker 2:So, if you like what you've heard, yeah, I wrote a book. It's called Building the Leadership Toolbox. It's about this very subject, about critical thinking. The book's available on Amazon and Barnes Noble. The book is now an ink book. It's an audio book. You can use a card to cover the book. It's awesome. Get an opportunity to read the book. The podcast is what you listen to and what form that you're on. It's also available on the things like Google's book. A lot of what Greg and I talk about is really Dr Dury's and his MBR program. Now that information and his program is available through successgrowthacademycom, Now that information and its program is available through successgrowthacademycom. And if you want to talk to us, please send a message to wwwauthorjawcom and you can send us a message. Music is brought to you by my grandson, so we want to hear from you. Have an opportunity, drop us a line. We love hearing from the audience and it has always helped us with our program.
Speaker 1:So thanks Greg, thanks John, as always.
Speaker 2:Next time yeah.