The Pitfalls of 'Assuming Good Intentions': Why Behaviour Matters More in Leadership

Lately, I've been hearing a phrase being thrown around a lot: "Assume good intentions." It's a seemingly simple concept, but one that raises important questions about how we interpret behavior and make judgments in the modern business world.

Let's explore this idea and see if it really holds up under scrutiny. At work, we all want to believe that our team members and managers have good intentions. After all, good intentions can motivate people to do great things and achieve amazing results. However, what happens when good intentions aren't enough? What happens when our assumptions about intentions blind us to negative behavior or outcomes?

Back in my school days, when I'd promise to hand in my homework tomorrow, my teacher had a very different classic response: "The road to hell is paved with good intentions." It's a saying that's stuck with me over the years, and got me thinking about the dangers of assuming that good intentions might be enough to guarantee success.

Moreover, I am guilty! I recently decided to bring my partner a coffee in bed before leaving for work, only to realise I had walked across the white carpet in street shoes, leaving a trail of black footprints. This might sound very human, because it is, but sometimes things that emerge as bad to the core all started with good intentions.?For example, the prime case of Bernie Madoff, the mastermind behind the largest Ponzi scheme in history. He had good intentions to make his clients rich, but did so through fraudulent actions, resulting in billions of dollars in losses for his clients, along with a string of human tragedy in it’s wake. We need to reconsider the intentions behind assuming good intentions, by considering the broader impact of our actions.

So why are we so keen to follow the wisdom of the fridge magent to ‘assume good intentions’? One reason is that good intentions are often seen as a positive trait, and assuming good intentions can make us feel more trusting and optimistic. Additionally, our brains often rely on mental shortcuts or heuristics, such as the halo effect or confirmation bias, which can lead us to interpret behavior in a way that supports our assumptions about good intentions.

For example, the halo effect can lead us to assume that someone who has previously done something good or is generally well-liked must also have good intentions in their current actions, even if those actions are questionable.

Similarly, confirmation bias can cause us to interpret ambiguous behavior in a way that supports our pre-existing beliefs about someone's good intentions. This can lead us to overlook negative behavior or outcomes and reinforce our positive perception of the individual's intentions.

Overall, while heuristics can be helpful in making quick judgments, as leaders, we must recognize the limitations of relying on good intentions. Assuming good intentions can lead us to overlook negative behavior, reinforce biases, and fail to address negative outcomes. To avoid these pitfalls, we need to move beyond good intentions and focus on behavior and outcomes.

The one thing we should be doing instead of assuming good intentions is to look at the big picture. By doing so, we can identify and address negative behavior that may be causing harm or bad outcomes. We also need to go beyond the good intention and check that even if there is a good intention, will it necessarily have a good outcome.

But how? Firstly, we need to create a culture of accountability. Making sure everyone on the team understands what is expected of them in terms of behavior and outcomes, and is held accountable for their actions. This means providing clear guidelines and expectations, giving and listening to regular feedback (especially feedback that involves conflicting opinions and perspectives), and taking action when negative behavior or outcomes occur. Often, when managing a team, we prefer to allow a negative situation continue than to face the conflict involved in taking it on.

Open communication (another two words that are bandied around a lot) is an absolute must. When team members feel comfortable speaking up about concerns or challenges they may be facing, it can prevent issues from becoming bigger problems down the line. This means creating an environment where people feel valued and heard, and where communication is encouraged and rewarded.

One idea to improve open communication in a team is to hold regular team-building exercises that encourage open and honest communication, where team members can express their opinions and ideas. A good way of doing this is by setting ground rules for communication, such as no interrupting or attacking others' ideas, and by actively encouraging everyone to speak up and share their thoughts.

By improving open communication in a team, you can foster a culture of trust, respect, and collaboration, leading to better decision-making, increased innovation, and higher job satisfaction for everyone involved.

Then there is that one question that I always revert to when I am either not convinced of good intentions, or believe that the good intention may not lead to a good result: What's really going on here?" ?By taking a critical approach to our assumptions and biases, and shifting our focus from intentions to behaviors and outcomes, we can ensure that our actions are truly aligned with our values and goals. This allows us to make informed decisions based on evidence and results, rather than on assumptions or preconceived notions. By adopting this approach, we can create a more productive and fulfilling work environment, where positive behavior and outcomes are rewarded and negativity and bias are addressed head-on.

Perhaps my teacher was right when she warned us that the road to hell was paved with good intentions. Nevertheless, I've also come to realize that the road to Nirvana might just be paved with a focus on accountability, honesty, and positive behavior and outcomes. By taking responsibility for our actions, being honest with ourselves and others, and working towards positive results, we can achieve success in both our personal and professional lives. This requires us to be mindful of our biases and assumptions, and to actively work towards creating a culture of empathy, kindness, and collaboration. Together, we can pave the way to a brighter future, where good intentions are backed up by positive action and meaningful impact.

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