We all know what they say about assuming....

Those that know me best know I’m a decisive fellow. I think, process, and contemplate a lot, but am normally able to pragmatically make decisions rather promptly. But can you guess what this also means? I sometimes find myself inaccurately anticipating (insert ‘assuming’) details, preferences, or variables that are important to great decision making. Please don’t judge me too harshly.?

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As the business world continues to increase its speed of operation thanks to computing speed and connectivity, AI, global market interdependence, and more; we are all constantly being challenged to do more, accurately, faster, and increasingly proactively. It’s hard, especially as we also try to invest in relationships, show the value we place on each stakeholder’s input, and create inclusive and thoughtful environments of success. And in real talk, sometimes these elements can feel at odds with each other. But as a serial mistake maker, I’m here to share – there is a way!??

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There is a well-known adage about making assumptions, and in our personal and professional lives, it tends to hold true. When we assume (or in euphemism ‘anticipate’ generously) we make things harder than they need to be. We frustrate those around us, and we likely make less-excellent decisions than when we confirm, verify, and gain clarity. Taking these extra steps does not necessarily need to be laborious, but it does require thoughtfulness. Here are some ways I am trying to avoid the temptation to move fast at the cost of inclusivity:?

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Know the R.A.P.I.D. – RAPID decision making is an incredibly helpful and effective tool that focuses on the specific roles that each person involved in the exploration, discussion, deciding, and eventual execution of a decision. People are assigned roles based on each letter of the R.A.P.I.D. acronym and they then can be involved in the decision according to their role. Not only does this provide clarity for and the format in which their involvement will occur, but it also ensures that the decision maker knows who should be involved, when and where. Involving the R.A.P.I.D. stakeholders then is often quick, simple, and effective.?

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Don’t overcomplicate things – By our very nature as humans, we tend to overthink and overcomplicate even the simplest of things. The reason? We have emotions, and those emotions tend to blur our thoughtfulness. One of those emotions can be stress – the feeling that comes when we’re feeling pressured to move flawlessly at a fast pace. So, what do we do? We take control where it’s easiest – the pace at which we are moving, and that’s where shortcuts and less-than-ideal decisions are made. When we keep things simple, we are better able to execute and make space for the right things, not the most visible ones. This article does a great job of sharing some key insights into how we can keep things simple, ultimately creating space for discussion, collaboration, and confirmation to avoid inaccurately predicting the thoughts, ideas, and information held by others.??

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It never hurts to ask – When in doubt, just ask ?? Seriously, it’s this simple. I don’t know if I have ever been criticized or held back in my career for being curious. Same goes for personal relationships, in fact couples’ therapists often recommend that one of the first steps in resolving conflict is to ask questions and “seek to understand”. When we are curious students of our surroundings and in our interpersonal relationships, we gain huge volumes of insights, knowledge, and perspective. For those looking to better understand the value of ‘simply asking questions,’ read more here.?

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When we do not ask, under the premise that we are anticipating other’s needs, opinions, desires, and more, we are often simply assuming. Everyone does it, but that doesn’t reduce the potential for negative impact. If we can use a few tools and approaches however, we can find that we are enabled to move fast, in an accurate manner, and create an inclusive and thoughtful environment.