What are you afraid of? The courage to challenge
Steve Krupp
Founder, Long Game Strategists | Author, Winning the Long Game | Thought Leader, Strategic Agility
In a time when too many business and political leaders go along to get along, even if they know better, it is natural to wonder what gets in the way.? Whether due to perceived risks or just self-imposed limitations, constructive challenge is dormant.? Too many follow the herd.?Our research shows the ability to challenge well is rare and takes courage.
Good news!? We can learn to challenge!? This requires 2 actions: Open the Window & Look in the Mirror. Our book, Winning the Long Game: How Strategic Leaders Shape the Future, explores this in-depth.? Here are key disciplines to apply.
Look in the mirror: Question your Assumptions
As Einstein famously said, “Insanity is doing the same thing over and over again and expecting different results”.
Rethink old assumptions and ways of working. ?Constructive challenge begins with self-awareness.? In times of disruption, old biases cloud our judgment.?? Does working from home 1 or 2 days a week really undermine culture, teamwork, and commitment? List and explicitly challenge operating models and assumptions with an open mind and hard data to see if they are still valid.
Disrupt complacency; break your patterns: Sports teams self-scout to uncover tendencies that have become predictable.? The Super Bowl winning Eagles looked in the mirror during their bye week to study and challenge their play calling.? The revamped running game that resulted from self-analysis was essential to later success.? To disrupt complacency, and break patterns you may not see, poke holes in your own game plan.?
Open the Window: Get non-conforming input
Just like we seek fresh air on a stuffy day, we need fresh perspectives to challenge conventional wisdom.
Deploy a devils’ advocate.? Assign someone the role of devil’s advocate to make sure your team is not missing options or playing it too safe.? This can create a norm of constructive debate, build habits to challenge the status quo, and avoid the groupthink that has been pervasive in many catastrophes like the Challenger disaster.?
Seek out disconfirming evidence. ?We tend to go to the “usual suspects” who confirm what we want to hear or already believe.? A simple yet powerful practice is to talk to people who do not agree with you.? When problem solving, deliberately engage mavericks and contrarians who see things differently and can open new, creative, and unorthodox possibilities.?
It takes Courage
Why is constructive challenge so hard. Going against the grain, challenging conventional wisdom, breaking habits, and seeking disconfirming evidence requires personal risk taking. Drum up the courage to try new behaviors and form the habits of constructive challenge. Practice in a safe space, ask for feedback, or just relish in the courage to be different.? ?This is a moment to be unorthodox.
CEO at CNEXT
1 周Such timely and helpful guidance Steve Krupp - extremely relevant and needed in these challenging and complex times!
Unlocking Effortless Business Growth Without Burnout | Energy, Mindset & Flow for Founders & Leaders
1 周‘Assign someone the role of devil’s advocate to make sure your team is not missing options or playing it too safe.’ Yes, 100%. You need someone on your team whose job is to push back.. not to be difficult, but to make sure you’re not missing blind spots or just coasting on safe ideas. If no one is challenging the thinking, you’re probably playing too small. And the key here is setting expectations. If everyone knows this role exists for the sake of growth, not just to shoot things down, then no one’s ego gets bruised. It’s not personal.. it’s just part of the process. The best teams aren’t the ones that agree on everything, they’re the ones that refine ideas until they’re undeniable.
Senior Vice President, Business Development at Barnes & Conti Associates
1 周It also takes interpersonal skills to do so in a way where you can challenge and be heard. Constructive debate is a skill.
Business psychology, innovation leadership and human capital expert > Get your very best innovations funded, adopted + executed to deliver the impact that your champions have promised -by building a culture of courage
2 周Yes, Steve, it takes courage to push back on risk-averse silencers like groupthink, hierarchy deference, summit fever and other risk-averse traps that keep leaders doing what's expedient rather than optimiing the long game. Fortunately, courage can be practiced and learned and encoded into new muscle memory.