According to sociologist Dr. James Tanner, “We see what we expect to see, and we expect to see what we’ve already seen.” How true! Just consider the 24/7 news coverage surrounding the mysterious disappearance of Malaysian flight 370.
Despite more than a month of non-stop speculation, none of the experts in the media has advanced a single new theory. Instead they’ve addressed the question of “What happened to flight 370?” as if it were a multiple choice question to which there is only a finite list of potential answers, all of which have occurred in the past.
When it comes to perceiving our own situations, anticipating our own risks, and considering our own opportunities, many of us do the same thing – we look to our past to determine our future.
But what if the disappearance of flight 370 was caused by circumstances we've never seen before? What if it was a state sponsored hijacking? What if someone intentionally evaded radar, landed the plan in an unknown location, and kidnapped one or more of its passengers - perhaps a
nuclear physicist or some other high-value target? Or, what if someone flew the plane low enough for an accomplice to flee with a captive by parachute, then ditched the plane in the ocean? Are these ideas crazy? Probably. But just because these scenarios never occurred before doesn't mean they aren't possible.
If we only see what we expect to see, and we expect to see what we’ve seen before, we will inevitably overlook new risks and opportunities.
Before 9/11, the risk of terrorists using commercial jets as missiles was virtually unthinkable, and prior to Hurricane Katrina federal engineers never anticipated that a major storm surge would breach the levees protecting New Orleans. Why? Because those things had never happened before.
When the movie industry learned Walt Disney was producing a full length animated film called Snow White, they dubbed the project “Disney’s Folly.” And when Colonel Sanders attempted to sell his famous KFC recipe to other restaurants prior to opening one of his own he was rejected over one-thousand times. Why? Because no one had ever done cartoons or chicken like that before.
Be creative! Look beyond what you've seen before. Consider new risks, innovate new solutions. Pursue new opportunities.
Whether you are trying to assess your current business model, manage risk for your organization, or increase workplace productivity, open your mind to crazy new ideas. Even if they’re not probable, they may be entirely possible.
As a performance consultant I can help you do what you do best, only better, and I can help you do things you've never done before, too. Consider the possibilities...
If you’re like most leaders, you probably spend much of your time trying to influence others over whom you have little or no authority. Some of these folks may already know you well and seek your guidance. But others likely don’t know the real you and have priorities that often seem at odds with your own. Perhaps some have even questioned your motivations, ignored your suggestions, or turned their backs on you altogether.
President Lincoln faced similar challenges. Southerners, many of whom were plantation owners with slaves, made it clear they would secede if Lincoln were elected President. His fellow Northerners, mostly industrialists who had overwhelmingly voted for him, were suspicious of his desire to negotiate with the South. Ultimately, of course, the southern states did secede and one of bloodiest battles in history broke out. Nonetheless, Lincoln’s leadership – and particularly his ability to influence others – helped lead the North to victory, reunite the states, and reconstruct America.
7 principles of professional influence we can learn from President Lincoln
1. Don’t rely solely on authority.
Lincoln was a former lawyer and an astute politician who valued the power of diplomacy. Although he possessed the legitimate authority to issue orders and act unilaterally, he preferred instead to suggest, discuss, debate, and work toward consent. His tireless attempts to negotiate for the freedom of slaves and prevent war clearly demonstrate his penchant for using influence over authority.
2. Recognize your purpose and align your work to it.
Although the details of his personal faith are often debated, Lincoln’s religious upbringing undoubtedly influenced his motivations and convictions. He frequently referenced scripture and alluded to providence in his speeches, and he clearly recognized his own providential purpose and pursued it throughout his presidency.
3. Create an “open me” policy.
Not only did Lincoln have an open door policy, he opened himself up to others and is remembered today for his honesty. Lincoln once said, “I am a firm believer in the people. If given the truth, they can be depended upon to meet any national crisis. The great point is to bring them the real facts.” He spoke the truth and welcomed feedback and criticism.
4. Listen intently to others.
Although he was an accomplished orator, Lincoln did not do all the talking. “When I am getting ready to reason with a man, I spend one-third of my time thinking about myself and what I am going to say and two-thirds about him and what he is going to say.” Even in the midst of reasoning Lincoln believed it was sometimes important to simply not speak but instead to say “Kindly let me be silent” and focus on what other person was saying.
5. Ask objective and optimistic questions.
Lincoln mastered the art of rhetoric and used Socratic questions to enable others to view circumstances objectively and visualize possibilities. In his first inaugural speech Lincoln objectively observed that, “If the slave is to be surrendered, it can be of but little consequence to him, or to others, by which authority it is done.” He continued by optimistically asking, “Before entering upon so grave a matter as the destruction of our national fabric, with all its benefits, its memories, and its hopes, would it not be wise to ascertain precisely why we do it?”
6. See situations as they are, not as you expect them to be.
Although his lofty vision was to win the war, free the slaves, and unite the nation, Lincoln remained keenly aware of the seemingly insurmountable military and political battles he fought, as well as the grave toll the war was taking on both sides. This discernment enabled him to maintain situational awareness, avoid the fog of war, and lead Union troops to victory.
7. Be gracious and make hard work look easy.
Lincoln was unpretentious and unflappable, even under immense opposition and incredible odds. Despite the unthinkable struggles he faced as President, as well as his own shortcomings as a mortal, Lincoln was even-keeled and kept his cool as he led the nation on a path to reconciliation and extended the inalienable right of freedom to all Americans. And while these monumental accomplishments ultimately cost him his life, throughout his presidency Lincoln almost made his historic efforts look effortless.
Professional influence is essential for every leader, which is why the seminar The Power of Professional Influence, featured in our 2014 Professional Development Catalog, is based on these 7 principles. You won’t learn anything about Lincoln in this seminar, but you will learn to convey purpose, demonstrate objectivity, discern the needs of others, identify win-win solutions, demonstrate grazia and sprezzatura, and influence others without being pushy. Call or email for more details. (Top hat not included.)
Thought Leaders: Soft Skills Are a Top Priority for Internal Audit in 2014
According to reputable research and respected thought leaders, acquiring and developing relevant soft skills is a top priority for the internal audit profession in 2014.
As former director of seminars and curriculum development for The Institute of Internal Auditors (IIA) Global Headquarters, I know first-hand that non-technical “soft” skills emerged from mere nice-to-have attributes just a few years ago to become among the most essential and sought-after competencies for internal auditors today. This shift toward non-technical skills has important training ramifications for IIA chapters and internal audit departments.
Whereas chapter training programs of the past consisted almost exclusively of technical “hard” skills, they must now include relevant soft skills topics as well because as Larry Harrington, Chief Audit Executive of Raytheon Company and former IIA North American Board Chairman likes to say, “Soft skills are the new hard skills.”
In a forward-thinking whitepaper titled 7 Attributes of Highly Effective Auditors, IIA President and CEO Richard Chambers and Robert Half International Senior Executive Director Paul McDonald state that, “Technical skills remain absolutely necessary, but they are no longer sufficient on their own. The most effective ‘Internal Auditor of the Future’ possesses a broad range of non-technical attributes in addition to deep technical expertise.” Not surprisingly, they have research to back up their claim.
The 2013 Global Pulse of the Internal Audit Profession conducted by the IIA’s Audit Executive
Center identified analytical / critical thinking and communication skills as the top two skills for internal auditors most sought by global recruiters. Chambers notes, “Audit committees have come to expect, if not flat out demand, that internal audit evaluate the organization’s strategic risk exposures as well as provide assurance on overall risk management effectiveness.”
As further evidence of this shift, the 2013 Internal Audit Capabilities and Needs Survey conducted by Protiviti reveals that internal audit professionals at all levels seek to master such essential soft
skills as strategic thinking, collaboration, negotiation, persuasion, and conflict resolution. According to Protiviti, this trend signifies internal audit’s increasing responsibility to provide risk-related input into strategic decisions and partner with and influence colleagues at all levels throughout the organization.
The IIA Global Internal Audit Competency Framework, which defines the professional attributes necessary to meet the requirements of the IPPF, includes ten core competencies. Of those ten, six involve non-technical soft skills: ethics, business acumen, communication, persuasion and collaboration, critical thinking, and improvement and innovation.
Chambers and McDonald conclude their timely white paper by advising internal auditors to
“…apply as much effort and precision to the acquisition and development of non-technical attributes that they currently apply to the enhancement of their traditional internal auditing expertise.”
Do your 2014 training plans include the essential soft skills topics recommended by the foremost thought leaders of the internal audit profession?
Soft skills are the new hard skills, so resolve to invest as much time and effort toward acquiring and developing non-technical competencies in 2014 as you invested in learning technical skills in years past. A year from now you'll be glad you did so.