As an Executive Coach, I invite clients to examine what served them well in the past and to discover if it still serves them well today.
This reflection is not a natural inclination. Humans are prone to repeat behaviors and patterns—something we learn as children. If something works well once, it stands to reason that we should repeat it time and time again. Yet as we build our careers and advance as leaders, this fixed mindset becomes a trap and limits our growth.
Grant explains that if you can master the art of rethinking, “you’ll be better positioned for success at work and happiness in life.” Who doesn’t want that?
Think Again guides the reader through 3 practice areas—self, 1:1 relationships, and teams—to improve how we reach and hold onto conclusions.
I. Self
Be Actively Open Minded
Grant points to psychological research based on practical and relevant examples—anti-vaxxers, political disagreements, and even sport team rivalries—to open our eyes to the power of curiosity, humility, and investigation.
The book outlines 3 archetypes we comfortably slip into as we think and talk:
- Preacher: We sermonize and promote our ideals when our sacred beliefs are in jeopardy.
- Prosecutor: We poke holes in other people’s reasoning and craft an argument as if there is a legal case to be won.
- Politician: We campaign and lobby to win over our audience.
Sound familiar?
These 3 modes prevent any real discussion or persuasion to occur. Grant explains the risk: “we become so wrapped up in preaching that we’re right, prosecuting others who are wrong, and politicking for support that we don’t bother to rethink our own views.”
We are better served to think like scientists, taking in new information, testing, and adjusting hypotheses as we continuously learn. Thinking like a scientist means searching for reasons we might be wrong, not for reasons we must be right—and then being willing to revise our viewpoint based on these learnings.
II. One-on-One Relationships
Collaborative vs. Adversarial
Rather than snapping into preacher, prosecutor, or politician mode, ask genuine questions to create collaboration. This leaves the other party intrigued to learn more.
Grant summarizes: “We don’t have to convince them that we’re right—we just need to open their minds to the possibility that they might be wrong.”
III. Teams and Groups
Getting a team to move and think more flexibly means role modeling what Grant calls a rough draft mindset, suggesting that in a productive conversation people treat their feelings and concepts as a rough draft.
It turns out hearing an opposing opinion often polarizes us further, and causes rigidity in thinking and group behavior.
Also known as “spit-balling,” a rough draft mindset means showing up with a concept you’re ready to have edited back to you in real-time through conversations and group discussions. This results in more open discussions that produce stronger results.
It takes humility to detach from your point of view, desire to convince others, or instinct to defend your ideas. This is where executive coaching comes in. We partner with people leaders, business unit leaders, and executives to support advanced role modeling in the workplace. Lead by example by setting down your sword and shield and accepting the influence and engagement of others, wholeheartedly.
Contact us to book your executive coaching sessions with Principal Executive Coach Alisa Cohen who navigated preachers, prosecutors, and politicians throughout her multi-decade corporate career.