Filling Up Your Fool Tank

By Peter Jeff
The Leadership Mints Guy

Here’s an idea to clarify your decision-making skill. Reading time: 2:58.

           The chief executive officer (CEO) nodded approvingly as her strategic policy team reviewed the highlights of their careful research.

        a indecision  a diceTheir decision-making process —— imbued in detailed documentation and sprinkled with broad expertise and experience —- was right on target, especially after six months of very detailed review  and a meaningful consensus on the situation that seemed to counter  all objections. All agreed including the CEO: this was the direction to go.

        But then the CEO surprised everyone. She abruptly adjourned the meeting “to give ourselves time to develop disagreement and perhaps gain even more understanding of what this decision is all about.”

        Indeed, the CEO reaffirmed that the most effective leaders regularly pump high performance “fool” into their decision-making tanks: The CEO understood her responsibility to guard against the overwhelming power of group-think, citing the notion that:

                    ” When everyone thinks alike, then somebody isn’t thinking.”

        And that CEO saw first hand what psychologist William James once said, “What the whole community comes to believe grasps the individual as in a vise.”

         No wonder the most effective leaders break out of that vise-like grip. They realize the significance in first filling up their Fool Tank, lest their new path of decision-making  run out of gas.

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