These two articles from Harvard Business Review look at different areas of the same critical topic: the powerful, sometimes unintentional ways that leaders influence the intellectual capability of their organizations.
“5 Questions Leaders Should Never Ask”
The first article (“5 Questions Leaders Should Never Ask”) explains how leaders, in an instant, can skew the organization’s view of a situation and impact the overall outcome before the effort even gets off the ground. What’s the matter with asking, “Why don’t you do it this way?” The phrase has the double effect of implying blame and stemming creativity, causing subordinates to shift out of “contribution” mode and into “receive guidance” mode. The article expands on other questions to avoid.
Takeaway: Recognize that, as a leader, your words have powerful effects on the intellectual capability and emotional capacity of the organization. Be intentional about your input and let your subordinates flourish with their own problem solving before you intervene.
“The Hidden Enemy of Productive Conversations”
The next article (“The Hidden Enemy of Productive Conversations”) elaborates on how leaders can lead their teams through complex problems by inspiring cognitive diversity and avoid limited mindsets. Because humans are hard-wired to seek certainty as quickly as possible, problem-solvers can fall into “path dependence” as they search for any aspect of a situation that provides clarity.
Takeaway: When planning, pay attention to what you identify as a FACT and resist the temptation to over-define the environment in the early stages. Encourage cognitive dissent and structure deliberation into your planning process. Doing so will let your subordinates walk their own intellectual path and produce more creative solutions.