In a business world increasingly relying on data to make its biggest decisions, including hiring, growth, product development, and sales, international business consultant Rick Snyder calls upon business leaders to develop and follow intuitive intelligence as a powerful tool that should be combined with data analytics for superior decision-making.
What is your definition of intuition? How can we tap into it?
My practical definition of intuition is ‘an embodied knowing that comes from listening to what happens next.’ In other words, it’s a knowing that doesn’t just come from our conscious mind, but from being open to all of our senses. This requires an element of being receptive, where we listen to all of the cues and signals that we are picking up on internally and externally, to help us make the best decisions possible. We can tap into this by using hindsight to learn about how our intuitive language uniquely speaks to us. In other words, when you had an inner sense about something and did or didn’t listen to it, how did the message come to you? Was it a feeling, images, a sound, or something from your dream state, which is where our subconscious mind helps us process and connect the dots from our day? The more we slow down, put down the distractions, tune-in to our inner language and listen, the more we create the space for our intuition to find us.
“The more we slow down, put down the distractions, tune-in to our inner language and listen, the more we create the space for our intuition to find us.” -Rick Snyder
All leaders must make courageous decisions. It goes with the job. You understand that in certain situations, some difficult and timely decisions must be made in the best interests of the entire organization. Such decisions require a firmness, authority, and finality that will not please everyone.
ADVICE: HOW TO BE DECISIVE
“I think everybody who creates something is doing something audacious. Because the most difficult time is when you are starting from scratch with no financial backing—just an idea. So true audaciousness comes about with just those people who have the pluck and the courage to say, ‘Screw it; let’s do it.’” -Richard Branson, Virgin Group chairman
There are a few truths when it comes to decision making, according to Anna Johansson, a business consultant:
Logical decisions tend to trump emotional ones. Since emotions can sometimes make us biased or see things in an inaccurate light, basing a decision on logic, rather than on a current emotional state, usually gives you more objective information to make the final call.
Thought-out decisions tend to trump impulsive ones. Because you’ve spent more time on the problem, you’ll understand it more thoroughly and be better versed in the variables that might arise from any possible route.
Flexible decisions tend to trump concrete ones. Things change frequently, so making a decision that allows for some eventual degree of flexibility usually offers more adaptable options than a decision that’s absolute or concrete.
These aren’t absolute rules, however. For example, many entrepreneurs trust their gut when making decisions—and indeed, instinct can sometimes beat over-analytical thinking.
“Fortune does favor the bold and you’ll never know what you’re capable of if you don’t try.” -Sheryl Sandberg
Here are some strategies you can use in almost any decision making process to ensure that you make the best choice, according to Johansson:
Step Away From the Problem
Scientific research suggests that distancing yourself from a problem can help you face it in a more objective way. For example, let’s say you’re trying to choose between two different opportunities, and you can’t tell which one is better for you. Instead of remaining in your own frame of mind, consider yourself as an outside observer, such as a mentor giving advice or a fly on the wall. Removing yourself in this way helps you filter out some of your cognitive biases and lean you toward a more rational decision.
Research: distancing yourself from a problem allows you to face it objectively.
Most of us end up being lousy decision makers when we try to force a decision in a moment, or push through to a final choice after first learning about a situation. In some high-pressure environments, this is a must, but it isn’t the most effective or rewarding way to do things. Instead, accuracy and reliability in decision making tends to increase if you first give yourself some time to decompress and collect yourself—even if it’s just a few minutes. This may also help you remove yourself from the problem, knocking out two of these strategies in one fell swoop.
Know That There Is No Right Answer
You can stress yourself out trying to pin down the answer that’s objectively correct, if you believe one such answer exists. Instead, remind yourself that there’s almost never an objectively correct answer. “All you can do is make the decision that’s the best for you at the time, and it’s probably going to work out okay either way,” Johansson says.
Remember the lessons you’ve learned from the past, but don’t let your past experiences affect what you choose in the present. For example, if you’ve paid a hundred dollars a month for a service that isn’t getting you anywhere, you may be tempted to continue simply for the reason that you’ve already spent thousands of dollars. This skewed line of reasoning is an example of an escalation bias, in which you’re hesitant to cut your losses. You can’t change the past, so instead, look to the present and future.
Leadership Tip: don’t let your past experiences affect what you choose in the present.
You can overanalyze a problem as much as you like, but it probably isn’t going to help anything. It’s just going to bring up new complications, force you to second-guess yourself, and possibly double back on a decision you’ve already made. All of these will make the process more excruciating and will make you unsatisfied with whatever decision you land on. Instead, pick an option early and fully commit to it.
There’s no perfect way to make a decision, and there are very few situations in which a decision is ever “right.” However, with these strategies in tow, you’ll be well-equipped to make more rational, complete, and best of all, satisfying decisions in your life.
When you read those two words, what comes to mind?
Words like: tough, decisive, driven, fearless, disciplined?
What can leaders learn from the SEALS?
Under incredible conditions, Navy SEALS prove their worth by getting the job done. When I meet a SEAL, I am intrigued because I know this is someone who is proven. Recently, when I had the opportunity to interview Brian “Iron Ed” Hiner, about his new book, First, Fast, Fearless: How to Lead Like a Navy SEAL, I knew I would walk away with many lessons I could apply in business and in life.
“When leadership is right, you really don’t see it any more.” -Ed Hiner
Becoming a NAVY SEAL means you have overcome all odds. What can corporate leaders learn from the selection process in terms of hiring and recruiting the very best team possible?
We have identified four major traits that we look for in a perspective SEAL candidate: physical courage, moral courage, problem solving, and what I call “teamability.” Physical courage is obvious, but moral courage does not rank far behind because we are an organization that relies heavily on trust and for our people to do the right thing for our country.
We also want SEALs to be problem solvers who thrive in what we call VUCA (Volatility, Uncertainty, Complexity and Ambiguity), an environment often referred to as the “fog of war.” In our Gallop polling, we discovered that chess players are almost four times more likely than non-chess players to successfully make it through Navy SEAL training; chess players are problem solvers, and the board is VUCA writ small.
The last trait that I call “teamability” is a person’s ability to lead and be led, who can move from team to team seamlessly.
The 4 Must-Have Traits of a SEAL
1: Physical courage.
2: Moral courage.
3: Problem solving.
The takeaway of this is that hiring and recruiting needs be very deliberate. Organizations that understand the critical traits they need in their employees, and actively recruit for these traits, will be more successful down the road. Obviously all organizations look for skills and experience, but oftentimes they overlook the fundamental traits they actually need to be the elite organization that they wish to be.
“Leadership is something you do with people, not to them.” -Ed Hiner
Could you cover teamability a little more and what that means? What methods do you employ to get people to put “mission before me.”
Teamability requires that leaders and team members put mission and team before their own personal interests. When people know that leaders are selflessly making decisions for the team to succeed, and protecting their people along the way, it sets the conditions for teamability. From the beginning of SEALs training we set conditions to reinforce this concept.
In some ways it’s like we turn the pyramid upside down and take care of the broader team mission first and work our way down to the individual. For example, after we finish a mission, we take care of the teams’ common gear first. Then we all split off to our smaller teams and take care of that gear and issues until we get to the individual. This applies to everyone on the team, rank doesn’t matter; the motto is mission before me. This applies everywhere in the SEAL Teams. During staff meetings SEAL Team issues get addressed first, then the smaller Task Unit issues and so forth. It’s a practiced ritual that develops teamability and mission focus. As for the leaders of team, the rank of importance is the Mission, the men and then me. When it’s time to shower and eat, leaders eat last.
When organizations depend on teamwork it’s critical for them to reward the teams that exhibit this trait. In the SEAL Teams your performance review is heavily skewed toward your teamability; we don’t just give it lip service. We reward the traits that we want, to be the elite organization that we need to be. It’s very easy to fall into the trap of just rewarding individual performance at the expense of critical traits that you need for overall mission success.
“Servant leadership means that the team is not about you.” -Ed Hiner
You say, “The biggest enemy of humility is our own ego, which is molded by our fears.” Talk about that interplay between fear and ego.
We are an organization of “Alpha males” and high performers, and it’s easy for individuals in any organization with high performers to fall in love with their own ideas and abilities. Elite teams perform at their best when their leaders are humble. It’s an outward indicator that the leader is willing not to fall in love with his or her own ideas but is instead willing to find the best direction for the mission and the team. When leaders are humble and act selflessly it builds trust, and trust is the invisible thread that holds all elite teams together. When this invisible thread is broken and leaders act in their own self-interest, and don’t engage the skills and talents of the team, results will suffer.
We all have fears, and those fears can contribute to shaping our personalities: fear of failure, not being intelligent, shame, etc. Humility is the antidote to those fears. Elite leaders are not worried about being right; they are focused on the cause-and-effect relationship to get results and accomplish the mission.
I’m not saying that people should completely get rid of their egos so that they dance naked in the halls; I’m saying divorce your ego, yet stay friends. Don’t let your ego run your life. As the saying goes, “Humble people don’t think less of themselves, they think of themselves less.”
Mark, it’s great to have a chance to talk with you as everyone is thinking about New Year’s resolutions: how to make them, but more importantly, how to keep them. Your book is a blueprint for success and is packed with principles, ideas, methods, and specific actions all designed to change your life. We can’t cover even a fraction of them, but I want to ask you about just a few.
“The best leaders keep their minds positively focused.” –Mark Divine
Let’s start with visualization. You put it this way: “Visualize Powerfully.” How do you personally visualize your goals and your success?
I learned in the SEALs the importance of winning the mission (goal) in my mind before stepping off the ramp into the dark of the night.
What this means for me is a three step process:
Go after well defined targets
First, I ensure that the targets I go after are the right targets and are super well defined so I don’t waste valuable time and energy chasing impossible dreams or improbable projects. In the past I often had poorly defined new year goals that quickly fell by the wayside. That happened because they were the wrong targets, or poorly defined to begin with. I outline a powerful process for preventing this and selecting the right targets in my book.
Imagine what victory looks like
Second, I imagine what victory looks like for my target / goal. I see it as clearly and with as much detail as possible in my mind’s eye. In fact I have built an imaginary training space I call my ‘Mind Gym’ where I do this inner work. In the gym I see the outcomes of the goal, see myself achieving it and what my life is like after. I see myself as the type of person who CAN achieve the goal and possessing all the skills and knowledge necessary to crush it.
Review your goals daily
Third, I visit my mind gym daily to review the visualization while tackling the tasks and preliminary steps toward accomplishing the goal. This strengthens the image and eventually leads to greater confidence and certainty of mission success.
“Decisiveness is a must for anyone seeking to gain momentum toward their critical targets.” –Mark Divine
You talk about the importance of breathing in your book. Why is it so important and would you share one of your breathing exercises?
The Benefits of Deep Breathing
In a firefight or any intense situation, I learned to perform better by controlling my physiology and psychology. The key was learning how to breathe more powerfully. It is the first and most important of what I call the ‘big four of mental toughness’ skills. Deep diaphragmatic breathing, through the nose, brings two immediate and critical benefits for mission success:
First, It is a stress release mechanism because it stimulates the automatic nervous system’s calming function. We are riddled with stressors coming at us from all angles, many self-imposed, and this breathing technique slows down our heart rate, calms our body and allows us to get back in control of our physiology so we can direct it towards performance.
Second, it centers us by narrowing the range of our critical mind’s thought patterns. The concentration required to breathe deeply means you are now focusing on health and stress release. This triggers positive feelings and thoughts, and the mind slows down so we can direct it towards the important tasks leading to success.
The training technique is simple, called the ‘Three part breath.’ Begin by exhaling all the air from your lungs, then inhale deep into your belly . . . your belly will move out. When the lower part of your lungs are full (your belly is ‘full’), then activate your diaphragm to fill the middle of your lungs. When that is full, then use your upper chest to fill the top of the lungs. The exhale is then done in reverse order, and the whole breath cycle should be a five count inhale and five count exhale. Over time you will do this naturally and unconsciously in one step, versus three steps. It will help you stay positively focused on your important goals in 2014 AND have great benefit for your overall health and peace of mind.