February 11, 2021

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The unexpected benefits of simply asking "Why?" Curiosity is an important attribute for any successful businessperson. It's something I always try to measure during an interview, for example. That's because I've found the more curious someone is, the more likely they are to embrace change and want to learn new things. I'm frequently amazed at how rarely we ask each other "why?" over the course of a day. Some people worry the question will be interpreted as them challenging their colleague. Others feel they just need to do what's asked and not question the logic behind the request. In reality, "why?" is where learning often starts. I've often wondered how many times something I thought was a simple request turned into a major homework assignment for someone else. The higher you are on the org chart, the greater the likelihood your requests become the new top priority. Again, there have been countless times when what I regarded as a low-priority, 5-minute task suddenly caused a team to drop what they're doing and spend half the day answering. Ugh. I try to be specific by saying things like, "this is low priority" or, my favorite, which is, "if this takes you more than 5 minutes it's not worth doing." Despite those guidelines I've still experienced plenty of situations where my request derailed other higher-priority activities. One of the things I've started doing is regularly encouraging the team to ask me "why?". More importantly, I now say, regardless of my request, if it's going to take longer than 5 minutes to complete please be sure to ask me why I need it. This not only helps provide context for colleagues but it also leads to better open communication. Better yet, sometimes when answering the "why?" I'm forced to think further about my request and realize either (a) it's not what I really need or, better yet, (b) my colleague has a better way of helping me answer the problem I'm trying to solve, and that's priceless. So do yourself a favor and encourage more of a "why?" culture throughout your organization. I promise you'll appreciate the results.
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Think Again, by Adam Grant I typically determine the value of a business or self-help book by the number of times I stopped to highlight portions of it along the reading journey. After recently finishing Think Again, by Adam Grant, I can say it's easily the most highlighted and thought-provoking book I've read in quite some time. In fact, there are too many highlights to squeeze into this article so I recommend you buy a copy of your own. In the meantime, here are just a few of the best excerpts I'm still thinking about... The curse of knowledge is that it closes our mind to what we don't know. The single most important driver of a forecasters' success was how often they updated their beliefs. The best forecasters went through more rethinking cycles. As a general rule, it's those with greater power who need to do more of the rethinking, both because they're more likely to privilege their own perspectives and because their perspectives are more likely to go unquestioned. When we try to convince people to think again, our first instinct is usually to start talking. Yet the most effective way to help others open their minds is often to listen. Resisting the impulse to simplify is a step toward becoming more argument literate. When someone knowledgeable admits uncertainty, it surprises people, and they end up paying more attention to the substance of the argument. Rethinking is more likely to happen in a learning culture, where growth is the core value and rethinking cycles are routine. A new scientific truth does not triumph by convincing its opponents and making them see the light, but rather because its opponents eventually die. In the face of any number of unknown and evolving threats, humility, doubt, and curiosity are vital to discovery. Bold, persistent experimentation might be our best tool for rethinking.

Joe Wikert

I'm Chief Operating Officer at OSV (www.osv.com)

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