Dear Leaders,
I can remember my Momma telling me and my sisters many things that didn’t quite make sense to me until I was much older. One of those sayings was this: “A little bit of information is a dangerous thing.” When I think about that in terms of leadership, I think about the danger of making assumptions.
Assuming can cause us to believe we are seeing a situation clearly simply because we are seeing it from where we stand. But where we stand is rarely neutral.
Our perspectives are shaped by our experiences, beliefs, frustrations, preferences, and even our biases. That alone is not what makes assumptions dangerous. What makes them dangerous is when the invisible filters through which we see people and situations cause us to mistake our interpretation for truth, even when we do not have all of the facts, context, or information.
I want to be clear. I am not suggesting that leaders can simply stop themselves from making assumptions. Assumptions are part of the way the human mind works. We make inferences to inform our decisions, make sense of situations, and keep ourselves safe both physically and psychologically.
However, the best leaders I know check themselves when they find themselves assuming.
They ask, What am I missing or not seeing in this situation?
They seek multiple perspectives. They consider angles beyond their own, including perspectives that may challenge their original opinion or view. In doing so, they open themselves up to ideas, explanations, and decisions they may not have otherwise considered. They understand that unchecked assumptions limit perspective instead of broadening it.
They ask, What information might I not have that would better inform my understanding?
They trade judgment for curiosity. When they find themselves jumping to conclusions, they pause long enough to ask questions. They get curious not only about the situation, but also about their own thinking. They check their bias because they recognize that bias can significantly impact who we give the benefit of the doubt to, who we question more quickly, whose tone we critique, whose mistakes we define as character flaws, and whose context we fail to consider.
They ask, What questions do I need to ask myself before I proceed?
The right questions can help leaders reflect more objectively before acting on assumptions. Questions such as:
What story am I telling myself about this person or situation?
What evidence do I actually have?
What context might I be missing?
How might this look from another perspective?
Am I responding to what happened, or to what I have assumed it means?
Who am I giving grace to, and who am I withholding it from?
The best leaders are not assumption-free, but they are self-aware enough to examine their assumptions before acting on them. That’s the key.
Leadership is not just about making decisions. It is also about making sure the way we show up and interact with others is not being driven by unchecked assumptions. Before we judge, respond, correct, dismiss, or decide, we owe it to the people we serve to pause, get curious, and seek understanding. Because the way we interpret others often shapes the way we treat them.
I urge leaders everywhere to practice these reflective questions when you find yourself drawing conclusions before having all of the facts, judging a situation before seeking context, or forming an opinion before practicing curiosity. Don’t allow your assumptions to become the basis upon which you filter your thoughts, decisions, and interactions.
You just might be missing something.
Keep leading with heart and soul, from the inside out!
Yours in Leadership,
Latoya