Humans are rationalization machines. We can justify anything.

I’ve always believed this true, ever since I long ago recognized my own patterns of justification.

You want something a particular way (usually in your own favor) and you immediately have a host of bona fide reasons why that’s the way to go.

Human history is littered with wars, crimes and injustices all rationalized by someone as being the best outcome. They are all results of decisions. And every day at some level many other poor choices are routinely made in both the workplace and our private lives.

Why do we make poor decisions? Are we just self-centered or are there inherent thought processes that drive our selections in some way?

I suspect that everyone reading this believes, as I do myself, that they make outstanding decisions. Leaders and followers alike normally hold this belief. And with every rationalization we either sustain our own confidence or provide ourselves the necessary cover to justify our thoughts and actions.

There’s been much renewed study and progress in comprehending the nature of decision-making over the last decade. Consequently, the understanding and modeling of this process now offers relatively concise explanation of what is involved.

If we step back and look in the mirror we typically find ourselves operating in one of two modes when we make decisions:

• Instant Decisions

Here we immediately draw on our prior experiences and their believed value and applicability. Judgments are typically made on-the-fly.

• Analytic Review

In this case we stop, focus on the issue, perhaps gather specific data and more deliberately evaluate information before a judgment is made.

When we consider ourselves great decision-makers we’re often rating our skills withinstant decisions; these are most of those we implement throughout our day. Oddly, even very capable Execs and Leaders typically have a much lower batting average in this arena than they realize. Flawed perceptions are often buoyed by misplaced confidence and distorted recollection.

Most of us have noticed that if we solicit the opinions of others on any matter, they will bring useful additional insight. Yes, we may get things 80% or even as much as 95% correct and complete on our own. But we should recognize that even small omissions can have significant impact; sometimes wholly changing the planned course of action, or perhaps by elegantly helping us adapt its execution so as to proactively head-off other potential problems.

There is always a different perspective available.

Most decisions (by number, particularly) are more minor and need be made quickly. We cannot reasonably pontificate or research every detailed action that must be taken. However, such omission has a cost. Mistakes get made, feelings get hurt, rifts between individuals can result and people get labeled as irresponsible, inconsiderate or worse. Hardly career enhancing scenarios.

If a problem reads like there may be more involved than meets the eye, or that a poor decision could have unpredictable and significant consequences, we’re better off inAnalytic Review mode. It’s time to get opinions from others.

A different perspective could be offered by a single other person, queried on-the-fly, or by a large group of stakeholders sat down for a formal review. We set the appropriate forumto mitigate the potential risk and secure the best outcome, based on its importance.

The Analytic Review Process is best accomplished by formal means, quickly enacted. Here it’s necessary to look at the Seriousness, Urgency and Impact of decisions on the future. I have covered this in more detail (see Decision-Making) in this material.

Employing a more formal process (where issues and objections can be brought to the table and prioritized) enables stakeholders to engage. Also, providing discussions are crisply executed, those involved see their inputs valued and so more easily respect tough outcomes and priorities. And finally, those participating receive real-time communicationson important matters in progress.

We must always consider who should be in attendance. Again, a formal (Analytic Review) approach can require that just two (or perhaps, many more) people are involved. Likewise, an Instant Decision can be an ad-hoc validation by similar numbers, informally holding discussions over coffee.

The difference in these two processes is defined by the formality, completeness and overall systemization. It is widely accepted that the more rigorous Analytic Review produces much better Decisions.

So, do you make a lot of calls while you’re on-the-run? Know if you’re alienating folks and damaging communication channels with your choices? Just how good is your decision-making?

It’s probably worth taking a look at how you operate and review if you need to slow down (or perhaps even speed up?) some of your judgments!

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

The whole world is a Bazaar and your place in it the result of many negotiations.

In business we expect to-and-fros in settling a business contract. The Sales and Marketing teams negotiate with their customers.

Yet life itself is a Negotiation. We jockey for position and benefits with bosses, coworkers, colleagues, friends, spouses and even our children. Everyone is selling something so negotiation inevitably permeates both our workplace and private lives.

In Western culture negotiation and haggling is often seen as somewhat tacky, occasionallyunrefined and even sometimes a dirty business. This is neither the case in other parts of the world, nor in many societies.

Most purchases made in the Near, Middle and Far East are acquired through negotiation. Consequently, cross-cultural dealings can often leave those less immersed in the processat a disadvantage.

Take a step back and look anew at the everyday interactions that constantly surround us. Almost all human dealings are a negotiation. And importantly, everything can be negotiated.

Next time you go to the store to (say) buy a sofa, try negotiating. Ignore the marked price, politely ask for a discount, check for cash-purchase consideration, request that a lamp to be thrown-in (free) with the buy, ask if they’ll pick up the Sales Tax. What do you have to lose? Be Creative.

Sellers can often be disadvantaged by competing products, aging inventory, slow sales, personal commission objectives and much more. A competent buyer can quickly expose such opportunities with insightful questions and a confident demeanor.

The reverse can hold true for sellers, too. Standing your ground, confidently showcasing product strengths and competitive advantages all enhances your position.

Seldom is there a true standoff in any negotiation. Someone usually wants to sell and there is normally a very curious buyer. And, at some point one party is invariably just a little more motivated to give.

Normally, one side typically better holds their ground. Remember the closing negotiations to the Vietnam War? The US-backed negotiating team moved into a hotel at the outset of the talks. The North Vietnamese delegation took out a long-term lease on a Villa. Results of these discussions are well known and often studied.

Much the same situation exists in the workplace. Here you too are intensely engaged; immersed in your career for the long haul. So, you had better accommodate its importance in both your short and long-term dealings with others.

There are many great books and teachings offering guidance about negotiation. Personally, I’ve always thought there’s just a few key Must-Do’s to keep in mind:

• Know your Facts

A little preparation will go a long way. At least be armed with some forethought and essential facts. Don’t be discovering too much on-the-fly.

• Understand Who you’re dealing with

You’ll make better headway if you know the motivations of the people/person with whom you’re negotiating. They’ll have emotional, cultural and practical needs that you should consider and satisfy, as necessary.

• Be prepared to Walk Away

Remain objective and as unemotional as appropriate. Know the point below which you should not go or line you must not cross, but do modify this if new compelling facts emerge along the way.

• Seek a Win-Win result

If you’re dealing with someone more than just one time, be sure they can view the end result in some meaningful, positive light. You can extract more from the deal if you truly will never be interacting with this person again (perhaps, much like buying from a car salesman?).

• Never, ever Name Your Price

Keep talking and have the other guy offer his/her price first. Even then, talk some more and then push them harder. Only confirm a price when you truly must or good manners demand.

Western cultures are not set up for us to negotiate absolutely everything. But where it really matters, do your homework and get the critical results you value. Be sure you neitherunder nor overestimate the strength of your position; remain realistic.

Just remember, if you’re not negotiating on a critical issue, your counterpart likely is. Sadly, it’s doubtful they’ll always have your best interests in mind.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

Years ago I was lucky to watch an ex-MLB player teaching Little-Leaguers some basic fielding skills.

That training stuck with me. Even today I notice when top pros sometimes fail to apply the technique.

Still further, I subsequently realized the profound metaphor, life lesson and business guidance this same coaching offered.

Perhaps this broad application was an unwitting result? Maybe the significance has long been understood? It’s hard to know with any certainty.

Either way, let me offer those same instructions, here.

When you’re playing baseball out in the field and the ball is hit in your direction:

• Immediately Assess: Direction, Movement and Distance

Where does it appear to be headed?

• Don’t Act Prematurely, continue Assessment

Never rush anywhere till the flight becomes sufficiently clear.

• Step Away Before you Move In

Always, first get on your heels or step back if there’s any chance it might go over your head.

• Charge Early, but only when it’s Surely Falling Short

Never let the ball get passed you, ever. A belated turn is always a disaster and even looks foolish.

• Recognize Quickly when Flight becomes certain

Only then commit 100%; continue tracking the ball and make the interception. Never take your eye off the ball.

Now, everywhere the word ball is used or implied (above), you can substitute the word Problem, or Issue, or Challenge.

The metaphor holds up strikingly well.

Do you have life and/or business problems headed your way? It’s invariably so. Then take a lesson from the big leagues and those privileged Little-Leaguers I saw being trained.

Assess every challenge thoroughly before you act. Don’t wait too long, but don’t rush in till you’re certain how to proceed and where to position.

And, if you need to keep backing up, start out in that direction so you might more readily retreat to the best place for intercepting the issue when you’re ready.

In closing, also notice this same guidance holds equally practical value if you’re playing any ball/court/field sport.

Here’s wishing you good luck addressing problems when the ball’s coming in your direction.

If you have any analogous wisdom or anecdotes to share Tweet me @ianrmackintosh or leave a comment below. I’d really like to hear your thoughts.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

Over the years I’ve seen many occasions where companies hired or promoted what I viewed as clearly inferior candidates. And, these were very deliberate and considered selections.

In each instance I happened to be unusually knowledgeable of the job requirements, final candidates and hiring managers. Many times even knowledgeable outsiders raised eyebrows at these obviously weak choices.

The only uniform theme making sense of the selections was the fact that those people hired were well-known to the hiring managers; in truth, warts and all.

We see this over and again. Obviously bad choices are regularly made primarily through familiarity; despite blatant alarms sounding because of this same familiarity.

Humans tend to favor the familiar when making decisions. It’s a natural tendency. But we wouldn’t make poor choices knowingly, would we?

Actually, I believe we do. We’ve all tolerated and opted for the devil we know on occasion. Sometimes we live with what we can tolerate, rather than carefully decide what we need. Certainly this is neither a good general recipe for life, or business.

It’s commonly accepted that when someone doesn’t act it’s for one of three reasons. But if that lack of action (or, defaulted choice) will become detrimental in the long-term then we need to be very careful to not just accept the familiar.

Reasons not to act or fail to make better choices are that we:

Don’t Know how

Don’t Want to

Are Lazy

These barriers are equally appropriate whether we are derelict in adequately searching out better job candidates, or are hung-up making a basic decision for our personal lives.

But just how entrenched are we in more readily accepting the familiar, rather than exploring more deeply?

Late last week I found myself needing repairs on a household heating/cooling system. I rooted around looking for the name of a vendor I used previously. Sadly, I didn’t find a direct paper trail to identify them.

However, when digging through Angie’s List (and others) I finally recognized this previous supplier’s contact information. I was literally overjoyed; familiarity in a sea of unknowns. Now I had in-hand both this rediscovery together with a handful of other viable and researched options.

Then there came a strong a strong realization. The vendor I was so pleased to track down had previously presented me with several unacceptable problems. I should be avoiding this company, not feeling excited to reconnect. In all honestly I had known of my concerns even when I originally searched for them.

Such is the power of familiarity. Familiar does not mean great, or even tolerable. Often familiar is nothing more.

Fortunately I made my adjustment and went in another direction. I know how to go about finding alternatives, am not naturally lazy and do want to make good decisions. So, I avoided all the (previously noted) reasons that often block our actions.

Despite my lucky escape and (hopefully) new awareness, I have to wonder how often each of us just settles for an inferior outcome, or unwittingly accepts a poor choice. And, all this is because of familiarity.

Such liabilities can be many, even within a single day.

Are you allowing familiarity to make your decisions? Do you even know when this is happening?

I recommend you take a look at all the important aspects of and decisions occurring in your life and business. Be certain you make good choices and don’t just go with the familiar.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

Business is initiated and progressed by sellers and buyers establishing contact and making arrangements. Often this is begun through Sales and Marketing approaches. (And, metaphorically, in most situations everybody is actually selling something).

Sometimes high-level introductions can precede detailed business discussions. But in all such instances, how are those initial contacts made? How do we predictably connect to others?

Also, what happens when discussions stall, or when new players must engage to continue progress?

The whole process can be flawed and fraught with hiccups. Yet who on either side will normally not suffer by all-too-common delays?

Every day I see people reaching out to others, but often with surprisingly mixed results.

Amazingly, the delays and failures are many times tied directly to the means, or method by which approaches are made.

Those professionals whose livelihoods are dependent on successfully contacting and engaging others have often figured this out. But frequently, even in their cases they do not always consider seemingly obvious liabilities.

And importantly, for most executives, the ability to reach out and connect with others will directly impact the success of their careers.

In business, leaders at every level generally tend to have an instinctive and predominant mechanism through which they first approach others. Perhaps they make the phone call, drop an e-mail, or engage through the other person’s Admin?

On the receiving end we correspondingly might react slightly differently to these approaches, depending on our own personal and cultural biases. Maybe you’re an e-mail person? Perhaps you prefer to speak directly to others on most issues?

In many instances we prioritize not only what approaches we respond to (given that issues are often not always clear when we pick up a message), but also the order in which we check for messages. Do e-mail first, get the notes from the Admin. Everybody can be a little different.

This means that in an overloaded world of often frantic business interactions, one size often will NOT fit all. The result: you might well find yourself sending voice messages to a person who’s an e-mail guy. Don’t expect a fruitful outcome.

When you really have to reach someone and it’s a fairly new contact, you’ll often need to fish around to find the best channel through which they’ll engage reliably. And even then it might change with time and/or subject.

Over the years I’ve encountered many voice-only, or e-mail only Execs who seem like they can be reached in no other way. Perhaps this just more conveniently fits their style of operation? Some five years ago others became responsive to Texts; it appears that lulls in meetings offer great opportunity to respond to real time/brief issues.

The message is clear. You need to be selective with your approach mechanism. If you run into trouble reaching someone, then keep making carefully considered changes until you engage and interact. Once you do, make a point of asking and checking how they want to continue the exchanges, if and when you need them.

The choices for productive channels (not prioritized) to engage others are most commonly:

• Work/Direct phone
• Mobile number
• Home number
• Voice message
• Via the admin
• E-mail
• Text
• LinkedIn
• Twitter
• Through colleagues

There are also the myriad Social Media channels via which connections can be opened up; such as Facebook and similar. Not all of these channels are appropriate in every case. But, don’t be afraid to be creative.

Remember, business is not like a fine wine. It usually does not get better with time. So, make sure you take action; don’t wait too patiently.

When you’re making first approaches ask around to find out what’s the best way to get a response from this particular person. And, don’t be one of those less assertive people (aka victims) avoiding more direct contact methods as a result of an overly rationalized habit. When needing to make an important approach, boldness is often required.

If you’re an organized person you’ll probably also need to adapt your processing and records for reaching others to reflect the (often multiple) channels you might be exploring. Again, one size certainly does not fit all, anymore. So, get yourself set up for using varied communication channels.

Never forget: if you prioritize the means by which you check for approaches made to yourself, then it’s likely so does the other guy. And, if you’ve enjoyed success reaching someone a particular way in the past, it doesn’t mean that channel won’t change in the future or vary by subject.

Be flexible and multiply your approach mechanisms when needing to secure those critical engagements. There’s no sense in wasting hours, days or weeks to figure out you’re not getting through.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

We’re all familiar with the traits of exceptional leaders. They generally

• Inspire
• Motivate
• Accomplish major Results

And, typically have a Vision accompanied by a truly Positive Outlook.

Such traits emerge as the leader grows in confidence and capability. They evolve as a result of careful and specific learning.

Exceptional learning is established through

• Dedicated and Deliberate Practice

And importantly

• Excellent coaching and guidance
• Enthusiastic (family and/or professional) support

Leaders acquire these traits (or attributes) built upon their mastery of specific, quantifiable Skills. These skills will include:

• Specific, job-related knowledge
• Problem-solving
• Decision analysis
• Interpersonal/management-styles awareness
• Delegating
• Motivating
• Planning
• Organizing
• Controlling
• Reengineering
• Team-playing
• Leading
• Mentoring

This is a significant body of study and work in which to invest. It cannot be mastered overnight. Inevitably, as anyone sets out to be a skilled Leader (or Manager) of others they must decide where to begin.

As with any process the action plan should consider priorities. These are unique to youand your goals. What must I know first? What is most urgent? What will have the maximum benefit for me over time?

There are several resources available when planning your priorities. You can

• Ask your boss
• Work with a mentor
• Check those (next job) specifications with HR (if they have them)
• DIY

Clearly the best approach will usually be taking guidance from a trusted colleague/expert; commonly the quickest and most secure route. The important thing is to get a plan/timeline, then commit and begin the process.

Learning is a lifelong investment and your development as a leader is no different. It’s said that if you read (i.e. learn) for an hour a day, by the end of seven years you should be a world-class expert on your chosen subject. Careers are inherently very lengthy, so this offers great opportunity for those who will make the commitment.

Begin by picking a path of learning that delivers you short-term benefits and validation, yet maximizes your progress and ultimately will develop your abilities to a well-rounded result.

I can also offer you an alternative and specific, hands-on guide to this process.

Developing these essential skills need not be an entirely formalized process. True, some things are best learned by such means, but many others can be digested and embraced through casual reading and even informal meetings.

Whatever method you’re employing just ensure you Digest, Consider and Practice the skill. It’s well-accepted that all new skills are best assimilated by their use and application.

Good luck with your investment in becoming a more skilled, accomplished and exceptional Leader!

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

I recently retweeted an article that explained how to avoid problems during the definition and development of your (primarily) technological products.

This was a solid piece, but didn’t specifically describe the basic methodology for how to successfully define such a product. So, let me rectify that by offering some appropriate direction, below. It is relevant for most  product-types.

Today, many teams become distracted and fall prey to product definition problems largely attributable to the lack of fidelity in their execution. However, the process for getting things defined correctly can be quite simple. It’s well proven and fundamentally failsafe.

To get things right all you need to do is follow this Six Part Process:

• Find Lead Customers

Clients must be credible and linked to you be able to leveraging them into credible and likely downstream purchases. There will typically be 3-6 companies you approach and they should preferably represent the practical application breath your end-product needs to serve.

Avoid engagements where customers may borrow your ideas for repurposing internally or with other suppliers. Great trust and sharing of future plans is typically required bilaterally with these people, who are to review, comment upon and add real value to your Spec.

• Offer your Trial Product Spec as you go

To get audiences with clients you have to bring something complete and credible to the table; basically, this must be your Spec or a prototype. This offering is a supplement to an (ideally) already existing, meaningful relationship you have with the Lead Client which is based upon trust and prior shared experiences.

Work jointly with the first customer to tune-up your spec; ensure that Must Have and Nice To Have needs are incorporated (or, put aside) appropriately. Update the spec accordingly and move to the next lead customer on your list.

• Correct the Spec as you proceed

The spec will evolve and (likely) grow as you complete your first pass by these clients. Update and adjust as required, always minimizing additions and identifying Wants, Likes and REAL Needs as they deserve.

• Beware of building a Battleship or designing a Camel

As you cycle by clients, from time to time you must stop and carefully review the current Spec. Is it becoming unnecessarily bloated and/or distorted by less important content? Are you losing sight of customer needs, becoming overly focused on the technology?

Brutally cut back Specs so they contain just those features that define a compelling product with which desired Lead Customers will hungrily engage.

Be certain all content remains in the Spec that ensures hooks are included to extend in future directions which will or might be required. Don’t overestimate here, but also don’t architect something that cannot evolve, or will need major rework for future development(s). Do not build your product on sand.

• Re-circle the Lead Guys and Confirm

When the Spec is trimmed down to a lean offering that you believe will grab interest and secure Lead Customer engagement, you can then make a final pass at those customer contacts. Double-check these clients are still bought-in and voice real commitment to your final version. Ensure their needs for ease-of-use and functionality are all satisfied as required and when needed.

• Implement On-Time and As Specified

This is easy to say and harder to accomplish. Ideally, you should deliver exactly as promised. Commit to availability of what will satisfy Lead Clients’ essential requirements and to delivery by when it must arrive.

And never forget. When the product goes through Beta Tests you must have all the support available that will be required to overcome inevitable problems and make users feel safe.

When you’re speaking to clients and asking questions, heed the following warning. I have personally met clients that when faced with a what do you need question often fall back (through lack of their knowledge in your space) to a what have you got response, when queried about product requirements. Circumvent this dilemma by unearthing what they’re trying to accomplish with their own work and thus determine how your product can assist and empower them in reaching these objectives.

I have seen many developers flounder when interpreting unclear customer needs. This is often caused by either their own inability to truly understand the customer’s products (and thus needs) and usage, or by personal indecisiveness. Don’t let your team fall into either of these holes.

Let me offer a closing note of opportunity. Clients often find surprising, innovative means to use and adapt your products in ways that you may not have anticipated at the outset. Keep your eyes open early on for signs of such ideas as they often lead to killer features you can include.

So, if you’re looking to bring innovative, leadership products to market, try this process.

It works. It’s proven. Check it out and watch your market-driven products take off!

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

I always explore business scenarios and options with the goal of achieving the very best possible outcome. Who doesn’t, really?

In practice this selection is not always available. However, you can always get the best outcome possible.

Life and business normally demand that we aim high. In the end we should only abandon ideal solutions when they are shown to be truly untenable or too costly. Even before this we should work them a little to see if they can be kept in play using acceptable investment and adjustments.

In general, it’s seemingly only the more capable or seasoned people who really seem to dig in, find a way and make things happen. Sometimes it seems that those who give up more easily are perhaps just not exploring their alternatives in the right way.

In some cases individuals just don’t show the intestinal fortitude required to endure. In others, they seem insufficiently equipped and unknowledgeable of the process with which to proceed.

I have found the following three-phase approach to be invaluable for those needing a little more structure. All that is required is to:

• Project Out far enough

When considering your options ensure you envision them sufficiently into the future. How might they change or need to be adapted? What liability might arise and what will then be your next options and so on. Look ahead, just like playing a game of chess.

As you consider risks you should proactively and carefully review how you’ll proceed when you run into such likely bumps in the road.

• Look Deeply enough/Confirm Options ARE generally viable

Not all options are viable. Many choices are flawed and need closer inspection. Yet not everything can be explored exhaustively. However, every option you’re relying upon should not be superficially deemed viable without close inspection adequately proving it to be so.

• Churn

When we’re on-the-run we don’t always commit our plans to paper. Sometimes we should. However, in every situation we need to frequently and systematically, continually review our options.

Things change. Both circumstance and time can make good plans bad and those once-untenable approaches might again become viable. Keep your eyes open wide while quietly churning the plan in your mind until execution is secure.

If any plan is important to your cause you need to work it. Don’t assume any chosen path will pan out exactly as conceived. They invariably don’t.

It’s your ability to adapt and overcome in a quickly changing environment that is often the difference between a lethargic failure and an outstanding success.

So, make your plans carefully and keep them churning over in your mind. Ensure they result in the best possible outcome.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh