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 with instant 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 in Analytic 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 forum to 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 communications on 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

It happens in every walk of life. Whether it’s business, sports, teaching or parenting we need to be proactive in recognizing liabilities and heading-off disaster.

Great sportspersons sense an emerging momentum-switch in a game and take action. Parents notice subtle interest and behavior changes. Spouses are aware of unease in their partners. So too, the best Business Leaders pick up on warning signs in their organization and market.

Certainly, those who are great firefighters in the workplace are highly valued. Being able to reliably attend to a crisis when it breaks out is much revered. But isn’t it better if the fire never occurs?

Spotting a liability is the trick. Yes, the defensive mental posture where “only the paranoid survive” also provides great in-depth protection as problems/situations/issues arise. But specifically, how do we first notice and highlight a risk? How do we actively seek out and then attack liabilities?

A great way to get leads on such risks is by talking to:

• Customers

Sound, open relationships, frequently nurtured and broad-based within the organization brings great insights to changes and needs for the future.

• Employees and Stakeholders

Who better to see the risks and liabilities than those most closely immersed in, or overseeing the details?

And to get the most from these discussions we just ask questions. So, solicit responses and invoke thoughts that open minds and enable peripheral vision. This is the time to listen and hear, not unnecessarily pontificate and espouse.

Complementing these human insights must be systematic investigation; mechanisms must be in-place that actually draw-out future liabilities, highlighting opportunities and change. This is achieved through a robust measurement system.

Everyone counts widgets, throughputs, revenue and bookings. However, a more complete measurement system that carefully probes current activities and also explores leading indicators is critical. If there’s anything that can be a significant future liability, measure it.

Everything can be measured, even if it must be done by indirect means. The trick is to get a cost-effective, insightful and valuable measure.

If you want to see where revenues are headed, check your backlog and bookings. Want to see where bookings are going, check customer inquiries, website hits or whatever metric best suits your situation and market. Insights are always available; you must just seek them out.

If something gets away from you and a problem occurs, then fix it. Next repair the means for recurrence, create any appropriate procedure and a new measurement (as/if required) to keep an eye on the root cause of the liability in the future.

It’s a lot easier and less detrimental to create, maintain and regularly review a measurement than deal with the damage of a surprise event. Being known for recurring flare-ups is hardly a career enhancing proposition, either.

Measurements themselves have a cost. So, discard them when they truly become irrelevant or of little value; but only do so with certain insight into what issues may arise unforeseen as a consequence.

Well-run enterprises ultimately deliver better and more sustainable results. Developing and rewarding an atmosphere of constant firefighting is not the way to grow large, scalable, financially predictable businesses.

So, here’s to you quickly dousing your next fire and more importantly, to you establishing the means for avoiding its and other such occurrences in the future!

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 you and 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 just read a credible article that advised how to manage your fear of failure. Interesting stuff, but really only useful if you actually have that fear. I don’t, and I suspect that’s not so unusual.

On many issues or with different behaviors we all tend to lean one way or another; introvert versus extrovert, action versus thought-centered, open or closed to new ideas and so on.

It really often doesn’t matter if these tendencies are caused by genetic condition or learned response (or both). And as the years go by our individual propensities are typically subject to little change.

Frankly, I can’t ever recall being afraid of failing at anything; not ever. It seems this must be a useful bias that has served me well over the years.

Focusing on plans and action with an expectation of a positive outcome materially alters your plan-of-attack. It generally causes you to strategize for the positive outcome rather than hesitate or worry about liabilities.

However, this shouldn’t mean you act with abandon and ignore risk. On the contrary, liability should still be considered; even perhaps operating from the familiar belief that only the paranoid survive.

Many leaders and athletes are also motivated by the desire to not lose. This too presents a similar dichotomy; it’s not about winning, it’s about absolutely refusing to lose. Again, such a mindset will affect your strategy and actions.

Operating without fear of failure removes exhausting worries and unproductive trains of thought. It is materially empowering, energizing and sustaining.

If you too are normally strongly motivated by a belief in your ultimate success, just be sure you watch your own back, and:

• Check and Investigate

Never throw caution to the wind. Expecting success doesn’t mean you shouldn’t alwaysPlan, Check Liabilities and sufficiently Investigate Unknowns.

There is often something lurking that can foil the best-laid plans.

• Adjust and Head-Off

Things invariably change. Be proactive and thorough in heading-off liabilities. In all cases adapt, adjust and move forwards.

There will be occasions where goals must be revisited. Never hold up if you need not, but don’t continue blindly into unmanaged threats.

• Ask and Listen

You may have the best gut instinct on the planet, but others too have ideas, eyes and ears.Tune into your network to gather other opinions and insights. Ask questions and listen more than you talk.

Obtaining multiple views of issues from different perspectives (investors, peers, mentors, subordinates and bosses) enhances your ability to avoid obstacles and remove barriers proactively.

Gather sufficient information to prudently secure your plans, not needlessly all that is available.

• Celebrate Successes

When accustomed to winning and achieving expected results you can become complacent to the broad and deeper needs of both yourself and others. Be sure successes are acknowledged and celebrated.

Both you and (especially) your team need to enjoy each noteworthy victory. It is healthy to indulge the moment while simultaneously establishing momentum for the next challenge.

• Get Value from Misses

Occasionally things don’t work out as we plan, or they take surprise turns. Should this occur, review the positives achieved and learn from them for future. Negatives will similarly take their place in your repertoire of experience.

Extract value from the journey and feed on these lessons later on.

If you don’t fear failure you can wield a real advantage. Just be sure your positive expectations are properly managed and fully-supported in helping you secure the desired goal.

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

Sometimes it’s almost impossible to understand things people do and why.

These may be actions taken or even glaring omissions. Some behavior just seems unforgivable.

When you glimpse inside most families many such events are often visible. But sadly, equally incomprehensible behavior is often present in the workplace, too.

The more shocking or radical the act, the more important it is to understand and/or correct.

Many times our superficial observations offer insufficient clues. And worse, reports and surrounding insights available do little to explain an event or illuminate its root cause.

When I’ve run into such circumstances in the past I’ve always found one piece of homespun wisdom invaluable in getting me to the heart of the matter.

Many years ago I learned the expression, “All bad behavior is based in insecurity.” I originally heard this from a seasoned manager. I’ve never really convinced myself of its true origins; but no matter.

Perhaps you have seen more recent, interesting variations and derivatives of this theme:

• “The hallmark of insecurity is bravado”

Brandon Sanderson

• “Most bad behavior comes from insecurity”

Debra Winger

• “I’m interested in the fact that the less secure a man is, the more likely he is to have extreme prejudice”

Clint Eastwood

I still prefer my original version when I’m faced with insufficient facts to explain unfortunate events. It causes me to look from a different angle and quickly perceive the likely root of bad behavior on display.

All people have insecurities. It is the nature of being human.

So inevitably, we should expect everyone will exhibit bad behavior eventually.

When an individual makes such an exhibition (or alternatively fails to take proper and expected action) their insecurities are invariably on show.

If you approach deciphering a confusing behavior with this in mind it will cause you to ask:

• “What is the insecurity that explains this person’s action?”

Likely candidates invariably spring to mind, even more so the greater your existing knowledge of the individual.

The worse the behavior, the more glaring is the insecurity. Just step back and look. Once you spot the insecurity past events are explained and future sensitivities can be managed.

Understanding someone’s problems enhances your ability to empathize and provide practical support if it’s required. At the very least your enhanced awareness allows you to better adjust your own relationship appropriately and advise/guide others.

So, the next time you see bizarre behavior for no apparent reason. Step back. Look for the insecurity. You’ll generally find it in full view.

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

Everyone can teach you something. I’ve always held this as a core belief.

Everywhere you go you meet people who offer insight into things of interest and/or value.

There’s always downtime whether you’re traveling, at a conference, arrived early for a meeting, attending a dinner party, or just waiting in-line. You don’t always want to be checking texts, messages, e-mails, reading a book or watching a screen. So, why not engage someone in conversation?

From a superficial viewpoint not everyone might seem that interesting. But everyone harbors insights you don’t possess.

We’re not all extroverts or people-persons, yet there are opportunities all around us to learn more from and better understand others.

When you first enter a conversation the points of interest are often not always apparent. You need to ask-listen, ask again, and then listen more. Eventually something emerges that piques your interest, or at worst you learn a new perspective on life. There hardly seems any downside.

Dale Carnegie’s secret to being a great conversationalist was simply this ask-and-listen method. He’s storied as spending one evening speaking with a particular lady who proclaimed him the world’s greatest conversationalist. In fact, by his own words all he did was to simply ask questions and let her talk. Most people love talking about themselves.

Personally I’ve enjoyed many fascinating hours throughout my life learning details of people’s work, challenges, ideas, aspirations, lifestyles and fears. My worldview is as much formed by this as endless hours of hands-on business, reading, researching and just living day-to-day.

Engaging others is a part of life, both in satisfying your curiosity and in solving problems.

In the workplace, most answers you need are available for the taking. It’s a matter of simply asking and listening. The value is there for you to evaluate, then take or leave. And let’s face it if you offer an empowered environment where you’re available, then people will speak out; when unjudged they’ll freely offer you their very best thoughts and insights.

Valuable ideas don’t always come from the expected places. Great insights can emerge from anywhere in an organization. They are commonly not the inevitable and personal output of the VP of this, or CEO of that.

It’s the same outside the workplace. I have to admit I’ve loved gleaning perspective and knowledge volunteered by folks ranging from chairman, through CEOs to house cleaners. Most of us are naturally curious and it’s amazing what information such diverse characters can provide, if you’ll let them.

Things we learn and practice don’t show up just before we need them. Rather they are learned over time, sometimes decades. Those snippets gathered today may provide invaluable foundations to challenges we face in the future.

For instance: you might learn a particular corporation’s perspective on a legal matter today, yet not apply that knowledge until years later. Or, you may never use those specific facts, but rather assimilate their broad significance into your general understanding of such organizations for future reference.

It’s much the same with the more mundane. You might eat up facts about sports and professional athletes; perhaps you just like to trot this information out as part of your favorite talking points at social events?

Such information is all good. If it interests you, gather it in. Even if it’s dull, but you might need it later, then suck that up, too.

Just remember, that person sitting right across from you might possess the very insight which may prove golden in your future. So, try it out and engage.

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

There are well-studied and documented characteristics considered common to great leaders.

These generally include, but are not limited to having:

• A well-defined Vision
• Achieved Major Results
• Strong Communications
• The ability to Inspire and Motivate

and, such greats are invariably Articulate.

In addition to such characteristics top leaders often demonstrate considerable skill-sets, which include:

• Delegating
• Problem-solving
• Planning
• Organizing
• And a dozen more. See my book, here.

Yet there is one Quality that I feel provides a fundamental foundation to truly top leaders. It is the bedrock upon which many have built. This is Integrity.

Integrity sits at the core of many truly great cultures, large or small. Where this exists it can permeate behavior and belief at every level.

Boards and executive staffs can more readily foresee direction and decisions. Inevitability pervades many situations, in a good sense.

Where integrity is left wanting the personnel fall into a few basic categories. Those that:

• Accept lower standards and think this is normal

Who can really trust or want to work with these folks?

• Want to escape and do

And so further diminish the last vestiges of this quality.

• Feel (or are) trapped in the circumstances

They will often resent or even fear their workplace.

The benefits of having integrity central to your culture are many.

An environment of integrity lightens everyone’s load. The workplace feels inherently more Secure, Dependable, Safe, Welcoming, Trustworthy, Supportive, and more.

In addition, customers more readily learn to trust suppliers from such cultures. It is easier to build relationships. A sense of fair play and justice pervades all transactions, making partnerships and win-win resolutions more central to business; efficiencies abound.

Integrity is not a thing of convenience. It cannot have two faces. It exists, or it does not.

Should you already work in such an environment, enjoy the privilege(s). If not, do your part to infuse the quality and surround your position. After all, you can still enjoy many of the personal benefits of reputation, described above.

And if you lead many and strongly influence culture, you have an opportunity to build something truly worthy, through your integrity.

Before anything succeeds, someone must believe.

A successful person, leader, product, cause or any entity is created and born through belief.

And this is especially relevant to an individual’s career. No significant leader ultimately lacks belief in their self. It might appear that anyone can possess such self-assurance. Yet, this is not what we see.

Enter any room or gathering of business professionals and you will typically find very few individuals that truly stand-out and impress. This is often even after an exchange of many perfunctory words and discussions over an extended period of time.

In industry, leaders tend to coalesce around tangible products, business models and ideas. Focus your discussions in this same room (as above) on one such topic and a real leader will often quickly emerge. They will offer passion, insight and vision surrounding the subject. So now you’ve found a potential leader; someone who is thoughtful, forceful and articulate on this particular subject.

The outward expression of such confidence is fueled by self-belief; belief in one’s own knowledge and thinking. In some senses confidence and belief offer a chicken-and-egg scenario. Which precedes?

In my mind what should come first is self-belief. This can be achieved through hard work, study, natural demeanor, experience, or pure intellect. But this belief will ideally take precedence in helping a leader step forward.

Confidence should not be overbearing, nor built on weak foundations. Nevertheless it should slightly lead true understanding and spur on the individual, not lag and hold them back. This might cause some overreach, but rather this and occasional careful repair, than otherwise diminished progress.

It is hard to believe in yourself and step forward unless you have passion for what you undertake. This passion fuels your energy and interest as a basis for growth and understanding.

Circumstance and opportunity bring forth leaders. If there’s no visible victory to be had, cause to be championed, nor crisis to be addressed, how can great leadership skills even be that noticeable?

There are many opportunities for leadership in life. They exist in business, industry, service, politics, the military and religion. Great world leaders emerge from the nexus of major prominence, opportunity, events or importance.

Business is much the same. If you’re involved with an area in which you are passionate and it offers real growth potential, the sky can be your limit. But you still must lead with confidence, passion, vision while clearly and simply articulating your cause and ideas. And, all this should ultimately be built on solid foundations that include the ability to make your cause relevant.

Here’s to you finding and establishing your own, personal leadership niche!

Individuals, entrepreneurs, inventors and company execs alike all dream of producing great products and generally, those of mass appeal.

These products can be services, physical or intangible entities, widgets, games, applications and more. Their form can be diverse but their viability must be certain.

Everyone sells something and has competition in different forms. Yet intriguingly, the characteristics of a successful product remain somewhat universal.

Despite their use of detailed market analysis, I have surprisingly often seen even respected experts fail to review the basic nature of their product proposals.

It doesn’t matter what industry you’re in or the nature of your product, a real winner for customers will normally rank high in, and be:

• Simple. Appropriately Easy to Use and Apply
• Familiar. Works with Existing Structure/Low Training need(s)
• High-value. Actual or Perceived Value/Performance is significant
• Low cost. To Use and Adopt/Buy relative to Alternatives
• Available. Can get it Predictably, when Needed. Readily Accessible
• Appealing. To Purchasers and Users, by its Nature or Novelty

Now, not all successful products score home runs on every item on this list. No matter, they typically need to be the best relative to competition. And, any real deficiencies should be readily mitigated by complementary offering(s).

By reviewing your product and the competition relative to the list above, you can highlight your liabilities and refine your offering.

If your planned product scores high across the board, you likely have a true winner. As long as it stands out relative to the competition, you’re ahead of the game.

However, let’s not delude ourselves. Selling what you have presents another set of challenges. Your ability to successfully introduce and sell a product (regardless of how explosive is its potential) is affected by:

• Market size
• Your Company/Business size/market muscle/resources
• Sales Channels available
• Market Maturity/flexibility
• And, much more.

So even if you have a potential winner, be realistic about your ability to capitalize on it with actual sales in the required timeframe. Introduction dates are unforgiving so perhaps investment, partnering, or even a technology deal/business sale is advisable?

In any event always check your product’s potential against the criteria, above. It’s quick enough to assess if you’re onto something big, or just dump a weak idea early and move on. Use more than luck and gut-instincts when picking those winning products.

Here’s wishing you the best with your product plans!

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

Ever make a seemingly simple request of a colleague or subordinate that went oh-so-wrong? And worse still, it actually created knock-on problems.

Ever respond to a verbal request from your boss only to be greeted by a “you did what” reaction? Similar events happen to us all.

The large majority of communications in our day are simple and oral. The sheer number of such interactions can sometimes mask the criticality and/or urgency of a request. It’s just so easy for things to go wrong.

I’ve personally used a simple trick to minimize such liabilities for many years. But before delving into this approach, consider why things can be misunderstood. Issues that corrupt verbal communications include:

• Language and cultural barriers
• Vocabulary
• Assumptions
• Completeness/Availability of information
• Training
• Education
• Ambiguities
• Conflicts
• Priorities
• etc.

The list seems endless.

Well, if there’s so much risk and it’s an important matter, why wouldn’t we just write it down; codify the request?

On many occasions this just doesn’t seem appropriate. It can even sometimes appear insulting to the recipient. And often, there just isn’t time or opportunity to literally spell it out.

What I’ve always done in these situations has become a way of life for me. I just repeat myself. It’s simple, effective, quick and when done with thought it can be a lifesaver andtruly considerate.

When you make that first request it’s a simple outline of your need. The Repeat clarifies what, when, extent and time involved as appropriate. Don’t belabor the Repeat, it’ll drive folks crazy. Be sure to rephrase and supplement when repeating yourself, yet remain as brief as possible.

Most importantly, the Repeat should give the listener the chance to verbally confirm theygot it and ask any immediate concern they might have; if necessary include how to reach you if they have further questions, later.

This whole methodology is hardly rocket science, yet proves itself much more reliable than just passing an obscure one-liner verbal request which is often subject to the vagaries (and more) of the list provided above.

This simple method applies universally in the workplace, outside, with friends and at home. Inasmuch, it has broad application and profound value.

Realistically you don’t want to be the person who always repeats himself/herself. It’s a dull and dreary label. But if you do this simple repetition with the aforementioned thoughts in mind and a pleasant tone in your voice, folks will learn to appreciate the effort and consideration you show.

Let’s face it; who wants you to send them on ambiguous errands with the high likelihood of receiving a failing grade!

After years of applying this trick I’ve found myself dodging a lot of unnecessary problems. More than this, I believe that not employing the technique is simply asking for trouble.

I developed a rule of thumb for repetition. It’s just a simple guide I like to remember. Basically:

If you state a request ONCE

you’re asking for trouble. The recipient is invariably blindsided with little time to orientate, think or ask questions. A one-shot request can often appear like an order; a little dictatorial. And of course, there is no engagement. Also, often too much or too little information is forced at one time.

You state TWICE

and you will avoid a lot of problems and frustration for yourself and the recipient of your request(s). You create an opportunity to briefly engage/discuss. This is an engagingapproach. However, if something CERTAINLY doesn’t need to be repeated, then DON’T.

State THREE times

and you’re asking to get labeled. Honestly, it does seem pretty mindless to routinely keep repeating yourself. The recipient might feel demeaned or untrusted, too.

If you state something FOUR times

there’s probably a spot for you in a Jerry Springer (or equivalent reality) daytime TV show!

Sometimes this ASK TWICE approach naturally unearths the fact that you’re making a request that’s more complex than can be done safely, verbally. Even if you’re in a hurry, accept it just won’t work and recognize you still have many alternatives:

• Stop and spell-out your request correctly and more completely, right then
• Say something like,” My mistake, this isn’t going to work this way; sorry, let me get back to you in a more reasonable manner.”
• Just pick/agree a time to review the request more closely.
• Etc.

The point is that when a request is ultimately not viable through a convenient verbal approach, accept that fact, pick another approach and save everyone the unnecessary pain of a likely-bad outcome.

So, just as I already said above:

Often, if you say it twice you will avoid a lot of problems and frustration for both yourself and the recipient of your request(s).

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