Starting the conversation…
What new realizations do we need to understand what working together looks like to maximize an organization’s growth strategy?
Host: Jess Dewell
Guest: Lee Caraher
What You Will Hear:
We don’t want to look at our assumptions.
Mindset and assumptions – we can train our brains to be more aware of what we think we know.
We are not perfect and we don’t need to know everything.
Soft skills necessary to lead a group to actively look for assumptions.
Learning is playful and creative.
A new realization is needed to work together to find bias and maximize growth strategy.
Description of the pillars or relevance.
The gap between what clients ‘know they want’ and what they really want or need.
Communication is more important today than every before.
Incorporate differences of the team to maximize growth.
The biggest thing Lee Caraher has learned about how growth impacts the way we work together.
It’s BOLD to identify bias and use that to positively impact our business.
Notable and Quotable:
Jess Dewell 1:39
Every action, every assumption, impacts growth.
Lee Caraher 1:55
In general, we like to think of ourselves as good people. As people who are open, and people who are considering everything. But of course, we’re not. And when we have that breakthrough, that we have a point of view, and it’s not fully informed, it is actually quite liberating. Because then you get to say, “I don’t know,” and ‘tell me what you think, ‘ and “tell me more about that,” and “what do you think?” Just by that action alone, you are breaking through with your employees, with your partners, with your customers, and becoming more valuable to them.
Jess Dewell 2:53
Knowing that we in general are good people, we just happen to be uninformed. And having the realization that we are uninformed, allows us to really support our mindset in a new way.
Lee Caraher 3:16
When you realize as the boss, you don’t have to have all the answers, it is incredibly liberating.
Lee Caraher 3:45
The best leaders are the ones who are willing to say, “I’m nervous, too, and we’re going to figure it out. And we’re going to figure it out together. And I don’t know all the answers. So what do you think?”
Lee Caraher 4:03
You should ask a wide number of people, because we know that the more input we have, the better decisions we make. Better decisions are made 87% of the time if you can have a diverse inputs than if you make decisions by yourself, or if you make decisions from people who look and have the same backgrounds as you have.
Lee Caraher 4:32
The freedom to say, “I don’t know, ” and then the responsibility to show your people how to work through not knowing and ignorance. To be instead of not really being ignorant, but it’s being uninformed, to being informed, is super powerful. You then don’t have to bear the weight on your shoulders the whole time of having to know everything.
Lee Caraher 4:56
We shouldn’t be focusing where we are strong, and not spending our time they were not strong. We should be living our strength as much as we possibly can. And one of the most important things that from a leadership position is to know that we don’t know everything.
Lee Caraher 5:57
This command and control idea where, you feel you have to command and control everything, and therefore it will be perfect, is being proven so wrong. so many times. For those of us who are a little older, I think it’s harder to embrace then for those of us who are a little younger, who grew up in a much more flat world than the hierarchical one that I grew up in.
Jess Dewell 6:49
My unconscious bias around my knowledge was that I had to own everything, and I was going to kill myself, or do much as I could to get as close to killing myself, then tell people I don’t know. And I remember the moment I first said, “I don’t know.” And the response was a positive response. It was empowering not only for me, but for them.
Lee Caraher 7:17
If you don’t have to know, then your people don’t have to know. If your people don’t have to know, then they’re not spending all this energy trying to cover up the fact that they don’t know. And when you’re not spending energy, trying to put yourself out there something that you’re not, all your energy can go to a productivity. All your energy can flow to the good.
Lee Caraher 7:36
If we feel we have to protect ourselves. If we feel we have to be perfect. If we feel we have to have all the answers, We spend so much energy in that pretend land, ultimately, is extremely effective, very inefficient, and it eats at the soul.
Lee Caraher 7:59
People who are spending time turning on the bad feeling of eating at the soul, or feeling unappreciated, or feeling like they don’t have really important role in something, their energy is sapped up., Productivity drops. And ultimately that is a KPI to death, frankly, for any company.
Lee Caraher 8:30
The best skill is learning how to listen, and just letting there be open space.
Lee Caraher 9:21
Being able to negotiate, being able to resolve conflict, that is a soft skill that has tangible hard skill steps you can learn. But you need to learn how to do that.
Lee Caraher 10:00
Being open to new things. I’m having an open mindset, learning all the time. Having the mindset that you can always learn. I’m not sure how much squishier you can get them that but, if you don’t think you can learn all the time, if you don’t think ideas can be improved, then you’re destined to fail.
Jess Dewell 10:34
We think play is something that only kids do. The thing is, when we learn, we’re playing.
Lee Caraher 10:44
What we need is more creative thinkers. We need people in our businesses who can connect dots, and see “there’s a red dot, there’s a green dot, there’s black dot, there’s a blue dot. Oh my god, they’re all dots, and they all go together.” That’s creative thinking.
Lee Caraher 10:59
You don’t get creative thinking by actually doing it. You get creative thinking by doing other things. By taking yourself out of it.
Lee Caraher 11:09
Albert Einstein used to say, “If I have an hour to solve a problem, I’ll spend 55 minutes thinking about it in and five minutes. finding the solution.”
Jess Dewell 12:55
Technology is one of the biggest things that Fortune 500, medium sized, and smaller businesses struggle to implement and have success because it’s changing so fast.
Jess Dewell 13:37
When I’m just in the room, is me in a vacuum. When you and I are in a room, we now have squared the knowledge that we have. Now we’re still not fully informed, but we’re closer. And then when we layer on those external things, like technology that we’re using, what our customers are saying, what are our business strategies? Are we on track and are we seeing growth there? Those types of things, we get this great big mushy pile of play dough, if you will, that we get to mold.
Lee Caraher 14:10
You may never change your people, your your capacity can ebb and flow dramatically because of their ability and desire to learn new things.
Lee Caraher 15:42
When we are willing to be our imperfect selves, we just can grow so much faster.
Lee Caraher 16:52
Part of it is just listening to what they want to achieve versus what they want. Because what they want and what they need can be very different things, which is why you hire experts to do stuff, right? You hire Scott because he’s an expert.
Lee Caraher 17:10
That self awareness of “Who am I? What am I good at? What am I not good at? How do I need to make sure that I don’t try to do things that I’m not great at? How to make sure my agency, my company, knows what it’s good at and what it’s not good at. Self awareness. You cannot underestimate the power of it.
Lee Caraher 17:32
When you can work with people who understand themselves, who understand where they fall down and way they really excel, then the permission for them to be imperfect too, and then just sort of come together to make imperfect perfection, is the thing that molds and brings people together in workforces that are positive, and high performing.
Lee Caraher 18:04
Positive high performing workplaces are the ones that are most sustainable, are the ones that will adapt the fastest. And they don’t get really there undies all in a bundle around how it used to be, but know that the key thing is how to be relevant for now in the future.
Lee Caraher 18:29
The constant can be relevance. What you do for that relevance could be different from year to year to year to year, even in the same industry.
Lee Caraher 19:08
I really feel so badly for these industries that the people in which have been sold a bill of good, and instead of spending all that energy on saying the past will repeat itself, we should be spending energy on how can you take what you know, and make it relevant today.
Lee Caraher 19:42
I have a degree in Medieval History, so I can tell you the constant of time, is change. The difference for us in this world right today is that, it’s much faster then it used to be.
Lee Caraher 27:22
Sometimes you have to do both the dumb stuff while you actually close that gap between what people say they want, and what they need to have happen to make their business true.
Lee Caraher 29:03
The soft skill of adaptability, you just have to be the duck. You gotta figure out what is water and looking to roll off your back, and what is bread that you should eat. Sometimes you can’t tell the difference. But you have to figure that out to be adaptable to the different situations.
Lee Caraher 31:21
Just because someone put their responsibility into your email doesn’t mean you have to prioritize that first.
Lee Caraher 31:52
A memo was very expository in nature. “To,” “From” “Here’s the topic.” “Pages, pages, pages pages.” “Conclusion.” Today we want “Conclusion, bullet, bullet, bullet.”
Lee Caraher 32:29
Leadership is love. Love communicates. And if people don’t know that you value them, they will not feel valued. If people don’t know that you’re doing a good job, they will not feel like they’re doing a good job. If people don’t know what to do, they won’t do the right things. If people don’t know where you’re going, they won’t know where you’re going.
Lee Caraher 32:56
It use to be the number 12 was how many times the right person needed to see the right message in the right place to get it. And really you were talking about outdoor, TV, billboard or an ad in the newspaper. Today, we use a number 37. Thirty seven times the right person has to see a message to actually absorb it because we get so many messages every day. So, if you think “one and done will do it”, you’re thinking wrong.
Lee Caraher 36:03
The first thing is understanding yourself, and then understanding everybody around you. The next thing is, what are the hard skills they’re good at at their level? Where do they excel? Where do they not Excel? Where should we focus? Where should we need to add understanding how each role fits together. These people work well together under stress. These people do not. Just having a good sense of that is important.
Lee Caraher 43:27
It’s bold to admit you don’t know everything. It’s bold to admit you might be much more narrow minded than you thought you were. And it’s bold, as particularly as a leader, to not project perfection.
Lee Caraher 43:46
When you understand that you have a bias towards yourself, then that is a bold action to say you aren’t perfect.
listening, capacity, communication, diversity, soft skills, growth, break through, bias
Actively looking for assumptions and their meaning for how we work together encourages the capacity to find opportunities to achieve our company’s business growth strategy.
When does our unconscious bias interfere with obtaining the desired growth results? We will explore how to find our bias and even our groupthink, and what to do about it. Jess Dewell talks with Lee Caraher, founder and CEO of Double Forte PR & Digital Marketing about how our bias impacts business growth.
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