Wrong.
In 2003 in the case of Australian Communication Exchange v Deputy Commissioner of Taxation the seven Justices of the High Court of Australia ruled 4-3 in favour of granting an appeal.
This meant that three of the wisest, most experienced lawyers in the country - including the Chief Justice - who were in the minority and denied the appeal were 'wrong'.
It meant that the Barristers and Solicitors who quoted legal precedents, legislation and fact in support of the respondent before the High court were 'wrong'.
It meant that the three Judges of the Full Court of the Federal Court of Australia who made the finding that was the subject of the appeal and the barristers and solicitors who appeared in that trial on behalf of the losing party that was overturned by the High Court was each 'wrong'.
It meant that each bureaucrat in the Australian Tax Office who made decisions and internally reviewed and upheld decisions that applied and interpreted legislation, policy and case law that were eventually overturned by the High Court was wrong.
From the first public servant to the judgment in the High Court, dozens of decision makers and their advisers including three of the sharpest legal minds in the land, each with education, experience, expertise and wisdom and hundreds of combined years of interpreting and applying policies and procedures and laws were....'wrong'.
The High Court, Federal Court, Supreme Courts, District and County Courts, Magistrates Courts and miscellaneous other tribunals across the country overturn thousands of decisions of lower decision makers every day. Their 'wrong' legal reasoning, reputation, credibility and intellect will remain pinned up in the public square of the World Wide Web for the world to see as long as there is such a thing.
Law students, solicitors, barristers, text book writers, Queens and Senior Counsel, judges associates, judges and High Court justices will continue to read and study their 'wrong' reasoning and use it to form and strengthen their own arguments based on different facts and sometimes even law.
Next time that you're 'wrong' about something, remember the Chief Justice and his two other High Court of Australia brethren and Australian Communication Exchange v Deputy Commissioner of Taxation.
You're in good company.
Hard.
A Leader recognises the tension between the uncertainty, anxiety and chaos that flow from navigating virgin territory, and the fear that this is evidence that she is failing and that she needs to turn back.
Leadership is Leadership because it is advancing where no-one has been before. Leadership is taking people in a direction that they otherwise wouldn't have chosen. It follows (no pun intended) that this will give rise to emotional turbulence in both the Leader and those following her.
It is hard.
Leaders are Leaders because they continue to advance towards where they want to be beyond the point where the PowerPoint leaders turn back because there's no path and it's hard and people are complaining.
The PowerPoint leader talks of leadership of leading of leaders of lead of leadership positions with the background hum of their wheels running over the smooth bitumen highway that was beaten, then surveyed, then graded, then laid out in front of them to travel on in air conditioned comfort with the cruise control on directed by the onboard navigation system while everyone's asleep in the back.
The PowerPoint leader then makes a decision in their voice to deviate. They immediately become disconcerted by the sound and unevenness of the gravel and the bumpy ride as they veer off someone else's route. Those in the back seat stir and mutter at being disturbed by the poor driving. They peer through the windows and feel anxious as they don't recognise their surroundings. They seek comfort and affirmation of the legitimacy of their fears in the other anxious fellow back seat faces. There's murmurs of dissent.
The PowerPoint leader makes another decision that relies on what they learned from their first decision. They veer off the track and into virgin terrain. The back seat grumbles grow into calls to turn back because surely the vibrations and the shaking and the noise and the uncertainty mean that this can't be the right direction.
Wrong way. Turn back. You must be lost. There's no track let alone marked highway and signs. Look around. Nobody else is on this route. Here - look at the map that proves you're wrong. Everyone in the back seat thinks you're wrong. We took a vote. Democracy.
The fear for the novice Leader transcending from PowerPoint slides is that the voices behind them and in their head might be right. Who do they think they are to deviate off the bitumen?
The real time symptoms of error are the same as those of Leadership. It's only those who may follow who can see the sense and predictability of the path.
Choosing to transcend the PowerPoint slides and into Leadership demands exceptional confidence that can survive the battering to ego and identity and the ceaseless gnawing of self-doubt that is louder than the critics' voices. Not motivated by any external goal or incentive because these may never be grasped.
But because to do so is to become who you are.
Copyright.
It's rare for decision makers to let us in on their decision making.
The fortunate exceptions are courts and the government. We can walk into almost any court and hear the judge explain how she reached her judgment. We can sit in the public gallery in parliament and listen to debate over legislation.
It's risky for decision makers to explain their reasoning because it may make their decisions look like the product of a methodical process of inquiry rather than the result of charisma or instinct or divine revelation. So we usually don't get invited to meetings or sent the minutes.
If decision makers publish the blueprint of how they do things they fear making themselves redundant. It means that anyone with the same information and process of reasoning could do what they do. Earn what they earn. Wield their power.
A Leader falls over herself to make her decision-making transparent. Her processes are open source. That's how she became a Leader. She's a teacher. She wants to show her working out for others to copy and follow. Leaders become Leaders because people are confident enough in their decision making to choose to follow them.
A Leader isn't worried about becoming redundant by showing her working out for three reasons:
One: It's who she is.
Two: While everyone is busy poring over her blueprints to discover and copy the trick, the Leader has long moved on to explore and fail and learn and make decisions and publish their working out for others to copy or follow if they so choose. In other words - Leading.
Three: Leaders are brave.
Information
Imagine if everyone went to the Executive team meetings.
Or received a copy of the Minutes.
Or at least got an email saying:
'The Executive team met today and here are the things that we discussed and the decisions that we made and why we made them.
We will begin to execute those decisions in 48 hours. If you have any suggestion as to how we could improve any of them, please let us know.
If you have any questions about anything that the Executive does, please also ask us. Thank you'.
How much of the power held in organisations is the result of being at a meeting and having more information than someone who wasn't?
If an organisation is truly Widget focussed ('Alignment' I think is the fancy term);
If an organisation is truly desperate for everyone to be continuously learning so that it can remain innovative ('The Learning Organisation' is what we consultants cleverly call it);
If it wants people who make decisions that others choose to follow ('Leaders' is what I call people who do that);
Then why wouldn't a leader in a learning organisation who's widget focussed want to throw open the floodgates of information and works-in-progress for everyone to see and contribute towards and learn from as openly as technology allows?
My best answer so far (I'm still thinking about this) is that it's because people with the power to do this are the ones who go to executive meetings and they have egos.
They are putting their Weekend Widget ahead of their Weekday Widget.
Information is power.
Google it.
Textbook
A textbook example of good decision-making was on display today for us all to learn from.
The Australian Electoral Commissioner, Mr Ed Killesteyn decided to allow appeals from two of the unsuccessful Senate candidates in the recent Federal Election. He overruled a decision by the Electoral Officer for Western Australia. He published his reasons for the world to see.
1.4 million votes were counted and those candidates who had the most votes won seats in the Senate. Simple maths. Nothing complicated there.
Two of the unsuccessful candidates argued that the count was so close that the votes should be re-counted in case there was a mistake in counting them. Put another way, the losers were alleging that the officers counting the ballot papers failed to do their jobs properly. The scrutineers looking over the electoral officers' shoulders also failed in their jobs.
The Western Australian Electoral Officer responded to the requests for a recount by effectively saying: No. I'm not doing a re-count. Just because it's close - doesn't mean that the counters and the scrutineers made mistakes.
The two unsuccessful candidates said that they thought that the WA Electoral Officer had made the wrong decision. So they appealed. Today Mr Killesteyn decided to order a re-count. Mr Killesteyn published his reasons on the Internet. So we all get to learn from how he made his decision. Here's how he explained it to those affected - ie the Australian people:
"In making my decision I sought an explanation of the various matters raised in the appeals from Senator Ludlam and Mr Dropulich. (The Assess stage of the Five Steps to a Good Decision.)
"I also provided an opportunity for written correspondence from the other key affected parties in the Senate election.' (The Hearing step in the Five Steps to a Good Decision.)
"I have concluded that the recount will be in the best interest of all candidates who contested the 2013 WA Senate election, and in the overall interest of the WA electorate's confidence in the outcome," (The Issue step in the Five Steps to a Good Decision.)
Thankfully Mr Killesteyn didn't explain himself like some decision makers responding to appeals by complainants. He didn't say 'I have investigated this matter and have found that the WA Electoral Commissioner was wrong and that the electoral officers who counted the votes were guilty of misconduct and the scrutineers were negligent'.
He didn't say 'I have stood down the WA Electoral Commissioner and I will appoint new electoral officers to re-count the votes and I will decide the outcome.'
He didn't even say 'The appellants were right'. In fact he affirmed the reasoning of the WA Electoral Commissioner's decision saying: '...closeness of a particular count in the process of distributing Senate preferences is not in itself a basis for a recount...'.
He granted the re-count 'in the best interests of all the candidates'. Wow. Not just in the interests of the two who appealed or the other unsuccessful candidates but even those who had initially thought they'd won.
This is such a powerful statement by Mr Killesteyn. He is saying 'I know that the candidates who are finally declared Senators will want to be certain that they were elected by the majority of people.' He is assuming the best in each of the candidates. A brilliant example of a decision maker who has the wisdom to see beyond simplistic winners and losers and to reasoning a decision that serves the individual and the greater good.
He also granted the recount 'in the overall interest of the WA electorate's confidence in the outcome.' Mr Killesteyn recognises that he's responsible for a very valuable Widget. Nothing short of the Democratic Process is at stake.
Yet despite the magnitude of his decision compared to the subject matter of most workplace complaints or investigations, no mention of 'punishment', 'wrong', 'guilty', or striking of his breast with phrases like 'We remain vigorously committed to the democratic process and have a zero tolerance for errors in counting votes and in the management of that process'.
Mr Killesteyn resolved this 'complaint' to the satisfaction of his Widget - not to make the complainants happy or to find anyone guilty of anything.
Re-counting 1.4 million bits of paper is nothing if it shines that priceless Widget.
Mistakes.
A good decision is one that advances us towards where we want to be.
Mistakes - like forcing functions - say 'Wrong Way. Turn Back'.
The decision that led to the mistake still advances us towards where we want to be (and is therefore a good decision) if we've:
(a) got a Widget that we're measuring our progress against, and
(b) are leaving breadcrumbs (e.g. the 5 Steps) that we can use to retrace our path so that we know to turn left instead of right next time.
(One great outcome of making a mistake is that you may turn around to retrace your steps and bump into people following you. Confirms you're a leader. May as well encourage their own mistake-making by chatting with them about the terrain you learned about while making yours. That's what Leaders do.)
If our decisions are ad hoc and random then mistakes have little to teach us. People will only follow us because they have to - and even then very slowly.
Thus a decision is a good one regardless of the outcome as long as what we learn from it leads us closer to where we want to be.
Penicillin was discovered by mistake.
We need to normalise error that results from good decision making.
Why don't more organisations do this?
Because this is what Leaders do.
Brave things.
Despite the 313,000,000 hits on Google for 'Leadership' and everyone talking and teaching it, true Leaders in the wild are rare and precious and very quiet.
Hardy.
Andrew Zolli, the Author of 'Resilience: Why Things Bounce Back" was interviewed recently about his book. He said the following (with my bits added in brackets) that affirmed the value of the Widget:
'People who are psychologically hardy believe very prevalently in some things about the world. If you believe that the world is a meaningful place [Personal Widget]. If you see yourself as having agency within that world [Good Decision Making]. And if you see success and failures as being placed in your path to teach you things [Decisions Measured Against Widget], you are more likely to be psychologically hardy and therefore more resilient in the face of trauma [Life].
Always.
Your boss is always right. Always.
This is the First Rule of Employment.
Remember this - and you will set yourself free - one way or the other.
Your boss is always right because it is her Widget that you are helping to build. Your job is to give whatever expertise that you have to your boss in whatever form that you usually give it. If she says that you're wrong - then she should know because it's her Widget that you're wrong about.
Your job is to build the best Widget possible for your boss to incorporate into her Widget.
If you think that your boss is wrong - there are two possibilities: There is something about your Widget that you don't understand or there is something about the boss's Widget that you don't understand. Because your boss is always right. If you think that your boss is wrong (and of course she's not) then ask sincere questions with the mind of the naïve inquirer. Not in an annoying way - she's busy.
If you're the boss being asked those questions, then be secure enough to respond to them in a non-defensive, open-minded manner. Why wouldn't you? You want the questioner to make the best Widget possible because your Widget depends on it.
If you know that your team will always assume that you are right once you've made a decision - then the pressure is on to make sure that you are right - because they're off making their Widget to plug into your Widget based on the specs that you've given them.
You can't lose, boss. Because if you're confident about your Widget and how your team contributes to it, then the questioner will go away with their answers and do their bit to make sure your Widget is shiny. If the questions do reveal a flaw in your Widget, or at least the questioner's understanding of their Widget, then best to find that out now and remedy it, before your boss - or worse still - your customer does.
(This is the real incentive to have a genuine Open Door policy.)
The 'My Boss is Always Right' Rule is so counter-intuitively empowering. You can't lose - boss or worker.
It frees you up to focus your energies on making your Widget. Or to go and find somewhere else to work where your boss's right aligns with what you think is right.
Or better still - leave and become your own boss. And quickly learn how good life was when you had a Boss that was always right.
Faithful.
The author and teacher Parker Palmer recently wrote that measuring our effectiveness in our work by our results or outcomes risks leading us to only take on tasks that we know we can achieve.
Our decisions become smaller.
He proposed a new measure of effectiveness:
'Am I being faithful to the gifts I possess, the strengths and abilities that I have?'
His proposition helps us to better understand the importance and relevance of our Weekend Widget to our Weekday Widget.
If our Weekend Widget is a product of our gifts, strengths and abilities, then making sure that we are producing our Weekday Widget will serve our Weekend Widget - and vice versa. We will be more likely to make decisions that are expressions of our authentic selves, which can only be a good thing.
Bosses take note. You need to be discerning enough to recruit and retain people who want to express (or at least explore) their authentic selves through their work with you.
You need to be brave enough to allow them to make decisions that risk failure, yet teach.
You also need to be honest enough to suggest to them that if they want to be true to themselves, they may need to work elsewhere. (You can only get away with this if you've built enough credibility to avoid it sounding like you're gently sacking them.)
And if you expect all of that from them - you need to expect it from yourself. (It's called Leadership.)
Know your Weekend Widget.
Know your Weekday Widget.
Measure your effectiveness by how faithful you are to both. And be prepared to fail a lot.
If you and those who work for you are measuring yourselves on the 'Faithfulness Test' - Wow.
Ah, but a man's reach should exceed his grasp,
Or what's a heaven for?
Design.
The Design of Everyday Things by the cognitive scientist and engineer Donald Norman is an excellent examination of how good design makes it easier to use everything from a computer mouse to a fire escape.
Anyone with even a passing interest in the subject of leadership will quickly notice the remarkable similarities and analogies between good design and good leadership. Here are some extracts. (Try substituting the word ‘design’ for ‘leadership'.)
“To get something done, you have to start with some notion of what is wanted—the goal that is to be achieved. Then, you have to do something to the world, that is, take action to move yourself or manipulate someone or something. Finally, you check to see that your goal was made. So there are four different things to consider: the goal, what is done to the world, the world itself, and the check of the world. The action itself has two major aspects: doing something and checking. Call these execution and evaluation.”
“Many in the design community understand that design must convey the essence of a device’s operation; the way it works; the possible actions that can be taken; and, through feedback, just what it is doing at any particular moment. Design is really an act of communication, which means having a deep understanding of the person with whom the designer is communicating.”
“Assume that any error that can be made will be made. Plan for it. Think of each action by the user as an attempt to step in the right direction; an error is simply an action that is incompletely or improperly specified. Think of the action as part of a natural, constructive dialog between user and system. Try to support, not fight, the user’s responses. Allow the user to recover from errors, to know what was done and what happened, and to reverse any unwanted outcome. Make it easy to reverse operations; make it hard to do irreversible actions. Design explorable systems. Exploit forcing functions.”
"Design should:
• Make it easy to determine what actions are possible at any moment (make use of constraints).
• Make things visible, including the conceptual model of the system, the alternative actions, and the results of actions.
• Make it easy to evaluate the current state of the system.
• Follow natural mappings between intentions and the required actions; between actions and the resulting effect; and between the information that is visible and the interpretation of the system state. In other words make sure that (1) the user should be able to figure out what to do, and (2) the user can tell what is going on.”
“Design should make use of the natural properties of people and of the world: it should exploit natural relationships and natural constraints. As much as possible, it should operate without instructions or labels. Any necessary instruction or training should be needed only once; with each explanation the person should be able to say, “Of course,” or “Yes, I see.” A simple explanation will suffice if there is reason to the design, if everything has its place and its function, and if the outcomes of actions are visible. If the explanation leads the person to think or say, “How am I going to remember that?” the design has failed.”
“1. Use both knowledge in the world and knowledge in the head.
2. Simplify the structure of tasks.
3. Make things visible: bridge the gulfs of Execution and Evaluation.
4. Get the mappings right.
5. Exploit the power of constraints, both natural and artificial.
6. Design for error.
7. When all else fails, standardize.”
Forced.
In his book The Design of Everyday Things, the cognitive scientist turned engineer Norman Davies coined the term ‘Forcing Function’ to describe a physical constraint that is built into the design of an object or system to interrupt the steps required to use it. For example, a child-proof cap on a pill bottle or a microwave oven that won’t start with the door open.
Forcing functions are an exception to the rule of good design that using something should be as intuitive as possible. A forcing function interrupts the user’s intuition to prevent them making an error. It makes the user pay attention to what they are doing so that they do it well.
Good decision making has forcing functions built into it.
We need to pay attention.
We need to stop the momentum of our minds and constrain them from taking flight or starting a fight as a result of our prejudices, biases, distractions and even instincts that so often lead us into error.
This doesn’t come naturally. It needs to be forced.
Examples of forcing functions in decision making include:
Forcing functions in design lead the user to make a small mistake in order to prevent a bigger one.
Mistakes in decisions are the same. They are a form of forcing function in the larger design that is our life.
Mistakes compel us to pay attention. To pause, rethink and make another decision that moves us closer to where we want to be.
Good decision making needs the forcing function of mistakes.
Creativity.
Many creative people who value their freedom might be discouraged from adopting a good decision making model based upon a five step process. Advocating x steps to anything immediately smacks of a process-driven, creativity-barren, bureaucratic black hole for individuality.
Quite the contrary.
Ben Goldacre is a doctor, academic and science writer who advocates evidence-based medical practice in particular, and who has extended the virtues of this approach to areas such as education. In a paper titled Building Evidence into Education Dr Goldacre said (my emphases):
'The opportunity to make informed decisions about what works best, using good quality evidence, represents a truer form of professional independence than any senior figure barking out their opinions. A coherent set of systems for evidence based practice listens to people on the front line, to find out where the uncertainties are, and decide which ideas are worth testing. Lastly, crucially, individual judgement isn’t undermined by evidence: if anything, informed judgement is back in the foreground, and hugely improved.’
Creativity, innovation, and professional freedom and the professional and personal learning and growth that follow are all products of a good decision-making process that relies on evidence rather than intuition or positional power.
Map.
There were no doubt many reasons that the United States under the leadership and decision making of President Kennedy was able to avoid nuclear war during the Cuban Missile Crisis. There is evidence in the transcripts of the meetings Kennedy had with his advisers of clear, cool and lucid logic, based upon intelligent analysis of the facts.
However, there may have been many reasons why the Soviet Union’s Premier Khrushchev didn’t respond to the American actions with escalated force that led to catastrophe for the world. It may have had nothing to do with the decision making prowess of Kennedy.
The problem is that, unlike the record left by President Kennedy and his advisers that allows us to analyse and learn from his decision making, there is little evidence of Khrushchev’s thought processes. We don’t really know why he did certain things and historians can only speculate. He was described as an ‘insecure and impulsive risk taker’. Maybe it was because of this recklessness that he didn’t pull the nuclear trigger and had he been as logical, well-advised and cool as Kennedy, he would have been the one to stare down the Americans. No-one, least of all his senior officials, could know.
So it should never be assumed that good decision making will always trump confused, emotional chance-taking in terms of outcomes. There are too many other variables in play to draw simplistic conclusions such as that the better decision-maker won.
The point is that at least a good decision maker makes their work visible. They show their working out so that others can point out any errors. They leave a clear map for their followers and for the rest of us to follow - or not - to measure ourselves against and to learn from and to become better at our own decision making.
Thanks to the transcripts of his meetings, we have a fairly good idea of why President Kennedy behaved the way that he did, and the consequences of it. As the authors of The Kennedy Tapes: Inside the White House during the Cuban Missile Crisis point out in their Conclusion:
‘These tapes and transcripts form an almost inexhaustible resource for analyzing not only the mechanics but also the psychology of decision-making.’
Pause.
My friend Dan is a very experienced Air Traffic Controller. He teaches other Air Traffic Controllers how to safely separate airliners with hundreds of lives on board moving with closing speeds of up to half a kilometre a second tens of thousands of metres above the ground. (Dan has done this for years in the RAAF and Reserve as well - where closing speeds can be closer to a kilometre a second.) Constant decision-making in seconds with high consequences for failure is the nature of Dan's workplace.
Yet Dan nodded when I first told him about the first step towards a good decision being for the decision maker to step back.
He explained how he teaches his trainees to do the same.
'They need to have a rote understanding of what to do in any situation,' Dan said. 'The novice Air Trafficker knows that if X happens they do Y. It's automatic and requires very little thought process.'
'We want them to develop beyond that reactive drill. We want them to feel confident to explore and consider other options to situation X. They can only evolve to this ability if they have the discipline of automatic response Y. If they instinctively know that Y is available to them, then they gain themselves time to be more creative in finding alternatives to Y. It might only be an extra few seconds, but that's often sufficient time for them to think of a better decision for an aircraft. It may save an airline thousands of dollars in fuel by flying a more direct route. If a controller can't find a better decision than Y, then they just default to Y.'
Dan's explanation is an excellent example of how rules and procedures in workplaces actually encourage creativity. They eliminate variables and force us to focus on what is available to us. They allow us to assume the ordinary so that we can explore the extraordinary - knowing that we have our boss's permission.
At the very least, boundaries that define our scope of decision making force us to decide whether we want to find or create our own decision-making space with another employer or on our own. (Instead, some people choose to pound their fists against their organisation's boundaries demanding that they shift. Dan's Air Traffickers don't have that option.)
If Dan can routinely step back in his decisions that are measured in seconds with catastrophic consequences from error, then it should be easy for workplaces where results are usually measured in months and mistakes don't risk hundreds of lives.
Dan has a simple way of seeing whether his trainees are applying the Step Back approach to decision making.
'I walk behind them as they're sitting at their screens. If I see someone leaning forward, I gently pull their shoulders back into the chair.'
My friend Liz told me about similar advice that she gives the Alternative Dispute Resolution practitioners that she trains and mentors. 'It's important that they don't get drawn too much into the details of the dispute between the two parties at the table,' she said.
'So I say to them: 'Make sure that you can always feel the back of your seat.'
Curious
Malcolm Turnbull MP the Federal Member for Wentworth said in a recent interview:
'You know, there was very good advice that my father-in-law actually, Tom Hughes when he was a Member of Parliament, was given by a very distinguished member that was much older than him. And he said:
‘You should treat every question no matter how provocative as a polite request for information’. ’
Substitute ‘complaint’ for ‘question’ and this is even more helpful advice.
If good decision making was to be reduced to two words it would be:
Be Curious.
Investigation.
Earlier today, two Qantas Airbus aircraft carrying a combined total of more than 600 passengers came close to colliding over the Gulf of St Vincent. The Australian Transport Safety Bureau (ATSB) commenced an investigation into the incident.
According to the ATSB website, the investigation will include:
- the review and analysis of the recorded radar and audio data
- the review of relevant air traffic control procedures, documentation and training
- interviews with the air traffic controllers and flight crew.
The procedures followed after aircraft incidents are excellent models of good decision making philosophies and processes. According to the ATSB 'the object of a safety investigation is to identify and reduce safety-related risk' and 'It is not a function of the ATSB to apportion blame or determine liability'. The ATSB even publishes mistakes so that the aviation industry can learn from them.
Imagine if all workplaces took an inquisitorial response to complaints, mistakes, poor performance or misconduct with the aim of the entire organisation learning from the data. Yet the usual reaction to error - if there is one at all - is to find a bad person, punish them, and impose more policies and regulation to move power further up the management hierarchy away from line management. The whole process is usually kept secret to 'protect' everyone's reputation.
Organisations often confuse good decision making with decisiveness. Policies set artificial timelines for complaints to be resolved and managers react to information rather than deliberate upon it. If decisions do take a while it is usually through inaction rather than because of measured analysis.
Yet when does the ATSB predict that it will complete its investigation into today's incident?
September 2014. 600 lives were potentially lost. No hurry.
(I wonder if it's actually just adopting another good decision making tip of under promising and over delivering.)
Time
'Look, you know, everyone stuffs up.
'The question is, you know, what do you learn from it all?
'I think as I reflect back on the period of being Prime Minister, what is really important to do is to - Jeff Kennett, would you believe, gave me this advice, which I didn't properly listen to prior to becoming Prime Minister. He said:
'If you become a head of government, leave yourself time to think, to reflect, and to plan.''
- Kevin Rudd, former two-time Prime Minister of Australia, after his first Prime Ministership
Change
"He has the capacity to surprise. He has demonstrated the ability to change which means that he can listen and reflect on his weaknesses which is an admirable quality not obvious in all Prime Ministers."
- Chris Uhlmann, Journalist speaking about Prime Minister-elect Tony Abbott
Emotion.
In the Conclusion of ‘The Kennedy Tapes: Inside the White House During the Cuban Missile Crisis’, the authors assess the decision-making of the Soviet and American leadership that is revealed almost word-for-word in the nearly seven hundred pages of taped crisis meetings in the book.
Khrushchev made his decisions alone and without seeking advice or analysis. He ‘acted more from instinct than from calculation’, was an ‘impulsive risk taker’ and was described by aides as ‘reckless’. Khrushchev had little experience or knowledge of foreign affairs and his understanding of the world was framed in simplistic Marxism-Leninism. He made assumptions about Kennedy based purely on the President’s youth and family wealth, and saw his ‘flexibility’ as a weakness. Khrushchev also suffered from an inflated sense of his influence on world affairs as a result of his mis-reading of the motivations for America’s responses to his previous decisions.
In short, Khrushchev’s decision-making was driven by emotion more than reason. If this made it difficult for the Americans to read and anticipate his actions, it must have been equally so for his generals and ministers.
In comparison, President Kennedy ‘did not make any impulsive decisions during the crisis’. He ‘opened up much of his reasoning….and likely consequences of his choices before he made them. He explained his thinking to a range of analyses and critiques from formal and informal advisers and even representatives of the British government.’ He also allows his advisers to ‘reason through the problems’.
At the height of the crisis, the authors argue that Kennedy ‘seems more alive to the possibilities and consequences of each new development than anyone else’, remaining calm and lucid, and clear about his objectives.
While Kennedy kept himself open to the advice of others, and had obviously nurtured a working relationship that meant his advisers felt confident enough to disagree with him, he was firm when he needed to be. He overrode the generals’ planned air strike in retaliation for the shooting down of an American U2 aircraft, even though that was the response that he had initially agreed upon.
The ability to remain uninfluenced by bias is one of the most important qualities of a good decision maker. It makes her thinking visible, her actions predictable and teachable and gives confidence to her team who may have to execute their own decisions that flow from hers.
Kennedy used many tools to keep him focussed on the facts. He verbalised his logic, exposing his thinking even to those outside his circle to avoid ‘groupthink’. He had private venting conversations with his brother, the Attorney-General Robert Kennedy. Most importantly, Kennedy did not surround himself with ‘Yes Men’.
President Kennedy’s willingness to be transparent in his decision making and open in his uncertainties showed courage and were evidence of great leadership.
Donuts
I always ask for written feedback after a presentation.
'Give the presentation a mark out of 10.
If you didn't think that it was worth a 10, please tell me what I needed to have done differently for you to have given it a 10.'
Feedback from 25 Squadron members after my Military Law presentation to them at RAAF Base Pearce yesterday.