Eight Bad Assumptions We All Make and How To Remedy Them

These eight assumptions have the potential to get us in
trouble - big trouble. They destroy clarity, create
distrust, and stand in the way of organizational success
and personal success. These assumptions are the ones we
make based on our own behaviors, attitudes, and skills. We
start by assuming that others think, act and have skills
similar to our own. In fact, each of us is so unique that
assumptions based on behaviors, attitudes and skills will
result in being wrong at least 70% of the time

An example:

A client had a manager who was highly intelligent, very
energetic, demanding and always looking for new approaches
to problems. Not a bad combination of attributes in a
manager. He was also firmly convinced of the rightness of
his ways. The business he was managing was in crisis - it
needed firm direction. The problem was the frequency of new
initiatives. He would direct his limited staff to new
issues requiring action and resources on a weekly basis.
The stretched thin, survival trained staff did all that
they could to keep up - but they invariably fell behind.
Lots of balls in the air - lots of activity - no additional
resources. The manager assumed that since he had instructed
his people on what to do that they were doing it - and they
were afraid to tell him the truth.

He assumed his people would act the same as he did when his
boss told him to do something. He would make his boss's
request his first priority, and do whatever had to be done
to get it done. He assumed his people would do the same
when he made the same kind of demands.

That was a bad assumption.

He was very proud of all the things he was doing to turn
this business around, and for the first few months,
progress - measured by activity - was good. And then the
cracks started to show. Shipments delayed, quality issues,
turnover of critical people, earnings estimates missed. His
response was to turn up the pressure to get the things done
that he had assumed were either done or well on their way
to completion. He was stunned to see that very little had
really changed. His people were bogged down - too many
balls in the air - too many things to focus on. He was
fired.

So much of what had happened could have turned out
differently, if he had assumed less, and verified more.

What follows are eight of the most dangerous assumptions we
all make in our work - every day. They have the potential
to be fatal to our careers.

The assumptions, a short narrative and a suggested remedy
for each follow.

Assumption 1 - My boss and I are on the same page.

The newer the relationship, the better the chance that this
assumption is wrong. Often very wrong.

Remedy - Ask your boss to write down the 3 to 5 most
important things that you must do , and you do the same.
Exchange your answers being in agreement on 2 to 3 out of 5
is very good.

Assumption 2 - My people and I are on the same page.

Once again, the newer the relationship, the better the
chance that this assumption is false - and really dangerous.

Remedy - Do the same thing with your people that you did
with your boss - do the boss thing first.

Assumption 3 - I shouldn't have to ask.

Why not? Every one else has to. The very idea that other
people should know what to do or how to act is so far from
the truth that many, many relationships are destroyed by
the assumption that someone should know enough to keep you
from having to ask.

Remedy - Ask. If asking sticks in your throat - and it does
for a lot of people, read the "Aladdin Factor" by Victor
Hansen. Terrific book Then ask.

Assumption 4 - People will do what I tell them to do.

Not necessarily. There are lots of reasons that they may do
something other than what you anticipated. More pressing
work, a misunderstanding about what is to be done,
conflicting priorities, you name it, it exists.

Remedy - Create goals with the end in mind. Then
communicate the goals, then hold regular updates - formally
or informally, depending upon the culture of your
organization.

Assumption 5 - People see things the same way I do.

Not true. Put a group of people in a room - show them the
same picture. Watch the different interpretations,
conclusions, ---. And yet they were all in the same room -
given the same instructions - looked at the same thing.
Amazing.

Remedy - Create goals that clearly state the result and the
steps to take to reach it. Involve the people who will
participate in meeting the goal in the development of the
goals.

Assumption 6 - My managers have all the freedom they need
to accomplish their goals.

Probably not. Reminds me of a highly experienced manager
hired to run a Canadian acquisition of a US. His boss, the
CEO, told everyone he had complete authority. Actually, he
couldn't approve even a $10 expenditure without corporate
accounting's approval. As soon as that became apparent, he
lost a lot of influence with his people. The CEO said
accounting had to be involved. His idea of involvement, the
new manager's and the accounting department's take were
very different. It never got resolved. The new manager
resigned after 6 months.

Remedy - This is where the bureaucracy needs to be checked
carefully. The boss assumes their people have the same
approval and indirect reporting relationships and
understandings as they do. Not. The boss needs to lead in
developing effective, consistent working relationships up,
down and sideways for their people.

Assumption 7 - People who speak with conviction are experts
on the subject.

Not necessarily. Often the person speaking the loudest and
with the most conviction is in fact drowning out the real
expert who doesn't share the same behavior profile.

Remedy - Make sure all have the opportunity to voice their
contribution. Be skeptical of all inputs until all the
players are heard. Don't let anecdotal feedback overly
influence the decision. How often have we all heard about
the mysterious "they" that said something and it got play
way out of proportion to its value and substance? Check any
newspaper for examples of that dynamic.

Assumption 8 - People will see the same opportunity the
same way I do.

No they won't. In fact, roughly 70% of the population will
see consequences and problems before they see opportunities
- if they see opportunities at all. That leaves 30% that
may see things the same way you do. Both consequence and
opportunity people are valuable, contributing people in
every organization - value both of their inputs.

Remedy - Be sure to communicate what you see as the
opportunity in terms of your people's interests. And be
sure to listen to and value the issues and problems the
pessimists will bring up - better to get them on the table
than have them fester in the group without recognition or
resolution.

Assumptions can be the biggest hurdle every manager and
leader has to overcome in their career. Assumptions made
about them, assumptions they make about others, all have
low probability of being accurate. Start by checking your
own thinking against the 8 assumptions stated in this
article. Then act to replace them with goals; to create
communications that align effort with expectations; to
create clarity Start today.

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Andy Cox helps clients align their resources and design and
implement change through the application of goals focused
on the important few elements that have maximum impact in
achieving success - as defined by the client. He can be
reached at http://www.coxconsultgroup.com or
acox@coxconsultgroup.com