If a group was struggling to come up with options to solve a tough problem, we would brainstorm to identify a list of possible solutions. Take, for example, a technique called the “second solution method” that I’ve used in the past.
#Work journal series
You and Your Team Series ResilienceĪlso, when we slow things down and reflect, we can be more creative about solving seemingly inscrutable problems. While the brain records and holds what takes place in the moment, the learning from what one has gone through - that is, determining what is important and what lessons should be learned - happens after the fact during periods of quiet reflection. There’s strong evidence that replaying events in our brain is essential to learning. I kept a journal through my 12 years as chairman and CEO and have since recommended it to people moving into any senior position for the first time. I was very young, we were in crisis facing a challenging market, and I wasn’t sure whom I could rely on. I started keeping a journal when I took over a manufacturing research, software, and consulting firm. The best thinking comes from structured reflection - and the best way to do that is keeping a personal journal. The French philosopher Blaise Pascal pointed out that “All of humanity’s problems come from man’s inability to sit quietly in a room alone.” He didn’t mean sitting quietly in front of a laptop responding to emails.
Because we tend to make mistakes when things speed up, especially when in unfamiliar territory, it can make all the difference to find ways to slow things down.
All they can control is how they react to them. There is nothing new leaders can do to avoid these problems completely. In both cases, any new leader must manage intense exposure (as it sinks in that top leaders have few places to escape to) and unrealistic expectations (of both self and others). Even when promoted from inside, the pace can be jarring compared to running a division in the same company. If hired from outside, there is a new culture to get used to and it’s not clear who to trust. Information comes at them more quickly, more people than ever before demand their time, and they’re told that the myriad decisions piled in front of them are all important. But the problem is there’s little time to do either. For leaders assuming the CEO title for the first time, taking time to learn and think translates into early successes.
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