Think Again: The Power of Knowing What You Don't Know by Adam Grant (best e book reader for android txt) 📗

Me: I really enjoy being the guy who gets hired after three consultants get fired. I’d love to hear how they screwed up.

Jeff: The first consultant gave me answers instead of asking questions. That was arrogant: how could he solve a problem before he’d even taken the time to understand it? The next two did a better job learning from me, but they still ended up trying to tell me how to do my job.

Me: So why did you bother to bring in another outsider?

Jeff: I’m looking for some fresh ideas on leadership.

Me: It’s not my place to tell you how to lead. What does leadership mean to you?

Jeff: Making systemic decisions, having a well-thought-out strategy.

Me: Are there any leaders you admire for those qualities?

Jeff: Abraham Lincoln, Martin Luther King Jr., Steve Jobs.

That was a turning point. In motivational interviewing, there’s a distinction between sustain talk and change talk. Sustain talk is commentary about maintaining the status quo. Change talk is referencing a desire, ability, need, or commitment to make adjustments. When contemplating a change, many people are ambivalent—they have some reasons to consider it but also some reasons to stay the course. Miller and Rollnick suggest asking about and listening for change talk, and then posing some questions about why and how they might change.

Say you have a friend who mentions a desire to stop smoking. You might respond by asking why she’s considering quitting. If she says a doctor recommended it, you might follow up by inquiring about her own motivations: what does she think of the idea? If she offers a reason why she’s determined to stop, you might ask what her first step toward quitting could be. “Change talk is a golden thread,” clinical psychologist Theresa Moyers says. “What you need to do is you need to pick that thread up and pull it.” So that’s what I did with Jeff.

Me: What do you appreciate most about the leaders you named?

Jeff: They all had vivid visions. They inspired people to achieve extraordinary things.

Me: Interesting. If Steve Jobs were in your shoes right now, what do you think he’d do?

Jeff: He’d probably get his leadership team fired up about a bold idea and create a reality distortion field to make it seem possible. Maybe I should do that, too.

A few weeks later, Jeff stood up at an executive off-site to deliver his first-ever vision speech. When I heard about it, I was beaming with pride: I had conquered my inner logic bully and led him to find his own motivation.

Unfortunately, the board ended up shutting down the company anyway.

Jeff’s speech had fallen flat. He stumbled through notes on a napkin and didn’t stir up enthusiasm about the company’s direction. I had overlooked a key step—helping him think about how to execute the change effectively.

There’s a fourth technique of motivational interviewing, which is often recommended for the end of a conversation and for transition points: summarizing. The idea is to explain your understanding of other people’s reasons for change, to check on whether you’ve missed or misrepresented anything, and to inquire about their plans and possible next steps.

The objective is not to be a leader or a follower, but a guide. Miller and Rollnick liken it to hiring a tour guide in a foreign country: we don’t want her to order us around, but we don’t want her to follow us around, either. I was so excited that Jeff had decided to share his vision that I didn’t ask any questions about what it was—or how he would present it. I had worked with him to rethink whether and when to give a speech, but not what was in it.

If I could go back, I’d ask Jeff how he was considering conveying his message and how he thought his team would receive it. A good guide doesn’t stop at helping people change their beliefs or behaviors. Our work isn’t done until we’ve helped them accomplish their goals.

Part of the beauty of motivational interviewing is that it generates more openness in both directions. Listening can encourage others to reconsider their stance toward us, but it also gives us information that can lead us to question our own views about them. If we take the practices of motivational interviewing seriously, we might become the ones who think again.

It’s not hard to grasp how motivational interviewing can be effective for consultants, doctors, therapists, teachers, and coaches. When people have sought out our assistance—or accepted that it’s our job to help—we’re in a position to earn their trust. Yet we all face situations in which we’re tempted to steer people in the direction we prefer. Parents and mentors often believe they know what’s best for their children and protégés. Salespeople, fundraisers, and entrepreneurs have a vested interest in getting to yes.

Motivational interviewing pioneers Miller and Rollnick have long warned that the technique shouldn’t be used manipulatively. Psychologists have found that when people detect an attempt at influence, they have sophisticated defense mechanisms. The moment people feel that we’re trying to persuade them, our behavior takes on a different meaning. A straightforward question is seen as a political tactic, a reflective listening statement comes across as a prosecutor’s maneuvering, an affirmation of their ability to change sounds like a preacher’s proselytizing.

Motivational interviewing requires a genuine desire to help people reach their goals. Jeff and I both wanted his company to succeed. Marie-Hélène and Arnaud both wanted Tobie to be healthy. If your goals don’t seem to be aligned, how do you help people change their own minds?

THE ART OF INFLUENTIAL LISTENING

Betty Bigombe had already hiked eight miles through the jungle, and there was still no sign of life. She was no stranger to a long walk: growing up in northern Uganda, she walked four miles each way to school. She subsisted on one meal a day in a communal homestead where her uncle had eight wives.