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Leading at Light Speed is a powerful new leadership book revealing 10 Quantum Leaps to build trust, spark innovation, and create a high-performing organization.

The Assumption Paradox is a concept in Leading at Light Speed described in Chapter 9 along with three other Leadership Paradoxes. Buy the book to read about the other three.

Leaders need to make tough decisions – and yet almost always those decisions are based on a set of assumptions. Perhaps the most common assumption these days is that we, as powerful players, can solve any problem within the game if we simply go at it rationally. We assume we can affect major outcomes through the force of our will. We assume our competence, act on the basis of that assumption, and then we defend our assumption to the hilt. Our fear of looking foolish leads us to refuse to admit defeat, even in the face of contrary evidence. This can result in a series of poor decisions that, bulwarked by our assumption of competence, further reinforce our incompetence! As the author Colin Wilson said: “fear is the mind killer.” And assumptions are the accomplice, driving the getaway car.

The only way to navigate the vicious cycle of assumption is to recognize the underlying fear at work - the selfconcious fear of embarrassment - and find the strength to admit mistakes and work with others to break the cycle. This means creating a culture where people are free to challenge one another’s thinking and are able to ask questions straightforwardly. It’s not the first time this theme has appeared in this book: If you, the leader, can admit your mistakes and stand aside to let trust lead the way, you will have found the key to success within a high-performing organization. No one can be right if every one is wrong, goes the old axiom. But, on the other hand, no one can be right if everyone’s right. You must lead by example.

I’ve been nearly killed by my assumptions. One day I decided I wanted to build a bridge across the stream at our farm in Virginia. I reconnoitered the situation and decided that if I cut down a particular oak tree, I could make it fall in such a way that it would land across the stream and become a perfect bridge. So I took my chain saw down to the stream one Sunday morning. The tree was a large white oak. According to the old custom for cutting down hefty trees, I cut first in to the side where I wanted it to fall. I then went to the other side to complete the cut. All of a sudden, in the middle of my work, I heard a frightening wrenching noise. The whole tree shook violently, and with a bloodcurdling rip, split in half from top to bottom as if struck by lightening. Half the tree then came whizzing down, missing my head by a fraction of an inch before it shuddered to the ground. Standing by the fallen tree, my body taken over by adrenaline, I could see what had happened: The tree had been rotting from the inside, penetrated by rain and insects. Instead of a footbridge, the tree had nearly become my guillotine! I returned home, shaken but alive.

There are any number of analogies to be had in the business world. When America Online purchased Time Warner, the latter assumed that AOL could create an enormous new sales channel for Time Warner content. Time Warner, after anticipating a great and profitable meeting of the minds, were shocked when nothing much came of it. Seagram’s CEO Edgar Bronfman, when he purchased Universal Studios at the end of the 1990s, had in his mind a dazzling media race in which he would push the company to new and unexpected heights. When he turned around and sold Seagram-Universal to French giant Vivendi two years later, it was clear his assumptions had not panned out.

A major theme in Leading at Light Speed is that you need to be constantly attuned to your deepest assumptions in order to be an effective leader. Only by constantly scrubbing away at the veneer of self-righteousness can you steer clear of the worst of your assumptions and the worst of your decisions. Regularly challenging your own thinking, regularly gathering a group of people you trust to tell it like it is – that’s the key to solving the assumption paradox.

Is your organization implementing the practices of high performing organizations? Find out with this free work survey.

Tags: assumption paradox, leadership, leadership paradox, management
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Leading at Light Speed is a powerful leadership book for businesses, public agencies, and nonprofits revealing the 10 specific ways an organization must act and behave to build trust, spark innovation, and create a high-performing organization.

The Ambition Paradox is a concept in Leading at Light Speed described in Chapter 9 along with three other Leadership Paradoxes. Buy the book to read about the other three.

True leaders are ambitious – but their ambitions are in service to something greater than themselves. Martin Luther King, Jr., Jimmy Carter, Cesar Chavez, Barack Obama – each had ambition, but they harnessed their personal ambition to a larger cause. Renowned management consultant Peter Drucker describes it as a dedication to the fundamental needs of the organization. When Louis Gerstner took over at IBM, he saw the need for far greater customer focus. Jack Welch, when he took the reins at General Electric, saw that the company needed to narrow its focus to businesses that were at the very top of its marketplace. When Darwin Smith took over at Kimberly-Clark, he saw the need to sell the mills and focus on the paper products business. It can not be denied that these were ambitious men. But the important thing is that each of the men felt they had truly identified what the organization needed from them. No one told Gerstner or Welch or Smith to do these things. Each was motivated to find the means to the end. Nevertheless, these were the essentials.

Leaders master the fine line between self-serving ambition and selfless ambition. In the end, it boils down to the fact that effective leaders are willing to do the things that are right for the organization – even though it will challenge the organization and cause some people pain. So when faced with the ambition paradox, ask yourself: “Am I willing to suffer some personal loss – even up to losing my comfortable way of life or my job – in order to do what’s right?” If the answer is yes, then you’ve found the path through the ambition paradox.

Take this free work survey to discover how well your company measures up to the 10 key practices of high-performing organizations.

Tags: ambition paradox, leadership, leadership challenges, leadership paradox
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