Innovation

A CMO pulled me aside after a meeting. “What did you think about our junior marketing manager?” she asked. Background: A PE firm brought us in to optimize the company’s marketing. This person’s performance was under review. These conversations can be sensitive. Acquisitions bring pressure to "clean house." But after I acknowledged this person’s relative inexperience, I said: “But that’s okay, because they’ve got something far more valuable: genuine curiosity and sharp critical thinking skills. Those are qualities you can't easily teach.” I explained that in every meeting so far, they showed up prepared with pointed, insightful questions, and thoughtful suggestions for campaign optimization. Most importantly, they were humble, and never pretended to know something they didn’t. “That was super helpful,” the CMO said. “Thank you.” (They’re keeping their job 🤞) Anyway, here’s the takeaway: Intelligence is being commoditized by AI. Knowledge has never been more easily accessible. You can get Deep Research to generate a 30-page report about something you know nothing about. Then you can use AI to dig deeper and quiz you until you really understand it. That means what matters more than ever is: the humility to acknowledge what you don’t know, the desire to fill that gap because you love learning new things, and the agency or will power to keep pushing even when the going gets tough. And naturally, the ability to critically assess if the information you’re ingesting is accurate and useful or not. Bottom line: I’d rather hire the young, hungry candidate full of gumption vs. the know-it-all who refuses to update their knowledge and pushes back against constructive criticism. And I predict that it’s only a matter of time until EVERY employer feels the same.

After working with 353 companies in the last ten years, we've found that it’s not too much conflict that kills teams. It’s the fear of having any at all. Disagreeing well is one of the most important—and most overlooked—skills we now teach for today’s workplace. We put so much emphasis on teams "connecting well" and feeling "safe and seen". But what about disagreeing well, challenging each other in a safe way. Time after time, we hear our clients say that their people stay silent in meetings, avoid giving feedback, or default to just saying “thank you” when what they really mean is “I disagree but don’t know how to say it.” Last week alone, we were on a discovery call with a client and I asked what the team lead wanted out of our potential workshop: “I really want them to learn how to disagree professionally.” That’s it. Not how to avoid conflict. Not how to sugarcoat it. Just how to do it well (as a mature adult), and challenge someone’s idea without actually making them feel like they’re being challenged. We invented a method three years ago called Inquisitive Empathy to help teams do just that. At the core of it is this idea: when in doubt, ask better questions. Not accusatory questions. Not questions loaded with hidden judgments. But curious, calibrated questions that start with What or How. Not Why. Questions like: “What outcome were you hoping for?” or “How do you see this working across teams?” These questions help people feel seen, not attacked. They create space for reflection instead of reaction. And they open the door for mutual understanding—even in moments of tension. When people learn how to disagree well, everything changes. Conversations go deeper. Ideas improve. Respect grows. And most importantly, people stop avoiding the hard stuff—and start leaning into it, together.

The gap between good decisions and great ones often comes down to the questions we ask ourselves. 31% reduced confirmation bias. 39% improved argument quality. 43% greater hypothesis flexibility. These aren't just statistics. They're evidence of how the right questions can completely reshape your thinking. We're not in an era where critical thinking is optional. We're in a time where it's the difference between leading and following. The most powerful questions aren't complicated. They're precisely targeted to counteract our cognitive blind spots. Here are five backed by research: 🔹 "What would make me wrong about this?" Counteracts confirmation bias by forcing you to seek disconfirming evidence. Journal of Business Research shows this simple question improved decision accuracy by 26%. 🔹 "What's the strongest case against my position?" Develops intellectual empathy by steelmanning opposing views. Stanford University studies found this practice increased persuasiveness by 27%. 🔹 "What information would change my conclusion entirely?" Prevents overconfidence in limited evidence. Princeton University research shows this question improved the incorporation of new evidence by 51%. 🔹 "Whose perspective am I not considering?" Reveals blind spots and prevents echo chamber thinking. MIT Sloan School of Management research found this improved solution quality by 28%. 🔹 "How would I think about this if it weren't my idea?" Creates psychological distance from your own ideas. Organizational Research showed this reduced unhelpful attachment by 47%. The world doesn't just need more information processors. It requires more nuanced thinkers who can navigate complexity with clarity and objectivity. That's the mindset we're helping build - for leaders who want to make decisions they won't regret tomorrow. Coaching can help; let's chat.  Follow Joshua Miller 𝗟𝗶𝗸𝗲 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂 𝗿𝗲𝗮𝗱 𝗯𝘂𝘁 𝘄𝗮𝗻𝘁 𝗺𝗼𝗿𝗲? 🚀 Download Your Free E-Book:  “𝟮𝟬 𝗦𝗺𝗮𝗹𝗹 𝗦𝗵𝗶𝗳𝘁𝘀 𝗧𝗵𝗮𝘁 𝗟𝗲𝗮𝗱 𝘁𝗼 𝗕𝗶𝗴 𝗟𝗶𝗳𝗲 𝗖𝗵𝗮𝗻𝗴𝗲𝘀” ↳ https://rb.gy/37y9vi #executivecoaching #criticalthinking #careeradvice

"I have a bone to pick with you." That's how I opened a recent conversation with an executive. Spoiler: It didn't land well. 🫠 (𝘐’𝘮 𝘴𝘸𝘦𝘢𝘵𝘪𝘯𝘨 𝘴𝘩𝘢𝘳𝘪𝘯𝘨 𝘵𝘩𝘪𝘴 𝘰𝘯 𝘓𝘪𝘯𝘬𝘦𝘥𝘐𝘯, 𝘣𝘶𝘵 𝘐 𝘣𝘦𝘭𝘪𝘦𝘷𝘦 𝘪𝘯 𝘯𝘰𝘳𝘮𝘢𝘭𝘪𝘻𝘪𝘯𝘨 𝘮𝘪𝘴𝘵𝘢𝘬𝘦𝘴, 𝘴𝘰 𝘩𝘦𝘳𝘦 𝘪𝘵 𝘨𝘰𝘦𝘴.) I came in with a strong point of view, ready to advocate for my position. It was in opposition to a decision she made but that could still be changed. "She'll appreciate that I have conviction!" I thought confidently. But instead of sparking a productive debate, I miscalculated. The executive gently stopped me. She offered advice I'll never forget and have been thinking about days since: "Consider the context around how I made this decision." In that moment, I realized I'd skipped a crucial step: curiosity before challenge. Here's what I learned about challenging up, why my approach was all wrong, and what you can learn from my mistake. This advice is great if you're a current or aspiring #chiefofstaff but also applicable to anyone working to improve their persuasion skills. 1️⃣ 𝗟𝗲𝗮𝗱 𝘄𝗶𝘁𝗵 𝗰𝘂𝗿𝗶𝗼𝘀𝗶𝘁𝘆 𝗯𝗲𝗳𝗼𝗿𝗲 𝗰𝗼𝗻𝘃𝗶𝗰𝘁𝗶𝗼𝗻. Instead of jumping in with a firm stance, start with, "I'm curious how you landed on this decision." This simple shift creates space for dialogue. It might even change your perspective before you voice your challenge. (In my case, as soon as I had more context, I changed my tune. If only I had led with curiosity...) 2️⃣ 𝗞𝗻𝗼𝘄 𝘄𝗵𝗲𝗻 𝘁𝗼 𝗯𝗿𝗶𝗻𝗴 𝗮𝗻 𝗶𝗻𝗳𝗼𝗿𝗺𝗲𝗱 𝗼𝗽𝗶𝗻𝗶𝗼𝗻 𝘃𝘀. 𝗮 𝘀𝘁𝗿𝗼𝗻𝗴 𝗣𝗢𝗩. Here's how I think about the difference: An informed opinion means you've thought critically but remain open to learning; a strong point of view (POV) usually means you've already decided the best course of action and are looking for buy-in. Generally, if the decision is in your domain/area of expertise, it's good to have your recommendation (POV) ready. For broader strategic decisions, almost always seek to understand first. 3️⃣ 𝗙𝗿𝗮𝗺𝗶𝗻𝗴 𝗺𝗮𝘁𝘁𝗲𝗿𝘀 — 𝗮 𝗹𝗼𝘁. Compare "I disagree with this approach" to "Here's something I've been thinking about. Could I share my perspective?" Both convey your conviction, but one does it WAY more effectively. The former shuts down dialogue; the latter invites discussion. This experience taught me an important truth: The most effective persuaders aren't just those with strong convictions. They're the ones who master the dance between inquiry and advocacy. 💃 And even in an AI-driven world, persuading other humans will continue to be an in-demand skill. Whether you're early in your career or sitting at the executive table, understanding this balance can transform how your points are received. It might even change some strong opinions you thought you had. It did for me. (𝘛𝘩𝘪𝘴 𝘱𝘰𝘴𝘵 𝘸𝘢𝘴 𝘸𝘳𝘪𝘵𝘵𝘦𝘯 𝘣𝘺 𝘢𝘯 𝘰𝘷𝘦𝘳𝘵𝘩𝘪𝘯𝘬𝘪𝘯𝘨 𝘩𝘶𝘮𝘢𝘯, 𝘯𝘰𝘵 𝘈𝘐.)

Stop nodding along in meetings. Start having impact: Too often, meetings are filled with phrases like: ❌ “That sounds great” ❌ “Let’s table it for another time” ❌ “Let’s circle back when we have more info” From 10 years in high performing teams, here’s what I’ve learnt about meetings: Top performers aren’t afraid to ask the hard questions. Here are 13 questions you can ask to leave a mark: 1/ "What do we have to deprioritize to do this well?" ↳ Use to help create focus. ↳ Shows you understand we can't do everything at once. 2/ "What happens if we do nothing?" ↳ Use to overcome inertia. ↳ Helps identify true priorities. 3/ "Who's done this well that we could learn from?" ↳ Use when projects have been done before. ↳ Shows you want to use others’ learnings. 4/ "What's the simplest way to explain this?" ↳ Use to create clarity. ↳ Shows you understand the importance of simplicity. 5/ "What went wrong last time?" ↳ Use when repeating past initiatives. ↳ Shows you want to learn from experience. 6/ "How will we know if this is working?" ↳ Use when success isn't clearly defined. ↳ Shows you care about real results. 7/ "Who's going to own each workstream?" ↳ Use when responsibilities are unclear. ↳ Prevents the "someone else will do it" problem. 8/ "How does this affect our current priorities?" ↳ Use when new work might disrupt current priorities. ↳ Shows you're thinking about the whole picture. 9/ "Who might we upset by this choice?" ↳ Use when changes could impact others. ↳ Shows you consider how others might feel. 10/ "If we had half the budget, how would we do this?" ↳ Use to find creative solutions. ↳ Shows you can spark new ideas. 11/ "What aren't we seeing here?" ↳ Use when consensus comes too easily. ↳ Shows you look at problems from all angles. 12/ "How does this help us reach our primary goals?" ↳ Use when projects drift from objectives. ↳ Makes sure we're not getting sidetracked. 13/ "What's our plan for the worst-case scenario?" ↳ Use when planning risky initiatives. ↳ Shows you think ahead. Remember: Impact can from asking the right questions. You don't have to be the smartest one in the room. Just ask the questions that make others think differently. P.S. Which of these will you use in your next meeting? — ♻ Repost to inspire your network to have more impact at work. ➕ Follow me (Will McTighe) for more like this.

Forget "fake it till you make it." It's time to embrace "ask it till you grasp it." The most powerful tool in your leadership toolkit? Asking seemingly simple questions. Throughout my career, I've noticed a paradox: The most effective leaders often ask great questions that guide the team, rather than solely giving direction. They're not afraid to ask questions that might make them appear less knowledgeable. What these leaders understand is that asking questions is the key to effective communication. It opens dialogues, clarifies understanding, and builds stronger connections. ---5 Simple Questions to Start Using--- 🔸"Can you explain that as if I'm new to this topic?" (Ensures clear communication, reveals assumptions) 🔸"What if our current approach is incorrect?" (Challenges assumptions, prevents groupthink) 🔸"Why do we do it this way?" (Questions status quo, sparks innovation) 🔸"What am I missing here?" (Acknowledges blind spots, invites diverse viewpoints) 🔸"How can I be less of a bottleneck?" (Demonstrates self-awareness, empowers team) The catch? It can feel uncomfortable at first.   ----The beauty of this simple action---- 🔹Simple questions get everyone on the same page quickly 🔹Simple approaches are easier to communicate and replicate 🔹Simplicity cuts through complexity, leading to clearer insights 🔹Simple questions (like these) are more likely to be tried and tested   Your job is to create an environment where smart ideas can emerge from anyone. Your challenge: This week, ask the simplest, most fundamental question you can think of in your next team meeting. What's the most basic question you've asked that led to a breakthrough?  

How the Double Diamond method helped me think and design better at Microsoft: I wish I learned the Double Diamond design process earlier at Microsoft. The Double Diamond is a tool that can help more leaders solve problems better. Too many people run around with a hammer looking for a nail: "If the only tool you have is a hammer, you tend to see every problem as a nail." -- Abraham Maslow And too many people brainstorm the solution, without even brainstorming the problem. The Double Diamond helps fix this. How? 𝗧𝗪𝗢 𝗗𝗜𝗔𝗠𝗢𝗡𝗗𝗦 𝗢𝗙 𝗧𝗛𝗘 𝗗𝗢𝗨𝗕𝗟𝗘 𝗗𝗜𝗔𝗠𝗢𝗡𝗗 The Double Diamond is a design thinking approach with two diamonds: 1. 𝗧𝗵𝗲 𝗣𝗿𝗼𝗯𝗹𝗲𝗺 𝗦𝗶𝗱𝗲: The first diamond represents the problem side. 2. 𝗧𝗵𝗲 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻 𝗦𝗶𝗱𝗲: The second diamond represents the solution side. That right there helps. I had a manager early on at Microsoft that would run up and tell me I had to solve Y. But Y was a solution. I didn't even know what the problem was yet. Neither did he. Now when somebody brings me a "problem" to solve, I ask them: "Are we on the problem side or the solution side?" 𝗧𝗛𝗘 𝗣𝗢𝗪𝗘𝗥 𝗢𝗙 𝗗𝗜𝗩𝗘𝗥𝗚𝗜𝗡𝗚 + 𝗖𝗢𝗡𝗩𝗘𝗥𝗚𝗜𝗡𝗚 The second aspect of the Double Diamond that I find useful is diverging and converging. When you are brainstorming and expanding you are diverging. You are diverging when you brainstorm the problem or the solution. When you are narrowing or contracting the range of options, you are converging. You are converging when you narrow the problem and narrow the solution. Now when someone brings me a "problem" to solve, I ask them: "Are we exploring the solution, or did you already have one in mind?" "Are we exploring the problem, or are you already set on the problem?" 𝗣𝗥𝗢𝗕𝗟𝗘𝗠 𝗦𝗜𝗗𝗘 𝗢𝗥 𝗦𝗢𝗟𝗨𝗧𝗜𝗢𝗡 𝗦𝗜𝗗𝗘, 𝗘𝗫𝗣𝗔𝗡𝗗𝗜𝗡𝗚 𝗢𝗥 𝗖𝗢𝗡𝗧𝗥𝗔𝗖𝗧𝗜𝗡𝗚? It sounds simple, yet years at Microsoft taught me that even smart people can fall for traps. With the Double Diamond in mind, you have a simple approach to remind you to: 1.  𝗦𝗼𝗹𝘃𝗲 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝗽𝗿𝗼𝗯𝗹𝗲𝗺 2.  𝗦𝗼𝗹𝘃𝗲 𝘁𝗵𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺 𝗿𝗶𝗴𝗵𝘁 With the Double Diamond, you can quickly visually check: 1. 𝘼𝙧𝙚 𝙮𝙤𝙪 𝙤𝙣 𝙩𝙝𝙚 𝙥𝙧𝙤𝙗𝙡𝙚𝙢 𝙨𝙞𝙙𝙚 𝙤𝙧 𝙩𝙝𝙚 𝙨𝙤𝙡𝙪𝙩𝙞𝙤𝙣 𝙨𝙞𝙙𝙚? 2. 𝘼𝙧𝙚 𝙮𝙤𝙪 𝙙𝙞𝙫𝙚𝙧𝙜𝙞𝙣𝙜 𝙤𝙧 𝙘𝙤𝙣𝙫𝙚𝙧𝙜𝙞𝙣𝙜? Sometimes all it takes is a quick check to remember where you are in the process. 𝗚𝗘𝗧 𝗧𝗘𝗔𝗠𝗦 𝗢𝗡 𝗧𝗛𝗘 𝗦𝗔𝗠𝗘 𝗣𝗔𝗚𝗘 Even better, the Double Diamond gives you a way to orient teams. It's rare to find everyone on the same page when it comes to solving problems. Some people are brainstorming the solution. Some are exploring the problem. Some are diverging, while others are converging. But if you use the Double Diamond you can at least check in and get people on the same page. This is where having a simple process can shine. #innovation #leadership #creativity  

🔥 Stop asking these 5 questions. They’re silently killing your team’s trust. I’ve seen it happen more times than I can count. One leader walks into a meeting. Asks one question. And the whole room shuts down. People stop breathing. They look down. They give the “safe” answer. And just like that: → Trust? Gone. → Momentum? Dead. → Innovation? Don’t even bother. It wasn’t the tone. It wasn’t the setting. It was the 𝘲𝘶𝘦𝘴𝘵𝘪𝘰𝘯. Some questions don’t build insight. They build fear. And fear kills progress. Here are 5 questions smart leaders stop asking (and what they ask instead): 𝟭/ “𝗪𝗵𝘆 𝗱𝗶𝗱𝗻’𝘁 𝘆𝗼𝘂…?” 👎 Signals blame   ↳ People shut down to protect themselves ✅ Ask instead: “What got in our way here?” 💡 Shifts focus from fault to feedback 𝟮/ “𝗪𝗵𝗼’𝘀 𝗿𝗲𝘀𝗽𝗼𝗻𝘀𝗶𝗯𝗹𝗲 𝗳𝗼𝗿 𝘁𝗵𝗶𝘀 𝗺𝗶𝘀𝘁𝗮𝗸𝗲?” 👎 Sounds like: “Who’s getting fired?”   ↳ No one learns, everyone hides ✅ Ask instead: “What can we learn from this?” 💡 Creates safety and makes mistakes useful 𝟯/ “𝗗𝗼𝗻’𝘁 𝘆𝗼𝘂 𝘁𝗵𝗶𝗻𝗸 𝘄𝗲 𝘀𝗵𝗼𝘂𝗹𝗱…?” 👎 This is just your opinion in disguise ↳ Blocks real dialogue from the start ✅ Ask instead: “What’s your take on this?” 💡 Invites ownership and builds trust 𝟰/ “𝗪𝗵𝘆 𝗰𝗮𝗻’𝘁 𝘆𝗼𝘂 𝗯𝗲 𝗺𝗼𝗿𝗲 𝗹𝗶𝗸𝗲 [𝗽𝗲𝗿𝘀𝗼𝗻]?” 👎 Comparison kills motivation   ↳ It never inspires, it only isolates ✅ Ask instead: “What support do you need?” 💡 Shifts from judgment to growth 𝟱/ “𝗛𝗮𝘃𝗲𝗻’𝘁 𝘆𝗼𝘂 𝗳𝗶𝗻𝗶𝘀𝗵𝗲𝗱 𝘁𝗵𝗮𝘁 𝘆𝗲𝘁?” 👎 Signals impatience and disconnect   ↳ Implies laziness before understanding reality ✅ Ask instead: “What obstacles are you facing?” 💡 Be a partner, not a critic 🧨 The Hard Truth: You don’t lose trust with big betrayals. You lose it with small questions that feel like traps. If your people aren’t speaking up… It’s not because they don’t have ideas. It’s because they don’t feel safe. Great leaders ask questions that pull people in. Not push them away. So check your questions. Because your words aren’t just words. They shape the culture your team lives in. ❓Which of these questions do you catch yourself using? — ♻️ Repost to help others ask better questions. ➕ Follow Nadeem for more leadership truth.

The World Economic Forum just revealed the top skills for 2030 in their Future of Jobs Report. Spoiler: the ones rising fastest are the ones we’ve been ignoring 👀 Here’s what the data from 1,000 top employers (representing 14M workers across 22 industries) tells us: 📍 Analytical thinking is the #1 skill employers value most. 📍 Career growth is shifting from credentials to capabilities. Employers care less about degrees and more about how you think, adapt, and solve real problems. 📍 Soft skills are rising faster than technical ones, including programming and design. If you want to stay relevant by 2030, these are the skills to master: 1) Analytical Thinking → Choose one business decision this week and list 3 things you're assuming to be true. Then challenge each with data before moving forward. 2) Creative Thinking → Take a current work challenge and ask, “How would a completely different team solve this?” 3) AI & Big Data Literacy → Pick one business workflow and explore how AI could reduce time, cost, or complexity. Then test it in a low-risk area. 4) Resilience & Flexibility → Write down the last thing that frustrated you. How could you respond differently next time? 5) Motivation & Self-Awareness → Track your energy for 3 days. Note when you're most focused vs. drained. Move one key task to match your peak zone. 6) Curiosity & Lifelong Learning → Set a 30-minute calendar block to explore a trend that will affect your industry but isn’t on your roadmap yet. 7) Technological Literacy → Pick one tool your team uses and explore a feature you’ve never touched. 8) Empathy & Listening → In your next 1:1, ask: “What’s something you’ve been holding back from saying?” Then listen without interrupting. 9) Leadership & Influence → In your next team meeting or Slack update, highlight a quiet win from someone who usually flies under the radar. 10) Systems Thinking → Pick one process that causes repeated friction. Map it end-to-end, and eliminate the one step that slows everything down. WEF’s data is clear: The skills rising fastest aren’t technical, they’re human. AI is already mastering the hard skills. But it still can’t lead a team, rethink a broken process, or earn trust in a room. 🤝 By 2030, those who master soft skills with strategy won’t just survive the shift, they’ll lead it 

I am a naturally curious person. That shows up constantly in how I collaborate within, lead, and manage teams—I ask A LOT of questions. But I’ve learned that sometimes questions can make people uncomfortable. I've always wondered if it's because "curiosity killed the cat" was drilled into many kids in my generation as a way to shut them up or get them to comply without questioning authority. 😬 I've seen questions frequently misinterpreted as active criticism or, a lack of confidence in someone’s abilities. Other times, they’re seen as veiled subtext—like there’s a hidden meaning or agenda. I wish more people felt that questions are not threats. I believe deeply that they’re a way to make ideas stronger, to create deeper understanding of problems, and to get everyone rowing in the same direction. And when a team or culture views questions as inherently good, the outcomes are always better. How do we make curiosity feel safe, not threatening? Here’s what I’ve learned: -Detach Questions from Personal Performance: Questions should be about the idea. Period. If you’re probing a decision or digging into a plan, make it clear that you’re focused on the what, not the who. This keeps conversations productive and collaborative. - Be Clear About Why You’re Asking: If you’re a leader—or just someone who asks a lot of questions—share your intent. Say things like, “I’m just trying to understand this better” or “Can you help me connect the dots here?” This kind of framing goes a long way in diffusing any defensiveness. -Model and Create Space for Curiosity Openly: When you’re curious, be curious out loud. Ask questions in meetings. Admit when you don’t know something. Show your team that it’s not only okay to ask—it’s expected. Build a culture where there’s always room for people to say, “Wait, can you say more on that?' -Use Verbal Disclaimers: I have picked up the habit of saying things I used to assume was understood, out loud. Things like "this is not criticism" or "this question is to help me understand you perspective to be a better collaborator." This helps set up a shared goal between parties to work toward. -Celebrate Good Questions: When someone asks a question that shifts perspective or sparks a better solution, call it out. Let people know that curiosity is valued and rewarded. Other naturally curious folks—I'd love to hear your thoughts. Have you encountered this at work?