3 – 4 minute read.
We recognise the value of diversity of thought in navigating complexity, making sound decisions and driving innovation. We champion inclusion and encourage people to challenge our thinking.
But how deliberately do we seek out different ways of thinking? And how effectively do we engage with people whose thinking and communication styles differ from our own?
A recent conversation with a colleague prompted me to reflect on our willingness to genuinely engage with difference.
As leaders, we develop preferences for how we process information, solve problems, make decisions and communicate. While valuable, these preferences can influence whose contributions we notice, whose views we trust and which perspectives we give most weight to.
It’s natural to gravitate towards people who think and communicate as we do. But doing so risks reinforcing our assumptions and overlooking insights that could improve our decisions.
The question isn’t whether we value diversity of thought. It’s whether we actively seek it out.
Difference is an asset. Are we making the most of it?
Some people focus on evidence, detail and logic; others on possibilities, connections and the bigger picture. Some prioritise structure and execution, while others focus on people, relationships and the impact of decisions.
We also differ in how we communicate. Some think aloud; others prefer time to reflect. Some are direct and decisive, while others explore possibilities or build consensus.
These differences can be complementary, yet we can misinterpret them through the lens of our own preferences. We might mistake considered thinking for indecision, directness for inflexibility or detailed analysis for overcomplication.
How often do we confuse a different way of thinking or communicating with a less effective one?
The implications are significant. Favouring familiar thinking styles can mean we fail to test assumptions, explore alternatives or anticipate risks.
Diversity of thought means seeking input from people across the organisation, regardless of their position or reporting line, as well as customers, partners and other external stakeholders. Their experiences and perspectives may reveal what we cannot see. Having different perspectives available is only the starting point. We need to seek them out, make space for them and allow them to influence our thinking.
The willingness to think differently.
When someone approaches a problem differently from you, do you get curious about what their perspective might reveal? Or frustrated because they’re not approaching it as you would?
When someone challenges your position, do you genuinely reconsider your thinking, or listen primarily to formulate a response? We say we welcome difference and challenge; do people see this in our behaviour? Do we adapt our communication to engage effectively with others? Do we make space for people who need time to reflect, rather than relying on whoever speaks first or most confidently? Do we actively seek perspectives beyond our usual networks? Are we willing to engage with difference. We don’t need to agree with every perspective. We do need to explore it, test our assumptions and consider its merit.
A few questions worth considering:
- Which thinking and communication styles do you find easiest to work with? Which styles challenge you?
- How might your preferences influence whose ideas you value and how you interpret disagreement?
- Whose perspectives are missing from your discussions? What might you be overlooking as a result?
- Do you genuinely encourage alternative thinking, or unconsciously reward people who think and communicate like you?
Accountability starts with us.
We often talk about valuing diversity of thought. But how accountable are we for actively seeking it out? This means deliberately engaging with people who approach problems differently, challenge our assumptions and bring perspectives we might otherwise overlook.
It also means taking responsibility for how we engage with different communication styles. Do we adapt our approach to understand others, or expect them to communicate in ways that suit us?
If we want the benefits of diverse thinking, we must seek it out, make space for it and be open to its influence. The test isn’t what we say we value, but what we deliberately do to ensure different perspectives are heard, considered and used.
A challenge for the weeks ahead.
At your next meeting or when making an important decision, deliberately seek a perspective you might not otherwise hear. Invite someone who approaches thinking and problems differently. Seek input from outside your immediate team or reporting lines. Make space for someone who prefers to reflect before contributing. Ask a stakeholder whose experience might challenge your assumptions.
Then notice your response. Are you curious? Listening to understand? Willing to let a different way of thinking change your mind?
And ask yourself: If your commitment to diversity of thought were judged by how you think, communicate, make decisions and respond to challenge, rather than what you say, what would the evidence tell you?
The opportunity isn’t to eliminate our differences or make everyone think alike. It’s to recognise the value in different approaches and draw on perspectives beyond our own.
Because the willingness to seek different thinking will make us better leaders.
Dina
(aka @CourageChick)
If you’re looking to strengthen accountability in your workplace, explore our Leading with Courage programs and let’s share our thinking.
#CourageousLeadership #DiversityOfThought #Inclusion #Curiosity #Accountability #LeadershipDevelopment
