If your job requires you to have the answers, a trap awaits: even though you might feel obliged to have all the answers, you actually don't. You might have most of the answers most of the time, but nobody has all the answers all the time. Eventually, someone will ask you something, and you'll begin to answer before you realize you're clueless.
At that point, most people choose one of four options. Some, recognizing their own cluelessness, make up something they hope will satisfy the questioner. Others feel so obliged to answer that they suppress their feelings of cluelessness, and then respond with their best guess, concealing (or not realizing) that they're only guessing. A third group claims to know how to find the answer, even if they don't, and says something like, "I'll get back to you." The last and smallest group responds with some version of, "I don't know."
To make the I-don't-know choice a little easier, here's a little collection of unanswerable questions.
- What were you thinking?
- Even if asked about the present moment, this question is difficult enough, but reconstructing what you were thinking in the past is even more difficult. In a carefully facilitated retrospective, with safety assured, an honest answer is best. Otherwise, the question is likely rhetorical, and in public, you probably have to fall on your sword. Try not to let the sword nick any important body parts.
- Where is person P?
- Unless P is in the room with you, you don't actually know. The best you can offer is your latest information: "I saw him in the hall an hour ago;" or, "Clackamas, last I heard."
- What is/was person P thinking?
- If even P can't answer this question, nobody else can. One reasonable response: "I don't know, exactly, have you asked P?"
- Why did person P make decision D?
- People make decisions for all kinds of reasons, most of them non-rational. Unless there's documentation, you're speculating. One response: "Hmmm…I'd be speculating."
- Why didn't event E happen?
- When things happen, we can often trace causes. But when things don't happen, the reasons can be many, many indeed. One possible response: "Could be any number of reasons…I'm not sure."
- What happened when you were out of the room (on travel, off line, …)?
- You can't You can't offer first-hand
information on anything
that happened when
you weren't presentoffer first-hand information on anything that happened when you weren't present. One possible response: "I'm not sure, have you asked the people who were there?"
- Why do we do things the way we do them?
- Usually, we do what we do because we think we're following a pattern set by our predecessors. But maybe not. Unless you've actually researched this particular topic, you're just guessing.
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More articles on Workplace Politics:
- The High Cost of Low Trust: I
- We usually think of Trust as one of those soft qualities that we would all like our organizational cultures
to have. Yet, truly paying attention to Trust at work is rare, in part, because we don't fully appreciate
what distrust really costs. Here are some of the ways we pay for low trust.
- On Organizational Coups d'Etat
- If your boss is truly incompetent, or maybe even evil, organizing a coup d'etat might have crossed
your mind. In most cases, it's wise to let it cross on through, all the way. Think of alternative ways out.
- On the Appearance of Impropriety
- Avoiding the appearance of impropriety is a frequent basis of business decisions. What does this mean,
what are the consequences of such avoiding, and when is it an appropriate choice?
- Impasses in Group Decision-Making: III
- In group decision-making, impasses can develop. Some are related to the substance of the issue at hand.
With some effort, we can usually resolve substantive impasses. But treating nonsubstantive impasses
in the same way doesn't work. Here's why.
- Impasses in Group Decision-Making: IV
- Some impasses that develop in group decision-making relate to the substance of the discussion. Some
are not substantive, but still present serious obstacles. What can we do about nonsubstantive impasses?
Forthcoming issues of Point Lookout
- Coming December 19: Embarrassment, Shame, and Guilt at Work: Creation
- Three feelings are often confused with each other: embarrassment, shame, and guilt. To understand how to cope with these feelings, begin by understanding what different kinds of situations we use when we create these feelings. Available here and by RSS on December 19.
- And on December 26: Embarrassment, Shame, and Guilt at Work: Coping
- Coping effectively with feelings of embarrassment, shame, or guilt is the path to recovering a sense of balance that's the foundation of clear thinking. And thinking clearly at work is important if you want to avoid feeling embarrassment, shame, or guilt. Available here and by RSS on December 26.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenUyxOMIiKsiPJMINxner@ChackBDMcTyrLweSolykoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.