During an assumptions brainstorming session with a client, we were looking at risks and potential negative surprises (so they could systematically address them). One key stakeholder said, “I don’t see why we’re thinking about things going wrong with this project. We’re smart and resourceful, and I’m confident we can do this. We just need to get into it and do the work.”
When stakeholders encounter assumptions brainstorming for the first time, it often takes them 10 minutes to get their heads around it.
We humans see the world through our assumptions. We move forward as if they’re true. (Beware, btw, the leader who says, “We don’t assume anything.” That’s another way of saying, “My assumptions are so obvious to me, I’m not even aware of them.”)
Moving forward confidently without certainty can look like strong leadership (and, indeed, sometimes is).
As a result, focusing on assumptions, especially risky ones, feels like a mix of stating the obvious and displaying weakness. That’s uncomfortable.
Tackling complexity head-on requires an unusual mix of confidence and humility.
Here’s what that looks like…
You’re confident your big idea could have a big impact. You’re confident your team can figure out how to get there. But you’re humble about what parts are complex, what assumptions you’re making, how you’ll get more evidence about those assumptions, and what you might learn along the way.
You’re confident you can deliver, and at the same time, you’re humble about seeking evidence to validate your confidence.
Confident humility. Or, humble confidence. That’s leadership in the face of complexity.
And it’s built into CAPED. So, exploring assumptions isn’t a leader sowing doubt and worry. It’s just the process. Confident, humble leaders make assumptions visible and go after evidence for the risky ones.
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