Reach Out and Ask Someone is an article by Dr. John C. Maxwell. Learn more from John Maxwell here.

By nature, leaders are decision-makers. The more influential the leader, the more consequential their decisions will be. Leaders are out in front because they have proven their ability to choose the appropriate course of action when faced with big decisions.

However, when a leader begins to rely solely on personal observation and intuition, that leader is headed for trouble. Even the wisest among us has a limited perspective, and we will miss important decision-making clues if we become entirely self-reliant.

In this edition of LW, I am indebted to the brilliant thought of Dr. Saj-nicole A. Joni in her book, The Third Opinion. An extremely well-written text, The Third Opinion makes the case for the value of outside insight to the performance of a leader. In her book, Dr. Joni identifies four signs that the time is right to consult decision-making advice.

• When multiple decisions need to be made, and you don’t have the required amount of time to focus fully on each one.
• When the implications of the decision are far-reaching, and you know your organization will be in serious trouble if you don’t do the right thing.
• When you lack the expertise to tackle the issue on your own, regardless of whether you have the time.
• When you are capable of taking action, but you know the decision will be better off if you consult the experiences and insights of someone else.

As a leader, once you’ve determined to seek advice, how do you go about doing it? How can you most effectively glean insights from the thinking of advisors?

To Successfully Engage Others to Gain Insight Requires …

1. The Security of the Leader
2. The Credibility of the Process
3. The Quality of the Questions
4. The Ability of the Team

The Security of the Leader

“Advice is seldom welcome, and those who need it most like it least.”

– Dr. Samuel Johnson

Leaders can be stubborn when it comes to seeking advice. Insecure leaders who worry about their status, position, or power tend to reject the ideas of others, protect their turf, and keep people at bay. It takes a secure leader to admit their assumptions may be wrong, or to defer to the expertise of another.

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Tags: john maxwell, leadership