As a Cub fan I’ve watched a lot of games on WGN over the years. One of the great Cubs announcers for a time was Steve Stone (who now does TV on WGN for the White Sox). He coined a phrase that I recently have been thinking of in a new light – “first-guessing.”
Second-guessing is actually a significant force in the world’s economy today. Sports radio, newspapers, blogging, twitter, and other venues all provide outlets for second guessing. In sports it’s when a coach or manager makes a big decision and then it doesn’t work out or it fails spectacularly. Then it’s time to release the hounds – the hordes of second-guessers who invest tons of energy talking about what a bad decision it was. It’s also a leadership reality.
Steve Stone would frequently give his two cents before the results of the decision happened or even before the decision was made by the manager. When the results materialized, he would claim credit for “first-guessing” in contrast to the “second-guessers” who just pile on the complaining bandwagon after the fact.I like that and it appeals to how I like to operate. When it comes to work and leadership, I let go of second guessing a long time ago. I still will have my thoughts on what should have been done or what would have worked better potentially, but I don’t engage in the Monday Morning Quarterback aspect anymore with a sense of angst about how my leaders let me down as it relates to a particular decision. It’s good to learn from bad decisions – our own and others decisions, but second guessing is not typically helpful.
First-guessing is awesome unless you’re being a jerk about it. But weighing in with a constructive observation about you think should be done or could be done can be really helpful. First, first-guessing can contribute insight and input that can help shape decisions. Silent and passive people in decision making processes aren’t really influencing much and therefore they really in my mind disqualify themselves from second guessing.
Second, first-guessing can help develop your ethos or your leadership presence. I’m not talking about a self-promoting way, but you develop more leadership credibility when you’re offering solutions in a timely way rather than criticizing when it’s too late to do anything about it.
Third, first-guessing has a vibe of personal responsibility and accountability to it. It’s a sign someone is engaged and invested and contributing. Second guessing can manifest itself in throwing others under the bus and building up one’s own sense of superiority at the expense of others. First guessing allows you to stand with others shoulder to shoulder. You’re risking as much as anyone else because you’re willing to stick your neck out ahead of time.
Constructive first-guessing doesn’t mean popping off or demanding your way. It means you’re giving voice to what you think is best, but there still needs to be an attitude of submission and humility.
One factor that challenges first-guessing in a constructive sense: leaders that don’t allow it. First-guessing will typically happen anyway in an informal sense, but if leaders don’t allow channels to hear from people that have significant insight or solutions to contribute then they almost deserve the second-guessing when it comes.
First-guessing can be prophetic. Or it can be naive or misguided. But at least it’s not offered in hindsight. So if you have thoughts on what needs to happen, err on the side of first-guessing rather than second-guessing.
What other benefits or problems do you see with first-guessing?
