Dr. Richard Winters

Yeah, totally. I mean, there's this cartoon that I love and it's a cartoon that is of a rhino that's an artist and it's painting on this canvas. And it's painting these beautiful scenes, you know, like the Serengeti and the forest and the mountains. And in each of these paintings on the canvas is this huge rhino horn in the center of it. And the rhino is stepping back so proud of these paintings.

But what the rhino doesn't realize is that the rhino has painted itself in every single portrait. And the rhino feels that everyone else is seeing the same thing. We all get that way. I mean, we all kind of look at our environment and we're a part of it. And we have our expertise, we have our experience, and we have these ideas of the way things are. But there's a lot of blind spots that we have.

But what the rhino doesn't realize is that the rhino has painted itself in every single portrait. And the rhino feels that everyone else is seeing the same thing. We all get that way. I mean, we all kind of look at our environment and we're a part of it. And we have our expertise, we have our experience, and we have these ideas of the way things are. But there's a lot of blind spots that we have.

But what the rhino doesn't realize is that the rhino has painted itself in every single portrait. And the rhino feels that everyone else is seeing the same thing. We all get that way. I mean, we all kind of look at our environment and we're a part of it. And we have our expertise, we have our experience, and we have these ideas of the way things are. But there's a lot of blind spots that we have.

Like we have our own kind of big rhino horns in the center of our vision. And so how can we as groups get together? Each of us has this data that we've analyzed, but how can we start to help each other look around our own blind spots? And a good leader is able to take groups of people together and start to see maybe the scene in a more real way.

Like we have our own kind of big rhino horns in the center of our vision. And so how can we as groups get together? Each of us has this data that we've analyzed, but how can we start to help each other look around our own blind spots? And a good leader is able to take groups of people together and start to see maybe the scene in a more real way.

Like we have our own kind of big rhino horns in the center of our vision. And so how can we as groups get together? Each of us has this data that we've analyzed, but how can we start to help each other look around our own blind spots? And a good leader is able to take groups of people together and start to see maybe the scene in a more real way.

Yeah. What happens then?

Yeah. What happens then?

Yeah. What happens then?

Right. Yeah. I mean, and I think that in itself is data. Like we don't really have an understanding. So what do you think is going on? What does your colleague think is going on? We pull all this stuff together and then we come up with some options for the way to move forward. And so let's step back again. So there's some leaders. This is going to depend on the organization.

Right. Yeah. I mean, and I think that in itself is data. Like we don't really have an understanding. So what do you think is going on? What does your colleague think is going on? We pull all this stuff together and then we come up with some options for the way to move forward. And so let's step back again. So there's some leaders. This is going to depend on the organization.

Right. Yeah. I mean, and I think that in itself is data. Like we don't really have an understanding. So what do you think is going on? What does your colleague think is going on? We pull all this stuff together and then we come up with some options for the way to move forward. And so let's step back again. So there's some leaders. This is going to depend on the organization.

There are organizations where leaders are really highly affiliative, where they want a big collaborative process to make decisions. There are other organizations where the leader is going to make the decision. And both of those situations, they both work. Those organizations work quite well. with those different styles.

There are organizations where leaders are really highly affiliative, where they want a big collaborative process to make decisions. There are other organizations where the leader is going to make the decision. And both of those situations, they both work. Those organizations work quite well. with those different styles.

There are organizations where leaders are really highly affiliative, where they want a big collaborative process to make decisions. There are other organizations where the leader is going to make the decision. And both of those situations, they both work. Those organizations work quite well. with those different styles.

But in both of those organizations, you still need to have this kind of broader perspective of what's going on. And so for a leader who's making all the decisions, still to have people come together with all their different perspectives, all their different fears and worries, all their different ideas of what's going on,

But in both of those organizations, you still need to have this kind of broader perspective of what's going on. And so for a leader who's making all the decisions, still to have people come together with all their different perspectives, all their different fears and worries, all their different ideas of what's going on,

But in both of those organizations, you still need to have this kind of broader perspective of what's going on. And so for a leader who's making all the decisions, still to have people come together with all their different perspectives, all their different fears and worries, all their different ideas of what's going on,

Their differences of opinion, their agreements, to look at this kind of broad perspective is still helpful for that leader who's going to be making the decision. More helpful than if they were to be making the decision alone from behind their own blind spots.