Confidence Classic: The “Yes, And” Mindset To Unlock Better Decision Making, Leadership and Relationships with Wendy Smith and Marianne Lewis
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When we think about both and thinking, we think about a couple of things. One is we start with saying you've got to change the kind of questions you ask. If you're always saying, should I be brave or should I be vulnerable? You're missing the point because they go together. How do I build confidence by putting myself out there in uncomfortable situations, by learning through my successes and failures? So to us, changing the question is absolutely vital. How do you take those opposing sides and dive deeply into each one of them? How do you really understand where, what are your fears coming from?
Come on this journey with me. Each week when you join me, we are going to chase down our goals, overcome adversity and set you up for a better tomorrow. I'm ready for my closeup. Tell me, have you been enjoying these new bonus confidence classics episodes we've been dropping on you every week? We've literally hundreds of episodes for you to listen to. So these bonuses are a great way to help you find the ones you may have already missed. I hope you love this one as much as I do. Hi, and welcome back. I'm so glad you're back here with me this week and ready to meet two amazing guests. Wendy Smith is the academic director of the Women's Leadership Initiative at the University of Delaware and a professor of management.
Marianne Lewis is dean of the University of Cincinnati's Linder School of Business and professor of management. They are the co-authors of the book, Both and Thinking. Embracing Creative Tensions to Solve Your Toughest Problems. Ladies, thank you so much for being here with me today. Heather, thank you for having me. All right, so let's get right into this because I know everyone listening is thinking, what the heck, paradox? Can you break down, Wendy, what is this all about? What is a paradox?
Heather, thanks for having us. We are excited to be here in conversation with you and with your listeners. We wrote this book because we both faced ongoing competing demands in our lives, just the same as everyone else does. And those demands bubbled up for us in how we thought about our careers, where we wanted to take them, how we thought about our lives, our partners, our parenting, how we thought about our leadership. and how we thought about our research.
How can changing the questions we ask lead to better decision-making?
And part of how we got to this idea was that as we were exploring these kinds of competing demands. So in our lives, it was work and life. In our careers, it was thinking about being a researcher, but also thinking about being a teacher or institution builder or leader. And the research that I was doing and that Marianne was doing, it was about thinking about companies navigating for today and tomorrow. We realize that what often happens in these cases is that people look at these as an either or competing demand, seeing the opposition between them. But what we don't see is we don't see the ways in which these opposing forces are also interdependent. And by seeing them as interdependent opposites, as ways in which these things are both contradictory, but also synergistic and mutually reinforcing, it invites us to think about dealing with them in a totally different way, in a both and way.
And so underlying so many of the dilemmas that we face are these paradoxes, these contradictory oppositional intention dualities that are also defining and intertwining interdependent with one another.
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Chapters
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