Part Four in a 4-part series on Leaders & Language (Part One, Part Two & Part Three)
"We don't see things as they are, we see them as we are." - Anaïs Nin
As leaders, we often pride ourselves on our ability to see things clearly, to make decisions based on facts and logic. But what if I told you that your most deeply held beliefs about leadership, your team, and your organization might be holding you back from reaching your full potential? Welcome to the fourth and final part of our series on transformative language, where we explore the power of uncovering and challenging our Big Assumptions.
Throughout this series, we've journeyed from transforming complaints into commitments, owning our role in challenges, and navigating competing commitments. Now, we arrive at perhaps the most profound shift of all: moving from the truths that hold us to the assumptions we hold.
Big Assumptions, as defined by Harvard scholars Robert Kegan and Lisa Lahey, are the deeply ingrained beliefs we hold not as mere possibilities, but as absolute truths… That we are not even conscious of. They're the invisible lenses through which we view our world, shaping our decisions, behaviors, and even our organizational cultures without us even realizing it. Some of these big assumptions are revealed through behavioral profiles where one might become aware that one strives to be accurate, or to be connected to other people, or to be in control, or to be consistent in all things.
These big assumptions are foundational to all our emotional reactions and guide our thinking. Because we are not conscious of them, we have little or no control over them. They tend to govern us, rather than us governing them. So, revealing them to ourselves so that we can consciously choose other assumptions is essential to the kind of behavioral agility required to be effective leaders and to grow.
For instance, a CEO might hold the Big Assumption that "If I delegate important tasks, the quality of work will suffer, and I'll be seen as a failure." This assumption, taken as truth, can lead to micromanagement, burnout, and stunted team growth – all while the leader believes they're simply maintaining high standards.
The power of uncovering these Big Assumptions lies not in proving them wrong, but in recognizing them as assumptions rather than facts. This shift allows us to test them, challenge them, and potentially reshape them to better serve our leadership goals.
So, how can we as leaders begin to uncover and work with our Big Assumptions?
Practice Self-Reflection: Regularly set aside time to examine your thoughts and reactions. What beliefs do you hold so deeply that you never question them?
Use the Four-Column Exercise: As we've explored in previous articles, map out your commitments, behaviors, competing commitments, and finally, your Big Assumptions. This visual representation can be incredibly revealing.
Seek Diverse Perspectives: Surround yourself with people who think differently from you. Their viewpoints can help highlight assumptions you might be blind to.
Test Your Assumptions: Once you've identified a Big Assumption, design small, low-risk experiments to test its validity. What evidence supports or challenges this belief?
Embrace a Growth Mindset: Remember, the goal isn't to prove yourself wrong, but to open up new possibilities. Approach your assumptions with curiosity rather than judgment.
Model the Process: Share your journey of uncovering and challenging assumptions with your team. This vulnerability can create a culture of openness and continuous learning.
By engaging in this process, you're not just improving your own leadership – you're creating an organization that's more adaptive, innovative, and resilient. You're building a culture where assumptions are seen not as fixed truths, but as starting points for growth and exploration.
Imagine a workplace where team members feel empowered to question long-held beliefs, where "We've always done it this way" is replaced by "What if we tried something new?" This is the power of working with Big Assumptions.
As we conclude this series on transformative languages, I challenge you to take this final, crucial step. What Big Assumptions might be shaping your leadership reality? How might your organization transform if you and your team began to view these assumptions not as truths, but as opportunities for growth?
Remember, the most effective leaders aren't those who have all the answers, but those who are willing to question everything – including their own deeply held beliefs. Are you ready to unveil the invisible and unlock new realms of possibility in your leadership journey?
(Kegan, R., & Lahey, L. L. (2001). How the Way We Talk Can Change the Way We Work: Seven Languages for Transformation. Jossey-Bass, p. 78, Figure 4.1)