I recently had a conversation with the manager of an Old Navy Store. She developed a list of more than 50 tasks that she could assign to her employees to make sure they were always occupied with something to do. I told her that she was enabling them rather than encouraging them to think. She responded that her job was not to make them think, but to make sure the store turned a profit, and if that meant telling them exactly what to do at all times, so be it!
That conversation reflects the reasoning of many managers. It’s important to be functional for the purposes of productivity and profit, but between the dumbed-down media, the endless menu-driven cues and baby-step instructions, it’s no wonder that these same managers complain about a lack of common sense among young workers!
So how do you develop an accomplished sense of reasoning among emerging contributors? Here’s what I see some managers doing. First, they take a couple of minutes to explain the big picture. One retailer teaches everyone how the store makes money. It’s not rocket science, but establishing a clear set of procedures and executing them consistently can result in a healthy profit. When employees know that, they are more likely to think for themselves and offer suggestions.
Second, some managers establish an ethic of critical thinking because they simple expect it. Tom Watson, the legendary CEO of IBM was famous for posting signs around the office that simply read "THINK". I sometimes wonder if we should resurrect that idea.
Third, I see managers who take the time to help employees think through day-to-day challenges rather than answering their questions. Can it be awkward and time consuming? Sure, but most employees adapt to this type of supervision quickly if you give them the opportunity.
The next time someone asks you for the answer, don’t give it to them. Make them think!