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Dr. Gleb Tsipursky is an internationally-renowned thought leader in future-proofing and cognitive bias risk management. He serves as the CEO of the boutique future-proofing consultancy Disaster Avoidance Experts, which specializes in helping forward-looking leaders avoid dangerous threats and missed opportunities.
A best-selling author of several books, Dr. Gleb is well-known among business leaders for his national bestseller, Never Go With Your Gut: How Pioneering Leaders Make the Best Decisions and Avoid Business Disasters (Career Press, 2019). He also wrote the best-seller on effective professional and personal relationships, called The Blindspots Between Us: How to Overcome Unconscious Cognitive Bias and Build Better Relationships (New Harbinger, 2020). Earlier, he wrote The Truth Seeker’s Handbook: A Science-Based Guide (Intentional Insights, 2017), on how to overcome cognitive biases in all life areas. His new book is Resilience: Adapt and Plan for the New Abnormal of the COVID-19 Coronavirus Pandemic (Changemakers Books, 2020).
In This Podcast
- What is future proofing?
- The underbelly of intuition
- “The empathy gap”
- Gleb’s EGRIP 5 steps
- Gleb’s advice to private practitioners
What is future proofing?
Future proofing has to do with scanning the horizon for a variety of threats: it might be ones as large as the pandemic, or it might be ones as small as having a series of conflicts with your business partner and your business partner leaving. That’s a pretty big threat for you but not for anybody else. (Gleb)
As many people know, who are therapists or have looked at this issue, we are full of cognitive biases. Our minds are unfortunately not wired for another environment … our gut reactions, intuitions and decision-making processes are wired for savannah environment, where we lived in small tribes of 15 to 150 people: that’s what our gut reactions are wired for and that is major reason why we suffer from a number of judgement errors called cognitive biases. (Gleb)
The underbelly of intuition
- These decision-making processes might have kept us alive back then, but they are no match for the present moment. Now, instead of the savannah fighting a lion, we stand in an office and need to think clearly about the future of the company and what we can do to help it thrive. These processes are also rooted in staying close to the tribe at hand. Which does not mean being loyal, it means being exclusive, and in a multicultural, global, multilingual society, this is exactly the opposite approach to take when you are wanting to expand your reach and the comfortability of your business.
- Within tribalism, there is status-seeking. There is internal fighting and conflict because people care more to be on the top instead of working well in a team. This is because people are still working with the cognitive bias of thousands of years ago, instead of grounding themselves in the present.
“The empathy gap”
The empathy gap has to do with our feelings, it has to do with how we feel and how other people feel. When we think about ourselves we [consider ourselves] as rational creatures, making decisions with our mind. Unfortunately, that’s not the case at all. We make decisions primarily with our emotions, 90% of our decisions come from our emotions, our intuitions and the same goes for other people and we don’t realize that. (Gleb)
Gleb’s EGRIP 5 Steps
This is about how to get someone who holds rational beliefs to shift them towards [more] rational beliefs: this is not about [arguing] with someone, this is about when you see someone holding clearly irrational beliefs … what you want to do is understand “hey, in order to hold these irrational beliefs there’s likely some emotional blocks going on”. (Gleb)
- Emotions: You want to assume that there are some emotional blocks, and you need to find out what their emotions are. What are they feeling about the situation? Are they scared? It is usually going to be some combination of negative emotions.
- Goals: What are goals that you both share? This is important to figure out because when we focus on what connects us we are more united, instantly.
- Rapport: Build rapport by reinforcing that you share goals by using empathetic listening, echo their emotions, your connection to the shared goals and highlight how you are both on the same side of the issue.
- Information: Here is where you share the information which would be the first step in a “typical” argument. You would share some uncomfortable facts in the context that you care for their emotions and want to assist, not threaten.
- Positive reinforcement: You do not want to have these conversations all the time because they take time and emotional labor. You want to give positive reinforcement to the other person for changing their mind and show them how it was a difficult thing, they accomplished it, and that it was admirable that they were able to do so.
Gleb’s advice to private practitioners
Books mentioned in this episode:
- How to Experiment and Test Before Launching a Product with Pat Flynn | PoP 551
- 8 video-based module course
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Meet Joe Sanok
Joe Sanok helps counselors to create thriving practices that are the envy of other counselors. He has helped counselors to grow their businesses by 50-500% and is proud of all the private practice owners that are growing their income, influence, and impact on the world. Click here to explore consulting with Joe.
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