Dr. Gleb Tsipursky on Future Proofing and Our Blindspots | PoP 552

Dr. Gleb Tsipursky on Future Proofing and Our Blindspots
Have you heard of future proofing? Can you utilize the principles of future proofing to maximize benefits and minimize conflicts in both your business and in your relationships? Why should you think twice about being “empathetic” in business?
In this podcast episode, Joe Sanok speaks with Dr. Gleb Tsipursky about Future Proofing and Our Blind Spots.

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Dr. Gleb Tsipursky on Future Proofing and Our BlindspotsMeet Dr. Gleb Tsipursky

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).

Visit his website and connect on LinkedIn, Twitter, Instagram, Facebook, or YouTube.

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)
Future proofing has to do with forecasting threats, addressing them in advance and also forecasting opportunities and addressing those in advance as well.
For example, telehealth was a opportunity that some therapists had the chance or insight to get on board with before the strength of the pandemic was truly known.
Essentially, future proofing is about addressing potential threats and possible opportunities in advance. This is in order to either minimize or avoid damage, or to maximize benefits and further opportunities.
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)
These dangerous judgement errors are what we need to address when we future proof. Because in a world where we would be ideal decision-makers, we would not need to future proof. In that ideal world, we would be considering and evaluating all possible options at all times with total clarity and with total consideration of potentialities.

The underbelly of intuition

Even though we are often told to go with out gut, to follow our heart and do what feels right, these processes come from a time when our brain was wired directly for survival in the wild. When our decisions would mean life or death, food or no food, conflict or peace. By following the example of tribalism, it can be understood why following our gut reactions might not work as well in the current millennium.
  1. 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.
  2. 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.
In modern times, instead of reacting blindly without consideration, it is a time to slow down and consider all the options before taking any leap or making any change.

“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)
The empathy gap has to do with people greatly underestimating how other people’s emotions and motivations guide their decision-making. People do not think about the fact that in order to effectively influence someone or change someone’s mind, one has to influence their emotions, not their thoughts.
It is a problem that we have to appeal to people’s emotions in order to get them to make a change, or to be a part of a change. This is different to sympathy which is caring about what other people are feeling. Empathy is simply about getting them to understand where you are coming from.

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)
  1. 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.
  2. 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.
  3. 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.
  4. 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.
  5. 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

You really need to get their clients to not trust their intuitions because they are simply not wired for the modern world and that is nothing to be ashamed or guilty about. You can tell them that in order to make good decisions in the modern world, they can adopt some mental habits that might seem counterintuitive but are truly effective.

Books mentioned in this episode:

Useful Links:

Meet Joe Sanok

private practice consultant

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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