Scott Hutcheson’s Post

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Purdue professor, Wiley author, Forbes contributor. I teach, write, and speak about leadership, team, and organizational performance from a biology of behavior perspective.

I'm a BIG Sherlock Holmes enthusiast and THIS is my favorite of the words given to him by Sir Arthor Conan Doyle. If yours is, "Elementary, my dear Watson..." then you are dead to me because Holmes NEVER said this! The pipe quote resonates with me because it is a powerful reminder of the necessity of time for deep thinking—a quality that research shows is crucial for complex problem-solving and sound decision-making. Studies indicate that leaders who carve out time for reflection and strategic thinking make better, more sustainable decisions. Research by Kahneman (2011) on “thinking fast and slow” highlights the pitfalls of impulsive decision-making, showing that thoughtful deliberation leads to more nuanced and effective solutions. Additionally, a study by Cross, Rebele, and Grant (2016) emphasizes the value of “mindful space” as a buffer against burnout, allowing leaders to approach challenges with fresh perspective and insight. Do you confirm or deny, Chris Bittinger? Reflection time enables leaders to address issues with both breadth and depth—what Heifetz and Linsky (2002) refer to as “getting on the balcony” to see the bigger picture. In a world where decisions are expected instantly, this kind of strategic distancing is often overlooked, yet it’s essential to solve complex, problems. Whether it’s a ‘three-pipe’ problem or simply a challenge that requires more than a quick fix, let’s make space in our schedules—and in our teams’ schedules—for meaningful thought. Real leadership is as much about taking time to think as it is about taking action. That's it for now. Please excuse me for a minute (or 50) while I go light a pipe (or 3). References Cross, R., Rebele, R., & Grant, A. (2016). Collaborative overload. Harvard Business Review, 94(1), 74-79. Heifetz, R., & Linsky, M. (2002). Leadership on the line: Staying alive through the dangers of leading. Harvard Business School Press. Kahneman, D. (2011). Thinking, fast and slow. Farrar, Straus and Giroux. #Leadership #StrategicThinking #Reflect #ProblemSolving #Mindfulness #HolmesWisdom

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Steve Drohan

Client-Centric Professional | Delivering Excellence Through People-Focused Approach

1mo

This is excellent insight. Having the room to think and process is a skill I think many of us have lost in this fast-paced and always connected time we live and work in today. I find that getting out for a walk allows me to gain some distance and space and allows my mind to process challenges differently than sitting in a meeting, on a call, or behind my desk.

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Chris Bittinger

Executive Coach, Professor, Corporate Trainer, President

1mo

Scott Hutcheson I concur - mindfulness is a buffer! Start your next meeting with two minutes of shared silence!

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