Assume positive intent indra nooyi biography
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You don’t scream.
But it’s not just about making the world a better place – it can make you a better leader. Since many volumes have been written about her, I won’t add to them. …You don’t get defensive. Articulating fully, yet concisely, is an art that requires voicing the assumptions, facts, and opinions that underly our narrative.
Effective communication begins with hearing, not speaking. Before that, however, we have five principles in our Mission Statement that guide WHY we exist. Effective communication is challenging in the best of times. Email is an effective broadcast, descriptive tool but is ill-suited for debating, communicating nuance and making decisions.
The WHY is up to us. Her answer made so much sense to me that eleven years later I still remember it:
My father was an absolutely wonderful human being. Nuances and new information can be missed if we rush past them.” As a child, I enjoyed visiting art galleries with my grandmother and aunt, both artists. Before jumping to conclusions about people’s intentions, stop and ask yourself about their frames of reference.” Assume they are “doing the best they can with the data, resources, and perspective they have, to make the most sound choices they can.”
Amir Gannad, author of Transformational Leadership, notes, “Assuming positive intent requires intentionality to go beyond our auto-pilot mode of judging ourselves by our intentions and others by their actions.
You don't get defensive. Whatever anybody says or does, assume positive intent. When we assume positive intent, we are open to non-verbal cues and underlying messages and – as she says – are “trying to understand and listen”. Your emotional quotient goes up because you are no longer almost random in your response.
From him I learned to always assume positive intent. You can either misconstrue what they’re saying and assume they are trying to put you down, or you can say, “Wait a minute. She noted, “When you assume negative intent, you’re angry. Collaboration becomes more fraught during stressful times, in periods of high uncertainty and rapid change, and in crises demanding rapid responses.