Don't be the yes man, even to yourself

Saying yes to yourself is the sneaky version

Most owners picture the yes man as an employee who flatters the boss. The more common one lives in your own head. You get excited about an idea, and your brain starts collecting reasons it will work. That's confirmation bias, and the fix is to go looking for reasons it won't.

Tools for real critical thinking

• Steelman the other side. State the opposing view so well that its supporters would agree with your summary. Then answer that version, not a weak one.
• Ask "what would have to be true?" Strategy writer Roger Martin uses this question to turn arguments into tests. For your plan to work, what has to be true about customers, costs and timing? Check the shakiest one first.
• Assign a red team. Ask one person, or yourself on a separate day, to attack the plan on purpose. Make it their job so it isn't personal.
• Separate the idea from the person. Criticize plans, never people. That keeps the room honest the next time.

When you're the boss, speak last

The moment the owner shares an opinion, most people move toward it. Ask for views before you give yours. Ask "what am I missing?" instead of "does everyone agree?" Thank the person who disagrees, especially when they turn out to be wrong, so they keep doing it.

Where this fits in the Dossier

This is step I of the Dossier Method. It's required for every Class III decision, and those also need a second person to attack the plan. The questions below are the ones to use.