How You Think Matters

Every decision you make as a leader begins long before you speak.

It begins with how you think.

The questions you ask. The assumptions you make. The stories you tell yourself. The possibilities you see...or don't see.

I know “thinking about how you think” is very meta – but how you think affects how you lead. It shapes what you believe and the reality you create. It even impacts your capacity for resiliency!

I want to know how my clients think about solving a problem, building relationships, and becoming even better leaders. Their thinking process gives me insights into their belief systems, emotional states, and what they see as possible for themselves, their teams, and their organizations. How they think sets the tone.

According to the World Economic Forum, core skills that are on the rise in 2030 include analytical thinking, AI and big data, creative thinking, resilience, technological literacy, and lifelong learning. These skills reflect the increasing requirement for people to lead, innovate, and pivot in a changing work environment. [Source: WEF, Future of Jobs Report 2025, EconomicsInsider.com]

I often get asked if the skills of creativity, curiosity, resiliency, and critical thinking can be learned – or if they are simply inherent in some people’s DNA. While it’s true that these vital skills may come more naturally to some than others, they are absolutely something that can be developed with intentionality, feedback, and practice! I believe choosing to be diligent in how we think and how we show up is an act of commitment to life-long learning.

Critical thinking is the ability to pause, evaluate the facts, challenge assumptions, and make thoughtful decisions rather than simply reacting.

In today's workplace, it’s hard not to value speed over reflection. Pausing – even to think critically – can feel like a luxury. Yet, thinking critically helps leaders solve problems more effectively, navigate ambiguity with more confidence, reduce costly mistakes, and make decisions that align with organizational goals instead of short-term emotions or habits.

In the newsletter, “Both/And” from Your Tech Ally,  Sean Dagony-Clark asks his readers, “Are you letting AI think for you?” He invites us to use AI as an assistant, an editor, and a brainstorming partner but cautions us about abdicating our decision-making and critical thinking responsibilities. His mantra: “AI can generate, but a human should elevate.”

AI is a resource, not a replacement for the humanness of thinking, learning, or leading! AI can generate options. Leaders still need discernment and the ability to find and use their own true voice. That kind of authenticity is a trust builder!

At its heart, critical thinking is disciplined curiosity.

It's the practice of slowing down long enough to ask better questions, examining multiple perspectives, and understanding the root cause of a problem before taking action. It also helps us become more aware of ourselves, others, and the broader system in which we are operating – and that awareness can put you in the driver’s seat!

Critical thinking transforms reactive workplaces into intentional ones by improving decision-making, strengthening collaboration, reducing risk, and helping teams adapt confidently to change.

You can start by replacing assumptions with inquiry.

A few examples:

1.     A department manager notices production delays. One leader concludes, "People just aren't accountable." Another asks, "What changed in the workflow? What are we assuming? What obstacles are people facing?"

2.     Someone sends an email that feels abrupt. A reactive thinker assumes disrespect. A critical thinker becomes curious, even empathetic  – “I wonder what’s really going on here.” -  before becoming certain.

Critical thinking isn’t about being disagreeable or argumentative, or defending a position. It’s being willing to explore thinking patterns and rationales in a collaborative manner and in a way that best serves the organization.

You don’t have to have all the answers – but you do have to bring some courage and desire to explore the pitfalls and possibilities. Leaders navigate uncertainty and mitigate risk every single day. Bringing curiosity to your interactions will give you better data, while fostering respectful and trustworthy relationships.

I connect critical thinking to having agency – an essential ingredient of organizational resilience. A hallmark of someone who truly owns their role is that they don't simply accept the status quo or wait for answers.

Before making your next important decision, ask:

·       What assumptions am I making? What evidence do I have?

·       What perspective am I missing?

·       What's really driving this issue?

·       What blind spots and biases are clouding my vision?

·       What might I be taking personally?

·       What outcome are we trying to achieve? What problem are we solving for?

·       What part of this belongs to me?

Owning your role isn't about being self-centered or being the hero. It's about becoming the kind of person others can rely on because you consistently bring initiative, accountability, generosity, and follow through to the work.

Critical thinking isn't just a cognitive skill. It's a leadership habit that turns personal agency into wise action. When we own our roles, we don't just own our tasks. We own the quality of our thinking, the impact of our decisions, and the experience we create for the people around us.

When you can hold your values firmly and your thinking freely, you become a powerful steward of your organization’s culture.

Drive the Experience.

For one week, replace one complaint every day with one contribution.

Instead of:      Someone should...        Ask:     What can I do?

Instead of:      They need to...             Ask:     How can I help move this forward?

You'll be surprised how quickly your influence grows.

Organizations become healthier when individuals become more intentional.

We don't always control our circumstances, but we do have tremendous influence over the quality of our thinking. And the quality of our thinking ultimately shapes the quality of our leadership.

How you think matters!

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From Critic to Critical Thinker

As a business therapist, my job is to help untangle the complexity of human dynamics in the work world. In this attempt at sense-making, I sometimes stumble upon an insight or perspective that feeds into a societal norm or trend. Here is what I am noticing …

We are conflating the act of criticizing (ourselves and others), with the skill of critical thinking.

In a series of recent training sessions, I explored with my client the ways in which we use criticism of ourselves as a carrot and stick mechanism for self-improvement. In other words, in the name of personal growth, we beat ourselves up. In the name of feeling better about ourselves, we cast judgment onto others, allowing the faults we perceive of theirs to elevate the perception we have of ourselves. Being critical in this fashion is often shame-inducing, which generally ignites feelings of defensiveness. These acts of criticism ultimately drain our energy and deteriorate our relationships.

Most of us like to think we are critical thinkers, just like we all like to think we are good drivers! And yet, the constant media/information vortex in which we find ourselves diminishes our critical thinking skills. If you are going to have a story, data, report, or social media post influence your way of thinking, what you believe to be true, and decisions you make in your life, you’ll want to trust that the interpretation has gone through some rigor.

As a self-proclaimed word geek, I had to do a little etymological digging.  The word “critical” can mean:

1. Judging severely and finding fault.

2. Reflecting careful analysis and judgment.

3. A turning point; crucial or decisive.

4. Being in, or on the verge of, a state of crisis or emergency.

We are strengthening our capacity to be armchair critics (judging severely and finding fault), while losing our capacity to think critically (reflecting careful analysis). If we operate as if everything is critical (state of crisis), we are perpetuating an unhealthy sense of urgency and feeding drama. If, on the other hand, we practice an astute way of perceiving the world, we may bring a critical eye that illuminates a truer reality.

Critical thinking is the ability to analyze information objectively – weeding out the biases, the inaccuracies, questioning assumptions, and assessing the reliability of sources. Critical thinking isn’t about being constantly negative or critical of everything. It is not meant as a copout to naysay change or validate resistance and remain stuck in one’s views. It’s about having an open, inquisitive mind that values the discovery process. It is about arriving at your own carefully considered conclusions instead of taking information at face value – and being able to shift your thinking when presented with new compelling data. It’s a nimble state of mind that affords you better decision-making and problem-solving.

Thinking critically can also help you see waste in workflows and innovate for better results because you have trained your brain to productively challenge the status quo, sometimes with the simple question of, “Why …”? Why do we do it this way? Coupled with curiosity and enthusiasm, the critical thinker can inspire fresh ideas and collaborative efforts for continuous improvement.

 Demonstrating your capacity to think clearly and integrate facts builds your credibility. Here are a few questions you can explore to help you stay vigilant:

• Is this information complete and up to date?

• What evidence is being presented to support the argument?

• Whose voice is missing here?

• Is the source trustworthy?

• Are there sweeping generalizations or absolutes being made?

• Can you distinguish between opinions, beliefs, and hard data?

• Can you name your own biases on this topic?

• Are you attached to your version of the story?

• Are you invested in proving “them” wrong or in finding the truth?

• Are you seeking validation for what you already know?

• Is the argument emotionally charged?

While critical thinking emphasizes logical reasoning, it does not need to do so at the exclusion of emotional intelligence. In fact, high EQ is essential in checking ourselves! Strong emotions can be amazing fuel for action, and they can cloud one’s perspective, fueling a stubborn attachment to a certain way of thinking.

Organizational psychologist Adam Grant offers this advice on how to be a better critical thinker:

1.     Be 10% more skeptical of people you agree with – and 10% more charitable to people you disagree with

2.     Look for flaws in ideas you like – and strengths in arguments you dislike.

3.     Discount sources that always trumpet the same narrative- and learn from those that engage with competing ideas.

Embracing this mental acuity is an opportunity to move from being critical to elevating our intellect. Yet, it isn’t just about becoming smarter or more effective. It’s a way to engage in the kind of dialogue that invites a real exchange of ideas. In doing so, we prioritize our relationships, because in the spirit of critical thinking we ask good, open-ended questions and listen intently. In this vein, even when we disagree, we will have a deeper understanding of motivations and reasons, rather than righteous indignation.

The human side of business is often complex and messy, yet it is the heart and soul of our work. Let’s show our colleagues the care and respect they deserve, and that we want for ourselves. Collectively, we can change the tone of our personal and professional discourse.

We don’t have to be critical, to think critically.