I was recently reading about Seal Training Tips (check out SEAL SURVIVAL GUIDE: A Navy SEAL’s Secrets to Surviving Any Disaster – Gallery Books by author Cade Courtley). One of the techniques they teach SEALs is to think through scenarios that might occur and then process through what their response would be in that situation.
For example, a seal might envision they are in a shopping mall when terrorists start shooting automatic weapons. They visualize what actions they might take, where they would go, what they would do, and so on. They literally “play out” the entire scenario from start to finish in their mind.
This is similar to what is taught in sports. If you are a golfer, you might have been told to visualize the shot you are about to take, from approach to the swing, to hitting the ball, watching it in flight as it heads to its ultimate resting place.
In baseball, from the earliest youth leagues on up, you are taught to be prepared for the specific action you would take based on the unique circumstances, at any given moment. For example, you are playing third base. The ball is hit on the ground right to you, what will you do? Field it in your glove, of course! But what to do next depends on a number of factors: what is the inning, are there base runners, how many outs are there, is it a ground ball versus a fly ball, etc. As the game progresses, the situation changes such that, for each batter, your planned response for what you will do if the ball is hit to you is similarly adjusted.
We apply the same principles that are effective for golfers, baseball players, and navy seals in our business, career, and life.
Start by thinking about events that might occur today. Suppose it’s likely that your manager might hit you up with an off-the-wall request. Let’s say you know that the company is thinking about a new project, one that might have some unsavory elements to it. You don’t particularly want to take it on, but it could get dumped in your lap.
Pre-think about the types of responses you might offer in a conversation with your boss about that project. You could literally rehearse what you would say in your mind and think through how it might be received, knowing what you know about your boss. Your responses are potentially different depending on certain variables. Are you alone or in a group of other employees? Does your boss seem to be in a good mood or a bad mood?
A decision matrix on this specific example might look something like this:
Of course, there are more options than those represented on the decision matrix above. Just using this as a guide, could you start strategically planning for how you would like scenarios like the one I described to go versus letting events “happen” to you?
I am not talking about being conniving or manipulative. But, if you play out certain scenarios that you know are likely to occur and work through how you would respond (as opposed to a quick reaction), you will be better prepared to have things go your way.
Even your initial response to being asked to take on a new project could be vastly different if you put thought into it in advance. Imagine you are sitting at your workstation when your manager comes by and says, “Johnson, I would like you to head up the new ‘Project X’ team.” What’s your response? Do you know what Project X is? What are the details? What resources will you have? Are there undesirable elements to this project?
Many of you probably think you have only one option: your boss asks you to take on a project and you will have to say yes. However, you could say no. But even if you have good reasons for doing so, saying it outright will probably leave your manager with a lasting negative impression of you. If you had put thought into this scenario in advance, you might have responded this way: “Sir, I really appreciate the fact that you think enough of me and my capabilities to ask me to undertake this project. I have put a lot of thought into my taking on a project of this type and I have ideas of how it could be successfully managed. Could I schedule a specific time to sit down with you and cover the project in more detail and ask some specific questions regarding my involvement in it?” Very few managers would have an issue with this type of professional response.
Though I have only given one example here, there are hundreds of scenarios that could play out in a typical business environment. By internally brainstorming the likely events that might occur and how you would respond to them, you will be better prepared to confidently address them using a thoughtful response instead of a reaction. As you practice this, you will become more confident in how you address future similar situations.