An insight is just a starting point. The rare, courageous thing to do is to develop an assertion, i.e. a hypothesis and point of view that answers "so what?"
Great post, Wes. Assertions take courage and require extreme ownership.
I believe it's highly related to the High Agency topic I wrote last week: “High agency isn’t one skill — it’s the rare combination of clear thinking, bias to action, and the courage to disagree when it matters.”
This helps me understand why I was feeling less than impressed the other day working with a colleague. They kept sharing facts, figures, and data like I should be impressed, but we're missing action oriented suggestions, let alone assertions. This will help me coach myself and others to bring possible solutions to the table that are directly connected to accountability! Thank you!
This is a great reminder Wes and well timed for me! Thank you. When someone brings a 'so what, now what?' to the table, things get 100% more interesting.
Thanks for the simplicity and clarity. It is applicable to be one of the first principles of being a founder, also in life. There are many sayings about mindset and tactics, but the bottom line distinction is as simple as this assertion as defined. Thank you!
From observation, whenever management or leadership seems hesitant to make a decision for whatever reason (be it ambiguous reports, disagreements and no consensus reached, lack of balls)...
It feels like it's an opportunity for staff to make an assertion and get management moving there. Effectively catalysing them to make up their minds and towards action.
This reminds me of Data --> Insights --> Beliefs --> Bets at Spotify. "Assertion" seems equivalent to "Belief" while "Bet" would be what actions / initiatives would take if we accepted the Assertions/Beliefs to be true.
I have a team that asserts to me, and I assert to the founder. I'm grateful that we have a company culture that fosters a safe space to present ideas. I believe that gives team members the freedom to assert their ideas without feeling as if they will be dismissed. Even if we don't agree 100% of the time, the conservation opens us up to reiteration and collaboration. I'll be honest that sometimes it doesn't feel good when an idea is shot down, but having the opportunity to assert one's ideas is what matters.
I've been doing link curations with a takeaway these days, for my blog. This is a good reminder that a takeaway or insight isn't enough - I need to focus on the so-what for readers as well
This is perhaps*the* key component of being a successful consultant. I get asked all the time “how would you do it”, and if I don’t have an answer ready I ideate - usually looking objectively at the factors surrounding an opportunity and turning them over and over - until one appears.
1. "if you just had to follow directions down to a tee, your manager could hire someone on Upwork. They’re a lot more affordable than you are. And what’s even more affordable? Claude or ChatGPT."
2. Professionals and A-players ask great questions, then assert how to answer those questions too.
Great post, Wes. Assertions take courage and require extreme ownership.
I believe it's highly related to the High Agency topic I wrote last week: “High agency isn’t one skill — it’s the rare combination of clear thinking, bias to action, and the courage to disagree when it matters.”
This helps me understand why I was feeling less than impressed the other day working with a colleague. They kept sharing facts, figures, and data like I should be impressed, but we're missing action oriented suggestions, let alone assertions. This will help me coach myself and others to bring possible solutions to the table that are directly connected to accountability! Thank you!
This is a great reminder Wes and well timed for me! Thank you. When someone brings a 'so what, now what?' to the table, things get 100% more interesting.
Thanks for the simplicity and clarity. It is applicable to be one of the first principles of being a founder, also in life. There are many sayings about mindset and tactics, but the bottom line distinction is as simple as this assertion as defined. Thank you!
From observation, whenever management or leadership seems hesitant to make a decision for whatever reason (be it ambiguous reports, disagreements and no consensus reached, lack of balls)...
It feels like it's an opportunity for staff to make an assertion and get management moving there. Effectively catalysing them to make up their minds and towards action.
This reminds me of Data --> Insights --> Beliefs --> Bets at Spotify. "Assertion" seems equivalent to "Belief" while "Bet" would be what actions / initiatives would take if we accepted the Assertions/Beliefs to be true.
I have a team that asserts to me, and I assert to the founder. I'm grateful that we have a company culture that fosters a safe space to present ideas. I believe that gives team members the freedom to assert their ideas without feeling as if they will be dismissed. Even if we don't agree 100% of the time, the conservation opens us up to reiteration and collaboration. I'll be honest that sometimes it doesn't feel good when an idea is shot down, but having the opportunity to assert one's ideas is what matters.
I've been doing link curations with a takeaway these days, for my blog. This is a good reminder that a takeaway or insight isn't enough - I need to focus on the so-what for readers as well
(else it's just a nice to know idea)
Heard a pastor say once- lots of people have ideas, but few of them know how to execute. This was such a great reminder and push I needed.
This is perhaps*the* key component of being a successful consultant. I get asked all the time “how would you do it”, and if I don’t have an answer ready I ideate - usually looking objectively at the factors surrounding an opportunity and turning them over and over - until one appears.
great one -
Key take away:
1. "if you just had to follow directions down to a tee, your manager could hire someone on Upwork. They’re a lot more affordable than you are. And what’s even more affordable? Claude or ChatGPT."
2. Professionals and A-players ask great questions, then assert how to answer those questions too.
So funny, we overlapped at The Gap. I remember those mood boards. And plaid. And activewear's resurgence.