When one of your people brings you work that's accurate, well researched and clearly argued, and it still goes nowhere, where do you look for the reason? At the decision maker who ignored the evidence? Or at what your person couldn't see from where they were sitting?
In this solocast, I start with a CFO placement I lost early in my career as a recruitment consultant. I had the strongest candidate on the shortlist and still missed, because I'd answered the brief without asking what the client was really trying to solve. From there I look at research from Gerald Ferris and colleagues showing that intelligence and the ability to read a room are separate capabilities. That's why context is something you need to teach your people rather than hope they pick up. You'll come away with three things to keep in front of your people, and a question that might change what you hand over next.
You'll learn:
Timestamps
(00:00) Introduction
(00:10) The CFO placement I got wrong
(01:52) Answering the brief and missing the real question
(02:09) When great work isn't enough
(02:52) Clever people and astute people
(03:38) Context is taught
(04:25) Content, circumstances and consequences
(05:22) Giving context rather than the answer
(05:46) A question for you
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