Start/stop signs of financial recovery and growth, "new normal," and continuing uncertainty about things like how economic policy matters will ultimately shake out are among the headlines and topics that continue to pepper the news. They can start to feel like a prolonged hangover some days. If we've gotten used to anything it may be that we have become very accustomed to being very skeptical. That may not be a bad thing - I think there's even real upside, but there are some consequences.
Skepticism no question influences how both employers and employees view the world. Planning horizons continue to feel short-term-ish and opportunities may still seem scarce in some sectors. Some hesitation is still in the air. We have to sell ourselves, our competencies, and our ideas with even more credibility, deliberation, and energy. We remain understandably skeptical - that hasn't changed - we've been skeptical for awhile.
Employers have made substantial progress in cracking the productivity code and know that less really can and will do more. Hiring and assessment processes are more rigorous in many organizations with perhaps fewer openings to fill and less tolerance for suboptimal performance. Competencies that are "visible" and have real impact have never been more important to them.
Likewise, employees size up opportunities with more skepticism - even when they may not have the luxury of being able to be all that selective. Is this a good one? Great one? Will it still be around in a year? Will the rules of the game change? How amazing will this experience really look on my resume? I feel like I can't really afford to make a mistake in taking the wrong opportunity or in staying in the same position too long - what if I miss out on something better?
I do think there can be a real upside to skepticism. It compels us to question that which can start to feel pretty familiar if not comfortable - rather like our oldest pair of jeans or shoes - neither of which tend to make the best impressions upon anyone beyond ourselves. Without some skepticism, we can even start to believe that "getting by" is maybe an okay "new normal kinda thing" at the expense of what may have been loftier aspirations.
Becoming more and more comfortable being constructively skeptical takes on some of the characteristics of an important family of competencies including:
- Knowing when, how, and how much to be skeptical
- Making decisions in the face of skepticism
- Leading and managing skeptics
- How to be constructively skeptical on a team
- How to be skeptical without being jaded and tuning others off
Being too skeptical can indeed be a real turnoff - especially in group/team settings. There is an art to raising questions, concerns, and uncertainty without coming across as a major downer and impediment at every turn. One reality is that younger people in particular don't want to listen to endless rambling stories about how awful everything has been since... They have dreams, aspirations, and energy - many and much of which can make a real difference.
Skepticism can translate to an opportunity cost of sorts. We have to spend more time and energy selling our ideas and our business cases - instead of perhaps devoting that same time to actually implementing and executing them. Yes, it can mean we have to work harder in sum. Everyone would agree that every dollar needs to be judiciously evaluated and spent wisely; however, there are of course many differences of opinion when it comes to interpreting what that really means. Look no further than to Congress.
Other traits, characteristics, and competencies that may make living with the realities of heightened skepticism a little easier and more productive include:
- Credibility
- Confidence
- Courage
- Persuasion
- Analytical skills and critical thinking
- Presentation skills - oral and written
- Negotiation
- Organization and prioritization
- Being easy to do business with - now is not the time to bog down an already skeptical marketplace with lots of complexity and uncertainty. For example, proposals riddled with contingencies and ambiguity may not stand much of a chance. People want to know up front with even more certainty and clarity what they're really getting for their money.
- Data-able - we live in both a data-rich and a data-hungry world. The ability to support your ideas, proposals, and positions with the right data is an important competency. People lose credibility pretty quickly when they present suspect data or the wrong data to support their positions. On the other hand, audiences glaze over when too much data is thrown at them - a trap we sometimes fall into when we present more vs. less. We may be hoping that at least something will "stick to the wall" - i.e. that the more data we provide, the better the chances are that we're including the right data that will make a difference to at least someone we seek to persuade
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Perhaps the most compelling upside to heightened levels of skepticism is the opportunity to really differentiate yourself, your competencies, and your ideas. More scrutiny and more critical eyes and ears translate into more daylight between those who can make a real impact and those who may risk falling into a more homogeneous crowd. Your star can shine a little brighter when more people are really paying attention.
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