THINK was the one engraved sign that adorned the desk of Thomas Watson, founder of the world’s most powerful technology company. In the 1950s, IBM had over a 50% market share, and Watson’s rulings reverberated round the globe. For decades, THINK inspired and admonished friend and foe alike.
THINK resonated more brightly in Marla James-Swanberg’s memoir of her blessed and witty 103 year old mother. While rummaging through Arlene’s scraps of paper, Marla found this gem:
“I think we can all agree that words, and how we say them, make all the difference on how our statements come across. My mom had a little paper that said: Before you speak, think. If you have seen this before it is always good to be reminded. I personally have to “THINK” about this quite often! Maybe it will help you too!
T …. Is it True?
H … is it Helpful?
I … is it Inspiring?
N … is it Necessary?
K … is it Kind?
Marla commented: “Wow, that is a lot to THINK about before speaking – maybe I will just try to speak slower or sometimes maybe not at all!”
My grandmother used to say, “If you don’t have something nice to say, don’t say it.” She lived by that principle, and I never heard her say a bad thing about anyone in forty years.
On my desk is less prosaic version of THINK that contains nine simple marks:
+ + +
= = =
? ? ?
These three sets of symbols remind me to: (1) pronate positively and offer words of personal affirmation; (2) be balanced in judgments and decisions; and (3) assume positive intent. These three simple approaches have been invaluable guiding thousands of calls over the years. I regret the few times I have strayed from these principles.
Affirmation offers the best return on investment in the history of mankind. Compliments are costless, and they repay themselves many times over. Some bosses believe begrudging praise reinforces a higher standard. This logic has merit: best not to damn with faint praise. Better still to err in offering a glass half full than half empty. It is no coincidence that the THINK acrostic contains three affirmations: to be Helpful, Inspiring, and Kind.
Balanced judgments are harder. Yet this is the first imperative of the THINK acrostic – is it true? As Thinking, Fast and Slow reminds us, much care is required to ameliorate inherent biases. For more on this topic, see Seeking Alpha: How Investors Derive Signal from Noise.
Assume positive intent. Essential in multicultural settings, our global venture firm adopted this principle from a multinational operating in over 150 countries. Assuming positive intent is also vital when in close relationships. In Visual Intelligence, Amy Herman notes that we see things differently even when looking at the same picture. If a picture is worth a thousand words, a good question is worth more. Good questions often unveil common underlying assumptions enabling reasonable people to find common ground when we take the time to explain ourselves and understand others fully. This may be the Necessary part of THINK.
Leaders should choose their words carefully. In Board meetings, Directors typically have airtime for just 2-3 remarks, and a good question is worth more than a good comment. In a corporate setting, leaders comments are dissected by staff in cubicles across the company. THINK is thus useful guidance for both Board rooms and dining rooms.
On the slip of paper beside my computer, I have now added the THINK acrostic next to my nine symbols. While my desk in my mostly paperless office is clean, this slip of paper has stood the test of time. Perhaps it may be helpful to you as well.
THINK – Related Concepts
THINK is an Atomic Habit using a Checklist calculated to make our comments count. Another version of this is What? So What? Now What? High on Maslow’s Hierarchy of Needs, affirmation offers Positive Reinforcement instilling loyalty and commitment. THINK adheres to the principles Do No Harm and Be Exothermic!
THINK suggests that, in many contexts, speaking is a Think Slow exercise to avoid the Collateral Damage of negative commentary. Speaking is a One Way Door Decision – it is hard to retract comments once said – and may involve personal Escalation of Commitment. Comments may involve an Opportunity Cost if they divulge secrets or undermine the advantages of Asymmetric Information. Comments may reveal Narrative Bias, contribute to Information Overload and muddle conversations with Noise rather than Signal. In these situations, THINK encourages one to consider Errors of Commission and Omission when speaking.