Sep 28, 2026 · 6 min · 4 segments
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…
Digby ScottHost
Do you ever hear statements like this from your people? The analysis is sound, so the decision should obviously follow.

Because as smart as your people are, without the broader context, their ideas still might not land.

So a researcher called Gerald Ferris and his colleagues found that being clever and being able to read a room are totally unrelated capabilities.

And there was this later work in the same field that found that the ability to read a room predicts performance over and above intelligence.

Most of us are going to assume that our people will absorb the context the way we think we did by being around long enough, just by kind of osmosis.

But if you ask yourself how you actually learned it, I reckon it was one of two things.

Either someone told you or you got burned badly enough to work it out for yourself.

So what do you actually teach them? I reckon there's three things your people need to weigh up when they're trying to get an idea across the line.

Do you ever hear statements like this from your people? The analysis is sound, so the decision should obviously follow.

Because as smart as your people are, without the broader context, their ideas still might not land.

So a researcher called Gerald Ferris and his colleagues found that being clever and being able to read a room are totally unrelated capabilities.

And there was this later work in the same field that found that the ability to read a room predicts performance over and above intelligence.

Most of us are going to assume that our people will absorb the context the way we think we did by being around long enough, just by kind of osmosis.

But if you ask yourself how you actually learned it, I reckon it was one of two things.

Either someone told you or you got burned badly enough to work it out for yourself.

So what do you actually teach them? I reckon there's three things your people need to weigh up when they're trying to get an idea across the line.
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