Guest Lecture Presented by The Twit Bec Payne, People and Culture Manager, to Elite Altitude Finishing School for Lady Executives
Bec adjusts the lectern with quiet dignity.
“Before we begin, students, I should acknowledge the motto of this distinguished academy, to which I owe the honour of delivering today’s lecture.”
She gestures respectfully towards the crest of Elite Altitude, Veritas est Negotiabilis. Truth is Negotiable.
“It is, of course, one of the finest institutional mottos in contemporary executive education.”
She pauses.
“However…I hope you will indulge me if I offer a modest contribution of my own.”
Bec produces a small card from her folder. Consensus Ante Veritatem. Consensus Before Truth.
“I have long regarded this as a useful companion principle. You see, truth frequently requires investigation. Consensus merely requires attendance.”
The students nod appreciatively.
“Truth can divide an organisation. Consensus brings people together. Occasionally around the wrong conclusion. But together nonetheless.”
She smiles warmly.
“And after all, students, culture is about belonging. Belonging depends on consensus. Consensus depends on judgement.”
Bec pauses, “More accurately… upon someone else’s judgement. Which brings us to today’s lesson.”
The Delegation of Judgement
Bec takes a breath, “Today we shall discuss one of the most important leadership skills in the modern workplace that will bring about consensus and belonging: Judgement. And more specifically… how to avoid exercising it.”
A Labour of Devotion
“For many years I laboured under a common misconception. I believed judgement required analysis, investigation and independent thought.
“Fortunately, experience has corrected this misunderstanding: The mature professional eventually discovers that judgement is a burden best shared with others. Ideally everyone.
“You see, students, the modern executive no longer asks, ‘What actually happened?‘ She asks, ‘Who has already formed an opinion?’
“This saves an astonishing amount of time: Independent judgement carries with it certain unpleasant obligations. One must examine documents. Interview witnesses. Resolve contradictions. Distinguish evidence from assertion.
“None of these activities contributes meaningfully to organisational harmony.
“Far better to identify the person with the strongest convictions and simply… adopt them. After all, confidence is frequently mistaken for competence. And certainty has a wonderfully reassuring quality.
“Particularly when someone else is responsible for it.”
The Efficiency Dividend
Bec continues, “One of the greatest inefficiencies within any organisation is unnecessary duplication. Why should several intelligent professionals each arrive independently at precisely the same conclusion?
“Surely one is sufficient. Students frequently ask, ‘But Bec, what if an exceutive’s judgement is mistaken?‘
“An excellent question.
“It has never arisen.
“Not because mistakes are impossible. But because once judgement has been delegated, correctness becomes largely academic.
“The objective is not to discover the truth.
“The objective is to ensure organisational alignment.
“There is a profound difference. Imagine the administrative burden if every manager insisted on reviewing the evidence personally: Interviews. Documents. Emails. Chronologies. Context.
“No organisation could function under such intolerable conditions.
“Fortunately, one confident opinion is generally capable of sustaining an entire management structure.
“Provided everyone displays the proper degree of professional trust.”
A Loaded Question
A hand appears timidly at the back of the lecture theatre.
“Yes, StudentThatWillRemainNameless?” (The Editor has withheld the student’s identity for obvious career reasons.)
STWRN, “Miss Payne… may I ask a question?”
“Of course.”
STWRN, “If the delegation of judgement is such an important leadership skill…”
“Yes?”
STWRN, “…why isn’t David Munday giving this class?”
Bec looks amused, “He was. I simply delegated the lecture to myself.”
Editor’s Note
The Editor is pleased to report that StudentThatWillRemainNameless was not subsequently expelled from Elite Altitude.
At least not immediately.
Nor, so far as the Editor has been able to establish, was the student ever again troubled by curiosity.
Canon to Consensus Ante Veritatem
Charlotte rises slowly from the front row.
The applause subsides.
“Students, please.”
She waits until complete silence has returned, “Miss Payne has today rendered a signal service to executive education. Many of you will imagine this afternoon’s lecture concerned judgement.”
She smiles, “It did not. It concerned freedom.”
A murmur passes through the theatre.
“The freedom from endless investigation. The freedom from burdensome analysis. The freedom from arriving independently at conclusions that others have already reached.”
She pauses, “These freedoms should never be underestimated. Young executives frequently labour under the touching misconception that success belongs to those who ask the best questions.
“It does not.
“It belongs to those who recognise when the questions have already been answered.”
Another pause.
“By somebody.”
She folds her notes.
“As your careers advance, you will discover that organisations reward many qualities: Initiative. Leadership. Collaboration.”
She smiles.
“They reward consensus even more.”
Her expression softens.
“I therefore commend Miss Payne’s companion motto to you: Consensus Ante Veritatem. It deserves a permanent place alongside the Academy’s own.”
She looks once more towards the crest.
“Veritas est Negotiabilis. The two principles complement one another beautifully. If truth is negotiable… it is only courteous to negotiate it together.”
Charlotte closes the folder.
“Class dismissed.”
Leave a comment