Learning and Leading in Ministry: Chapter Twenty-Two

Assumptions Are Dangerous

Learn communication.

During rush hour on August 1, 2007 , the I-35W bridge over the Mississippi in Minneapolis , Minnesota collapsed, plunging dozens of cars and riders into the river. The disaster caused a huge traffic snarl, called public infrastructure into question, and created a public outcry. But not one driver has been faulted for negligence in driving over the bridge without first making sure it would bear the weight of an automobile. Why? Because, as drivers, we rightfully assume that architects and engineers designed the bridge to carry the load. Such assumptions are necessary risks. In routine living, we have to take a whole lot for granted or else we would be immobilized by checking everything out before we act. Do you want to verify that every bridge you cross on the highway will hold you up? Do you want to lab test every bite of food you get in a restaurant? No. We can make reasonable assumptions about many things in life.

By definition, however, assumptions are dangerous. To assume means to believe something without proof or investigation. In leadership, we assume that people know what we are talking about. We assume that they share the same goals as ours. We assume that they know the basics of a plan or project before we turn a job over to them. We assume they listen, they think, they understand and that they will follow the rules. Leaders need to grasp the fact that they can rise or fall on the validity of their assumptions.

While we cannot guarantee one hundred percent accuracy, the best defense against false assumptions remains thorough communication. Anything that you believe to be critical to a project or plan must not be left to the vagaries of assumption. People cannot read your mind. If you are curious about what can go wrong if you walk away from a situation without dispensing a complete plan from stem to stern, just go online and Google Murphy’s Law. My favorite version is this: “If there is a possibility of several things going wrong, the one that will cause the most damage will be the one to go wrong. (Extreme version: If there is a possibility of several things going wrong, the one that will cause the most damage will be the FIRST to go wrong.)” Then, there is the 344^th Law of Communication. “The inevitable result of improved and enlarged communications between different levels in a hierarchy is a vastly increased area of misunderstanding.” It’s not quite that bad.

There are several reasons why leaders fail to communicate comprehensively. They have already thought through the plan and mentally, they have projected themselves beyond it. They overestimate the ability of their subordinates to understand the process. They become impatient, bored, overanxious or feel pressured by a deadline. Or maybe, they themselves don’t know what they’re talking about and they hope their subordinates can figure it out!

Communicate more than you think is necessary, and always leave open the possibility to explain even further.  If you make your people feel stupid for asking questions, you cut your own throat. The more they know, the better they can produce the work. In addition, tell why you want them to do something, not just what you want them to do. You increase the value of your followers when you include them in the whole reasoning process.

In leadership, your best assumption is to assume nothing until you know enough about your people.