ability.” Two heads are better than one—when they are thinking in the same direction. It’s like harnessing two
horses to pull a wagon. They are stronger pulling together than either is individually. But did you know that when
they pull together, they can move more weight than the sum of what they can move individually? A synergy
comes from working together. That same kind of energy comes into play when people think together.

5. Shared Thinking Returns Greater Value than Solo Thinking

Because shared thinking is stronger than solo thinking, it’s obvious that it yields a higher return. That
happens because of the compounding action of shared thinking. But it also offers other benefits. The personal
return you receive from shared thinking and experiences can be great. Clarence Francis sums up the benefits
in the following observation: “I sincerely believe that the word relationships is the key to the prospect of a
decent world. It seems abundantly clear that every problem you will have—in your family, in your work, in our
nation, or in this world—is essentially a matter of relationships, of interdependence.”

6. Shared Thinking Is the Only Way to Have Great Thinking

I believe that every great idea begins with three or four good ideas. And most good ideas come from
shared thinking. Playwright Ben Jonson said, “He that is taught only by himself has a fool for a master.”
When I was in school, teachers put the emphasis on being right and on doing better than the other students,
rarely on working together to come up with good answers. Yet all the answers improve when they make the best
use of everyone’s thinking. If we each have one thought, and together we have two thoughts, then we always
have the potential for a great thought.

HOW TO ENCOURAGE THE PARTICIPATION OF SHARED THINKING

Some people naturally participate in shared thinking. Any time they see a problem, they think, Who do I
know who can help with this? Leaders tend to be that way. So do extroverts. However, you don’t have to be
either of those to benefit from shared thinking. Use the following steps to help you improve your ability to
harness shared thinking:

1. Value the Ideas of Others

First, believe that the ideas of other people have value. If you don’t, your hands will be tied. How do you
know if you truly want input from others? Ask yourself these questions:

Am I emotionally secure? People who lack confidence and worry about their status, position, or power

tend to reject the ideas of others, protect their turf, and keep people at bay. It takes a secure person to

consider others’ ideas. Years ago, an emotionally insecure person took a key position on my board of

directors. After a couple of meetings, it became obvious to the other board members that this individual

would not positively contribute to the organization. I asked a seasoned leader on the board, “Why does

this person always do and say things that hinder our progress?” I’ll never forget his reply: “Hurting people

hurt people.”

Do I place value on people? You won’t value the ideas of a person if you don’t value and respect the

person himself or herself. Have you ever considered your conduct around people you value, versus those

you don’t? Look at the differences:

If I Value People If I Don’t Value People

I w ant to spend time w ith them I don’t w ant to be around them

I listen to them I neglect to listen

I w ant to help them I don’t offer them help

I am influenced by them I ignore them

I respect them I am indifferent