In the example here, Lee is a Sr. VP for a large organization. Although busy, Lee still wants
to congratulate Syd for attaining the best ratings on a recent customer service survey. Lee’s
assistant, also very rushed, calls Syd and says: “Lee wants to talk with you about sales. Can you
come at 3 p.m. today?”
Read the left-hand column from bottom to top (from #1 to #6). Next, do the same with the
right-hand column.
HOW TO USE THIS LEADERSHIP TOOL
“We live in a world of self-generating beliefs which remain largely untested.”
—Peter Senge et al., THE FIFTH DISCIPLINE FIELDBOOKWEB WORKSHEET
Use the workspace provided to clarify and test your assumptions and beliefs. Sketch out a
Ladder of Inference for a miscommunicationyou were involved with recently. Start with the bot-
tom rung of the ladder, and work up to #6.
SECTION 15 TOOLS FORTAKINGCARE OFYOURSELF 463
“I’d better get well-prepared and go in with all
the sales data.”
“I’ll bet Lee is going to go through the roof over
this one.”
“Lee must be concerned about our low
Canadian sales figures.”
“Sales? They were good last month except for
Canada.”
“Sales? I just got this month’s report. Lee must
be calling about that.”
“The telephone call was very brief and much
more curt than normal.”“I’d better work this out so we don’t lose Syd’s
sales leadership completely.”
“Syd wants to take medical leave. I can’t lose
my best sales leader!”
“The medical checkup must have gone badly.
Syd must be looking for leave.”
“There’s something wrong here. Syd has been
having lots of health problems lately.”
“Syd should be happy, yet looks very dis-
traught.”
Syd arrives, very nervous, toting many files. Take action Draw conclusions Make assumptions Make senseSelect data An experienceSyd’s Lee’s
inferences before the meeting Ladder step inferences during the meetingBriefly describe the miscommunication situation: