What is mental model? In its simplest form, a mental model is a mind-set, an established template that results in expectations and assumptions about how any given situation should or will unfold in one’s life. A mental model can be basic, (such as expecting the ice on your front walkway to melt when you sprinkle salt on it) or complicated (such as assuming the discussion with your sister will turn awkward when the subject of her daughter’s failing grades comes up).
Mental models are double-edged swords. They can serve as reference points to help you navigate a wide range of situations in your life, based on past experiences, successes, failures, and personal biases. On the other hand, a mental model can lead you down a path to total disaster (in business and life), even in situations when your choices seem so clear that it would be ridiculous to even question them. (Or so you think.) Here’s an example of the latter:
Shall I turn right or left?
In late January back in 1995, I was driving on the interstate to a ski resort. About an hour into the trip, it began to snow, and within a few minutes, accumulations reached 4 inches. Naturally, I slowed down to a snail’s pace, and after enduring three long hours of crawling my way through nerve-racking, treacherous conditions, I could see my long-awaited off-ramp just ahead on the left-hand lane of the highway. I gently applied the brakes, turned the steering wheel towards the ramp and began my descent down the long left-bending ramp.
Based on a simple mental model, I did everything right. And yet, much to my surprise and temporary horror, something went terribly wrong—and it happened immediately. The back-end of my truck lost traction and the vehicle began slipping sideways. My mental model would’ve had me turn the wheel even harder to the left to get the car moving in the direction I’d intended for it to go. If I’d stuck to that model and continued turning the wheel to the left, I would’ve eventually lost control, spun-out, and ended up in a ditch. Fortunately, I recognized that the situation called for and action which would counter most people’s intuition, and I had no choice but to let go of that model.
The “Go-Cart / Dirt Road” Model
When I was growing up in rural Virginia, our house was located at the end of a mile-long dirt road, and I frequently raced my go-cart at breakneck speeds around the twists and turns of the winding lane. There was a particularly tight 90-degree turn that required serious navigation skills; if I took it slowly, everything went smoothly, but if I went too fast, the backend of the cart would slide, and I’d end up in a ditch—sometimes with the cart on top of me.
I was frustrated with having to slow down every time I encountered that turn, but landing in a ditch was not very enjoyable. Eventually, and with much comical trial and error, I developed a tactic that allowed me to maintain my inappropriately-high speed without losing control of the cart: If I gently steered in the opposite direction of my turn, (i.e. steering the wheel toward the right for a left-hand turn)—and if I was careful to not over-correct, I could safely “drift” the cart around the turn with ease, remaining upright, and maintaining my speed.
Needless to say, decades later, the go-cart experience and model I mastered came in handy when faced with this potential disaster on the slippery, snowy highway, and in doing so, I was able to gently “drift” the vehicle down the slick ramp. Within a few seconds, I regained control of the truck and safely resumed my travels.
The concept of adjusting your mental models. In this case, when navigating a snow laden road, is pretty much a no-brainer. However, navigating away from your customary mental models becomes way more subtle and nuanced (and tricky!) when it involves human interactions and relationships.
What the hell does this have to do with business?
Here is another example of how going on automatic pilot with one’s mental models can eventually lead to trouble. I’ll use a widely accepted mental model in the sales profession known as “The ABC of Sales: Always Be Closing.”
Jill, a rep in the Financial Services Industry, was prepping for a big close that held the promise of delivering over $100,000 in commissions. Ted, a colleague, was coaching her with mock objection scenarios.
“I don’t think I can afford you,” Ted said. “That’s easy,” Jill replied. “We can offer you a payment plan.” “Okay, here’s another one: This isn’t a good time for me to invest so much of my working capital.” “When would be a better time?,” Jill answered. “The sooner you invest, the more interest your money will accumulate over time.” Ted continued offering objections, and Jill continued generating solutions that resulted in her sealing the deal.
After about an hour of going back and forth with Ted in this manner, Jill felt ready to face her big close. She’d be meeting with Joe Walters, the CEO of a locally owned aluminum company, and felt confident she had this account in the bag.
As she entered the office, Mr. Walters was reclining in his black leather chair in a posture that didn’t feel welcoming. As she sat down, Jill spotted the neatly-bound proposal packet sitting on his desk. She’d delivered this to him a few weeks before, and it was stuffed underneath a much larger blue binder, seemingly-unopened. “He hasn’t even read it!” she thought to herself. “This is either really good or very bad.”
“Thanks for meeting with me again, Mr. Walters,” Jill said. “I know you’re a busy man, so I’d like to just jump right in here, and discuss finalizing your investment plans.” (Closing Attempt #1” for Jill.) Mr. Walters seemed distant and a bit put-off, giving her a half-smile, and nodding his head perfunctorily. Jill continued: “Before we begin, are there any questions you have for me?” “Not really,” he responded. “Great,” she said. “Let’s review the benefits of your…” That won’t be necessary,” Mr. Walters said, abruptly cutting her off. “I’ve decided this discussion isn’t a good use of my time.”
This was definitely a curve-ball Jill had not rehearsed with Ted. Remaining steady and focused on closing the deal, she gathered her wits as best as she could, and attempted to handle this unexpected response: “What part of the proposal might I revise in order to make the plan more suitable to you?” “Nothing,” he said flatly. Now she was feeling desperate, and offered, yet another option, simply to keep the conversation going: “Would you prefer to have another associate from our firm weigh in on some of these investment suggestions?” “Absolutely not,” he responded gruffly.
The conversation was deteriorating. The more Jill insisted on following her A-B-C Model for Closing, the more her chances of actually closing were dwindling before her eyes. Her mental models were clearly failing her. What she needed to do was shift gears entirely—assess the situation quickly, and proceed with a whole new model that would correlate directly with the elements of this particular scenario that was currently heading in the opposite direction she’d originally imagined (and for which she’d “rehearsed” with Ted).
Last year, Jill had attended a workshop that introduced a simple approach for succeeding in the world of sales, and it employed the acronym: ABH: Always Be Helpful. It was a straightforward concept: Set aside your own self-serving agendas. Listen deeply. Ask thought-provoking questions, and find out how you can help this person sitting across from you—either personally or professionally. How can you help? The range of helpfulness will always be wide—and anything from a movie recommendation to skilled financial advice can be offered up.
Jill had come into this meeting focusing solely on closing the deal. She’d essentially become a slave to her mental model of how she should proceed in this discussion, and how it was all going to play out. Her mental model did not include her considering or learning about the needs of the client whatsoever. As a result, the interaction had essentially desolved into a tug-of-war. Mr. Walters was hell-bent on rejecting Jill’s proposal, and Jill was hell-bent on countering his every objection with a “logical solution.”
Luckily, a bell went off in her head, and she recognized the need to drop her mental model entirely and shift her approach.
The ABH Model In Action
With the ABH model in mind, Jill started again: “It seems you’ve not yet read the proposal I put together for you—is that so?” “Correct,” Mr. Walters replied. “I’m assuming you’re not inclined to invest with anyone at this time—whether it’s with me, with another adviser, or even with another firm—am I right about that?” “Yes, you are correct on all counts,” he said, and Jill noticed his posture beginning to relax.
Rather than returning to questions intended to convince Mr. Walters to close, she continued with the Always Be Helpful model, focusing entirely on his needs, with a genuine desire to be helpful regardless of any direct benefit to her: “It seems clear to me that something’s weighing on your mind, and I’d like to help in some way, if possible. Is there a connection you’d like to make with someone in a particular industry, or within a particular organization, that, perhaps, I can help expedite for you?” “Actually—yes,” he said. “Two weeks ago, my brother passed away, and I am now the legal guardian of his 5 year-old son. My wife and I are totally overwhelmed and have no kids of our own, and we don’t know where to begin with navigating all of the emotions this little guy is experiencing right now. Is there someone you know who could help us?”
Your willingness to be flexible is THE KEY
What if we were always prepared for the possibility of having to change our mental models without warning? In business endeavors and in our personal lives, too, mental models help us prepare and navigate the various situations we face on a daily basis. But when we stubbornly cling to our mental models—refusing to adjust according to the circumstance at hand—in some cases they can prove to be shockingly disastrous. Obviously, having a wide range of responses to choose from is advantageous—especially when a situation changes directions abruptly, or when we’re presented with a scenario we’d not even considered. And your willingness to be flexible is the key.
I’ll leave you with another thought worth exploring regarding selecting the appropriate mental models and how it will affect your choices and subsequent actions. If Jill had used the Always Be Helpful model with Mr. Walters form the beginning of the meeting, how might that interaction have unfolded differently? What if Jill had employed the ABH model during their very first encounter?
If you’d like to explore the topic of employing metal models further, check out “Smarter Faster Better” by Charles Duhigg.
