Today we’re continuing a chapter-by-chapter summary of the book, THE THIRD OPINION. Last time we discussed chapter 1. If you missed it, click here to go listen to it. It’s about 30-minutes long.
Chapter 2 is entitled, “The Three Habits.” Ms. Joni introduced us to these in the first chapter.
The book began with the story of a top leader facing a complex challenge and realizing he needed some help to think through the proper decision. But every time he thought about particular people he could easily disqualify them as fit for the job. He’s going to have to rely on the HABIT OF MIND to solve this problem. He needs a third opinion.
Throughout his career, he has incorporated some trusted outside advisors into his inner circle. Occasionally he’s had to rely on these people as a sounding board. They’re interested in helping him, but they’ve got no dog in the hunt so he trusted them. These aren’t relationships you can cultivate in a moment of crisis. You foster these relationships in anticipation of events where you need the help. This means you have to cultivate your HABIT OF RELATIONSHIP.
Finally, in addition to seeing that this issue needs to be addressed immediately, this leader needs to be able to push away the urgent things on his schedule today in order to deal with it. The ability to tackle many issues on your plate and still make time for surprises is what Ms. Joni calls the HABIT OF FOCUS. Leaders have to be able to distinguish between the essential and the urgent and how now much time to allow for each.
The story of our leader unfolds as he contacts 3 people who give him various levels (and degrees) of help – outside help. A third opinion if you please. His story sparks some questions we should be asking ourselves.
What kind of network have I built, and how and when do I use it?
Are there teachers, mentors, friends, and activities that have been particularly important in my development at some stage in my life?
How do I include my spouse or significant other, family members, and personal friends in my current leadership circles?
When have I had a conversation or ongoing dialogue where I significantly changed my understanding or learned something I did not expect? What were the conditions that led to the insight?
Are there critical areas for me now where I have no thinking partner, or where the thinking partners, or where the thinking partners I have are lacking expertise, perspective or appropriate structural trust?
That brings us to chapter 3, HABIT OF MIND.
The habit of mind means you’ve cultivated the ability to think and lead in a high-speed world of change and interdependencies. There are three facets to this habit of mind: mastery of three levels of thinking, curiosity, self-knowledge, and spotting great talent for your inquiry team.
Today’s leaders must be able to integrate old and new information, plan more flexibly and be ready to redefine the very way they understand their job, company, and market. To do this, leaders have to develop mastery in three basic types of thinking: application, expert, and exponential. Keep in mind, this is an integration of all three kinds of thinking that leaders will find their ability to successfully deliver results over time. 
Application Thinking: Mapping The Known Onto The Unknown
Application thinking is focused on planning and implementing well-understood methods in ways that provide replicable results. This helps leaders readily identify the characteristics of a problem, and with the benefit of experience and history, find a solution. Application thinking consumes the greatest share of most managers’ mental energy.