What we know matters. But what we know others know can make or break a deal. Professor Steven Pinker joins host Brett Hendrie to talk about common knowledge — what everyone knows that everyone knows, why it’s crucial to business and negotiation, and how shared understanding helps people get work done.

Show notes:

[0:00] Brett Hendrie on moments of shared understanding

[0:58] Meet Harvard professor Steven Pinker, who joins the episode to talk about his new book When Everyone Knows That Everyone Knows.

[2:28] What is common knowledge?

[3:49] Steven was drawn to the topic because so much of language is what we don’t say… and he began to wonder why we don’t say it.

[4:20] “Netflix and chill” is the perfect example of common knowledge in practice.

[5:33] How common knowledge can shape advertising and marketing

[7:59] It can also influence markets — think speculative bubbles, bank runs and trust in financial institutions.

[11:01] Negotiations are often only successful because of common knowledge.

[14:57] Complete openness and transparency can backfire — see Bridgewater Associates — and this is where things left unsaid (but still understood) can fill the gaps.

[18:01] What do we lose with less common knowledge in a remote or hybrid work environment? Those physical social cues — blushing, glaring, staring — communicate a lot in the end.

[19:51] In a world of information bubbles, common knowledge is getting fractured.

[21:09] What’s left unsaid has lots of value. “I think the genteel hypocrisy and innuendo and euphemism makes social life possible — but that sometimes gets in the way of actually transacting the business of life. And that balance is, I think, what we call tact, savoir faire, social skill — not being too far along one end of the spectrum. And what I think a lot of that consists of is knowing what to put in common knowledge and what to keep out of common knowledge.”

If you enjoyed this episode, why not give some of our back catalogue a listen? If you want to dig deeper into the psychology of the world around us, check out our discussions with Malcolm Gladwell on how our shared stories shape our world, or Michael Bungay Stanier on the secrets to coaching others.

Make sure you subscribe to this podcast on Apple, Spotify, YouTube, or wherever you get your podcasts — and please consider giving the series a five-star rating.

To explore more leadership tips and tricks from the Rotman School of Management, check out our Rotman Executive Summary podcast, featuring the latest research and thought-leadership from our esteemed faculty. Check it out on Apple, Spotify or wherever you get your podcasts. And be sure to subscribe to the Rotman Insights Hub bi-weekly newsletter for even more insights shaping business and society.

We’ve all been told to “trust our gut.” But how do you know when intuition is steering you right — or leading you astray? In this episode, host Brett Hendrie explores the science and strategy behind gut feelings with Laura Huang, professor of management and organizational development at Northeastern University. She explains why our gut is always right, how we can train ourselves to listen to what it’s telling us, and how to turn that intuiting process into a real decision-making tool — not just a hunch.

Show notes: 

[0:00] Brett Hendrie reflects on what it means to really listen to your gut. 

[1:19] Meet Laura Huang, professor of management and organizational development at Northeastern University, and author of You Already Know: The Science of Mastering Your Intuition. 

[2:15] What is our gut instinct and how does it differ from intuition?

[5:03] Why is it important to disentangle our intuition from our emotions? (Hint: give yourself time.)

[6:59] There are four types of decisions we need to make — simple, complicated, complex and chaotic — and we should really only use our gut for the latter two. 

[9:24] Your gut never lies. It’s 100% accurate. Why? Because it’s more like a compass than a right/wrong switch. 

[11:34] Our gut and intuiting process — like most things in life — aren’t linear. They pull data points from across our lives. 

[13:12] The three types of gut reactions: Eureka, Aha and Uh-Ohs.

[15:55] To train yourself to trust your gut, start by identifying what type of reaction you’re having. (What is your body actually telling you?) 

[16:19] Training tip: Consider the rule of three (meet someone in three different settings) to test your gut. 

[19:09] Become an “expert novice.” Think brushing your teeth with your non-dominant hand. Try that, but with a job task. 

[21:39] What’s collective intuition? 

[22:02] Your gut is like a whisper trying to break through the noise around you. “And so we kind of shove that aside, and the more we shove that aside, the more the whispers are buried in this sea of screams, and so I would say, listen to what whispers and not what screams. And the more we do that, the more we'll be able to master our intuition.”

If you enjoyed this episode, why not give some of our back catalogue a listen? To stay on theme, check out our conversations with Richard Davis on mastering your ability to judge people, or Nuala Walsh on tuning out the wrong type of information when making decisions.

Make sure you subscribe to this podcast on Apple, Spotify, YouTube, or wherever you get your podcasts — and please consider giving the series a five-star rating.

To explore more leadership tips and tricks from the Rotman School of Management, check out our Rotman Executive Summary podcast, featuring the latest research and thought-leadership from our esteemed faculty. Check it out onApple,Spotifyor wherever you get your podcasts. And be sure tosubscribeto theRotman Insights Hubbi-weekly newsletter for even more insights shaping business and society.

In a world that never stops asking for more, how can we focus on what truly matters? In the season premiere of Visiting Experts, Brett Hendrie sits down with Oliver Burkeman, author of Meditations for Mortals and 4,000 Weeks: Time Management for Mortals, to explore the power of accepting our limits.

Oliver shares insights on why striving for perfection can hold us back, how embracing imperfection can unlock ambition, and why small, deliberate actions often lead to the biggest impact. From navigating work and life like a kayak on a river to tackling intimidating tasks “one step at a time,” this conversation offers practical strategies for reclaiming control, reducing stress, and making time for what counts.

Show notes

[0:00] Brett Hendrie reflects on the myth of “zero inbox” 

[1:26] Meet Oliver Burkeman, author of 4,000 Weeks: Time Management for Mortals and Meditations for Mortals, expert on productivity, time management and personal effectiveness.

[3:39] Understanding what it means to be a finite human in an infinite world, and how embracing your human limits can be freeing. 

[5:52] The dangers of perfectionism in professional and personal life, and why imperfectionism can boost efficiency.

[7:19] Making conscious trade-offs instead of trying to do everything: practical tips for prioritization and decision-making.

[9:10] Oliver’s “kayak vs. superyacht” analogy for navigating uncertainty and making meaningful progress in life and work.

[10:37] Long-term, detailed plans for change can be destined for failure. Instead, start small: take action today without trying to control every outcome.

[12:21] The “just going to the shed” concept: confronting tasks and projects you’ve been avoiding to reduce decision paralysis and procrastination.

[14:43] The liberating idea: every choice on how you spend your time has a cost, and once you accept that reality, you’re free to choose which set of costs you’re willing to pay. 

[16:42] Integrating imperfectionism with realistic ambition to achieve more without burnout.

[19:14] Applying these ideas as a leader or manager: balancing control and autonomy to empower teams and increase organizational productivity.

[21:18] “Obviously, what people want is like the three practices you can do every day, and then you've got this nailed. But a big part of what I'm trying to say in this book is life doesn't work like that. And so, if you actually want the change, I think you do need to work on developing the patience to sort of try these things bit by bit.

“If you were to ask me for like, what's one thing that people can do, then my answer would be: there is something in your work or your life that you know is really meaningful to you… Do 10 minutes of that thing today and actually do it.”

To explore more leadership tips and tricks from the Rotman School of Management, check out our Rotman Executive Summary podcast, featuring the latest research and thought-leadership from our esteemed faculty. Check it out on Apple, Spotify or wherever you get your podcasts. And be sure to subscribe to the Rotman Insights Hub bi-weekly newsletter for even more insights shaping business and society.

Big ideas. Bold conversations. Rotman Visiting Experts returns September 30. Join host Brett Hendrie as he chats with the influential thinkers and leaders featured in our acclaimed speakers series. This season, learn how to embrace imperfectionism, master your intuition and lead like a maverick.  

Season 4 launches September 30 — follow now so you don't miss an episode. 

Every search, like, and click leaves a trace — but what do these digital breadcrumbs really say about you? Author and professor Sandra Matz joined host Brett Hendrie to explore the psychology of data and how businesses use this information to build detailed profiles, predicting everything from your personality to your spending habits. How much do they really know, and what can you do about it? 

Three takeaways

1. What you do online says so much more about you than you realize. Even the words you use in social posts can be telling about your personality. If you use lots of self-centred language (I, me, myself), it can actually be a sign of emotional distress. And studies from nearly a decade ago show that by simply analyzing a person's Facebook likes and follows, AI can be better at predicting someone's personality than their closest friends and family.
2. And businesses can use this information to influence their consumer behaviour. Matz worked on one study with a beauty retailer that proves the point. For outgoing extroverts, language on the ads highlighted the fun nights ahead, while for introverts the ads focused on self-care at home, and the campaign was hugely successful. But Matz warns, leaders need to be very cautious about using this type of information; after all trust is easily broken and it's a fine line between giving people exactly what they want and need from a company and manipulation.
3. Finally, when it comes to privacy issues, Matz warns it's not your social posts people should be most concerned with. It's our phones. The apps on our phones often have complete access to our photo galleries, location data, and even message history. Managing your data privacy can be a full-time job, but for folks who want to take a first step, she recommends being way more mindful about the permissions you give to companies when downloading your next app or game.

Is inclusion the secret to high-performing teams? In this episode of Rotman Visiting Experts, Brett Hendrie sits down with Anne Chow, former CEO of AT&T Business and author of Lead Bigger, to explore why true inclusion goes beyond DEI—and why leaders who embrace it outperform those who don’t. From creating psychologically safe workplaces to rethinking flexibility and performance metrics, Chow shares practical insights on how leaders can cultivate cultures where employees — and businesses — thrive.

Three takeaways

• Inclusion has been stuck on the end of the DEI acronym. To Chow, inclusion is more than just representation. It's broadening our perspectives and ensuring the voices of all our stakeholders — from employees to regulators to unions to media to customers — are heard and considered. The world is changing, and the better leader will be one with a diverse perspective.
• Inclusive leadership starts with caring about your employees. Chow reminds bosses that people don't have a work life and a personal life. They have one life, and it happens to consist of both work and personal obligations. "You as a leader, you have the relationship with the person based on the professional dimensions of their life, but it is incumbent upon you to respect the boundaries and the priorities of their personal life," she says. "And what that means for you as the inclusive leader is that you must put in place performance measures, accountability, clarity, as well as benefits and support structures that enable people to live a meaningful life that has professional and personal goals and contributions." And right now, the key for most leaders will be around flexibility.
• A good manager or leader will help employees thrive in their job. Team members will never lack understanding of where they are in their job, how they're doing in relation to their peers. They will know what skills they need to advance and feel their leader has provided them the resources they need to succeed. A great manager will help their people thrive in their careers, never forgetting that their current job is just one small part of the entirety of their work life. "They recognize and seek in you a potential that goes beyond your current job," she says.

The world feels more divided than ever, with anger permeating every level of society. For leaders, this creates challenges that range from difficult to seemingly impossible. How can they manage anger among employees, stakeholders, and external pressures? In the latest episode of Rotman Visiting Experts, Professor Karthik Ramanna discusses his new book, The Age of Outrage: How to Lead in a Polarizing World, and shares a practical framework for navigating these turbulent times.

Three takeaways

1. We're living in a very stressful time. Technological changes, like the advent of AI; societal shifts, such as an aging demographic; and a loss of trust in public institutions make us all a bit more...well, angry. The first thing leaders need to accept is that it's not one issue that's creating the conditions for the "age" of outrage; it's many. And if we can accept that we're living through a more polarizing time in society, we can start to address these issues more head-on.
2. Perhaps it's time those stereotypical "a-type" leaders — replete with courage, justice and wisdom — take a back seat to an oft-neglected virtue: temperance. Moderation might be key as we navigate these trying times, and Ramanna reminds listeners that some of the most influential and impactful leaders of our time have been temperate ones. Let your people - your team, your stakeholders, your customers - come to you with the right solutions; listen and trust that the processes you've put in place will help the right course of action bubble from the bottom up.
3. Leaders have limitations. You will always a) be seen as part of the problem by at least some of your stakeholders, and b) you can't solve every issue that comes across your desk. According to Ramanna, if you are clear about what issues you can own — that is identify, and offer up solutions for — then you can better manage the challenge of knowing that you can't fix everything. It's really about being authentic to your organization's values. Don't promise to solve climate change if you're an oil company; and if you can't stand behind your diversity, equity and inclusion efforts in the face of pushback, perhaps don't trumpet them to begin with.

How do small, targeted actions create massive ripple effects in business and society? Malcolm Gladwell joined host Brett Hendrie to discuss his latest book, Revenge of the Tipping Point, unpacking the hidden forces behind epidemics, the power of overlooked metrics, and the stories that shape our world.

Head over to our YouTube channel to watch this conversation as well!

Three takeaways

1. Epidemics, be they health or societal, are often started by a very, very small number of individuals. Gladwell points to the opioid epidemic in the U.S. While it's had a massive impact on hundreds and thousands across the U.S. (and beyond), the root of the crisis owes its thanks to Purdue Pharma, which relentlessly targeted just a small handful of doctors. By micro-targeting a handful of physicians willing to over-prescribe painkillers, Purdue engineered a national crisis.
2. We're often shaped by narratives in ways we aren't always aware of, and they tend to be more community and locally based than we realize. Gladwell uses the concept of "overstories," that is how the upper canopy of a forest shapes life below it, to explore how these stories — say Canada's pride in multicultralism and immigration — can shape entire nations. As we become increasingly digitized and decentralized in our community identities, it's worth considering which new "overstories" are shaping how we interact with the world.
3. The law of a few — that epidemics are shaped by just a few individuals, often with unique gifts — was one of Gladwell's most enduring concepts introduced in The Tipping Point. This time around, he introduces us to the idea of "the rule of thirds." You don't need a majority or even an even split to achieve critical mass, particularly with positive societal change. Instead, looking at the niche example of women in male-dominated fields, critical mass might simply be "too many to ignore."

The world is a noisy place, and we often listen to the wrong information, leading to poor or conflicted choices. Can we learn to make more informed, wiser decisions? Nuala Walsh joined Visiting Experts host Brett Hendrie to explain how and talk about her new book Tune In: How to Make Smarter Decisions in a Noisy World...it's worth tuning into to the conversation!

Three takeaways

1. Poor decision-making has a very real cost. Forbes estimates it costs Fortune 500 companies $250 million annually, and Walsh thinks that's underestimating the challenge. And that doesn't even begin to explore the human consequences of certain types of decisions. Leaders often look for the easy answer, and will blame bad choices on poor timing or other external factors. To Walsh, this is bad news. You can't learn to make better choices if you're never taking accountability for your bad ones. Considering the high price tag of bad decisions, it's time leaders take an inward look.
2. We often trust what we can see. But Walsh worries about "deaf" and "dumb" spots - the information we're not hearing or saying (either because we're chosing not to hear or say it). In particular, leaders might need to get out of their comfort zone and be ready to hear truths that make them uncomfortable (so ditch those syncophatic fans on your management team!). But importantly, they need to make sure they're creating not only a psychologically safe culture where people feel they have permission to speak up, but that there are other safeguards in place to give employees protections to speak up as well. This means whistleblower hotlines, anonymous feedback forms, and more.
3. Embrace the decision friction. When making a tough choice, Walsh says it's crucial that you pause before committing. That might mean having a rule that decisions aren't made until you've asked three people outside of your work their opinion. Or perhaps it's a rule that no decisions will be made without sleeping on it first. It's easy to feel like everything is an emergency and that a decision needs to be made Right.Now.Immediately! But Walsh reminds listeners that's not actually usually the case. Yes, there are times when you have to make a decision quickly, but most situations aren't an emergency, so take a breath and put the choice on pause.

On the latest season of Visiting Experts, author Richard Davis joins host Brett Hendrie to talk about his new book Good Judgement. Richard offers leaders a framework for how to judge people more effectively and breaks down why we should discount emotional intelligence in favour of personality. Give it a listen now!

Three takeaways

1. When faced with a decision about a person - say you're selecting someone to take lead of a new project, trying to hire for a crucial role, or even just deciding if you want to have an on-going relationship - don't look for emotional intelligence. Instead, you should look at whether their personality makes them a good fit for the role. As Davis says, emotions are fleeting, but personality is static. "While it's helpful for me to understand, for example, if you are angry, it's much more powerful for me to understand that you're an angry person," he says.
2. Perceptivity is a talent you can develop. And judging others' personalities is something you can hone. So how do you do it? Richard has a five-box framework that asks you to evaluate others on their intelligence, sociability, emotionality, drive and diligence.
3. And to really understand people's personalities, you need to let them do the talking. He has some fantastic questions you can ask in almost any situation to really get a better read on people. (How are you, dispositionally, like your parents? Why do you have certain friends, and what's a turnoff in others?)