As your organization grows, you've probably experienced the moment when consensus-based decision-making starts breaking down. What worked for your startup team of 10 suddenly becomes chaos with 100 people. This isn't leadership failure; it's an evolutionary inevitability.  

In this episode, we explore how our ancestors faced this exact challenge thousands of years ago, and why understanding their solution is crucial for modern leaders navigating organizational growth. The transition from egalitarian bands to complex hierarchies wasn't just ancient history but a blueprint for understanding why flat organizational structures eventually failed.  

We’ll discuss why resistance to hierarchy is hardwired into our brains, yet embracing it strategically can be the difference between organizational success and failure. If you're leading any group larger than a campfire circle, you need to know evolutionary forces are still shaping your workplace dynamics.

In this episode:

- Introduction to the evolution of hierarchy

- Efficiency and coordination in large groups through hierarchy

- Transition from egalitarian bands to ancient states

- Modern implications of hierarchical structures

Get Your Copy of The Mammoth in the Room: https://mammothleadershipsciences.com/book/

Resources Used in the Episode: 

Mengistu, H., Huizinga, J., Mouret, J.-B., & Clune, J. (2016). The Evolutionary Origins of Hierarchy. PLoS Computational Biology, 12(6), e1004829.

https://journals.plos.org/ploscompbiol/article?id=10.1371/journal.pcbi.1004829  

Perret, C., Hart, E., & Powers, S. T. (2020). From disorganized equality to efficient hierarchy: how group size drives the evolution of hierarchy in human societies. Proceedings of the Royal Society B, 287(1928), 20200693. https://royalsocietypublishing.org/doi/10.1098/rspb.2020.0693 

Turchin, P., & Gavrilets, S. (2009). Evolution of Complex Hierarchical Societies. Social Evolution & History, 8(2), 167–198. https://www.researchgate.net/publication/266884396_Evolution_of_Complex_Hierarchical_Societies   

Van Vugt, M., & Smith, J. E. (2019). A dual model of leadership and hierarchy: evolutionary synthesis. Trends in Cognitive Sciences, 23(11), 952–967. https://pubmed.ncbi.nlm.nih.gov/31629633/ 

Get in Touch: 

Website: https://www.mammothleadershipsciences.com    

LinkedIn: https://www.linkedin.com/in/nicolaspokorny 

YouTube: www.youtube.com/@MammothLeadershipSciences   

Why do we follow leaders at all? Today, we kick off a new mini-series on the history of leadership from prehistoric campsites to the rise of kingdoms. As leaders and decision-makers, understanding why humans abandoned egalitarian structures for centralized authority helps us better grasp the hidden forces shaping organizations today.

We’ll explore how early humans lived in remarkably flat social structures, where leadership was temporary and earned through respect, rather than dominance. But everything changed once survival required unity against external threats. 

By the end of this series, you’ll understand the evolutionary pressures that led humans to embrace hierarchy, the trade-offs that came with it, and the lessons this holds for modern leaders navigating power, authority, and organizational survival.

In this episode:

- Introduction to the evolution of hierarchy

- Evolving from egalitarian bands to complex hierarchies

- The role of warfare in hierarchy formation

- How early states and empires were established

- Conclusion and next episode preview

Get Your Copy of The Mammoth in the Room: https://mammothleadershipsciences.com/book/

Resources Used in the Episode: 

Mengistu, H., Huizinga, J., Mouret, J.-B., & Clune, J. (2016). The Evolutionary Origins of Hierarchy. PLoS Computational Biology, 12(6), e1004829.

https://journals.plos.org/ploscompbiol/article?id=10.1371/journal.pcbi.1004829  

Perret, C., Hart, E., & Powers, S. T. (2020). From disorganized equality to efficient hierarchy: how group size drives the evolution of hierarchy in human societies. Proceedings of the Royal Society B, 287(1928), 20200693. https://royalsocietypublishing.org/doi/10.1098/rspb.2020.0693 

Turchin, P., & Gavrilets, S. (2009). Evolution of Complex Hierarchical Societies. Social Evolution & History, 8(2), 167–198. https://www.researchgate.net/publication/266884396_Evolution_of_Complex_Hierarchical_Societies   

Van Vugt, M., & Smith, J. E. (2019). A dual model of leadership and hierarchy: evolutionary synthesis. Trends in Cognitive Sciences, 23(11), 952–967. https://pubmed.ncbi.nlm.nih.gov/31629633/ 

Get in Touch: 

Website: https://www.mammothleadershipscien ces.com    

LinkedIn: https://www.linkedin.com/in/nicolaspokorny 

YouTube: www.youtube.com/@MammothLeadershipSciences  

Overconfidence isn't just a leadership trait. Sometimes, it’s a strategic weapon for manipulation. But the very confidence that drives business leaders to the top can be their downfall when unchecked. Today, you’ll hear how figures like Elizabeth Holmes and Adam Neumann leveraged overconfidence to build empires that ultimately crumbled beneath them.

When confidence overrides competence, it can create toxic cultures where hard questions go unasked, and risk is ignored. The dangerous dynamic can play out in our boardrooms, and how we often reward boldness over actual results. 

As a leader, it's crucial to recognize and break this pattern in your organization early. Be willing to question the certainty around you and challenge your assumptions. Whether it's in your leadership style or within your team, invite friction and reward healthy dissent to protect our leadership legacy. 

In this episode:

- Elizabeth Holmes: Consequences of overconfidence

- The Adam Neumann case study

- Four strategies to combat overconfidence in leadership

Get Your Copy of The Mammoth in the Room: https://mammothleadershipsciences.com/book/

Resources Used in the Episode: 

Trivers, R. (2011). The Folly of Fools: The Logic of Deceit and Self-Deception in Human Life. Basic Books: https://psycnet.apa.org/record/2011-24018-000  

Jain, K., & Bearden, J. N. (2011). Machiavellianism and Overconfidence. Judgment and Decision Making, 6(6), 534–539: https://papers.ssrn.com/sol3/papers.cfm?abstract_id=1774523  

Belmi, P., Neale, M. A., Reiff, D., & Ulfe, R. (2020). The Social Advantage of Miscalibrated Individuals. Journal of Personality and Social Psychology, 118(2), 254–282: https://www.apa.org/pubs/journals/releases/psp-pspi0000187.pdf  

Moore, D. A., & Healy, P. J. (2008). The Trouble with Overconfidence. Psychological Review, 115(2), 502–517: https://healy.econ.ohio-state.edu/papers/Moore_Healy-TroubleWithOverconfidence.pdf  

Carreyrou, J. (2018). Bad Blood: Secrets and Lies in a Silicon Valley Startup. Knopf: https://www.amazon.com/Bad-Blood-Secrets-Silicon-Startup/dp/152473165X 

Isaac, M., & Carey, M. (2019). WeWork: How a Startup Went Wrong. The New York Times.

Get in Touch: 

Website: https://www.mammothleadershipscien ces.com    

LinkedIn: https://www.linkedin.com/in/nicolaspokorny 

YouTube: www.youtube.com/@MammothLeadershipSciences   

Confidence is often a prized trait in leadership, but what happens when that confidence isn't backed by competence? In today’s episode, we discuss the allure of overconfidence, examining how it can cloud judgment, mislead hiring decisions, and distort organizational culture. 

Drawing on real-world examples from Silicon Valley and two high-profile leaders, we examine how unchecked overconfidence can lead to catastrophic outcomes for both individuals and organizations. You’ll learn to spot the signs of overconfidence before it’s too late. 

I challenge you to reflect on your leadership decisions and the teams you build. Are you rewarding those with the loudest voices or those with proven results? Join me as we explore how to navigate the overconfidence trap and make decisions that foster true competence, not just charisma.

In this episode:

- The social power of overconfidence

- Real-life case studies: Elizabeth Holmes & Adam Neumann

- The psychology behind overconfidence

- Practical tips for leaders to evaluate overconfidence

Get Your Copy of The Mammoth in the Room: https://mammothleadershipsciences.com/book/

Resources Used in the Episode: 

Moore, D. A., & Healy, P. J. (2008). The Trouble with Overconfidence. Psychological Review, 115(2), 502–517: https://healy.econ.ohio-state.edu/papers/Moore_Healy-TroubleWithOverconfidence.pdf  

Dunning, D., & Kruger, J. (1999). Unskilled and Unaware of It. Journal of Personality and Social Psychology, 77(6), 1121–1134: https://2024.sci-hub.se/1535/d892f06cdd326ef83a9ae29ed540647c/[email protected]  

Belmi, P., Neale, M. A., Reiff, D., & Ulfe, R. (2020). The Social Advantage of Miscalibrated Individuals. Journal of Personality and Social Psychology, 118(2), 254–282: https://www.apa.org/pubs/journals/releases/psp-pspi0000187.pdf 

Carreyrou, J. (2018). Bad Blood: Secrets and Lies in a Silicon Valley Startup. Knopf: https://a.co/d/9P12H79 

Isaac, M., & Carey, M. (2019). WeWork: How a Startup Went Wrong. The New York Times.

Get in Touch: 

Website: https://www.mammothleadershipscien ces.com    

LinkedIn: https://www.linkedin.com/in/nicolaspokorny 

YouTube: www.youtube.com/@MammothLeadershipSciences   

Today, we uncover yet another dangerous leadership blind spot: overplacement. I’m referring to the notion that we and our teams are superior to the competition. Using Kodak’s tragic downfall as a case study, we’ll discover how leaders can become too proud of past wins, too dismissive of rising threats, and too slow to adapt. 

We’ll also explore the science behind this bias and why it’s even more dangerous in high-performing leaders. I’ll share real-world examples and hard truths about what happens when we overestimate our strengths and underestimate our competition. 

Ready to develop the self-awareness that separates great leaders from fallen giants? Check out my book "The Mammoth in the Room" and stay tuned for details of our upcoming online leadership academy launching this fall.

In this episode:

- Introduction to overconfidence in leadership

- The better-than-average trap

- How overconfidence led to Kodak's downfall

- The dangers of overplacement in leadership

- Key takeaways on overplacement and action points

Resources Used in the Episode:

Moore, D. A., & Healy, P. J. (2008). The Trouble with Overconfidence. Psychological Review, 115(2), 502–517: https://healy.econ.ohio-state.edu/papers/Moore_Healy-TroubleWithOverconfidence.pdf  

Dunning, D., & Kruger, J. (1999). Unskilled and Unaware of It. Journal of Personality and Social Psychology, 77(6), 1121–1134: https://2024.sci-hub.se/1535/d892f06cdd326ef83a9ae29ed540647c/[email protected]  

Belmi, P., Neale, M. A., Reiff, D., & Ulfe, R. (2020). The Social Advantage of Miscalibrated Individuals. Journal of Personality and Social Psychology, 118(2), 254–282: https://www.apa.org/pubs/journals/releases/psp-pspi0000187.pdf 

Traphagan, J. W. (2015). Why Smart People Make Dumb Mistakes. Psychology Today.

Anthony, S. D., Johnson, M. W., Sinfield, J. V., & Altman, E. J. (2008). The Innovator’s Guide to Growth. Harvard Business Review Press: https://a.co/d/13ON2gE 

Get in Touch: 

Website: https://www.mammothleadershipscien ces.com    

LinkedIn: https://www.linkedin.com/in/nicolaspokorny 

YouTube: www.youtube.com/@MammothLeadershipSciences   

This week, we continue with our discussion on overconfidence and explore how even the most experienced leaders can fall prey to the illusion of control. From the Chernobyl disaster to modern-day boardrooms, we’ll talk about the subtle ways overconfidence can distort leadership judgment. 

Drawing on real-world examples such as the Deepwater Horizon incident and startup failures, we examine how success often breeds a false sense of certainty. We explore the planning fallacy, the inside view, and how ignoring base rates can lead to missed deadlines, bloated budgets, and strategic misfires. 

If you're leading a team, managing growth, or navigating uncertainty, this episode will challenge you to pause and reflect: where might your confidence be outpacing reality? And who around you is bold enough to challenge your assumptions? Let’s talk!

In this episode:

- Introduction to overconfidence in leadership

- The illusion of control: the Chernobyl disaster example

- Other real-world examples of overconfidence

- The planning fallacy and overestimation

- Final thoughts on the illusion of control

Order The Mammoth in the Room: https://mammothleadershipsciences.com/book/ 

Resources:

Moore, D. A., & Healy, P. J. (2008). The Trouble with Overconfidence. Psychological Review, 115(2), 502–517.

Kahneman, D., & Tversky, A. (1979). Intuitive prediction: Biases and corrective procedures. Management Science, 12(1), 313–327.

Langer, E. J. (1975). The illusion of control. Journal of Personality and Social Psychology, 32(2), 311–328.

Vaughan, D. (1996). The Challenger Launch Decision: Risky Technology, Culture, and Deviance at NASA. University of Chicago Press.

Turner, B. A. (1978). Man-Made Disasters. Wykeham Publications.

Get in Touch: 

Website: https://www.mammothleadershipsciences.com    

LinkedIn: https://www.linkedin.com/in/nicolaspokorny 

YouTube: www.youtube.com/@MammothLeadershipSciences   

Overconfidence is often hailed as a strength in leadership, but what happens when that confidence blinds us to crucial risks? In today’s episode, we explore the dark side of overconfidence and its impact on leadership decisions. 

Using historical examples such as the Challenger disaster and the sinking of the Titanic, we’ll explore the dangers of unchecked certainty and the psychological forces at play that make this behavior so pervasive, even in the most capable individuals. 

Don’t let this evolutionary trait derail your leadership potential. Join me in this series as we break down how the illusion of control can skew your judgment in making decisions and affect your team’s success. 

In this episode:

- The Challenger disaster: a case study in overconfidence

- Additional historical examples of overconfidence

- The biology and psychology behind overconfidence

- Modern research findings on overconfidence

- Introduction of Mammoth Leadership Science courses & book

Order The Mammoth in the Room: https://mammothleadershipsciences.com/book/ 

Resources Used in the Episode: 

Moore, D. A., & Healy, P. J. (2008). The Trouble with Overconfidence. Psychological Review, 115(2), 502–517: https://healy.econ.ohio-state.edu/papers/Moore_Healy-TroubleWithOverconfidence.pdf 

Belmi, P., Neale, M. A., Reiff, D., & Ulfe, R. (2020). The Social Advantage of Miscalibrated Individuals. Journal of Personality and Social Psychology, 118(2), 254–282: https://www.apa.org/pubs/journals/releases/psp-pspi0000187.pdf

Dunning, D., & Kruger, J. (1999). Unskilled and Unaware of It. Journal of Personality and Social Psychology, 77(6), 1121–1134: https://www.researchgate.net/publication/12688660_Unskilled_and_Unaware_of_It_How_Difficulties_in_Recognizing_One's_Own_Incompetence_Lead_to_Inflated_Self-Assessments 

Ehrlinger, J., Mitchum, A. L., & Dweck, C. S. (2016). Understanding Overconfidence. Journal of Experimental Social Psychology, 63, 94–100: https://www.researchgate.net/publication/284086755_Understanding_overconfidence_Theories_of_intelligence_preferential_attention_and_distorted_self-assessment 

Trivers, R. (2011). The Folly of Fools: The Logic of Deceit and Self-Deception in Human Life. New York: Basic Books: https://psycnet.apa.org/record/2011-24018-000 

Vaughan, D. (1996). The Challenger Launch Decision: Risky Technology, Culture, and Deviance at NASA. University of Chicago Press: https://press.uchicago.edu/ucp/books/book/chicago/C/bo22781921.html 

Lord, W. (1955). A Night to Remember. New York: Holt: https://www.amazon.com/Night-Remember-Walter-Lord/dp/0030276152 

Roberts, A. (2014). Napoleon: A Life. New York: Viking Press: https://www.amazon.com/Napoleon-Life-Andrew-Roberts/dp/0143127853 

Get in Touch: 

Website: https://www.mammothleadershipsciences.com    

LinkedIn: https://www.linkedin.com/in/nicolaspokorny 

YouTube: www.youtube.com/@MammothLeadershipSciences  

What if the walls you've built for protection are actually keeping you trapped? In today's interconnected world, the ancient instincts that once kept our tribes safe now sabotage our global potential. So, today we explore the necessities of leadership evolution beyond retaliation in a world where cooperation isn't just nice—it's survival. 

Through the US-China trade war and the Marshall Plan, I reveal how visionary leaders can break free from primal escalation patterns. Evolution wired us for protection and revenge, but not for the global collaboration that modern success demands.  

Ready to lead beyond ancient instincts? Dive deeper into evolutionary leadership principles in my book The Mammoth in the Room—your practical guide to embracing evolutionary truths for outstanding business results. 

In this episode:

- Leadership lessons from the US-China trade war

- The Marshall Plan and post-war global prosperity

- Essential leadership strategies to foster cooperation

- Conclusion: building bridges, not walls

Resources Used in the Episode: 

Van Vugt, M., & Ronay, R. (2014). The Evolutionary Psychology of Leadership. Organizational Psychology Review, 4(1), 74–95: https://www.researchgate.net/publication/274471020_The_evolutionary_psychology_of_leadership_Theory_review_and_roadmap 

Axelrod, R. (1984). The Evolution of Cooperation. Basic Books: https://ee.stanford.edu/~hellman/Breakthrough/book/pdfs/axelrod.pdf  

Fukuyama, F. (1995). Trust: The Social Virtues and the Creation of Prosperity. Free Press: https://a.co/d/3G1cM3f 

Get in Touch: 

Website: https://www.mammothleadershipsciences.com    

LinkedIn: https://www.linkedin.com/in/nicolaspokorny 

YouTube: www.youtube.com/@MammothLeadershipSciences  

In today’s high-stakes business environment, many leaders unknowingly fall prey to a primal impulse: retaliation. It feels justified, even righteous. But the moment we act from status anxiety rather than strategy, we risk turning boardrooms into battlegrounds—and profits into collateral damage. 

In this episode, we examine two historical case studies that illustrate how short-term revenge can profoundly impact industries and undermine alliances for generations. We'll unpack the evolutionary wiring that makes retaliation feel so right, even when it's the wrong move for long-term growth and trust. 

Plus, you’ll learn actionable leadership strategies to rise above your instincts and lead with clarity, not ego. And if you’re ready to take your leadership to the next level, grab my book The Mammoth in the Room for a deep dive into using evolutionary insights to lead wisely in today’s world.

In this episode:

- How ancient instincts drive modern conflicts

- Historical case studies of retaliation

- Strategies for smart leaders to navigate retaliation

- Final thoughts on the primal instincts of retaliation

Resources Used in the Episode: 

Trivers, R. L. (1971). The Evolution of Reciprocal Altruism. The Quarterly Review of Biology, 46(1), 35–57: https://greatergood.berkeley.edu/images/uploads/Trivers-EvolutionReciprocalAltruism.pdf 

Van Vugt, M., & Ronay, R. (2014). The Evolutionary Psychology of Leadership. Organizational Psychology Review, 4(1), 74–95: https://www.researchgate.net/publication/274471020_The_evolutionary_psychology_of_leadership_Theory_review_and_roadmap 

Axelrod, R. (1984). The Evolution of Cooperation. Basic Books: https://ee.stanford.edu/~hellman/Breakthrough/book/pdfs/axelrod.pdf 

Get in Touch: 

Website: https://www.mammothleadershipsciences.com    

LinkedIn: https://www.linkedin.com/in/nicolaspokorny 

YouTube: www.youtube.com/@MammothLeadershipSciences   

Why do leaders sometimes make unexpected or counterintuitive decisions in times of crisis? In today’s episode, we explore how deeply rooted human instincts can influence global leadership—particularly by adopting inward-looking trade and policy decisions.

Drawing on two historical case studies, we examine well-intentioned efforts to protect local industries that ultimately led to unintended economic consequences. We also reflect on how similar patterns can emerge in today’s world, and how leaders can better navigate the delicate balance between protection and long-term prosperity.

As a leader, it’s crucial to pause and assess whether you’re reacting out of fear or from a place of strategy. Join me in this series to learn leadership strategies that can help you thrive under pressure. 

In this episode:

- Introducing the mini-series: Hidden Forces Behind Global Economic Slowdowns

- How evolutionary psychology influences trade wars

- Case study 1: Jefferson's Embargo Act of 1807

- Case study 2: The Smoot-Hawley Tariff Act of 1930

- 3 leadership strategies to overcome fear

Order my book, Mammoth in the Room: https://mammothleadershipsciences.com/book/ 

Resources Used in the Episode: 

Van Vugt, M., & Ronay, R. (2014). The Evolutionary Psychology of Leadership. Organizational Psychology Review.

https://www.researchgate.net/publication/274471020_The_evolutionary_psychology_of_leadership_Theory_review_and_roadmap  

Kahneman, D., & Tversky, A. (1979). Prospect Theory: An Analysis of Decision Under Risk. Econometrica, 47(2), 263–291 https://web.mit.edu/curhan/www/docs/Articles/15341_Readings/Behavioral_Decision_Theory/Kahneman_Tversky_1979_Prospect_theory.pdf 

Brosnan, S. F., & de Waal, F. B. M. (2003). Monkeys Reject Unequal Pay. Nature, 425, 297-299 https://pubmed.ncbi.nlm.nih.gov/13679918/ 

Get in Touch: 

Website: https://www.mammothleadershipsciences.com    

LinkedIn: https://www.linkedin.com/in/nicolaspokorny 

YouTube: www.youtube.com/@MammothLeadershipSciences