Dr. Logan explains that an organization's "tribe" is the informal network of people who work there, and that these tribes are the most powerful force in any organization. He outlines five cultural levels that exist within these tribes, from Level 1 ("Life sucks") to Level 5 ("Life is great").

The conversation highlights why most organizations get stuck at Level 3, characterized by the mindset of "I'm great and you're not". Dr. Logan attributes this to how our society rewards individual achievement, citing the common interview practice of sharing stories about personal success. He notes that winning at a personal level provides a "dopamine hit" that is often reinforced by promotions and the prevailing employment culture, making it a difficult ceiling to break through.

Dr. Logan makes the compelling case that culture is the most important factor for success, stating, "The data said the best culture wins, not the best process, because if you've got a good culture and you give them a bad process, they'll either make it work or they'll fix it". He offers a three-step action plan for leaders looking to advance their culture:

The episode provides invaluable insights for anyone looking to understand, navigate, and transform their organization's culture.

Also, I am excited to announce the release of my new book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me!

To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/

Key References:

Jackson, P. (2013). Eleven Rings: The Soul of Success. Penguin Press. New York.

Logan, D., King, J., & Fischer-Wright, H. (2008). Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization. Harper Business, New York.

In this episode of The Science of Leadership, hosts Tom Collins and Dr. Justin Hamrick tackle a topic that may seem counterintuitive to many: the importance allowing mistakes has in effective leadership. They argue that in a world demanding perfection, a culture that allows for mistakes is the only way to foster true innovation and growth.

Dr. Hamrick kicks off the discussion by questioning whether any great innovation has ever come from "playing it safe." Tom defines the necessary conditions for this culture, emphasizing that allowing mistakes is not about promoting incompetence or lowering standards. Instead, it's about creating an environment of psychological safety where team members feel free to take thoughtful, calculated risks without fear of public humiliation or career damage.

The conversation highlights key insights:

Drawing on powerful examples from congenital heart surgery and the story of former IBM CEO Tom Watson, the hosts illustrate how a fear-based, zero-mistake environment can stifle innovation and hinder progress. They conclude that a leader's fundamental job is to create an environment where the team can learn from missteps and grow to be the best they can be, because accepting and not learning from failure is "ethically, morally inexcusable."

Also, I am excited to announce the release of my new book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me!

In this episode of The Science of Leadership, Tom Collins is joined by Dr. Jay Lemons, President of Academic Search and former president of Susquehanna University, to discuss what organizations truly look for in their leaders. Drawing from a national study and his extensive experience in executive recruitment, Dr. Lemons outlines the most sought-after leadership competencies.

The episode concludes with the powerful maxim that leadership is a team sport, not a solo act. Dr. Lemons cautions that leaders who take on all burdens by themselves risk cracking under the weight, becoming less effective than they might otherwise be.

Also, I am excited to announce the release of my new book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me!

To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/

Key References:

Goleman, D. What Makes a Leader? Harvard Business Review.

Zaccaro, S. J., et al. Leadership adaptability: An essential organizational competency.

Center for Creative Leadership. Key Competencies for Effective Leadership.

Boyatzis, R. E. The Competent Manager: A Model for Effective Performance.

In this episode of  @TheScienceofLeadership  Tom Collins is joined by retired U.S. Air Force General Bob Kehler, former Commander of United States Strategic Command as they discuss the essential role of trust in effective leadership and how leaders can build that among those they lead.

General Kehler shares insightful and entertaining stories from his career, from being a Lieutenant in a Minute Man intercontinental ballistic wing in Montana to being Commander of U.S. Strategic Command. He describes the factors he has identified that leaders must have to build trust and confidence in their leadership. Along the way, the discussion ranges from nuclear deterrence to values in leadership. General Kehler also shares a funny story that ended up with him receiving a custom-made t-shirt for Christmas.

Also, I am excited to announce the release of my new book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me!

Key References:

Dirks, K. T. & Ferrin, D. L. (2002). Trust in Leadership: Meta-Analytic Findings and Implications for Research and Practice. Journal of Applied Psychology, 87(4), 611–628.

Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44, 350-383.

Edmondson, A. C. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace. John Wiley & Sons.

Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709–734.

In this episode of The Science of Leadership, Tom Collins is joined by Isabelle Fortin, founder of Against the Ordinary, to delve into the transformative concept of human-centered leadership. Isabelle shares her unique journey, shaped by her service in the Royal Canadian Air Force, where she observed a stark contrast between military leadership training and the civilian corporate world. She argues that many organizations promote individuals based on technical skills (like sales or surgical expertise) rather than actual leadership capabilities, leading to floundering teams and burnout.

Isabelle recounts a powerful personal story from her early military career where a sergeant, choosing to see Isabelle as a "human" rather than just a "rank," fostered a partnership that motivated Isabelle to "crawl through broken glass" for her. This exemplifies human-centered leadership in action, creating psychological safety and a sense of being valued.

The discussion emphasizes the vital importance of human-centered leadership, highlighting:

A McKinsey report suggesting that managers and leaders have a bigger impact on people's health than even medical doctors.

The "dinner table effect," explaining how feeling seen, heard, and valued at work ripples positively into employees' home lives and communities.

Significant profit increases (up to 86% in productivity for engaged employees).

Tom expands on the neuroscience of this approach, explaining how kindness and support from leaders trigger the release of oxytocin (the "trust hormone"), which reduces stress, builds trust, strengthens relationships, and boosts engagement and performance. Isabelle provocatively suggests that leaders should initially practice kindness for "self-serving reasons" (like improved well-being and profitability), as neuroscience shows this can reshape the brain to make kindness a natural modus operandi.

Isabelle shares practical advice for implementing human-centered leadership:

Start with psychometric assessments (like the Nova tool) to understand individual cognitive, communication, and behavioral preferences. This understanding allows leaders to adapt their communication and support styles, fostering a "prenuptial agreement" where teams learn to navigate conflicts and connect on a human level.

Prioritize these four keys: be kind, be curious, prioritize trust, and communicate with care.

To learn more about Isabelle Fortin's work, visit againsttheordinary.org and connect with her on LinkedIn (Isabelle Fortin - look for purple hair).

Also, I am excited to announce the release of my new book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me!

To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/

Key References:

In this insightful segment from The Science of Leadership, host Tom Collins sits down with General Pete Chiarelli, former Chief of Staff of the Army, to unpack the critical concept of second and third-order effects in decision-making.

General Chiarelli explains that every action has ripple effects, often overlooked when leaders are pressured to solve immediate problems.

🔸Anticipating Downstream Impacts: He shares a powerful example from his time commanding in Iraq, where extending troop deployments (a seemingly straightforward decision) had significant, often devastating, second and third-order effects on soldiers' families and personal lives back home.

🔸Proactive Mitigation: True leadership involves anticipating these downstream impacts and proactively working to mitigate them.

🔸Systemic Flaws in Medical Research: General Chiarelli argues that a major flaw in systems like medical research is the failure to consider these broader effects. He critiques the current research ecosystem, which often prioritizes individual publications and hoards data, hindering collaborative "team science" and slowing breakthrough discoveries, especially for complex issues like brain injuries. This contributes to a system that takes 16 years for scientific breakthroughs to become generally accepted in medicine.

Learn why considering second and third-order effects isn't "getting into the weeds" but is fundamental to good leadership, fostering learning organizations, and ultimately, showing genuine care for those impacted by decisions.

Also, I am excited to announce the release of my new book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at https://a.co/d/hoLqz1g and share your thoughts with me!

To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/

In this episode of The Science of Leadership, Tom Collins is joined by Dr. Debbie Heiser, an applied developmental psychologist, founder of The Mentor Project, and author of The Mentorship Edge. They explore the science and power of mentorship, delving into its core components and why it's vital for leadership development and legacy building.

Dr. Heiser defines mentorship through five key principles, stemming from the developmental milestone of generativity—the innate desire to give back in midlife. These principles include:

Dr. Heiser emphasizes that mentorship allows individuals to tap into the "wisdom of others" and broaden their paths. She critiques the "gamification" of mentorship in corporate settings, where external incentives can undermine the intrinsic motivation that defines true mentorship. She differentiates mentorship from advising or coaching, noting that while one can wear many hats, the core generative drive makes mentorship unique.

A fascinating concept explored is "bread crumb legacy" and the "legacy tree". Dr. Heiser shares the inspiring story of Nobel Prize winner Bob Lefkowitz, who mapped his "legacy tree" of mentors and mentees, discovering his impact far beyond his immediate circle. This highlights how even small actions can have a significant, lasting impact.

The episode concludes with actionable advice: "look to your left and look to your right". Recognize that everyone is a potential mentor or mentee, and approach these interactions with awareness, openness, and curiosity.

To learn more about Dr. Debbie Heiser's work, visit MentorProject.org and https://deborahheiser.com/ and check out her book, The Mentorship Edge.

To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/

References

Heiser, D. (2024). The Mentorship Edge: Creating Maximum Impact through Lateral and Hierarchical Mentoring. Wiley.

In this compelling episode of The Science of Leadership, Tom Collins sits down with Admiral Jim Loy, former Commandant of the U.S. Coast Guard and Deputy Secretary of Homeland Security, to explore the profound impact of remaining calm and maintaining composure under pressure.

Admiral Loy shares a pivotal, "big screen worthy" story from his early days as a young ensign during a treacherous North Atlantic storm in 1965. He recounts a moment where his Captain, Jack Forrester, calmly corrected a critical error without a word, teaching an invaluable lesson in leadership, responsibility, and the power of composure in crisis. This experience cemented Admiral Loy's lifelong philosophy: Preparation Equals Performance.

The discussion delves into how extensive preparation, through practice and mental envisioning, builds both muscle memory and neural pathways that enable calm and effective performance in high-stakes situations. Admiral Loy further illustrates this by describing his time commanding a patrol boat during the Vietnam War, emphasizing the life-and-death responsibilities that underscored the importance of unwavering composure.

Tom Collins highlights the scientific backing for remaining calm, noting that it:

🔸Instills confidence and trust in those being led.

🔸Enhances rational and wise decision-making.

🔸Reduces team stress and anxiety, leading to better performance.

🔸Helps maintain clarity and a long-term perspective.

🔸Fosters a positive organizational culture.

Admiral Loy shares how he implemented "PEP Awards" (Preparation Equals Performance) to recognize and reinforce this vital behavior throughout the Coast Guard. The episode concludes with a powerful message: leadership is a lifelong learning process , and cultivating a prepared mindset allows leaders to "slice through the fog" when confronted with challenges.

To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/

References

Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Psychology Press.

Covey, S. R. (2004). The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. Free Press.

Goleman, D. (1998). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.

Goleman, D. (1998). "What Makes a Leader?" Harvard Business Review.

Heifetz, R. A., & Linsky, M. (2002). Leadership on the Line: Staying Alive Through the Dangers of Leading. Harvard Business Review Press.

Kahneman, D. (2011). Thinking, Fast and Slow. Farrar, Straus and Giroux.

Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. Jossey-Bass.

Loy, J. M., & Phillips, D. T. (2013). The Architecture of Leadership: Preparation Equals Performance. Naval Institute Press.

McKee, A., Boyatzis, R., & Johnston, F. (2008). Becoming a Resonant Leader: Develop Your Emotional Intelligence, Renew Your Relationships, Sustain Your Effectiveness. Harvard Business Press.

Phillips, D. T., & Loy, J. M. (2003). Character in Action: The U.S. Coast Guard on Leadership. Naval Institute Press.

In this episode of  @TheScienceofLeadership , Tom Collins is joined by Dr. Denny Lund, former Chief Medical Officer of Lucile Packard Children's Hospital Stanford and a seasoned pediatric surgeon. They delve into the crucial role of competence in leadership, especially in high-stakes environments where lives, careers, or missions are on the line.

Dr. Lund defines competence as having diverse experience and knowledge pertinent to running an orgaization, emphasizing the necessity of being a lifelong learner. The conversation highlights a common challenge: individuals often rise to leadership positions based on technical competence but lack the necessary leadership competence. Dr. Lund asserts that leadership is a learned behavior, not an intrinsic quality, and requires intentional pursuit of training and learning. He shares his own journey of seeking formal and informal leadership education while balancing a demanding medical career and family life.

Key takeaways from their discussion include:

Key References:

Burns, J. M. (1978). Leadership. Harper and Row.

Collins, R. T., Purington, N. & Roth, S. J. (2022). Physician understanding of and beliefs about leadership. Journal of Healthcare Management, 67(2), 120–136.

Connelly, M. S., Gilbert, J. A., Zaccaro, S. J., Threlfall, K. V., Marks, M. A. & Mumford, M. D. (2000). Exploring the relationship of leadership skills and knowledge to leader performance. The Leadership Quarterly, 11(1), 65–86. https://doi.org/10.1016/s1048-9843(99)00043-0

Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.

Grant, A. (2021). Think again: The power of knowing what you don’t know. Viking.

Kozminski, A. K., Baczyńska, A. K., Skoczeń, I. & Korzynski, P. (2022). Towards leadership effectiveness: the role of leadership individual competencies and constraints. Introduction of the Bounded Leadership Model. Leadership & Organization Development Journal, 43(4), 596–611. https://doi.org/10.1108/lodj-04-2020-0157

Kruger, J. & Dunning, D. (1999). Unskilled and Unaware of It: How Difficulties in Recognizing One’s Own Incompetence Lead to Inflated Self-Assessments. Journal of Personality and Social Psychology, 77(6), 1121–1134. https://doi.org/10.1037/0022-3514.77.6.1121

Wisittigars, B. & Siengthai, S. (2019). Crisis leadership competencies: the facility management sector in Thailand. Facilities, 37(13/14), 881–896. https://doi.org/10.1108/f-10-2017-0100

To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/