In this episode of The Science of Leadership, host Tom Collins sits down with Amanda Schagane, an expert in leadership and organizational development at the University of Kentucky HealthCare. They explore the idea that effective communication is the most vital leadership skill, calling it a "superpower" that is often underdeveloped.

Amanda defines effective communication not just as the ability to convey a message, but as the ability to do so in a way that is understood and inspires the right actions. She asserts that communication is the "delivery system for leadership" , and a reflection of a leader's mindset. A leader's effectiveness as a communicator determines how well their vision, expectations, and feedback are received.

The conversation highlights key takeaways:

Amanda shares a powerful story of a senior leader at UK HealthCare who, by modeling vulnerability and listening to her frontline managers, created a safe space that led to a significant increase in confidence and improved collaborative decision-making. The hosts conclude with practical tips for improving communication, including pausing before responding, asking open-ended questions, giving specific praise, and regularly following up.

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. https://doi.org/10.1037/0021-9010.87.4.611

Duhigg, C. (2024). Supercommunicators: How to unlock the secret language of connection. Random House.

Gallup, Inc. (2023). State of the global workplace: 2023 report. Gallup.

Goleman, D. (1998). What makes a leader? Harvard Business Review, 76(6), 93–102.

Ruben, B. D., & Gigliotti, R. A. (2016). Leadership as Social Influence. Journal of Leadership & Organizational Studies, 23(4), 467–479. https://doi.org/10.1177/1548051816641876

In this episode of The Science of Leadership, host Tom Collins sits down with Rob Carter, a visionary leader who recently retired after a 31-year career at FedEx. They discuss the invaluable leadership skill of  seeing around corners—the ability to anticipate what's coming before it arrives and lead through uncertainty with clarity and conviction.

Rob shares that the key to this skill is a willingness to embrace change, recalibrating our "risk meters" to recognize that the status quo is often the riskiest strategy of all. He illustrates this with two powerful examples from FedEx's history:

Drawing on scientific principles, Rob explains that this skill, known as strategic foresight, is a powerful predictor of superior organizational performance and profitability. The discussion introduces a new leadership metric, the Adaptability Quotient (AQ), which Rob describes as the antidote to a "leadership bug" of being stubborn and stuck in one's own paradigm. Rob also shares his personal leadership mantra: "Work hard, lead a balanced life, and have an undying respect for people."

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!

Day, G. S. & Schoemaker, P. J. H. (2005). Scanning the periphery. Harvard Business Review, 83(11), 135–148.

Rohrbeck, R. & Kum, M. E. (2018). Corporate foresight and its impact on firm performance: A longitudinal analysis. Technological Forecasting and Social Change, 129, 105–116. https://doi.org/10.1016/j.techfore.2017.12.013

In this episode of The Science of Leadership, host Tom Collins is joined by Dutch organizational change expert Jurriaan Kamer, co-author of unblock and Formula X. Jurriaan challenges the conventional wisdom that an organization's success depends on having the "right people on the bus". Instead, he argues that the key to building high-performing, thriving teams is a leader's focus on how the team works together.

Jurriaan explains that while individual talent is important, it is not a complete picture. He has found that great teams spend time making explicit agreements about crucial aspects of their collaboration. These agreements include:

How success is defined

Roles and accountabilities

Decision-making processes

How feedback is given and received

Without these clear guidelines, teams—regardless of individual talent—will underperform. He shares a powerful story of a high-performing leadership team at a bank that was underperforming because members were quick to blame other departments for failures. By intentionally facilitating a conversation about how they worked together and creating a team charter, the team was able to overcome its biggest obstacles and achieve its goals.

Drawing on scientific evidence, Jurriaan cites a well-known Google study that found a team's effectiveness was not determined by the number of top performers or average intelligence, but by factors like psychological safety, social sensitivity, and conversational turn-taking. The conversation concludes with actionable advice for leaders, including shifting from a "traffic cop" mentality to a "road designer" mentality, and building the organizational muscle to constantly reflect, experiment, and improve.

To learn more about Jurriaan's work, visit his LinkedIn page or check out his book, unblock, on Amazon.

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

Google. (2016). What Google learned from its quest to build the perfect team [Project Aristotle research summary]. The New York Times Magazine. In re:Work from Google: Understand team effectiveness. Retrieved from Google re:Work website.

Kamer, J. (2024). Unblock: Clear the Way for Results and Develop a Thriving Organization. Kajurria Publishing.

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.