Diving beneath surface-level leadership advice, our conversation explores how to truly foster environments where thinking flourishes. We unpack two pivotal tactics from our new book that transform organizational culture: the power of reading and the counterintuitive approach of "staying stupid longer."

Reading isn't just about information acquisition—it's about making connections between ideas that spark innovation. When leaders read deeply and encourage teams to do the same, they create neural networks of knowledge that drive breakthrough thinking. The magic happens not just in solitary reading but in the collective discussion of ideas, where different perspectives illuminate blind spots and challenge assumptions. As we share, reading approximately fifty books yearly provides a substantial foundation for leadership thinking, but it's the active engagement—highlighting passages, making connections between concepts—that transforms passive information into actionable insight.

Perhaps more surprising is our second favorite tactic: "Stay Stupid Longer" (SSL). This approach challenges leaders to resist providing immediate solutions when team members raise questions. When experienced leaders with organizational authority quickly offer answers, they inadvertently shut down thinking throughout their team. People learn to wait for direction rather than developing analytical abilities. By intentionally holding back expertise—"staying stupid longer"—leaders create space for others to develop and articulate their thinking. This builds problem-solving capacity throughout the organization rather than centralizing it with leadership.

Ready to transform your leadership approach? These two tactics represent just a third of our complete framework for building cultures where thinking thrives. Discover all six tactics and practical implementation strategies in our new book—because organizations that think together succeed together.

Ever wondered why that technically brilliant hire turned out to be your biggest management headache? In our fascinating conversation Scott and Tammy reveal the critical blind spot in most hiring processes that leads organizations to repeatedly bring on problematic employees.

The shocking truth? Skills and experience account for just 10-12% of what determines someone's success in your organization. Yet most companies stubbornly focus their entire hiring process on these technical qualifications while neglecting the behavioral aspects that truly determine workplace fit. This fundamental disconnect explains why organizations routinely find themselves terminating employees not for skill deficiencies but for being "jerks at work."

Through a practical exercise exploring the HR Director role, Scott and Tammy demonstrate how organizations readily address skill gaps through development or termination, but frequently tolerate destructive behaviors that damage team dynamics and organizational culture. They also debunk a pervasive HR urban legend – that legally compliant interviews must use identical questions for every candidate – which prevents interviewers from truly understanding potential hires.

The solution? A more dynamic, human-centered approach to interviewing that explores not just what candidates can do, but who they are, what they value, and how they'll behave in your unique environment. When you align behaviors and values with technical qualifications, retention and performance dramatically improve. Ready to transform your hiring success rate from 12% to 80%? Listen now to discover exactly how to interview for the whole human, not just their resume.

Leadership transitions demand fundamental shifts in how we create value. Moving from frontline supervisor to executive means evolving from performing tasks to developing others who can multiply your impact exponentially. Yet this critical transformation trips up countless leaders who remain stuck in comfortable patterns of doing rather than teaching.

During our conversations with executives across industries, we repeatedly encounter the same challenge: leaders clinging to the technical expertise that propelled them upward instead of embracing the new capabilities their position demands. One executive recently realized his struggling management team needed permission to think, not just follow orders. His revelation came after inheriting a family business where the previous leader's mantra had been "I didn't hire you to think, I hired you to do." This leadership approach created order-takers rather than problem-solvers, limiting organizational growth and exhausting the executive who became the bottleneck for every decision.

The solution involves both mindset and methodology changes. Rather than viewing delegation as abandoning responsibility, successful leaders implement calibrated transition processes. This means investing small amounts of time (often just 10-15 minutes) reviewing work, providing feedback, and gradually increasing autonomy as team members develop. The process moves people from C-level to A-level performance through deliberate practice, not massive time commitments. Organizations can accelerate this transformation by examining how their systems, approval processes, and hiring practices either foster dependency or cultivate independent thinking.

Are you struggling with this leadership evolution? Consider what activities you should start, stop, or continue as you move through your leadership pipeline. Assess whether organizational policies inadvertently create bottlenecks. Most importantly, recognize that your value increasingly comes not from what you personally produce, but from what you enable others to accomplish. This shift might feel uncomfortable, even "lazy" at first, but it's the key to multiplying your impact and creating sustainable organizational growth.

Fear lies at the heart of resistance to organizational change. This revealing conversation explores how leaders can navigate the complex emotional landscape that emerges when teams face significant transitions.

What makes change feel so threatening to many people? We unpack the psychology behind those fight-flight-freeze-appease responses that emerge during times of uncertainty. Rather than dismissing these reactions, effective leaders acknowledge them while maintaining forward momentum – embracing the wisdom of "yes, it's scary, and we're going to do it anyway."

The discussion reveals a critical insight: creating safety during change doesn't mean eliminating discomfort. Instead, it requires validating emotional responses while preventing teams from wallowing in fear. As Tammy notes, "If you're walking through hell, keep walking" – because standing still only prolongs the pain.

We challenge the perfectionism that paralyzes many organizations, revealing how our educational conditioning makes us seek singular "right answers" when multiple effective solutions often exist. By reframing change as an iterative process of trying, learning, and adjusting, leaders free their teams from the paralysis of perfectionism.

The most powerful tool in a leader's arsenal? Reminding teams of their past successes. By highlighting how they've successfully navigated previous challenges, you build collective confidence for the journey ahead. While the path forward may not be perfectly clear, your shared history of overcoming obstacles creates the psychological safety needed to move forward together.

Ready to transform how your organization approaches change? Listen now and discover practical strategies for creating psychological safety that drives meaningful transformation rather than resistance.

Scott and Tammy return from hiatus with exciting news—they've published a book called "Think" that addresses a pervasive modern problem: our collective habit of shallow thinking. Rather than suggesting people don't think at all, they observe that many of us operate with thinking "as deep as a parking lot puddle," functioning on autopilot and habitually hitting the easy button when faced with challenges.

The conversation explores several revealing examples of this phenomenon. Tammy shares a three-year gardening saga where repeatedly purchasing "low-light" bushes ended in failure until someone finally asked about nearby pine trees, revealing that soil pH—not just light conditions—was crucial to plant survival. This perfectly illustrates how having knowledge without context leads to poor outcomes. Similarly, Scott reflects on workplace scenarios where employees rush to complete tasks without ensuring they truly understand requirements, creating inefficiencies and frustration.

Technology has accelerated this tendency toward superficial thinking. With Google, Siri, and now AI tools like ChatGPT readily available, we've grown accustomed to outsourcing our thinking. While these tools provide valuable information, they offer no competitive advantage when everyone has access to the same answers. The true edge comes from what you do with that information—how you apply it within specific contexts, how you question assumptions, and how you validate understanding before taking action.

The book's central message is transformative: successful organizations need "an army of thinkers," not just executives making decisions while others execute without question. When people at all levels engage in thoughtful problem-solving, considering both short and long-term implications, the organization's collective intelligence expands exponentially. Beyond organizational success, deeper thinking also fulfills our human desire to contribute meaningfully and make a difference. Ready to move beyond autopilot? Scott and Tammy's insights offer a practical roadmap for individuals and organizations ready to tap into their full thinking potential.

Ever wondered why we sometimes make snap judgments, nod along without understanding, or rush into action without thinking? It's not because we're incompetent—it's because our brains love shortcuts.

Cognitive biases are the brain's methodology for simplifying decision-making. They're not inherently bad—they evolved to keep us safe and help us process information quickly. But in today's complex workplace, these mental shortcuts can lead us astray when thoughtful consideration is what's actually needed. In this enlightening conversation, we unpack several cognitive biases through memorable character personas that make these abstract concepts both accessible and actionable.

Meet "Soundbite Steve," who forms opinions based on fragments of information, casting judgment without understanding the full context. There's "Get Along Gary," who nods enthusiastically while claiming to understand, but never asks clarifying questions out of fear of appearing incompetent. We explore the damaging leadership archetype of "All-Knowing Alberto," whose inability to show vulnerability creates a culture where employees stop thinking for themselves. And don't forget "Running Rodney," always eager to execute without seeking clarity on expectations.

The most powerful realization? These aren't just "other people" problems—we all slip into these patterns. When leaders exhibit these biases, they actually induce corresponding biases in their staff, creating organizational cultures that diminish collective brainpower rather than expanding it. The antidote begins with awareness and asking ourselves: "Do I need to think deeply about this, or is skimming the surface appropriate right now?"

Drawing from our upcoming book "Think," we offer not just recognition of these patterns but practical strategies for breaking free from unhelpful cognitive shortcuts. By understanding when to slow down and engage our logical brain instead of letting our "lizard brain" run on autopilot, we can make better decisions, communicate more effectively, and create environments where everyone's thinking potential is maximized rather than constrained.

Thinking patterns can make or break your career trajectory, and nowhere is this more evident than in how people approach new information. Our conversation today dives into the fascinating case of "Sal," a recent graduate whose dismissive attitude toward required reading reveals deeper issues with professional thinking.

When Sal told their manager that important job documentation was "boring" and only deserved skimming, they unknowingly demonstrated one of the most career-limiting mindsets possible. We explore why the rejection of reading and learning isn't merely a personal preference but a subtle form of workplace defiance. Whether you prefer physical books with margin notes, e-readers for convenience, or audiobooks during commutes, the willingness to deeply engage with new information remains non-negotiable for professional success.

The discussion moves beyond reading preferences to examine how early workplace behaviors reveal fundamental thinking patterns. What initially appears as simple disinterest often masks arrogance and resistance to organizational norms. We challenge the notion that completing formal education means learning is finished, highlighting how even CEOs must regularly do things they don't particularly enjoy for the greater good of their organizations. The conversation provides valuable insights for both leaders evaluating new team members and professionals seeking to advance their careers through improved thinking.

Have you encountered someone who proudly proclaims "I don't read"? Or perhaps you've worked with someone who believes their prior education makes ongoing learning optional? Share your experiences with these thinking patterns and how they've impacted workplace success in your organization.

Are you constantly putting out fires at work? That's not a leadership strategy—it's a symptom.

Ever worked in an organization where crisis mode is the default setting? Where teams pride themselves on their ability to "turn on a dime," order late-night pizza, and heroically save the day at the eleventh hour? While this firefighting culture might feel exhilarating and even create a sense of camaraderie, it masks deeper leadership problems that ultimately damage your organization's health and sustainability.

At its core, the firefighting syndrome stems from two fundamental leadership failures: lack of clarity about what success looks like, and insufficient accountability systems. When leaders can't articulate clear expectations or resort to "I'll know it when I see it" feedback, they force their teams into endless cycles of rework and last-minute scrambles. Even worse, organizations often inadvertently reinforce this behavior by celebrating the heroes who "stayed up all night" rather than those who delivered quality work through consistent, measured progress.

Breaking free from a firefighting culture requires a significant shift in leadership approach. Rather than asking vague questions like "How's it going?", effective leaders request to see work in progress with questions like "Show me where you're at." This simple change creates transparency, enables early course correction, and prevents the procrastination that leads to crisis. Taking a page from agile development methodologies, this iterative approach actually reduces overall work by approximately 20% while producing better outcomes.

The maturity of your organization depends on your ability to evolve beyond emergency mode. While startups may thrive on adrenaline and rapid pivots, sustained success requires processes that value outcomes over activities, clarity over chaos, and sustainable pacing over burnout. What kind of culture are you building?