If you know me, you know I am a true #peoplegeek when it comes to leader development. If you're interested in learning about how behavioral science can help you develop your managers, join me and my colleague Alex to learn more next week on June 3rd at 1 pm (ET)

Dream Job

Leadership is more than knowing what to do next. Sometimes it's having the courage to say out loud that you don't know what to do next. Being transparent about what you don't know is still transparency. cnet.com/news/microsoft…

During the Trump admin, affectively polarized Republicans opposed some constitutional protections while polarized Democrats supported them. The reverse was true during the Obama administration. Polarized partisans take cues from leaders on democratic norms academic.oup.com/poq/advance-ar…

It takes humility to consider information that contradicts your opinions. You're willing to concede that you might be wrong. It takes curiosity to actively seek evidence that challenges your views. You're eager to find out if you might be wrong.

Me looking at the list of things I said I would do before Christmas OpenAcademics Academic Chatter™ #academictwitter

I occasionally see misuse of the term “psychological safety.” It isn’t a buzzword, but a research-backed approach to making sure everyone on the team feels comfortable taking risks. At studies at Google it was the key predictor of innovative team success. rework.withgoogle.com/guides/underst…

Idk who needs to hear this but you can love your job and find it deeply meaningful, and yet still want to work only a certain number of hours and want to have relationships, hobbies, and an identity outside of medicine.

Culture first organizations not only respect this viewpoint from employees, they actively work to *advance* it with their formal (policy) and informal (leadership behaviors) actions.

In cultures of arrogance, people get rewarded for expressing certainty and conviction. The most confident speaker claims the most status. In cultures of humility, people are applauded for admitting ignorance and asking questions. The most complex thinker earns the most respect.

Always assume you don't completely understand something. It will foster humility and create more opportunities to learn.

Excellent thread on some commitments and behaviors of effective managers: communication, trust, and humility are 🔑

#Intellectualhumility involves recognizing (1) the limits of one’s knowledge and being aware of one’s fallibility, (2) that other people can hold legitimate beliefs different from one’s own and (3) a willingness to reveal ignorance in order to learn nature.com/articles/s4415…

Congrats to our recent I/O Psychology Grad, Dr. Gordan Sayre (now Assistant Professor of Law, Management and Social Sciences at emlyon Business School) for his recent publication in Journal of Applied Psychology. Check it out: doi.org/10.1037/apl000…

Actually, good leaders prioritize sleep, for themselves and their teams. When you don’t sleep you lose emotional control, the ability to problem solve, and you basically become dumb and a little insane.

some of my fav advice for grad students: remember you are there to learn Not to impress, prove, or compete focusing on learning, rather than performance, as the main goal can help reduce stress, anxiety, & fear (e.g. about “looking dumb” asking needed question)

A philosophy that's served me well over the years is "always assume that other people are acting with a positive intent". That's why Hanlon's Razor is such a useful mental model. It states "never attribute to malice that which can be adequately explained by neglect." Other

A lot of reforms in psych science in the last decade have focused on improving statistical practices (and that's great). But, as the many of us who have re-analyzed a lot of data can tell you: statistics really cannot help you much when your measures are problematic or invalid.