Ever wondered why you rush to judgment, follow trends without thinking, or believe you're always right? You're not alone. In this enlightening conversation, the entire Become More team gathers to unpack the cognitive bias personas introduced in their new book "Think" and confess which bias they most identify with.

Scott humorously embraces being "All-knowing Albert," while Tammy identifies as "Jumping Julia," explaining how quickly jumping to conclusions has been both her superpower and weakness. Karman and Josh connect with "Running Rodney," the bias that manifests as rushing to complete tasks without sufficient thought. The team explores how these mental shortcuts evolved for our survival but can be problematic in modern contexts.

What makes this discussion particularly valuable is the vulnerability shown by each team member. Susan admits that imposter syndrome once made her "Soundbite Steve," adopting others' phrases rather than developing her own thoughts. Marcella shares how making snap judgments gives her comfort when feeling out of control. Michael discusses navigating between industry standards and original thinking as a designer.

The conversation takes a turn when connecting these biases to our relationship with artificial intelligence. In an age where AI can handle routine thinking, our ability to recognize when to use mental shortcuts versus when to engage deeper analysis becomes our competitive advantage.

Your brain developed these shortcuts for good reason, but knowing when they serve you and when they limit you is key to leveling up your thinking. Listen now to discover which cognitive bias persona might be running your thought patterns without you even realizing it.

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.