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Welcome to you deep into the pages
Today we are opening a stack of sources
That will i think fundamentrewrite your internal definition of success
We're diving deep into organiztional effectiveness
High leererance team dynamics the whole works
Our mission here is to give you a shortcut
Really to understanding the difference between the organiational mythology
You know the corporate folklwewe've been taught right
Our actually drives high performance
We're separating the total bs from what is actually important and effective
Exactly especially
When it comes to harnesing what we call collective genius
And our starting point is uh a massive challenge to conventional wisdom
The standard corporate playbook
You know the one
I'm Oh Yeah
Hire the smartest people staff them with stars focus soly ly on vividual performance and put big caismatic alpha a charge ah are playybook contradictly
And i mean consistently contradicted by the facts
So today we're here to show you what you should focus on instead to really mamaiizze your team's collective intelligence
And we're going to start with a sporting aneco
That highlights a truly astonishing contradiction
It's this idea that talent on its own is enough to guarantee victory
Okay
Let's unpact this
This is a great story
From the early days of the cold war
It's one thousand hundred and eighty
And the us boycotts the moscow olympics
So this meant the us national basketball team
Which was made up entirely of collegaged student athletes
Ended up playing series of five exhibition games against the nba all star team
And you really after remember the context
I mean the nba all stars
Were season professionals
They were in the absolute prime of their careers right
Their coach was lanany wilkins
Who were just one about nineteen seventy nine nine ba championships
Who were talking about proven in elite talent and the college kids
The college kids were still figing out how to balced classes in practice
They were raw talent sure
But objectively less experienced
They were still years away from hitting their professional people so logically
This should have been a complete slaughter
Absolutely the author should have just run away with every single game
They were the pinicle of individual skilill
And yet the sources note the exact opposite happened team usa
Which was at the time
The youngest national team ever assembled just demolish the mba l stars
It's incredible
They won four out of the five games including one absolute blow out where they beat the professionals by thirty one points
Thirty one one inints that creates the undamental paradox x
We really need to understand here the sources are so clear about this skill is the price of entry
Of course you're not going to lose aa bunof random people off the street
But skill or individual talent is just not sufficient to win
When you're in a high interdependent scenario
And we see this failure patterterrepepeat over and over again
And it's not just some isolated incident for one thousand hundred and eighty
I mean of packing in individual stars guaranteed success the us olymps
He would win gold every single time completely unchallened
But they don't not at all look ked at two thousand four olympic squad
That team was absolutely packed with future all of famous and legends lebron
Janzed Wye
Wade
Kerellyanthony
Elen
Everson on paper
It was one of the most individually talented teams ever plan together
And what happened they barely scraped out a bronze modal
They famously lost one game by a stagering nineteen points
The problem wasn't a lack of talent
It was a lack of team
That one thousand nine hundred and eighty college team had objectively less individual skill
Less experience
But they formed a great team one that was more affected than the some of its part demonstter really more effective
They had a shared purpose
A chemistry that just transended the roabilities of the nba all stars
Who were essentially a collection of individual contractors competing against each other not working together
So if talent is the minimum requirement but not the magic ingredient
Then the systems we used to select in reward talent must be
是的 好的 没的
Well deeply flawed
That's it so what traditional leadership ideas are actively misleading us let's start the core deep dive by looking at what we need to abandon
And we could begin with a phenomenon on that applies equally to expert medical professionals and h senior loporal executives
The danger of expertise
Itself the way it creates these profound blind spots
I find this radiological scan experiments so alarming
Because it reveals a really profound universal flaw in human attention research just tratrapped and drew millizowine in germy
Wolf conducted this classic study using human lung scans
These are exactly the kind of x rays
That expert radiologists look at every single day searching for tumors infections
Right high stakes
Routine work that requires intense focus so with the researchers did was they slip a giant unexpected image into the stack
You think they were looking for like a cancer smaster or something
You think what they actually placed on the top right long was a visible five ange ed all l ilillowet of gororila gora a gorilla and the resulting statistic is truly shocking eighty three percent of expert radiology
Yeah
People whose entire professional training is focused on detecting visual noromalies failed to notice the giant karilla
It's proof of a concept called inattentional blindness
It happens because our brains are constantly filter information out
It's an evolutionary necessal
Yeah
If you paid attention to every single sound smell and visual queue
You just be overwhelmed
Did be partializright right so we vonotice what we're taght to look for exactly the radiologists were primed to find cancer or infection
So eevilual processing just filtered up the gorilla as irrelevant noise and the implications for business and leadership are massive
It means that organizations can and often do misobvious flagrant sometimes existential problems
Because their attention is trained on the wrong metrics or the wrong priorities
Think about nokia
Their attention was so intensely focused on optimizing ddare better cameras
Better better atterteries
The they'd always done well preciseleader
But the gorilla walking through to the room
Was the rapid rise of the epicgo system in the software experience
They just filter it out
Because their expertise was in physical components
So if you're hyper focused on quarterly growth figures
You might miss the guorilla of say employee burnout or a decaine culture exactly expertise by its nature filters the world into a manageable
But often incomplete view ofis why teams need diversity and safety to ensure someone is looking for the guorililla
That the expert is ignoring spespeaking of experts
Let's tackle the most pervasive
And you could argue the most damaging myth and modern corporate culture
The alpha mentality
Yes
We are constantly obsessed with the image of the dominant aggressive
Often intimidating leader who was celebrated for their intensity
The source of site research claiming that up to seventy percent of senior executives supposedly fit this alpha male mode
But this entire ideology it's builds on a fundamental scientific error
I mean we can trace the whole alpa concept back to l
David
Myrics
Nineteen sevenseventy book
The wolf right
The book that described wolf packs led by dominant malls who maintain control through intimivation
Fighting
Demanding
Difference
All of it
This analogy was just snapped up by the business world
The lan genius
The gordon geco the leader who leads through fear
But americic the very scientist who populararize the term
He realized he was fundamentally wrong
He spent the nineties and two thousands trying to correct his own mistake
He realized the apparent domination
He saw in captured wolves wasn't that at all
It was actually just the dynamic of parents guiding
Young wolves
Sa family unit
Not some violent hierarchy
Wow and what's fascinating here
That the sources explained that these aggressive overly dominant leaders are actually a biological and an organiztional liability in nature
Aggressive pack leaders get into ungcessiary fights
That lead ininjurthe aggressive library
Sourand weak in the group
Often leading to their removal
They create chaos
Not
Cohesion and the same mechanism applies in business studies confirm that aggressive dominant styles just alienate people they make them unwilling to collaborate or share critical information or voice dissent which just lowers the collective intelligence of the entire organization
And that's where we find a really profound counter intuitive truth
是的 对的
Employees strongly prefer empathetic generous leaders
And not only that research is shown that when it comes to high stakes
Interactions like negotiation people who are demonstrably smarter and more generous are better negotiators way better than those who rely on intimidation because as aggressive approach just closes off options because in generates hostility because as empathy unlocks collaboration and reveals hidden value
But way a second
If this style is so determental
Why do we still celeate
I mean
Why do we see these superstar ce os brought in famous for their embassive style only to be paid massive amounts
Well because the media narrative often focuses on the spectacle people confused intensity with effectiveness
Ok
We hear about the aggressive cee o who cuts cost rurulessssly dridrives short term m ck bubumbut we ofoften missed the long term cultural damage stanoniat mmarrow lunch is a perfect example
Why he was celebrated for his aggressive brrsive ve style that just destroy company's culture
It led to these incredibly risky bets and resulted in their biggest quarterly loss in ninety three years
And he walked away with over one hundred and sixty million dollars
He did
But the company's 's ility ility to function was crippled leading eventually to a force sale
So the system rewarded the intensity
But the fact show it was fundamentally destructive to the organiztion's long term health
It's proof that although intensity is a style
That might work for some successful people eybe because it's authentic to them right copying it as a leadership recipe
Especially it doesn't matter natural approach is a recipe for disaster
The problem is that the spectacle and the compensation get the media attention not the quiet effectiveness
And that leads us to the systems
We used to try in manufactureies so called star leaders
If nature doesn't support the alpha
Surely the rigorous academic training of an mba program can forge a great effective leader right you d think
So it's look like the mba promise verses the reality
We're talking about the elite top teer programs
Harvard wartn m it costing a stunning often and fifty thousand
One hundred seventy thousand dollars often promising to educate leaders who make a difference in the world
They are selling a very specistrict high status product leadership competence
But the research shoccer is that study after study shows little to know avit
That mba training actually makes you a demonstrably better leader
Regardless of the schoolls prestige you're relevant stanford mba professor jeoffrey feffer and others site study showing that neither the degree
Itself nor the grades you earned coror late significantly with improved career success or leadership perfectiveness hohold on a second
If the degree doesn't make you a better leader
Why does the market consistently pay them more money
Why do companies higher exclusively from these schools
Surely the market prices some value into that hundred and seventy thousand dollar education
That's a great question
And it forces us to look at actual valvalue propotion
Mmicininian company found that people on the job for one
Three and even seven years years
Without mbas were just a successful as those with the degree and the boston consulting group
Their london office found that non nbs were actually receiving better performance evaluations than their peas who had gone to business school
Wow
So the value is clearly not in the content of the leadership training
Itself no the sources define the real value of an mba as higher starting pay prestige
You know the ability to say you went to school in cambridge and networking
It's the human capital connections
So the degree is a signal high cost filter not a curriculum
That measurably improves leadership skills
Which just reinforces the idea that we cannot manufactured the perfect leader through training alone
And that brings us to demolishing one of the most popular hering ing ools
That relies on this idea that people are fixed and labeable the pseuu o science of personality tests
Specifically the mires breaks type indicator or mbti
It is still used by eighty eight of the fortunone hundred companies
Today
It's everywhere the mbti has a charming
But um deeply flawed origin story
It based on carliyoung eight personality tytypes from nineteen twenty one great but young was in practicing scientifically validated psychology
It was fortunorhunches and philosophical concepts and the mother daughter duo who expanded
It claimed everyone fit nearly into one of sixteen fixed personality types determined from birth
The flaw is simple
These tests flat out
Don't work for predicting job performance
And they're not reliable
They exploit was called the four effect or the barnm effect
It's the tendency
Y believe that vaague general descriptions apply specifically and uniquely to yourself
You know when you read statement like you are occasionally extroverted though you value time alone to recharge
You immediately go that's me right
You validate the times that felt true and ignore all the evidence to the contrary
It's basically a strotegy for the boredroom and the data point that should kill this practice forever is it cheer instacce studies show that fifty percent of people who take the test get a different result just five weeks later
Fifty percent you cannot base a multiple million dollar erring decision on a tool classifies half your workforce differently within a month we're just too complex to be in esfj and infj old time
Of course our personality changes over the hour based on where we are the time of day are immediate goals
Think about a surgeon they have to be methotical risk verse and analytical during preb
But the moment of complication arises
They have to become intensely
Adaptive collaborative and risk tolerant
We need situational flexibility not fixed labels labeling people based on an unstable test isn't just useless for predicting comformance
Mbit sstar prejudice by locking people into boxes
They may need to escape from to succeed
So if the star leaders of myth alphadominance is a failed analogy
Mbas don't guarantee perfortence and personality tests are useless
对不对 对对
We have to stop looking at the individual leader or the individual contributor
And start looking at the team as a whole
Exactly if all of our traditional tools for finding individual success are flawed
That suggests the problem isn't in the raw talent we bring in
But how we use it
How we structure it and how we reward it
Which brings us to why having ralot talent can actually be detrimental this sesection to the talent trap and the super chicken problem
I find this research so incredibly counterinto it
It I mean
We will always assume more talent equal better results
But researchers studying teen dynamics found that in teams
Where success depends heavily on interaction and coordination
Where they call high task interdependence too much top individual talent actually hinders performance
And this is a critical concept to understand pass interdependence just means how much your success realize on the action and performance of other people
So like a freelance sales consultant who does everything alone has low interdependent right
But software development team building a a complex product
Where everyone needs to integrate code daily and rely on accurate inputs from each other
That is high interdependence and the data across these high inner dependence
Feels like european football and nba basketball is clear
So clear
When top individual talent exceeds about fifty to sixty percent of the teams
Roster performance actually suffers they under perform expectations too many superstars means too many people trying to dominate the resources
The ball
The spotlight
The budget
It leads to destructive internal competition and worse outcomes for the whole group
The one major exception here is really time baseball
Yes
The source is out
That baseball is fundamentally an individual sport pretending to be a team sport
When you're standing at the plate
You're alone
When you're pitching
The result is almost entirely down to your individual performance very low task enter dependence
So teams like the yankeies are actually rewarded for packing stars
Because individual output still matters most
But for the vast majority of modern business especially a complex problem solving collaboration is required
是
And that's where the talent trap snppp shut
And this inherent conflict this drive for individual gory versus
The need for collective success is just beautifully illustrated by the super chicken analogy okay laid office
This study from williams irr set out to break chickens based purely on individual productivity
So he selected the hands
That laid the most eggs
The super chickens
And put them all together in one group
He built in all star team of hands essentially yes
And the result was devastating those chickens suppose at all stars laid fewer eggs overall fewer
Because the aggressive individually high performing super chickens spend all their time packing bullying and suppressing their rivals to maintain dominance
So only the most aggressive selfish hands were left they aggmized for self interest at the expensive group output
Exactly then near shifted his focus instead of selecting based on individual frerates
He selected based on group productivity
He rewarded teams that succeeded together
And the resulting superteams they were healthy
Cooperative and lay dramatically more eggs the chickens weren't necessarily less productive as individuals
But they excel because their environment allowed for collective contribution instead of zero some competition
The business parallel is just it's unmistakable
When we select reward and promomoby is purely on individual stats
Highest ararly sales point scored biggest bonus for one person
We inadvertintly select for selfish super chicken behavior
We create a competitive environment that destroys the very thing we need team effectiveness ss trust this internal competition leads directly to what the sources called the cult of self
They if employees perceive the environment is unstable
Unfair or temporary
Because of aggressive individual reward structures or per leadership
They should shift their psychological focus entirely from the company's mission to their own personal brand
So they focus on their side hustles
They're perfectly created linked in profile
Their network outside the company
Theyhegging their bets
They recognize that if they're going to be pacted off or laid off
They better build strong exit strategy
They invest less emotional al creative energy into the company
And more into themmselves
It's a natural survival response to a broken social contract it is
And the danger of this low internal loyalty and low psychological safety cannot be overstated
I mean we can see the ultimate catastrophic consequence of this fear in fiction
But the mechanism is terrifying ly real uh
You're talking about the famous catastrophic example of the death star thermal exhaust port flaw
Precisely the flaw this tiny two meter wide vattle station that if hit could destrothe entire battle tion
Tion was so geeeically and flavrently obvious that it
It only happen
Because the worwork culture was absolutely terrifying
The project manager was uh figuurtively and sometimes literally darthevator who would physically choke imperial officers to death for failure
So the culture of fear meant that any engineer or safety inspector who saw that conassive the severe vulnerability would immediately calculate the personal risk of speaking up of course pointing out the flam at contradicting the highest authority resulting an immediate severe punishment or death
Low psychological safety leads to organiztional stupidity
It causes group think terrible decisions
Because no one is willing to challenge the quality of the ideas or point out the flaws in the system or the product
This is the exact reason
Why googleextensive project arodotal researarch confirmed the aapredicor or team success wasn't shared red bbies or experience or individual gengenus
But psychologgical safety to deine that simply for you psychological ical fety ty the the shared confidence that the team not embarrasass reject or punish someone for speaking up
Making the mistake or offering ing contrary in viewpoint
And here's the beautiful paradox
That goole discovered teams with high psychological safety
Actually have higher rates of healthy conflict
Yes
They argue more
They disagree more
But they do it constructively they feel safe enough to apply the appropriate pressure to the ideas not the people this constructive criticism makes the ideas and the team
Itself antifragile they get stronger when stressed rather than breaking
And if people are scared you lose the contributions
Even if they have excellent resources okay
So you know the problem talent isn't enough
And selvage behavior ruins the group
The solution lies in building safety and rewarding the collective
So how do we find the people who turn superchickens into a superteam
And how do we design the environment to support them
That brings us to section three
The anedote focusing on glue players and systems define this answer we're going back to basketball
Specifically the houston rockets in the middtwo thousands
Their general manager dremmorray a pioneeer analytics
But he had a hard constints
A losing record and no budget for superstars right
No max contracts
He had to get creative and find deeply undervalued non superstars talent
He needed to find performance anomalies
And he realized that traditional basketball stats points rebound assists were just inadequate
He famously compared them to bicininus
What they reveal is suggestive
But what they conceal is vital meaning
Traditional metrics only focus on individual contributions
And they missed the crucial context of how players interact and elevate those around them that's
Where he found shame baddy a adaddy had um disappointing traditional stats
Or he described him as marginal nba athlete slow couldn't jump
I ldn't dririble
Well he was not the kind of player
Who would ever be on the cover of a video game
Not a chance yet baddia had an enormous plus minor score
Which tracks the net scoring difference for the team
When a players on the court
Verses on the bench
Ebattia was consistently a massive positive mure calculated that his plus six over his career was the difference between being a mediocer forty one win team and an elite sixty win team
His impact was totally hidden by the individual metrics
This massive invisible positive impact defined badty is a glue player
Someone whose high group dynamic skills on selfisheness and communication
Build trust and elevate everyone else's game mure even called him lego
Because when he was on the court
All the pieces of the team just magically fit together
Better bebedi a success was rooted in a profound level of self lessness and intellectual curiosity
He wasn't focused on getting more shots or higher points
No
He would analyze the opponents t's best shooter in my new detail
He had memorized their tendencies where they like to shoot which hand they preferred
How many dribles they took
And his actions were truly extraordinary
He would proactively ask his coach to bench him during periods
When the opponents superstar was off the court
Just to save his energy
So he had have maximum energy to defend them
When they returned this required immense humility prioritizthe teame's deensive integrity over his own minutes or stats
He communicicated constantly running the defence from the back constantly talking
Always putting the teams
Credit ahead of his own and this dedication to the collective stands and start contrast to the cult of self
Look at the miami heedles
Lebron weade and bosh
They came together as a collection of superstars and one championships
But then they later facace the same antoniosps a team was that equivalent ent per per sttaltalent led
Led by coach great popyitent who focused relentlessly on selfless team basketball and passing
And the heedles eventually broke up coach popitch himself is a glue player and leadership form
He won one hundred and seventeen games
More than he should have based on his roster talent alone
Simply because he demanded selllessness and focused on repeated team actions not superstar heroicness
So the lesson here is that
The solution isn't just about finding glue players
It's also about building systems and cultures that reward them and actively prevent toxic superchicken behavior
And we established earlier that wilpower fails
When we are triggered or overwhelmed or focused on the wrong things
You can't just tell a superchicken to stop packing
Or tell an angry leader to stop reacting
Agtraressively so so instead for lying on training leaders
So we saw w the mba data often fails to change deep seated behavior
We need to create automatic systems
That bypast the need for intense moment to moment
Willpower the perfect highesting example is the air force's auto g cas system
The ground collision avoiding system
Right
Air force pilots intensely focused on complex combat and targeting systems would frequently sufffer inintentional blindness and fly mulltimillion dollar fighter jets directly into mountains
This happened to astronautry verts who went on to command the international space station
He was just too focused on the mission parameters to see the train below
So the g cacs system is technological whilpower it's tied into the navigation
An ultimatter
If the plane gets too close to the ground
It automatically overrirites the pilot kicks in and pulls the plaineup saving the pilots life in the aircraft
It works perfectly every time regardless of the pilots stress level or training
So leaders ers have apply this gks philosophy to their culture and decision making instead of trying to train away a leaders bad reaction like yelling
When things go wrong
You install anti i jerk policies for instance
You could create a system
Where if a problem is reported
The issue is logged
Immediately
But the policy mandates the isise cannot be discussed for twenty four hours
And that time delay ensures the leader can emotionally disconnect from the incident right
It removes the immediate blame trigger and lets them focus on system improvement instead of assigning personal fault
My sources advocaes for adopting a process
Where any widespread problem is assumed to be the leaders falld
Because they define the system in the culture
That radically shift the focus from who's to blame to how do we fix the gk system
It's about designing the path of least resistance to the right behavior
Rather than trying to force constant difficult effort
Okay
We've seen mamaimizing team success means focusing on dynamics
Systemic safety in finding those glue players
So now let's synthesize these insights into the defeative framework for harnessing collective genius section for the three pillars team intellligthis this rarameis is built dedeades of behavioral science and research into what makes groups smarter than the individuals within them
It really provides an actionable road map for building a superteam
The first pillar is reasoning
Which translaate into clarity of alignment
Right
The core challenment of any team is just making that sskills perspecves and resources are all heading toward the same north star
As as we saw misalignment makes a team significantly more stupid and alignment has to be communicated
Through a clear hierring flowing from the highest strategic goal down to the lowest personal action
The military perfected this concept with commanders intent
It breaks a laigment down to five distinct levels that have to be communicated
Constantly let's break down those five levels
Just to show how specific and actable this concept has to be okay
So the first level is the commanders intent
The broad strategic goal
The ultimate objectively establish market dominance in the southeast by year end
Oh
Second is mission parameters
This defines the end state
The criteria of vicictory capture fifteen percent market chair
While reducing operational risk by ten percent third you have the team objectives
The specific measurable results needed from the team
This quarter something like launch two new products successfully forth are the contributions to the team what each specific role is responsible for the marketing director will finalize the camber ggmemesasaging friday day
Critically the fifth lelevel is personal goals
This is where the leader must ensure the individual employees growth and ambition aliles with the other four levels
So if the team member ones supromotion in a new cyber security certification
That's their personal goal
The leader to connect that to the team objective exactly achieving that certification directly supports our risk production mission parameter
And when you achieve it
We will put you forward for a promotion
This clarity is so necessary
Because in make deitary saying goes no plan survives first contact with the enemy or the market
The fog in friction of business mean the original plan will inevitably fail
And people need to know the intenence
So they can adapt auonomously and make decentralized decisions that still serve the ultimgoal
The source compares
Cold war soviet and us pilot training to illustrate this
It's a great example
Soviet pilots were drilled on technical capability
But they were basically remote controlled by ground commanders
When significant decision had to be routed through resuperior or us pilots they were trained to be final decision makers
They understood the commanders intense
So they could adapt
When the plan failed
When real combat occurred the soviet pilots despite their skill would often deadlogue mimisopportunities
What they had wait for confirmation
While the us model one because it empowered the people on the front lines
Who understood the intent
Which allowed them to adapt
Quickly and seize leeting opportunities alging ing personal goals with team goals create synergy
Missgnment creates friction
Where individual success comes at the cost of the team and a leader needs to audit this relationship
Constantly all the time if a star performers personal goal is purely monetary and involves undermining his peers to hit sales targets
He is missile line with the mission
And will ultimately make the team significantly stupider okay moving a pillar too attention
This is about knowing what to focus on
And maybe more importantly what not to focus on
We so often confuse busbusiness with productivity and expansion with focus and the classic devastating example of failing this pillar is the lego cataastropy in the early two thousands
The go almost went bankrupt and watch rereds
Millions ons
Dodoars
Ars and watshoshoking is that they had a clear mission
The worlddstrongest brand among families
They weren't 't lost on vision
They were lost on execution focus
They suffered from corporate attention deficit to water and a desperate attempt to break a slump
They just chased every shiny object
They could find they tripled their product offofferings expanding from six thousand unique lego pieces to over fourteen thousand from incolors meover x
They launched brickless games
Electronics
Theme parks
Everyone was doing what they thought was right innovating
But it was all the distraction from the core product that made them special
They were suffering from inattentional blindness focusing on the poor erermemerix like volume and diversific cation rather than the core experience
So the turnaround came when when eo yyggvignunstore pa former consulant ruthlessly brought focus he cut product lines by thirty percent eliminated half the existing bricks got rid of the thein parks and got the company back to basics manufacturing
Interlocking plastic bricks and that gift to focus drove them from losing hundreds of millions to being profitable in one year
Eventually leading to ten billion dollars in sales
Success came from attention management not in less innovate
And we can see signs of intelligence attention and effective teams based on research by ang to williams woolly right
She found that synchronzed communication is key to managthe collective team attention
First she identified birsty communication meaning highly effective teams don't constantly drip feed information or send endless fraragmented emails and lacks instead
They communicate intentensists sts to settle on a critical solution define next steps or collectively solve a major problem
And that's followed by long periods of uninterrupted deep work
They manage their attention
Synchronously
Second she noted a conversational turntaking over the entire life cycle of a project
Everyone talks about
Equally
This isn't about ensuring every single meeting has perfect
Fifty
Fifty participation no
But tracking the average over time
It's signals at the tame is synchronied ed
Crucially that everyone is heard
Especispecially the quiter
People who hold specialized knowledge
If only two or three people dominate the conversation for months
The am am is filtering out of vital resources and third
And this is maybe the most crucial finding related to attention in safety
The greatest predicor of team
Intelligence is the number of women on the team starting it too
This is because women tend to score significantly higher on emotional intelligence and theory of my intetitities
That's
That's concepcepwe need
Need fully develop what exacactly in theory of mind and how does it translate into practical effetiveness
嗯
Theory of mind is essentially
The ability to attribute mental states beliefs intentions desires knowledge to yourself and to others
And to understand that others mental states may be different from your own
It's the core skill of empathy of reading a room so on a team
This skill is priceless
It means noticing a subtle shift in body language or a voice trailing off
And proactively asking wait what are we missing here
Or i noticed you haven't contributed to this section what is your perspective
And this ability to read the room and navigate into personal complexities
Ensures the quiter person has heard which unlock psychological safety and allows the team to benefit from those resources that might otherwise be filtered people if the issue at hand involves complex relationships or stay holder management or anticipating how the competitional react you need
People who can anticipate how others are thinking and feeling a team full of technically brilliant people who are too socially awkward or aggressive to talk to each other
Effectively is by definition a stupid team
Because their attention is focused inward on self protection rather than outward on the problem
This synergy between reasoning and attention leads us directly to the final requirement for collective genius pillar three is resources right team intelligence increases exponentially with diverse
Resources
Skills
Knowledge
Life
Experience
Cognitive style
Social networks
But it's not enough to simply have the resources
You have to make the implicit
Explicicand and diversity is critical
Here including cognitive styles
Teteams
Combine people good at spatial visualization
The engineers
The mathematicians with those good objeject visualization
The artists
Designers and those with high verbal skills
The communicators
The organizers
Who use words to structure the world
Those teams have incredibly high collective intelligence
They bring a vastly greater diversity of tools and perspectives to problem solving to illustrate this necessity of diverse specialized resources and the danger of a weak link
We can turn to the incredible story of the two thousand three antworp diamond center vault highe
This vault was protected by ten layers of security seismic sensors
Doplorrate are a magnetic field
A massive physical lock
He was supposed to be impenetrable
The mastermind leadarer note of barilo was a world class deef
But specifically he was a master social engineer
He was fantastic at charming people and gathering intel like schematics of the volt
But he was incapable of secuting the technical parts of the highst alone
He needed a diverse specialized him
And he knew it
So he assembled the crew based on non overlapping superskills
The monster
The brute strenks needed for physical entry and manipulating loks
The genes
The kech expert required to disable alarms
Radar and sensor
And the king of keys
The best key forger in the world capable of bypassing the physical locking mechanism
That are success in penetrating the volt was entirely due to the fact
That they openly share the unique knowledge and vulnerabilities
Exactly the for instance
When the king of keys needed a video of the massive volt key to forgithe the genis immediately vovoununered to custom build a camera rague to obtain the footage
He recognize that his technical skill was needed to unlock the king's resource
They succeeded pulling off
What was intended to be the highst to the century
Clearing one hundred nine safedeposit boxes
But here's the critical systemic lesson
The higheto failed not in the planning
But here in the comecution of the hard parts
But because of one incompetient new member speedy ytheir getaaway driver
He joined the team late and didn't properly dispose to the evidence
He panicthrew bags of tools and halfeand andwwices into the woods
Which let investigators directly to the mastermine this proves link this one weeweelink one
One competitive performer can destroy the work of multiple superstars and specialists
Second and most relevant to our deep dive
The original teams succeeded in evolve
Because they made the implicit
Explicit
They catalogue their resources in vulnererabilities
So to unlike collective intelligence teams must perform explicit resource mapping
Which means catalogging four key areas
One superskills
The unique specialized knowledge
You have to knowledge expertise what you can teach others
Three conttets access the network
You can tap into what can contfalls that last one is crucial
嗯
A pitfall isn't a weakness
It's a vulnerability
That needs a system solution for instance catalogging
I don't share contrarian views and meetings
Unless specifically ask allows the team to build a system
Where the theory of mind leaders knows to deliberately ask that individual to contribute ensuring that resource is never filtered out by anxiety or low safety by focusing on these three pillars
Reasoning attention in resources
You move beyond the myth of the star leader and focus on building the system that makes the team the genius we've now covered the entire landscape
We've deboned the cut of the store
Leader seen the pit falls of the too much talent problem and established that collected geniuses unlocked by building trust and mastering the three pillars and close
We want to show you how these principles of selflessness and connection are embodied not by omythic star
But by a profoundly ordinary star who redefined leadership in one of the most demanding environments of mataghaable
We introduced dripper l coffmen fffen was the antitheis of the aggressive star myth
He was a scrony american volunteer at the start of world war
Ti initially driving an ambulance in france
After being captured and released
He volunteered for bribritish royal navy
But conconsidered physically inadequate underweight poor eyesight
He was an ordinary man
Who was forced binnecessity to lean entirely into his superskills of tanacity
Intellectual curiosity and selflessness
He eventually became a bomb defusand was tasked by the us navy
With creating the predecessors of the navy seals
The underwater demolition team or udt
He needed to build an elite resilient organization capable of operating under intense arrest
And his first step was designing the training
He condenssed an eight week training program into one gruelling high stakes week known as healweek
And here is the crucial example that redefined his leadership
And earned him the loyalty of generations of seals
嗯
Kffmen the officer did something truly unprecedented in physically exhausting
He chose to enjoy the groruelling one week training
Along side his enlisted men
This was unheard of for an officer
He wasn't relying on his title or his education or his pasass acaccomplished to demand respect
He was relying entirely on connection
Self sacrifice in shared experience
Forty percent of the class quit or were injured
But kffman earned profound trust on three key metrics
Competence
Honesty and most importantly benevolence
The belief that the leader has the team's best interest at heart by enduring the pain with them
He demonstrated that he believed in the value of the training
And that it was necessary for their survival
He created an immediate foundation of trust and psychological safety
That allowed the ud t divers to function under fire during d day and other critical missions
Establishing the gold standard for high stpes effective teams
Kffmen had no superhuman skills
He just excelled at creating found trust and alignment
He focused on the system
The culture and the connection
Not the individual
The ultimate lesson is that people don't follow leaders
Because they are stars
But because they feel a new and better future is possible together
By focusing on connection psychololoical ical fety and and mastering the pilars of reasoning attention and resources
You can become the leader who unlocks that collective genius in others
Just as cofmendid stop hunting for stars
Start building galalaxies
Focus on the this stems find your lue players and make sure your team
Feel safe enough to disagree that's how you win
Thank you for draining us for the deep dive
Thanks for listening
