Leadership Development Archives | Disaster Avoidance Experts

When it comes to shopping, men tend to take more risks, while women prefer to take their time to get the best possible deal. Both genders are prone to mistakes. However, you can train your mind to make the wisest shopping decisions this Valentine’s Day.

Our feelings drive us to avoid short-term losses, which often results in us failing to take worthwhile risks and actually losing more in the long term. This problem comes from a dangerous judgment error called loss aversion.

Our brains cause us to drastically underestimate both the likelihood of a disaster occurring and the impact if it does. To address this dangerous judgment error known as the normalcy bias, we need to go far beyond our intuitions in planning for catastrophes.

Organizations often fail to train newly-promoted leaders well, because experienced leaders forget about the many new skills needed for recently-promoted leaders to succeed. This problem stems from a mental blindspot known as the curse of knowledge.

Company cultures and top leaders often unconsciously penalize subordinates who bring them bad news. This dangerous judgment error is called the MUM effect and it creates an atmosphere of secrecy that leads successful companies to stagnate and deteriorate.

Dr. Gleb Tsipursky interviews Paul Powers, CEO of Physna. Paul is the founder of multiple successful tech-focused enterprises and a member of the prestigious Forbes 30 under 30.

The choice that feels most comfortable to your gut is often the worst decision for your bottom line. To be a truly wise decision maker, you have to adopt counterintuitive, uncomfortable, but highly profitable techniques to avoid business disasters by making the best decisions. That’s the key take-away message of this episode of the Wise Decision Maker Show, which describes the Wise Decision Maker Movement Manifesto.

To get colleagues in denial to believe the truth, use EGRIP: 1) discover their emotions; 2) then their goals; 3) build up rapport; 4) provide info to change their mind; 5) offer positive reinforcement for them updating their beliefs.

We intuitively overestimate how well others read us and how well we read others in negotiations, a dangerous judgment error called illusion of transparency. This mental blindspot leads to disastrous results in negotiations and other important communications.

Cognitive biases lead to typical business strategic analyses such as SWOT giving a false sense of comfort and security. The result? Appalling oversights that ruin profitable businesses and bring down high-flying careers.