Host Tom Collins, MD and co-host Justin Hamrick dissect the powerful, often misunderstood, concept of sacrificial leadership.

Tom Collins, MD talks with Bob Tiede, author of ”Success Unlocked: The Transformative Power of Questions” as they explore the core idea of leading with questions.

In this electrifying episode, host Tom Collins and retired Navy two-star Admiral Mike Manazir—Top Gun fighter pilot, former commander of the USS Nimitz explore the foundational leadership concept of trust, revealing why it’s not just a soft skill, but an operational necessity, especially in high-stakes environments.

In this episode of The Science of Leadership, Tom Collins is joined by West Point instructor and leadership expert Doug Crandall to discuss a core trait of great leaders: building people. Doug introduces the concept that leaders are always either building people up or diminishing them. He defines a builder as a leader who makes people feel more capable, more confident, and more valued. Doug shares powerful personal stories, including one about Colonel Casey Brewer (now General), who went out of his way to affirm Doug early in his career and even quietly corrected a spelling mistake in an email before forwarding it to the entire department. This small act of grace built immense trust and demonstrated the profound impact of tiny, intentional actions. The conversation delves into the "builder's mindset," which Doug attributes to relentlessly focusing on positive thinking about the people you lead. He offers practical advice on how to develop this mindset, including: Cutting off negative thoughts before they complete themselves. The profound impact of believing you've "never met a bad cadet" (or employee/player). The psychological reality of the Pygmalion Effect: people rise—or fall—to the level of expectation set for them. Doug emphasizes that true builders are "relentlessly positive and unapologetically demanding". However, he warns that high standards without assurance of capability lead to burnout and cynicism. Citing neuroscience, he explains that sustained positive and optimistic thinking literally reshapes the brain and changes how we perceive and interact with others. Also, I am excited to announce the release of my new book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ References Crandall, D. (Ed.) (2009). Leadership lessons from West Point. Jossey-Bass. Gladwell, M. (2007). Blink: The power of thinking without thinking. Back Bay Books. Newberg, A., & Waldman, M. R. (2013). Words can change your brain: 12 conversation strategies to build trust, resolve conflict, and increase intimacy. Avery.

Hosts Tom Collins and Justin Hamrick dive into the vital importance of treating everyone with dignity and respect.

Tom Collins sits down with leadership and organizational development expert Amanda Schagane as they explore the most vital leadership ”superpower”--effective communication.

host Tom Collins sits down with Rob Carter, former CIO at FedEx, as they discuss seeing around corners.

Tom Collins and his guest, Jurriaan Kamer, challenge conventional wisdom while discussing how to build teams that succeed.

In this episode of The Science of Leadership, Tom Collins is joined by Dr. Dave Logan, a professor at the University of Southern California and co-author of the New York Times bestseller Tribal Leadership. They discuss the fascinating world of organizational culture and how leaders can build a truly great one.   Dr. Logan explains that an organization's "tribe" is the informal network of people who work there, and that these tribes are the most powerful force in any organization. He outlines five cultural levels that exist within these tribes, from Level 1 ("Life sucks") to Level 5 ("Life is great").   The conversation highlights why most organizations get stuck at Level 3, characterized by the mindset of "I'm great and you're not". Dr. Logan attributes this to how our society rewards individual achievement, citing the common interview practice of sharing stories about personal success. He notes that winning at a personal level provides a "dopamine hit" that is often reinforced by promotions and the prevailing employment culture, making it a difficult ceiling to break through.   Dr. Logan makes the compelling case that culture is the most important factor for success, stating, "The data said the best culture wins, not the best process, because if you've got a good culture and you give them a bad process, they'll either make it work or they'll fix it". He offers a three-step action plan for leaders looking to advance their culture: Listen: Pay close attention to how people are talking to identify the dominant cultural level. Join: Participate in the existing conversation with humility and respect. Model: Over time, with respect and humility, model the conversations of the next cultural level.   The episode provides invaluable insights for anyone looking to understand, navigate, and transform their organization's culture.   Also, I am excited to announce the release of my new book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/   Key References: Jackson, P. (2013). Eleven Rings: The Soul of Success. Penguin Press. New York. Logan, D., King, J., & Fischer-Wright, H. (2008). Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization. Harper Business, New York.    

Tom Collins and Justin Hamrick tackle the importance allowing mistakes has in effective leadership.

Tom Collins is joined by Dr. Jay Lemons, President of Academic Search and former president of Susquehanna University, to discuss what organizations truly look for in their leaders.

Tom Collins and retired U.S. Air Force General Bob Kehler discuss the essential role of trust in effective leadership and how leaders can build that among those they lead.

In this episode of The Science of Leadership, Tom Collins is joined by Isabelle Fortin, founder of Against the Ordinary, to delve into the transformative concept of human-centered leadership. Isabelle shares her unique journey, shaped by her service in the Royal Canadian Air Force, where she observed a stark contrast between military leadership training and the civilian corporate world. She argues that many organizations promote individuals based on technical skills (like sales or surgical expertise) rather than actual leadership capabilities, leading to floundering teams and burnout. Isabelle recounts a powerful personal story from her early military career where a sergeant, choosing to see Isabelle as a "human" rather than just a "rank," fostered a partnership that motivated Isabelle to "crawl through broken glass" for her. This exemplifies human-centered leadership in action, creating psychological safety and a sense of being valued. The discussion emphasizes the vital importance of human-centered leadership, highlighting: A McKinsey report suggesting that managers and leaders have a bigger impact on people's health than even medical doctors. The "dinner table effect," explaining how feeling seen, heard, and valued at work ripples positively into employees' home lives and communities. Significant profit increases (up to 86% in productivity for engaged employees). Tom expands on the neuroscience of this approach, explaining how kindness and support from leaders trigger the release of oxytocin (the "trust hormone"), which reduces stress, builds trust, strengthens relationships, and boosts engagement and performance. Isabelle provocatively suggests that leaders should initially practice kindness for "self-serving reasons" (like improved well-being and profitability), as neuroscience shows this can reshape the brain to make kindness a natural modus operandi. Isabelle shares practical advice for implementing human-centered leadership: Start with psychometric assessments (like the Nova tool) to understand individual cognitive, communication, and behavioral preferences. This understanding allows leaders to adapt their communication and support styles, fostering a "prenuptial agreement" where teams learn to navigate conflicts and connect on a human level. Prioritize these four keys: be kind, be curious, prioritize trust, and communicate with care. To learn more about Isabelle Fortin's work, visit againsttheordinary.org and connect with her on LinkedIn (Isabelle Fortin - look for purple hair). Also, I am excited to announce the release of my new book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at https://a.co/d/hoLqz1g or https://www.barnesandnoble.com/w/the-four-stars-of-leadership-tom-collins/1147876454 and share your thoughts with me! To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ Key References: Collins, T. (2025). The four stars of leadership: Scientifically-derived principles from the experiences of America’s highest-ranking leaders. Four Star Leaders. Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44, 350-383. Edmondson, A. C. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace. John Wiley & Sons. Kock, N., Mayfield, M., Mayfield, J., Sexton, S., & De La Garza, L. M. (2019). Empathetic leadership: How leader emotional support and understanding influences follower performance. Journal of Leadership & Organizational Studies, 26(2), 217-236. Magon, N. & Kalra, S. (2011). The orgasmic history of oxytocin: Love, lust, and labor. Indian Journal of Endocrinology and Metabolism, 15(Suppl3), S156–S161. Pekarek, B. T., Hunt, P. J. & Aren

Host Tom Collins sits down with General Pete Chiarelli, former Chief of Staff of the Army, to unpack the critical concept of second and third-order effects in decision-making.

Tom Collins is joined by Dr. Debbie Heiser, an applied developmental psychologist, to explore the vital role of good mentorship in leadership development and legacy building.

In this compelling episode of The Science of Leadership, Tom Collins sits down with Admiral Jim Loy, former Commandant of the U.S. Coast Guard and Deputy Secretary of Homeland Security, to explore the profound impact of remaining calm and maintaining composure under pressure. Admiral Loy shares a pivotal, "big screen worthy" story from his early days as a young ensign during a treacherous North Atlantic storm in 1965. He recounts a moment where his Captain, Jack Forrester, calmly corrected a critical error without a word, teaching an invaluable lesson in leadership, responsibility, and the power of composure in crisis. This experience cemented Admiral Loy's lifelong philosophy: Preparation Equals Performance. The discussion delves into how extensive preparation, through practice and mental envisioning, builds both muscle memory and neural pathways that enable calm and effective performance in high-stakes situations. Admiral Loy further illustrates this by describing his time commanding a patrol boat during the Vietnam War, emphasizing the life-and-death responsibilities that underscored the importance of unwavering composure. Tom Collins highlights the scientific backing for remaining calm, noting that it: 🔸Instills confidence and trust in those being led. 🔸Enhances rational and wise decision-making. 🔸Reduces team stress and anxiety, leading to better performance. 🔸Helps maintain clarity and a long-term perspective. 🔸Fosters a positive organizational culture. Admiral Loy shares how he implemented "PEP Awards" (Preparation Equals Performance) to recognize and reinforce this vital behavior throughout the Coast Guard. The episode concludes with a powerful message: leadership is a lifelong learning process , and cultivating a prepared mindset allows leaders to "slice through the fog" when confronted with challenges. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/   References Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Psychology Press. Covey, S. R. (2004). The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. Free Press. Goleman, D. (1998). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books. Goleman, D. (1998). "What Makes a Leader?" Harvard Business Review. Heifetz, R. A., & Linsky, M. (2002). Leadership on the Line: Staying Alive Through the Dangers of Leading. Harvard Business Review Press. Kahneman, D. (2011). Thinking, Fast and Slow. Farrar, Straus and Giroux. Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. Jossey-Bass. Loy, J. M., & Phillips, D. T. (2013). The Architecture of Leadership: Preparation Equals Performance. Naval Institute Press. McKee, A., Boyatzis, R., & Johnston, F. (2008). Becoming a Resonant Leader: Develop Your Emotional Intelligence, Renew Your Relationships, Sustain Your Effectiveness. Harvard Business Press. Phillips, D. T., & Loy, J. M. (2003). Character in Action: The U.S. Coast Guard on Leadership. Naval Institute Press.

In this episode of The Science of Leadership, Tom Collins is joined by Dr. Jay Conger, the Henry R. Kravis Chair of Leadership Studies at Claremont McKenna College and author of The Necessary Art of Persuasion. They redefine persuasion not as a manipulative sales tactic, but as a crucial leadership conversation designed to solve problems or seize opportunities.   Dr. Conger outlines four essential steps for effective persuasion: Credibility: This goes beyond expertise to include trustworthiness, personality, and conveying confidence without arrogance. Framing for Common Ground: Leaders must connect their request or idea to what genuinely matters to the audience, whether it benefits individuals, the team, customers, or society. Compelling Arguments: Presenting well-thought-out claims supported by strong evidence, such as data, examples, and personal testimony. Connection: Creating an emotional link through a compelling narrative that addresses the audience's values and generates commitment to action.   The conversation also highlights common pitfalls in persuasion, including a lack of preparation, relying on a "hard sell," unwillingness to compromise, over-reliance on arguments alone, and failing to see persuasion as a continuous process. Dr. Conger provides a fascinating real-world example of Monica Rufo's successful persuasion of Canadian fast-food franchisees.   Ultimately, the episode emphasizes that persuasion is more powerful than directives because it fosters willing commitment and leverages the collective intelligence of the team. Dr. Conger stresses the importance of curiosity and listening to truly understand the audience.   To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/   Key References:   Cialdini, R. (2021). Influence: The Psychology of Persuasion. Harper Business.   Cialdini, R. (2024). Pre-suasion: A Revolutionary Way to Influence and Persuade. Harper Business.   Conger, J A. (1998). The necessary art of persuasion. Harvard Business Review, 76(3), 84–95.   Conger, Jay A. (1999). Charismatic and transformational leadership in organizations: An insider’s perspective on these developing streams of research. The Leadership Quarterly, 10(2), 145–179. https://doi.org/10.1016/s1048-9843(99)00012-0   Freed, J. (2021). Breadcrumb Legacy: How Great Leaders Live a Life Worth Remembering. Routledge.

In this episode of  @TheScienceofLeadership , Tom Collins is joined by Dr. Denny Lund, former Chief Medical Officer of Lucile Packard Children's Hospital Stanford and a seasoned pediatric surgeon. They delve into the crucial role of competence in leadership, especially in high-stakes environments where lives, careers, or missions are on the line. Dr. Lund defines competence as having diverse experience and knowledge pertinent to running an orgaization, emphasizing the necessity of being a lifelong learner. The conversation highlights a common challenge: individuals often rise to leadership positions based on technical competence but lack the necessary leadership competence. Dr. Lund asserts that leadership is a learned behavior, not an intrinsic quality, and requires intentional pursuit of training and learning. He shares his own journey of seeking formal and informal leadership education while balancing a demanding medical career and family life. Key takeaways from their discussion include: The Importance of Reading: Dr. Lund recommends Leadership by James MacGregor Burns and Emotional Intelligence by Daniel Goleman as foundational texts for aspiring leaders. Understanding Your Impact: Effective leaders must understand the effect they have on others, a concept central to emotional intelligence. Managing High Stakes: The discussion covers how competence is vital in various "high-stakes" situations, not just life-or-death scenarios, from critical team conversations to championship moments. Leading by Empowerment: Dr. Lund emphasizes valuing team members and empowering rising leaders, allowing them to confidently perform their roles. He recounts a personal experience of stepping into a CEO role unexpectedly, relying on his learned leadership principles and trusted advisors. Avoiding Overconfidence: Both Dr. Lund and Tom Collins warn against the dangers of overconfidence, especially among highly trained professionals, and stress the importance of seeking wise counsel and continually re-evaluating skills. This ties into the Dunning-Kruger effect, where low-competence individuals overestimate their abilities and high-competence individuals underestimate theirs. Actionable Steps for Competence: The episode concludes with practical advice for leaders to improve competence, including reading, observing effective leaders, deliberate practice under pressure, developing decision-making frameworks (like the pre-mortem), and maintaining humility and self-awareness. The power of coaching and mentorship is also underscored. Key References: Burns, J. M. (1978). Leadership. Harper and Row. Collins, R. T., Purington, N. & Roth, S. J. (2022). Physician understanding of and beliefs about leadership. Journal of Healthcare Management, 67(2), 120–136. Connelly, M. S., Gilbert, J. A., Zaccaro, S. J., Threlfall, K. V., Marks, M. A. & Mumford, M. D. (2000). Exploring the relationship of leadership skills and knowledge to leader performance. The Leadership Quarterly, 11(1), 65–86. https://doi.org/10.1016/s1048-9843(99)00043-0 Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books. Grant, A. (2021). Think again: The power of knowing what you don’t know. Viking. Kozminski, A. K., Baczyńska, A. K., Skoczeń, I. & Korzynski, P. (2022). Towards leadership effectiveness: the role of leadership individual competencies and constraints. Introduction of the Bounded Leadership Model. Leadership & Organization Development Journal, 43(4), 596–611. https://doi.org/10.1108/lodj-04-2020-0157 Kruger, J. & Dunning, D. (1999). Unskilled and Unaware of It: How Difficulties in Recognizing One’s Own Incompetence Lead to Inflated Self-Assessments. Journal of Personality and Social Psychology, 77(6), 1121–1134. https://doi.org/10.1037/0022-3514.77.6.1121 Wisittigars, B. & Siengthai, S. (2019). Crisis leadership competencies: the facility management sector in Thailand. Facilities, 37(13/14), 881–896. https:/

Host Tom Collins and guest Dr. Kate Smith, Senior Associate Dean of Biology Education at Brown University, dive into the concept of radical candor and how it can help leaders and teams be more effective.

On this episode of The Science of Leadership, strategic communication expert, Matt Abrahams, joins host Tom Collins to discuss how leaders can be better, more effective communicators.