Why Are There So Many Bad Bosses? (Ep. 4...

Dartmouth president Sian Beilock, a psychologist by training, made her name studying why people choke. Now she’s applying those insights to one of the most scrutinized jobs in America. No pressure! SOURCES: Sian Beilock, president of Dartmouth College. RESOURCES: "Growing share o ... Show More

It’s a hard time to run a university: public trust is low, political pressure is high, and finances are fragile. But Daniel Diermeier, who trained as a political scientist, has Vanderbilt humming. How? He says the key is choosing magnets over wedges. SOURCES: Daniel Diermeier, ch ... Show More

Insurance forms that make no sense. Subscriptions that can’t be cancelled. A never-ending blizzard of automated notifications. In this update of a 2025 episode, Stephen Dubner discovers where all this sludge comes from — and how much it’s costing us. SOURCES: Benjamin Handel, pro ... Show More

Narcissism. Overconfidence. Low EQ. Why do we persist in selecting for leadership traits that hamper organizational progress—and leave the right potential leaders in the wrong roles? In this episode of McKinsey Talks Talent, Dr. Tomas Chamorro-Premuzic, author of Why Do So Many I ... Show More

Kate Davis is joined by Dr. Tomas Chamorro-Premuzic to discuss how the people who end up in leadership positions often possess the traits least suited to manage and lead people. Dr. Chamorro-Premuzic is the Chief Innovation Officer at Manpower Group, Professor of Business Psychol ... Show More

If promoting a high-performing member of your sales team means losing your best salesperson and gaining an average sales manager, why do we continue to rely so heavily on these metrics?  This week, Pat and Cody discuss the mistakes that many organizations make when promoting and ... Show More

Kate Davis is joined by Dr. Tomas Chamorro-Premuzic to discuss how the people who end up in leadership positions often possess the traits least suited to manage and lead people. Dr. Chamorro-Premuzic is the Chief Innovation Officer at Manpower Group, Professor of Business Psychol ... Show More

Why is it that the boss never seems to know what they’re doing? The famous “Dilbert principle” asserts that companies promote incompetent employees into middle management to get them out of the way. But Professor David Dunning, co-creator of the competing “Dunning–Kruger effect”, ... Show More

Tomas Chamorro-Premuzic, a psychologist and chief talent scientist at ManpowerGroup, says we're not picking leaders in the right way. While we should be promoting people based on their competence and potential, it's often the incompetent, overconfident candidates -- most of them ... Show More

You’ve probably had a bad boss, but you might not realize how easy it is to become one. Leadership experts Jamie Woolf and Christopher Bell unpack “power blindness” — how authority can warp your perspective — and share smart, practical ways to break the cycle of toxic bosses for ... Show More

You’ve probably had a bad boss, but you might not realize how easy it is to become one. Leadership experts Jamie Woolf and Christopher Bell unpack “power blindness” — how authority can warp your perspective — and share smart, practical ways to break the cycle of toxic bosses for ... Show More

There's plenty of advice on how to grow into a better leader. And it takes effort to become more effective. But bad leadership gets worse almost effortlessly, says Barbara Kellerman, a Center for Public Leadership Fellow at Harvard Kennedy School. She shares real examples from th ... Show More

While most good bosses try to be fair and balanced with their direct reports, it's only human to prefer the company and work styles of some team members over others, and employees are keenly aware of those preferences. They see favorites and non-favorites, ingroups and outgroups ... Show More