How to Apply Behavioural Insights to Leadership
NO ONE WOULD EVER DISPUTE that Cal Chambers was the smartest guy in the room, least of all Cal. As Chief Science Officer of Obsidian Pharmaceuticals, Cal holds multiple patents and has been responsible for developing the core biological platform on which all of Obsidian’s therapies are based. To a researcher like Cal, science isn’t just the focus of his work: The pursuit of scientific truth is foundational to his identity and values. To question his conclusions in any matter, scientific or otherwise, is to betray one’s foolish ignorance and Cal’s response is often withering. A brilliant scientist who has developed clinical breakthroughs, he also produces breakdowns in the workplace, through both his reflexively combative and harsh interpersonal behaviour and his micromanagement-induced bottlenecks in processes and reporting.
Cal’s interpersonal challenges haven’t been limited to his own team: They also complicated his working relationships with the rest of the Obsidian leadership team. Put simply, few on the team would trust Cal to have their back. Cal has often lamented that things would be so much easier if other people would just be as rational and thoughtful as he is. Ironically, despite his considerable intellectual gifts, Cal has been no more exempt from irrationality and biases in making decisions than any of his colleagues.
Throughout this article,
