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Episode 29 — PART 4"How to Think Like a CEO"Part 4 — The Leader's Inner Game As authority increases, honest feedback decreases — not because people stop having opinions, but because the social cost of honest feedback rises with the stakes. The feedback degradation problem and the feedback infrastructure that counteracts it. Five cognitive biases that specifically distort CEO thinking: confirmation bias at the organizational level, the planning fallacy and the outside view, authority bias in their own organizations, survivorship bias at scale, and the action bias — the discomfort with strategic patience that produces premature decisions. Five practices for building the CEO mind over time: the weekly strategic thinking block, the decision journal, deliberate exposure to better thinking, the question-before-the-answer habit, and operating from values as the anchor for high-pressure decisions. And the final word: CEO thinking is not a birthright. It is a set of cognitive habits built through deliberate practice. And it starts not when you have the title — but now.
30 Sept 2026
Episode 29 — PART 3 "How to Think Like a CEO" People, Culture, and the Human Architecture of a High-Performing Organization
Part 3 — People and Culture The quality of the people is the strategy. CEO thinkers are obsessed with talent not as an HR function but as the foundational strategic asset. The A-player density question: not "is performance acceptable?" but "in the positions that most determine whether this organization succeeds, do we have genuinely exceptional people?" The talent preview: thinking about the team the organization needs in twelve to eighteen months, not just the one that exists today. The loyalty trap: the natural, well-intentioned pattern of keeping people who were excellent at an earlier stage in roles that have outgrown their capability. And the insight that emerges from Alex's talent decision story: the conversation costs something; the delay costs more. On culture: the gap between stated culture and real culture — and the culture audit that makes the gap visible. Decision-making as the most powerful culture design tool available, because every decision the leader makes under pressure is a cultural signal. And Amy Edmondson's research on psychological safety: teams that feel safe to speak up outperform those that don't on nearly every measurable dimension, and the CEO is the primary architect of that safety.
30 Sept 2026
Episode 29 — PART 2 "How to Think Like a CEO"
Part 2 — Decision Architecture The decisions that reach the CEO are almost never the ones with complete information. CEO-level decision-making is a skill — not an information retrieval task — and it operates through a specific architecture. The reversibility filter (Jeff Bezos's Type 1 and Type 2 decisions): most organizations treat two-way-door decisions with one-way-door deliberation, which is one of the most common sources of organizational slowness. Actual problem definition: the visible problem is almost never the real problem — it's the symptom of a deeper dynamic, and solving the symptom without diagnosing the dynamic means the symptom returns. The assumption inventory: explicitly surfacing the beliefs a decision rests on, and identifying which ones would invalidate it if wrong. Then five mental models in depth: first principles thinking, second-order thinking (asking "and then what?"), inversion (starting from failure to find the robust path to success), the Eisenhower Matrix scaled to organizational resource allocation, and regret minimization. Adeline shares the capacity problem that turned out to be a coordination problem — and what the mistake taught her about always going one problem level deeper.
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