Today I am excited to
introduce you to Dr. Gleb Tsipursky, a disaster avoidance expert
and author of multiple books including Never Go With Your Gut,
which we will be digging into today, as well as The Truth Seekers
Handbook, and a brand new book called Resilience: Adapt and Plan
for the New Abnormal of the COVID-19 Coronavirus Pandemic. Gleb has
been consulting, coaching and speaking for over 20 years and has
done work for clients like Aflac, Honda, IBM, the World Wildlife
Fund, and over a hundred others. He taught at the Ohio State
University and is a behavioral economist and cognitive
neuroscientist studying the psychology of decision making in
business. His research has appeared in Behavior and Social Issues,
Journal of Social and Political Psychology and more.
In our conversation
today, Gleb will tell you about why you should never go with your
gut, ways to think about avoiding disasters, what a disaster really
is, and five important questions you should be asking to identify
and avoid those potential disasters. I hope you enjoy the
conversation and learn some valuable tips to apply into your life
- [01:18] Gleb taught at Ohio State University
and is a behavioral economist and cognitive neuroscientist studying
the psychology of decision making in business.
- [02:46] Gleb will tell you about why you should
never go with your gut, ways to think about avoiding disasters, and
five important questions you should be asking in your
- [03:42] Gleb is known as the disaster avoidance
expert. Disasters come from bad decisions.
- [05:06] In his research he looks at how we deal
with these bad decisions in our professional and personal
- [07:01] A disaster is anything that makes a
significant negative impact on your bottom line.
- [09:01] Disasters can result from one big
decision or a series of small decisions.
- [10:19] What are the alternatives to staying
where you are and what are the long-term consequences of each
- [13:19] Our emotions determine 80-90% of our
decision making when we don’t follow a structured decision making
- [14:14] We often feel emotionally attached and
invested and don’t realize it will be better in the long run to let
it go. You have to acknowledge you are wrong to address the
- [16:45] Previously, the media filtered out some
information, but now we have direct communication with public
figures on the internet.
- [18:55] We believe the first thing we hear
until it has been proven wrong.
- [19:10] Our gut reaction and intuitions are not
wired for the modern world.
- [20:09] The anchoring bias is when we are
anchored to the first piece of information we hear. It weighs on us
- [22:19] The main reason we should not trust our
gut is because it was created for the savannah environment and we
don’t live in that environment anymore.
- [23:36] Herding is one way we show our tribal
- [25:44] There is tribal discomfort with someone
that is clearly from another tribe.
- [26:43] An aspect of tribalism is called accent
- [28:02] Tribalism can hurt morale and
engagement and cause disasters.
- [29:59] We need to broaden our circle of
empathy and who we consider to be part of our group or
- [30:09] Take an outside perspective. Step
outside of yourself and look at your situation from an outside
- [31:17] Examples of aligning incentives so
teams can work toward the same goal.
- [33:29] It is important to have globalized
incentives that support the company
- [34:44] There are more incentives that can be
offered then just money.
- [37:36] The empathy gap has to do with us
underestimating other people’s emotions—especially those who are
not part of our tribe.
- [39:11] It is important to figure out what is
going to be emotionally appealing to people and address their
emotional needs in a way that aligns with the right incentives for
- [40:04] Change management often results in a
disaster because the focus is in thinking of people as logical and
rational instead of understanding their emotions which inhibit
change. You should be addressing the emotions before addressing
logic and reason.
- [41:52] Gleb recommends we use a 5 question
process to make decisions we do not want to screw
- [42:29] We tend to look for information that
confirms our beliefs and we ignore information that doesn’t. We
need to look twice as hard and weigh information twice as heavily
that goes against our preferred choice.
- [43:47] Think about what a trusted advisor
would say in your situation.
- [45:33] You need to have a revision point so
you know what you are doing to do differently if things don’t go as