Certainty: How Great Bosses Can Change Minds and Drive Innovation explores how survival instincts shape workplace behavior and presents readers with practical leadership strategies that will build trust, inspire teams, and drive innovation. Why was this an important book for you to write?

Because I’ve seen firsthand—both at the CIA and in the private sector—how often leaders unintentionally trigger fear, uncertainty, and resistance in their teams. I tossed out everything I learned about leadership and management from West Point and Harvard Business School and started with human nature. I wrote Certainty to give leaders a fresh lens: to understand that the workplace is not just logical, it’s deeply emotional, instinctual, and biological. We’re wired to survive, and that wiring still shapes how we respond to change, authority, and feedback. I wanted to offer practical, brain-based strategies to help leaders build trust, lower fear, and lead in ways that align with human nature—not fight against it.

What were some ideas that were important for you to share in this book?

One key idea is that uncertainty is the enemy of innovation. When people don’t feel psychologically safe—socially, emotionally, or professionally—they shut down, they play it safe by clinging to the status quo, and creativity suffers. Another essential idea is that leadership is less about control and more about creating conditions where people feel seen, heard, and valued. A leader’s job is to unleash the best of human nature. I also wanted to show how simple brain-friendly tools, like open-ended questions, regular check-ins, and praise with purpose, can become part of a leader’s habitual behavior and make a real, lasting difference.

What is a common misconception people have about effective leadership?

That being a great leader means having all the answers or being the smartest person in the room. In reality, effective leadership is about asking better questions, listening deeply, and making people feel safe enough to contribute their best ideas. Too many leaders rely on authority and metrics, when what really drives performance is clarity, belonging, and trust.

What is one thing that you hope readers take away from Certainty?

That you don’t have to be perfect to be a great leader, but you do have to be intentional, and that means setting aside a small amount of time to reflect in order to devise a mental plan for the week. If leaders make small, consistent changes—like replacing feedback with praise and advice or being more transparent in times of uncertainty—they can dramatically increase trust, engagement, and innovation. The book shows that leadership isn’t about charisma—it’s about understanding what makes people tick and creating the conditions for them to thrive.

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