Decision meetings spend their time on what everyone already knows. Four decades of hidden profile research show why the decisive fact stays with one person, and what leaders can do about it.

Given two buckets, most people pick up the near one and carry it farther. Managers do the same with their task lists, and an emergency room study shows what it costs.

Research on power shows managers get surer, listen less and read their teams worse after they're promoted. Five changes to watch for, and the simple moves that reverse them.

Managers who search for the best option on every decision pay for it in time, regret and team speed. Satisficing, set before you start looking, is usually the better standard.

Managers explain their team's misses by personality and their own by circumstance. What the fundamental attribution error research actually shows, why the manager's seat makes it worse, and four...

People grade identical decisions higher when they happen to work out, even when they say outcomes shouldn't matter. What outcome bias does to how managers learn from their own calls, and the habits...