Explore how Napoleon Bonaparte’s early decisions and the chaotic environment of revolutionary France shaped his leadership style. Discover key insights into human instincts and behavior, decision-making under pressure, and leadership evolution through history.

1. Introduction to Napoleon's background: Corsican origins, outsider status, early discipline and focus.
2. The chaos of revolutionary France: from political upheaval to societal collapse, and the need for fast action.
3. How societal fracture creates a search for new leaders: Napoleon’s emergence from instability.
4. Napoleon's ability to capitalize on moments of crisis by acting decisively—Toulon as a pivotal example.
5. The psychology of decisiveness: risk-taking leads to recognition and promotion.
6. Overconfidence rooted in success: how early victories reinforce belief in infallibility.
7. The importance of conditions over greatness: Napoleon’s rise driven by need for stability and competence.
8. Lessons on leadership and human behavior: chaos, uncertainty, and the power of decisive action under pressure.

In this episode, Nicolas Pokorny explores the essence of leadership, emphasizing that it often manifests in moments of uncertainty and pressure rather than through theoretical frameworks. He introduces the concept of observing leadership in action, particularly through historical examples, starting with Napoleon Bonaparte. The discussion highlights the importance of understanding human behavior and instincts in leadership dynamics.

1. Leadership shows up in moments under uncertainty and pressure.
2. Understanding leadership is different from observing it unfold.
3. Leadership lives in motion, not just in language.
4. History provides a powerful laboratory for observing behavior.
5. Human behavior is consistent across time, despite changing contexts.
6. Confidence, fear, and ambition are key elements in leadership.
7. Observing leadership can reveal patterns in organizations and individuals.
8. The journey of leadership can be understood through historical figures.
9. Napoleon Bonaparte's leadership journey serves as a case study.
10. The invitation is to watch leadership happen, not just learn about it.

The stakes for leaders today have never been higher. Power that’s applied indiscriminately can erode trust, lower morale, and damage a company’s culture. But leaders who master the art of flexible power use can navigate complex challenges with resilience and success.

In this episode, we examine leadership power as a precision instrument. We explore how business leaders can move beyond traditional, blunt approaches to power and adopt a more adaptable, context-sensitive strategy.

Drawing from historical examples, we explore how the smartest leaders know when to exercise authority and when to lean on soft power for better outcomes. You’ll learn how to apply power strategically, balance hard and soft approaches, and lead with precision.

In this episode:

- Power as a precision instrument

- Historical examples: Ashoka, Paul Polman, & Shackleton

- Playbook for applying power with precision

- Key takeaway and series wrap-up

Resources Used in the Episode:

French, J. R. P., & Raven, B. (1959). The bases of social power: https://www.researchgate.net/publication/215915730_The_bases_of_social_power

Keltner, D., Gruenfeld, D. H., & Anderson, C. (2003). Power, approach, and inhibition. Psychological Review, 110(2), 265–284: https://psycnet.apa.org/record/2003-00307-004

Peyton, T., Zigarmi, D., & Fowler, S. (2020). Examining the Relationship Between Leaders' Power Use, Followers' Motivational Outlooks, and Followers' Work Intentions. Frontiers in Psychology, 11, 1070: https://pmc.ncbi.nlm.nih.gov/articles/PMC6367254/

Wisse, B., Rus, D., Keller, A., & Sleebos, E. (2019). Fear of losing power corrupts those who wield it: The combined effects of leader fear of losing power and competitive climate on leader self-serving behavior. The Leadership Quarterly, 30(5), 101313: https://www.researchgate.net/publication/334007112_Fear_of_losing_power_corrupts_those_who_wield_it_the_combined_effects_of_leader_fear_of_losing_power_and_competitive_climate_on_leader_self-serving_behavior

Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson: https://nibmehub.com/opac-service/pdf/read/Leadership%20in%20Organizations%20by%20Gary%20Yukl.pdf

Get Your Copy of The Mammoth in the Room: https://mammothleadershipsciences.com/book/

Get in Touch:

Website: https://www.mammothleadershipscien ces.com

LinkedIn: https://www.linkedin.com/in/nicolaspokorny

Picture a product launch gone wrong, with a team scrambling to point fingers rather than solve the problem. Instead of tackling the root cause, individuals deflect responsibility to others, poisoning team morale and trust.

In today’s episode, we dive into one of the most destructive patterns that can derail a team—blame shifting. We uncover why this behavior is common, how it sabotages learning and growth within organizations, and how leaders can address it effectively.

By understanding this behavior, leaders can take proactive steps to model accountability and create an environment where mistakes are seen as opportunities for growth rather than threats. Tune in for practical strategies to confront blame shifters and foster a more resilient, adaptive team.

In this episode:

00:00 Introduction to blame shifting

01:52 Why blame shifting exists and its impact on teams

03:47 Real-world examples: Apollo 1 & Volkswagen emissions scandal

05:02 How leaders can counteract blame shifting

06:38 Conclusion and key takeaway

Get Your Copy of The Mammoth in the Room: https://mammothleadershipsciences.com/book/

Get in Touch:

Website: https://www.mammothleadershipscien ces.com

LinkedIn: https://www.linkedin.com/in/nicolaspokorny

YouTube: www.youtube.com/@MammothLeadershipSciences

George Washington shocked the world by surrendering power after winning the Revolutionary War. That single decision didn’t just define a leader; it helped shape the foundations of modern democracy. It remains a powerful example of how intentional power design, not personal ambition, builds trust and resilience in organizations.

In today’s episode, we explore what this means for today’s business leaders. Drawing on research and other real-world cases, we unpack the invisible levers that either keep power healthy or allow it to corrupt. You’ll hear how institutional structures, role design, and even evolutionary psychology determine whether leaders remain mission-focused or drift toward self-interest under pressure.

If you’re leading a team, a company, or a culture, this discussion will arm you with three proven strategies to design power systems that support performance and safeguard against ego-driven misuse. We also share how to spot hidden risks before they derail your leadership and what to do about them.

In this episode:

- Why power design matters in leadership

- Real-world examples: Washington, Lee Kuan Yew, & NASA

- How to design power systems

- Final takeaway: Design beats default power

Resources Mentioned in the Episode:

French, J. R. P., & Raven, B. (1959). The bases of social power. https://psycnet.apa.org/record/1960-06701-004

Peyton, T., Zigarmi, D., & Fowler, S. (2020). The relationship of leader power use and follower motivational outlook and work intention. https://pubmed.ncbi.nlm.nih.gov/30774619/

Wisse, B., Faber, N. R., van Vugt, M., & Evers, A. (2019). Fear of losing power corrupts those who wield it: The combined effects of leader fear of losing power and competitive climate on leader self-serving behavior. https://www.scienceopen.com/document?vid=5b6d9055-a12a-425a-a6d0-c924189655f9

Get Your Copy of The Mammoth in the Room: https://mammothleadershipsciences.com/book/

Get in Touch:

Website: https://www.mammothleadershipscien ces.com

LinkedIn: https://www.linkedin.com/in/nicolaspokorny

YouTube: www.youtube.com/@MammothLeadershipSciences

When leaders feel their authority slipping, something ancient is triggered. Fear triggers an instinct not just to survive, but to protect status at all costs. In this episode, we uncover the evolutionary psychology behind power loss and explore how fear can quietly corrupt even the most principled leadership.

We explore groundbreaking research showing how perceived status threats cause leaders to act selfishly, even at the expense of their teams. You'll hear case studies from politics and business on how fear distorts decision-making under pressure.

When power feels unstable, you don't just risk poor choices. You risk becoming the very leader you vowed not to be. Join the conversation now and learn how to prevent power panic, stabilize legitimacy, and future-proof your leadership with science-backed strategies.

In this episode:

- Evolutionary roots of status threat and fight-or-flight

- Research results on leadership insecurity

- Real-world examples: Marcos, Kalanick, & middle managers

- Three strategies to prevent power-loss panic

- Key takeaway and conclusion

Resources Mentioned in the Episode:

French, J. R. P., & Raven, B. (1959). The bases of social power.

Peyton, T., Zigarmi, D., & Fowler, S. (2020). The relationship of leader power use and follower motivational outlook and work intention.

Wisse, B., Faber, N. R., van Vugt, M., & Evers, A. (2019). Fear of losing power corrupts those who wield it: The combined effects of leader fear of losing power and competitive climate on leader self-serving behavior

Get Your Copy of The Mammoth in the Room: https://mammothleadershipsciences.com/book/

Get in Touch:

Website: https://www.mammothleadershipscien ces.com

LinkedIn: https://www.linkedin.com/in/nicolaspokorny

YouTube: www.youtube.com/@MammothLeadershipSciences

A silent saboteur can quietly dismantle team cohesion, sabotage leadership, and derail productivity without anyone realizing until it's too late. In this episode, we explore the subtle yet destructive behavior of organizational sabotage, where colleagues, bosses, or subordinates undermine others and erode trust from within.

Drawing on evolutionary psychology and organizational research, we explore why people sabotage one another and the damaging impact this has on teams and organizations. We’ll also share different forms of sabotage and provide practical strategies for addressing them.

Recognizing and confronting sabotage is crucial for maintaining healthy, productive teams. If you’re a leader or team member experiencing sabotage, or simply want to future-proof your organization against this behavior, you won’t want to miss these insights.

In this episode:

- Evolutionary roots and research on sabotage

- The dynamics and impact of sabotage on teams

- Strategies to combat sabotage

- Summary and closing thoughts

Get Your Copy of The Mammoth in the Room: https://mammothleadershipsciences.com/book/

Get in Touch:

Website: https://www.mammothleadershipscien ces.com

LinkedIn: https://www.linkedin.com/in/nicolaspokorny

YouTube: www.youtube.com/@MammothLeadershipSciences

Leadership is often about influence, but how you wield power matters. In today’s episode, we explore the evolutionary psychology of leadership and the profound difference between hard and soft power, exploring how leaders can leverage their power to not only get results but also foster long-term motivation in their teams.

From Florence Nightingale’s impact during the Crimean War to contemporary leadership models, we unpack why certain leadership styles inspire trust and innovation, while others only maintain short-term compliance. Plus, we share strategies for balancing hard and soft power, enabling you to make more informed decisions that drive sustainable success.

As a leader, your approach to power affects your team's engagement and performance. Remember to lead with influence by default, not authority, if you want to build a long lasting motivated, loyal team that drives results.

In this episode:

- The evolutionary psychology behind following power

- Research findings on power bases and motivation

- Practical strategies for balancing hard and soft power

- Key takeaway and CTA

Resources Used in the Episode:

French, J. R. P., & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in Social Power (pp. 150–167). University of Michigan. https://web.mit.edu/curhan/www/docs/Articles/15341_Readings/Power/French_&_Raven_Studies_Social_Power_ch9_pp150-167.pdf

Wisse, B., Rus, D., Keller, A., & Sleebos, A. (2019). Fear of losing power corrupts those who wield it: The combined effects of leader fear of losing power and competitive climate on leader self-serving behavior. The Leadership Quarterly, 30(5), 101313 https://www.researchgate.net/publication/334007112_Fear_of_losing_power_corrupts_those_who_wield_it_the_combined_effects_of_leader_fear_of_losing_power_and_competitive_climate_on_leader_self-serving_behavior

Peyton, T., Zigarmi, D., & Fowler, S. (2020). Examining the Relationship Between Leaders' Power Use, Followers' Motivational Outlooks, and Followers' Work Intentions: https://pmc.ncbi.nlm.nih.gov/articles/PMC6367254/

Get Your Copy of The Mammoth in the Room: https://mammothleadershipsciences.com/book/

Get in Touch:

Website: https://www.mammothleadershipscien ces.com

LinkedIn: https://www.linkedin.com/in/nicolaspokorny

YouTube: www.youtube.com/@MammothLeadershipSciences