Can Overthinking Reduce a Leader’s Influence?

We’ve all seen this: The CEO who acts instinctively, sometimes with terrible results, keeps his or her job and even develops a loyal following. Meanwhile, the thinker in the executive suite who consistently offers the right, deliberated answer rarely gets a promotion.

Researchers at Stanford Graduate School of Business set out to answer the question of whether we sometimes penalize thoughtfulness — not in ourselves, but when we see it in others.


Stanford researchers find that sometimes it is better not to sweat the small stuff.


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