Table of Contents
1. Instinct by Rebecca Heiss:
In the world of leadership and entrepreneurship, instinct often guides our decisions. But what if our instincts are outdated? What if they are holding us back instead of propelling us forward? Instinct: Rewire Your Brain with Science-Backed Solutions to Increase Productivity and Achieve Success by Rebecca Heiss, Ph.D., explores how our evolutionary instincts—once essential for survival—can now sabotage our success in a modern, fast-paced business environment.
Dr. Heiss, a biologist and leadership consultant, presents a compelling case for understanding and rewiring our primal instincts to align with the demands of the modern world. She argues that while instincts were once crucial for survival, they now interfere with rational decision-making, innovation, and high-level leadership.
For entrepreneurs and leaders striving to optimize performance, build strong teams, and make better strategic decisions, this book offers a fresh perspective on self-improvement. It presents science-backed strategies to help leaders override outdated instinctual behaviors and reprogram their thinking for long-term success.
How This Book Applies to Leadership and Entrepreneurship
Consider a startup founder struggling with decision-making in a high-pressure environment. Instinctively, they may react to challenges with a fight-or-flight response, making hasty choices or avoiding difficult decisions altogether. Instead of letting fear dictate their actions, they can apply Dr. Heiss’s insights to slow down, assess the situation rationally, and choose a response that aligns with their long-term business goals.
For example, a tech company faced a crisis when a key product feature failed just before launch. The instinctive response from leadership was panic—blaming developers, rushing a fix, and making impulsive changes. However, by recognizing their survival instincts at play and stepping back to apply critical thinking, the leadership team instead engaged in a structured problem-solving approach. They paused, analyzed the root cause, communicated transparently with stakeholders, and ultimately resolved the issue in a way that strengthened the company’s credibility rather than damaging it.
Key Ideas from the Book
Dr. Heiss identifies several outdated instincts that drive our behaviors. These include the instinct for survival, which triggers stress responses even in non-life-threatening situations; the instinct for belonging, which leads to bias and exclusion in leadership; and the instinct for self-deception, which causes us to overestimate our abilities and ignore critical feedback.
Each chapter of the book explores a specific instinct, explains its origins, and offers strategies for rewiring the brain. The author emphasizes the importance of mindfulness, intentional decision-making, and leveraging neuroplasticity to develop habits that serve rather than sabotage us.
One key argument is that while our instincts were developed to help us navigate a world of scarcity and danger, today’s business landscape requires a different approach. Leaders must replace reactive behaviors with conscious, strategic actions. By shifting from instinct-driven to evidence-based decision-making, entrepreneurs can improve productivity, foster innovation, and create more inclusive, high-performing teams.
Practical Lessons for Leaders and Entrepreneurs
To harness the power of the brain while avoiding the pitfalls of outdated instincts, leaders can follow these key lessons:
- Recognize and Label Instinctive Reactions
The first step to overcoming instinctual behavior is awareness. When faced with a stressful situation, pause and identify whether your reaction is based on fear, bias, or outdated survival mechanisms. This simple act of labeling your emotions reduces their power over your decisions. - Slow Down to Speed Up
In business, urgency often creates pressure to react quickly. However, taking a moment to pause and analyze a situation before responding leads to better long-term outcomes. Leaders should practice festina lente—“make haste slowly”—to ensure they are acting with purpose rather than panic. - Reframe Stress as a Positive Challenge
Instead of viewing stress as a threat, leaders can train their brains to see it as a signal of growth and opportunity. Shifting from a fear-based mindset to one of excitement and learning allows entrepreneurs to stay adaptable in the face of adversity. - Challenge Self-Deception
Humans are wired to believe they are more competent than they truly are. Leaders must actively seek feedback, question their assumptions, and embrace data-driven decision-making. Surrounding oneself with diverse perspectives helps combat blind spots and biases. - Foster a Culture of Psychological Safety
The instinct to belong often causes people to conform, suppress new ideas, or avoid challenging authority. Leaders should create an environment where employees feel safe voicing dissenting opinions, taking risks, and learning from failures. Psychological safety is a key driver of innovation. - Limit Cognitive Overload
The modern world bombards us with information, leading to decision fatigue. Leaders should prioritize deep work, minimize distractions, and set aside time for strategic thinking. By batching tasks and limiting multitasking, they can optimize focus and productivity. - Seek Novelty to Expand Thinking
The brain thrives on novelty. Engaging in new experiences, traveling, or simply changing routines helps leaders develop creative solutions and expand their cognitive flexibility. Business leaders should encourage experimentation and continuous learning within their teams.
Instinct by Rebecca Heiss is a must-read for any entrepreneur or leader looking to master their mind and make better decisions. By understanding the biological forces at play in our thinking and behavior, we can break free from outdated instincts and consciously shape our success.
Leaders who apply these principles will find themselves making clearer decisions, reducing stress, and fostering innovation within their organizations. In a rapidly changing business world, those who take control of their instincts rather than being controlled by them will have the ultimate competitive advantage.
2. Mastering Survival Instincts
In Instinct, Rebecca Heiss explores how our evolutionary biology shapes modern behavior, often in ways that hinder rather than help us. Chapter 1, Survival, delves into the most primal instinct of all—the drive to stay alive. While this instinct was essential for early humans facing immediate threats, in today’s world, it often manifests as chronic stress, poor decision-making, and unnecessary fear. Leaders and entrepreneurs, in particular, must learn to manage this instinct to navigate high-pressure environments effectively.
Heiss explains that survival instincts, once crucial for avoiding predators and securing resources, now lead to overreactions in non-life-threatening situations. The brain treats an overflowing inbox or a tough business negotiation the same way it would a lion attack—triggering fight, flight, or freeze responses. Understanding this biological mismatch is the first step toward reprogramming our reactions for success.
The Hidden Costs of an Overactive Survival Instinct
In modern life, the survival instinct often does more harm than good. The stress response, designed for short bursts of intense danger, becomes a constant presence, leading to health problems, reduced productivity, and impaired decision-making. Chronic stress releases excessive cortisol, weakening the immune system, accelerating aging, and even lowering IQ. Leaders who operate in survival mode make reactive rather than strategic decisions, harming both their businesses and their well-being.
Consider a CEO facing financial struggles. If guided by an unchecked survival instinct, they might impulsively cut costs in ways that damage company culture, make rash hiring or firing decisions, or overcommit to risky ventures. Instead, a leader who recognizes their stress response can pause, assess the situation rationally, and make deliberate choices that support long-term stability.
Overcoming the Survival Instinct for Better Leadership
Leaders and entrepreneurs must train their brains to manage stress, slow down instinctual reactions, and think critically under pressure. Heiss provides actionable strategies to override survival-driven responses and cultivate a more conscious approach to decision-making.
- Recognize the Instinct in Action
The first step to managing survival instincts is awareness. When faced with a high-stakes situation, pause and ask yourself: “Is this a real threat or just a perceived one?” By labeling your reaction, you engage your prefrontal cortex, shifting from emotional reactivity to logical analysis. For example, if a competitor launches a new product, an instinctive reaction might be panic and immediate counteraction. A more thoughtful response would involve analyzing market trends, assessing your strengths, and responding strategically rather than hastily. - Reframe Stress as an Opportunity
Instead of viewing stress as harmful, train your brain to see it as a tool for growth. High-pressure situations can sharpen focus and enhance problem-solving if approached with the right mindset. When speaking to a large audience, for instance, rather than interpreting nervousness as a signal to retreat, recognize it as an indicator of preparation and readiness. Shifting from “I’m anxious” to “I’m excited” can transform fear into motivation. - Slow Down to Speed Up
Acting too quickly under stress often leads to poor decisions. Leaders should practice festina lente—“make haste slowly.” Before responding to a crisis, take a deep breath, gather relevant information, and evaluate multiple options. A business leader negotiating a high-stakes deal might feel pressured to accept terms quickly, but by pausing and considering long-term consequences, they can secure a more favorable outcome. - Limit Cognitive Overload
The brain processes an overwhelming amount of information daily. To prevent decision fatigue, leaders should batch tasks, minimize distractions, and prioritize deep work. Instead of reacting to every email immediately, set specific times for communication. This allows more time for strategic thinking and prevents the survival instinct from hijacking decision-making. - Engage in Novelty to Rewire the Brain
The brain thrives on novelty. Engaging in new experiences—whether through travel, learning a skill, or changing daily routines—stimulates cognitive flexibility and helps override outdated survival responses. A leader struggling with creative block might benefit from stepping away from routine tasks and exposing themselves to different perspectives or environments. - Foster Psychological Safety in Teams
The survival instinct often triggers fear of failure and rejection, leading employees to play it safe rather than innovate. Leaders can counter this by creating an environment where calculated risks are encouraged, feedback is welcomed, and mistakes are seen as learning opportunities. This shift reduces unnecessary stress and promotes long-term success. - Train the Brain Through Mindfulness and Reflection
Regular mindfulness practices, such as meditation or deep breathing exercises, help rewire the brain’s response to stress. Taking a few minutes each day to reflect on past decisions, identify patterns in instinctual reactions, and consciously choose better responses can significantly enhance leadership effectiveness.
Applying Survival Instinct Management in Business
Successful entrepreneurs understand that fear-driven decision-making rarely leads to optimal results. When Apple faced declining sales in the early 2000s, Steve Jobs could have responded with cost-cutting and defensive strategies. Instead, he took a calculated approach—focusing on innovation, investing in new technology, and trusting long-term vision over short-term panic. By resisting the instinct to react impulsively, he positioned Apple as a market leader.
Similarly, when Netflix transitioned from DVD rentals to streaming, it could have clung to old business models out of fear. Instead, the company recognized that adaptability, rather than survival-driven rigidity, was key to long-term success. Leaders who understand and manage their instincts can make bold yet rational decisions that drive growth.
The survival instinct, while deeply ingrained, no longer serves us in the ways it once did. Today’s leaders must recognize its influence, manage stress effectively, and cultivate a mindset that favors strategic thinking over impulsive reactions. By slowing down, reframing stress, and fostering innovation, entrepreneurs and executives can navigate challenges with clarity and confidence.
Rebecca Heiss’s insights in Instinct provide a powerful framework for rewiring the brain for success. In a business world where change is constant, those who master their instincts rather than being controlled by them will emerge as the most effective and resilient leaders.
3. Instincts in Gender, Power & Leadership
In Instinct, Rebecca Heiss explores how our biological instincts shape modern behavior in ways that are often unconscious yet deeply influential. Chapter 2, Sex: Redefining Roles, Leadership, and Responsibility, delves into one of the most powerful instincts—our drive for reproduction. While this instinct played a critical role in our evolutionary past, today it continues to influence leadership dynamics, workplace interactions, and gender expectations in ways we rarely acknowledge.
This chapter highlights how biological differences in reproductive investment have led to gender-specific behaviors and societal structures. Women, historically responsible for childbearing and long-term nurturing, evolved to be more selective in mate choice, while men, with their unlimited reproductive potential, evolved to seek multiple opportunities for passing on their genes. While these instincts made sense in prehistoric times, they now manifest in ways that impact workplace equality, leadership opportunities, and professional interactions.
How Evolutionary Instincts Influence Leadership and Business
The instincts governing attraction, competition, and status-seeking extend far beyond personal relationships; they shape professional environments as well. Men have been historically rewarded for dominance and assertiveness, while women have been conditioned to prioritize cooperation and social harmony. These patterns persist in modern workplaces, where female leaders often face unconscious bias and male leaders may react negatively to women in positions of power.
Consider a corporate scenario where a woman is promoted to a senior leadership role. Despite her qualifications, she faces resistance not because of her competence but because of deep-seated, instinctual discomfort with shifting gender roles. Research supports this phenomenon—women who exhibit confidence and assertiveness are often perceived as aggressive or unlikable, while men displaying the same traits are seen as strong leaders. Understanding these instinctual biases is the first step toward overcoming them.
Rewiring Gender-Based Instincts for Modern Leadership
For leaders and entrepreneurs, recognizing and addressing instinct-driven biases is essential for fostering an inclusive, effective workplace. Rebecca Heiss provides insights on how to override these ingrained behaviors and build more equitable leadership dynamics.
- Acknowledge the Influence of Biological Instincts
The first step in changing behavior is recognizing how deeply ingrained instincts shape our perceptions. Instead of assuming that leadership traits are purely merit-based, leaders should question whether their judgments are influenced by subconscious biases. When evaluating a female colleague’s performance, ask: “Would I view this behavior differently if she were a man?” Similarly, male leaders should reflect on their reactions to assertive women in professional settings. Awareness creates the foundation for meaningful change. - Redefine Leadership Attributes Beyond Traditional Gender Norms
Leadership qualities have long been defined by traits such as dominance, decisiveness, and competitiveness—attributes traditionally associated with masculinity. However, modern business success requires a balance of traits, including emotional intelligence, collaboration, and adaptability. Leaders should actively challenge outdated stereotypes by valuing both traditionally masculine and feminine leadership strengths. This means recognizing that cooperation and empathy are not weaknesses but competitive advantages. - Create Environments That Reduce Bias and Stereotyping
Instincts often operate on autopilot, leading to unconscious biases in hiring, promotions, and daily interactions. Organizations must implement structured decision-making processes to counteract these biases. For example, using blind evaluations in hiring and promotion decisions can prevent instinct-driven judgments based on gender. Encouraging diverse leadership teams also disrupts traditional power structures and normalizes women in authority positions. - Encourage Open Discussions About Workplace Dynamics
Many workplace tensions stem from unspoken discomfort with changing gender roles. Encouraging open dialogue about these issues allows employees to address biases constructively rather than letting them fester. Companies that actively discuss and challenge gender norms create cultures where employees feel supported and valued regardless of their background. Leaders should model these conversations by acknowledging their own learning process and being receptive to feedback. - Address the Impact of Power on Workplace Relationships
One of the most important insights from this chapter is the way instinctual power dynamics contribute to workplace challenges, particularly regarding sexual harassment. Traditional sexual harassment policies often focus on explicit violations but fail to address the underlying power structures that make certain behaviors possible. The instinct for dominance and status-seeking can create situations where those in power abuse their position, even unconsciously. Leaders must go beyond compliance policies and foster cultures of mutual respect, where hierarchical power does not justify inappropriate behavior. - Rethink the Role of Status in Decision-Making
Throughout history, men have used wealth, titles, and physical presence to signal status, while women have traditionally relied on beauty and social influence. These outdated instincts still shape workplace dynamics, leading to disproportionate emphasis on confidence over competence. Leaders should focus on measurable performance rather than surface-level indicators of authority. Instead of rewarding the loudest voice in the room, businesses should prioritize thoughtful decision-making and innovative problem-solving. - Support Women in Leadership Without Reinforcing Double Standards
Women in leadership positions often experience the challenge of balancing traditional expectations with modern workplace demands. If they are too authoritative, they risk being labeled “bossy” or “cold.” If they are too collaborative, they may be seen as lacking leadership ability. Organizations must actively dismantle these double standards by ensuring that women are evaluated based on their effectiveness rather than outdated stereotypes. Providing mentorship opportunities, leadership training, and visible female role models helps create pathways for long-term success.
Applying These Lessons in Business
Businesses that successfully navigate these instinct-driven challenges build stronger, more innovative teams. One example is Salesforce, a company that has actively addressed gender pay gaps and promoted women into leadership positions. By implementing structured pay audits and leadership programs, they have countered the unconscious biases that often hinder women’s advancement.
Another example is the shift in Silicon Valley toward recognizing diverse leadership styles. Companies that previously glorified aggressive, risk-taking behavior are now valuing emotional intelligence and collaborative problem-solving. By challenging traditional notions of status and dominance, these companies have become more adaptive and competitive in a changing marketplace.
The instinct for reproduction and status-seeking has shaped human behavior for millennia, but in the modern business world, these instincts often lead to biases, workplace inequalities, and leadership challenges. Leaders who understand and override these instinctual responses can create more inclusive, high-performing teams.
Rebecca Heiss’s insights in Instinct offer a powerful framework for navigating gender dynamics in leadership. By recognizing bias, redefining leadership attributes, and fostering cultures of respect, entrepreneurs and executives can build organizations that are not only successful but also equitable. In today’s business world, those who master their instincts rather than being controlled by them will be the leaders who drive real progress.
4. The Paradox of Choice
In Instinct, Rebecca Heiss explores how human biology, shaped over thousands of years, continues to drive behavior in ways that are often counterproductive in modern life. Chapter 3, Variety, examines the human tendency to crave new experiences, opportunities, and choices—a survival-driven instinct that once helped our ancestors find diverse food sources, evade danger, and increase reproductive success. However, in today’s world of endless options, this instinct can lead to indecision, dissatisfaction, and decreased productivity.
Heiss argues that while variety was once a survival necessity, modern abundance has turned it into a source of stress. The instinct to constantly seek newness leads to decision fatigue, an inability to commit, and a perpetual feeling that something better is just around the corner. For leaders and entrepreneurs, understanding and managing this instinct is crucial for making strategic decisions, improving focus, and fostering long-term success.
How Variety Impacts Leadership and Entrepreneurship
In business, the instinct for variety manifests in many ways: leaders may chase too many opportunities at once, entrepreneurs may pivot too frequently, and employees may struggle with focus due to the overwhelming number of choices available. A CEO launching a new product may feel compelled to add multiple features to appeal to a broad audience, diluting the core value proposition. Similarly, a startup founder might constantly switch business strategies in pursuit of the “next big thing,” never allowing one idea to fully develop.
Companies that fail to manage this instinct risk spreading themselves too thin, leading to inefficiency and burnout. However, those that learn to channel it effectively can harness creativity, innovation, and adaptability while maintaining strategic focus.
Overcoming the Instinct for Excessive Variety
To counteract the downsides of the variety instinct while still leveraging its benefits, leaders must adopt strategies that encourage focus, intentional decision-making, and sustainable growth. Rebecca Heiss outlines several key approaches.
- Recognize the Downsides of Too Many Choices
The first step in overcoming the variety instinct is acknowledging how excessive options create stress and hinder productivity. Studies show that when individuals are presented with too many choices, they struggle to make decisions and experience higher levels of regret. In a business context, this means that offering customers too many product variations can actually reduce sales, and providing employees with too many priorities can lower efficiency. Leaders must streamline choices to remove unnecessary complexity. - Prioritize and Eliminate Distractions
Successful entrepreneurs know that saying “no” is just as important as saying “yes.” Instead of chasing every new opportunity, leaders should establish clear priorities and eliminate non-essential tasks. For example, Jeff Bezos famously emphasized Amazon’s commitment to long-term goals rather than being distracted by short-term market trends. By focusing on what truly matters, companies can avoid being pulled in too many directions. - Implement Decision-Making Frameworks
One way to combat decision fatigue is to use structured decision-making frameworks. Setting predefined criteria for evaluating opportunities helps leaders stay objective and avoid impulsive choices driven by instinct. For instance, when considering new business ventures, an entrepreneur might establish key metrics—such as market demand, alignment with company strengths, and potential for long-term growth—to assess whether an idea is worth pursuing. - Adopt a “Less Is More” Mindset
Simplicity often leads to greater impact. Instead of adding more features, services, or strategies, leaders should refine and optimize what already works. This principle is evident in companies like Apple, which prioritizes sleek, minimalist designs and a focused product line rather than an overwhelming array of options. By resisting the urge to do too much, businesses can deliver higher quality and a stronger brand identity. - Commit to a Strategy and Give It Time
The instinct for variety often drives people to abandon plans prematurely in search of something better. However, success in business and leadership requires patience and persistence. Leaders must commit to a well-thought-out strategy and allow sufficient time for results before shifting direction. While adaptability is important, constant change prevents meaningful progress. Companies like Netflix succeeded not by chasing every trend but by making bold decisions and sticking to them long enough to gain traction. - Reframe Constraints as Advantages
Constraints can be powerful tools for innovation and efficiency. When choices are limited, people tend to be more creative and decisive. Leaders should embrace constraints by setting clear boundaries on resources, time, and project scope. This approach prevents overextension and encourages teams to make the most of what they have. Google’s “20% time” policy, which allows employees to dedicate a portion of their work hours to creative projects within defined limits, is an example of how controlled variety can drive innovation. - Cultivate Contentment with Decisions
One of the biggest challenges of excessive variety is the fear of missing out (FOMO). Leaders and entrepreneurs often worry that by choosing one path, they are closing the door on better opportunities. However, research suggests that people who commit fully to their decisions experience greater satisfaction and long-term success. Instead of constantly second-guessing choices, leaders should focus on maximizing the potential of their current path.
Applying These Lessons in Business
Many successful companies have learned to manage the variety instinct effectively. Consider Spotify, which faced the temptation to expand into multiple digital services but chose to focus on perfecting music streaming. By resisting the urge to diversify too quickly, the company became a market leader in its niche.
Another example is Warren Buffett, who emphasizes disciplined investing rather than chasing every potential opportunity. His strategy of selecting a few high-quality investments and holding them long-term contrasts sharply with the impulsive, variety-seeking behavior of many investors.
The instinct for variety, while a powerful driver of human curiosity and innovation, can be a major obstacle in today’s fast-paced world. Leaders and entrepreneurs must learn to balance the need for new experiences with the discipline required for long-term success.
Rebecca Heiss’s insights in Instinct offer a roadmap for overcoming decision fatigue, staying focused on meaningful goals, and making choices that drive sustained growth. By recognizing the pitfalls of excessive variety and adopting a structured approach to decision-making, leaders can harness this instinct for good—leading with clarity, purpose, and impact.
5. The Lies We Tell Ourselves
In Instinct, Rebecca Heiss explores how evolutionary instincts shape our thoughts and behaviors, often in ways that hold us back. Chapter 4, Self-Deception, focuses on one of the most powerful yet invisible instincts—the tendency to lie to ourselves. While self-deception helped our ancestors survive by reinforcing confidence and social cohesion, today, it can prevent leaders and entrepreneurs from recognizing flaws, making necessary changes, and achieving their full potential.
Heiss argues that self-deception is a protective mechanism, shielding us from uncomfortable truths and helping us maintain a sense of control. However, in modern leadership, ignoring reality can lead to poor decisions, stagnation, and even business failure. Leaders who learn to recognize and challenge their own biases can make better choices, adapt to change, and foster stronger relationships.
How Self-Deception Affects Leadership and Business
In a business context, self-deception manifests in various ways. A CEO may believe their company is thriving despite declining sales, refusing to acknowledge that the market has shifted. An entrepreneur might convince themselves that a failing product is just one step away from success, wasting valuable resources instead of pivoting. Employees often overestimate their abilities, leading to blind spots that hurt collaboration and growth.
One famous example of self-deception in leadership is Kodak. The company had the technology to develop digital photography long before it became mainstream, but executives convinced themselves that film would remain dominant. This inability to face reality led to Kodak’s decline, while more adaptable competitors thrived.
Breaking Free from Self-Deception
To overcome self-deception and lead more effectively, individuals must develop self-awareness, embrace critical feedback, and adopt a mindset of continuous learning. Rebecca Heiss outlines practical steps to help leaders recognize and correct their blind spots.
- Acknowledge That Everyone Engages in Self-Deception
The first step to overcoming self-deception is accepting that it is a universal human trait. Everyone distorts reality to some degree, whether to protect their ego, justify past decisions, or maintain a sense of security. Leaders should approach their beliefs and assumptions with curiosity rather than defensiveness, asking themselves, “What if I’m wrong?” Recognizing that self-deception exists is the foundation for growth. - Seek Objective Data to Challenge Assumptions
Facts and figures provide a reality check against biased thinking. Leaders should rely on measurable data rather than gut feelings when making decisions. For example, if a business strategy isn’t producing results, instead of assuming it will improve over time, leaders should analyze performance metrics and industry trends to determine the best course of action. Companies that prioritize data-driven decision-making, like Amazon, are more likely to adapt successfully to changing markets. - Surround Yourself with People Who Will Tell the Truth
Many leaders fall into the trap of surrounding themselves with “yes people”—employees or colleagues who reinforce their beliefs rather than challenge them. To combat self-deception, leaders must create an environment where honest feedback is encouraged. This means actively seeking diverse perspectives, listening to criticism without defensiveness, and rewarding those who speak candidly. Organizations with strong cultures of transparency, like Netflix, foster innovation and prevent blind spots from becoming major problems. - Reframe Mistakes as Learning Opportunities
Self-deception often arises from the fear of failure. Leaders who view mistakes as personal flaws are more likely to ignore or justify them rather than learn from them. Instead, they should adopt a growth mindset, seeing failure as a valuable source of information. When a strategy doesn’t work, rather than making excuses, leaders should ask, “What can I learn from this experience?” Companies like SpaceX, which openly embrace failure as part of innovation, are prime examples of how acknowledging mistakes leads to long-term success. - Develop the Habit of Self-Reflection
Regular self-reflection helps leaders identify patterns of self-deception before they become obstacles. Setting aside time to review past decisions, analyze their outcomes, and assess whether personal biases influenced choices can be a powerful tool for growth. Journaling, meditation, and executive coaching are effective ways to cultivate self-awareness. Many top executives, including Bill Gates, emphasize the importance of taking time to think critically about their own actions and beliefs. - Encourage a Culture of Constructive Conflict
Businesses that discourage disagreement often reinforce self-deception at an organizational level. Leaders should create an environment where constructive debates are not only allowed but encouraged. Meetings should include diverse viewpoints, and team members should feel safe questioning the status quo. Companies that practice this approach, such as Google, foster innovation by ensuring decisions are thoroughly examined from multiple angles. - Be Willing to Pivot When Necessary
One of the most dangerous forms of self-deception is the refusal to change course. Leaders sometimes cling to failing ideas because admitting a mistake feels like a loss of credibility. However, successful entrepreneurs understand that adaptability is key to long-term success. Instead of doubling down on failing strategies, leaders should recognize when it’s time to pivot. Blockbuster’s downfall, for example, was largely due to its unwillingness to adapt to the rise of streaming services, while Netflix thrived by evolving with consumer behavior.
Applying These Lessons in Business
Companies that successfully combat self-deception position themselves for sustained growth. One example is Microsoft under Satya Nadella’s leadership. When Nadella took over as CEO, he recognized that Microsoft had become complacent, clinging to past successes rather than embracing innovation. By fostering a culture of openness, encouraging collaboration, and shifting the company’s focus to cloud computing, he revitalized Microsoft into one of the most valuable companies in the world.
Another example is Tesla’s approach to self-improvement. Elon Musk frequently admits when Tesla has fallen short of expectations and uses those failures to improve future models. This willingness to acknowledge mistakes and iterate quickly has allowed Tesla to remain a dominant force in the electric vehicle industry.
Self-deception is one of the most insidious obstacles to personal and professional growth. While it provides temporary comfort, it ultimately leads to stagnation, poor decision-making, and missed opportunities. Leaders who recognize and challenge their own biases can make smarter choices, foster innovation, and build more resilient organizations.
Rebecca Heiss’s insights in Instinct provide a roadmap for overcoming self-deception and embracing reality with clarity and confidence. By committing to self-awareness, seeking honest feedback, and remaining adaptable, entrepreneurs and executives can unlock their full potential and lead with greater effectiveness in an ever-changing world.
6. The Power of Belonging
In Instinct, Rebecca Heiss explores how evolutionary biology continues to influence human behavior in ways that are often invisible yet profoundly impactful. Chapter 5, Belonging, focuses on one of the strongest and most deeply rooted human instincts—the need to be part of a group. In prehistoric times, belonging to a tribe was essential for survival. Isolation meant vulnerability, while being part of a group provided safety, resources, and protection.
Today, the same instinct still drives human behavior, but instead of ensuring physical survival, it influences workplace dynamics, leadership styles, and company culture. Leaders who understand the power of belonging can build more cohesive teams, improve employee engagement, and foster innovation. However, when left unchecked, this instinct can also lead to exclusion, conformity, and resistance to new ideas.
How the Instinct for Belonging Impacts Leadership and Business
In the workplace, the need for belonging can manifest in both positive and negative ways. On the positive side, employees who feel connected to their organization and colleagues are more motivated, productive, and loyal. Companies with strong cultures of inclusion and collaboration, such as Google and Patagonia, have demonstrated that belonging is a key driver of business success.
However, the instinct to belong can also create problems. People tend to conform to group norms, even when those norms are counterproductive or unethical. This is why toxic workplace cultures persist—employees fear exclusion if they challenge the status quo. Leaders who fail to recognize these dynamics may unintentionally reinforce groupthink, stifle innovation, or alienate employees who feel like outsiders.
Cultivating a Culture of Belonging in Leadership
To leverage the power of belonging while avoiding its pitfalls, leaders must be intentional about fostering inclusive, open, and psychologically safe environments. Rebecca Heiss outlines key strategies for achieving this balance.
- Recognize the Influence of Belonging on Decision-Making
The first step in cultivating a healthy workplace culture is acknowledging how the need for belonging affects decision-making. People often prioritize social acceptance over logic, avoiding conflict to maintain harmony. Leaders should regularly ask themselves: “Am I making this decision because it’s best for the business, or because I’m afraid of upsetting the group?” Awareness of this instinct allows for more objective and strategic choices. - Encourage Diverse Perspectives
While the instinct for belonging often leads to conformity, innovation thrives on diversity of thought. Leaders must create environments where different viewpoints are welcomed and respected. This means hiring employees with varied backgrounds, actively seeking input from all team members, and ensuring that dissenting opinions are not dismissed. Companies like Pixar have embedded this principle into their culture by encouraging open debates and valuing constructive criticism. - Build Psychological Safety
Psychological safety—the belief that one can speak up without fear of humiliation or punishment—is essential for high-performing teams. Leaders can foster psychological safety by modeling vulnerability, admitting their own mistakes, and rewarding employees for taking risks. When employees feel safe, they are more likely to contribute ideas, challenge outdated practices, and collaborate effectively. Google’s research on team effectiveness found that psychological safety was the most critical factor in determining team success. - Combat Exclusion and Bias
The instinct for belonging can sometimes lead to the exclusion of those who seem “different.” Unconscious bias causes people to gravitate toward others who share their background, interests, or perspectives. Leaders must actively work against this tendency by ensuring that all employees feel valued and included. Implementing mentorship programs, diversity training, and unbiased hiring practices can help create a more equitable workplace. - Encourage Healthy Conflict and Debate
While belonging is important, excessive agreement can lead to stagnation. Teams that avoid conflict often miss out on valuable insights and fail to address underlying issues. Leaders should normalize constructive debate by framing disagreements as opportunities for growth rather than threats to cohesion. Amazon’s “disagree and commit” principle is an example of how healthy conflict can lead to better decision-making while maintaining team unity. - Align Company Values with Employee Identity
Employees are more likely to feel a strong sense of belonging when they connect with their company’s mission and values. Organizations should clearly define their purpose and ensure that their actions align with their stated values. Companies like Patagonia, which prioritizes environmental sustainability, attract employees who share their commitment, fostering a deep sense of belonging and motivation. Leaders should regularly communicate and reinforce their organization’s core values to strengthen this connection. - Recognize and Celebrate Contributions
Acknowledgment and appreciation reinforce a sense of belonging. Leaders should make a habit of recognizing employees’ efforts, both publicly and privately. Small gestures, such as a handwritten note, a shout-out in a team meeting, or an employee recognition program, can go a long way in making individuals feel valued. Research shows that employees who feel appreciated are more engaged, productive, and committed to their organizations.
Applying These Lessons in Business
Companies that prioritize belonging create environments where employees are more engaged, innovative, and loyal. One example is Salesforce, which has built a strong culture of inclusion and social responsibility. By emphasizing equality, employee well-being, and community involvement, Salesforce has cultivated a workforce that feels connected to the company’s mission.
Another example is Bridgewater Associates, a hedge fund known for its radical transparency and emphasis on constructive feedback. While this culture challenges employees to be open and direct, it also fosters deep trust and belonging, ensuring that every voice is heard and valued.
The instinct for belonging is one of the most powerful forces shaping human behavior. In the workplace, it can either drive collaboration and engagement or lead to exclusion and conformity. Leaders who understand and manage this instinct can build thriving organizations where employees feel valued, empowered, and motivated to contribute their best work.
Rebecca Heiss’s insights in Instinct offer a valuable roadmap for creating workplaces where belonging enhances, rather than limits, success. By fostering diversity, psychological safety, and a culture of recognition, leaders can harness this fundamental human instinct to build stronger, more resilient teams. In today’s business world, where innovation and adaptability are key, creating a culture of true belonging is not just a moral imperative—it’s a competitive advantage.
7. Overcoming Fear of the Other
In Instinct, Rebecca Heiss explores how evolutionary biology continues to shape human behavior in ways that often hinder rather than help us in the modern world. Chapter 6, Fear of the Other, delves into one of the most deeply ingrained and socially significant instincts—the tendency to distrust those who are different from us. This instinct, rooted in our survival-driven past, helped early humans distinguish between friend and foe, ensuring protection from potential threats. However, in today’s interconnected and diverse world, this same instinct often manifests as unconscious bias, workplace exclusion, and decision-making that limits innovation and collaboration.
Heiss argues that while our brains are wired to seek familiarity, this instinct no longer serves us in environments that require cooperation across differences. For leaders and entrepreneurs, failing to address this instinct can lead to missed opportunities, homogenous teams, and cultures that discourage new perspectives. Overcoming fear of the “other” is not just a moral responsibility—it is a business imperative for fostering creativity, attracting top talent, and ensuring long-term success.
How Fear of the Other Affects Leadership and Business
The instinct to fear outsiders impacts business decisions in subtle yet powerful ways. Hiring managers may unconsciously prefer candidates who share their background or interests, limiting diversity. Teams may resist new approaches simply because they come from an unfamiliar source. Organizations may struggle to expand into new markets because they fail to understand different cultural perspectives.
For example, a company expanding internationally may default to marketing strategies that worked in its home country, failing to adapt to local customs and values. A leader who instinctively surrounds themselves with like-minded colleagues may create an echo chamber, stifling innovation and preventing the business from adapting to change. Overcoming these biases requires deliberate effort, structured decision-making, and a commitment to continuous learning.
Strategies for Overcoming Fear of the Other in Leadership
To counteract the instinctual bias against those who are different, leaders must actively seek exposure to new perspectives, create inclusive environments, and challenge their own assumptions. Rebecca Heiss provides key strategies for breaking free from these outdated survival instincts and embracing a mindset of openness and curiosity.
- Recognize That Bias Is a Natural Instinct, Not a Moral Failing
The first step in overcoming fear of the other is acknowledging that bias is hardwired into the brain. This is not about labeling people as “good” or “bad” but understanding that the brain’s survival mechanisms push us toward familiar and comfortable interactions. Leaders should approach bias with curiosity rather than defensiveness, asking themselves, “How might my instincts be influencing this decision?” Accepting that everyone has biases is the first step to consciously addressing them. - Actively Seek Out Different Perspectives
One of the most effective ways to counteract bias is through exposure. Leaders should make a habit of engaging with people from different backgrounds, industries, and experiences. This can be done through mentorship programs, networking groups, or simply by inviting a wider range of voices into discussions. Companies like Unilever have implemented diverse hiring panels to ensure that different viewpoints are considered in recruitment decisions, reducing unconscious bias in hiring. - Encourage Psychological Safety in Teams
Employees are more likely to share new ideas and challenge existing norms when they feel safe doing so. Leaders must create an environment where individuals from diverse backgrounds feel valued and heard. This means establishing clear norms that encourage respectful debate, actively listening to different perspectives, and ensuring that all voices are given equal weight in decision-making. Google’s research on team effectiveness found that psychological safety was the number one predictor of high-performing teams. - Challenge the Default Assumptions in Decision-Making
Because bias often operates at a subconscious level, leaders must build mechanisms that force them to question assumptions. Before making a hiring decision, approving a marketing campaign, or selecting a business strategy, leaders should ask, “Am I favoring this option because it’s truly the best, or because it feels familiar and safe?” Some companies use structured decision-making frameworks, such as “red team/blue team” exercises, where one team must argue against the preferred option to uncover blind spots and ensure more objective choices. - Redefine Leadership and Success to Include Diversity
Many organizations still equate leadership potential with a narrow set of traits, often favoring confidence over competence or traditional authority over collaborative problem-solving. Leaders must redefine what success looks like by broadening the criteria for leadership and recognizing different styles of influence. Companies like Johnson & Johnson have implemented leadership development programs specifically designed to support diverse talent, ensuring that new voices are elevated to positions of power. - Seek Discomfort and Embrace Uncertainty
The instinct to fear the other is largely driven by discomfort with the unfamiliar. To counteract this, leaders must actively seek experiences that push them outside their comfort zones. This could mean working in new cultural contexts, engaging in discussions with people who have opposing viewpoints, or even traveling to places where they are the minority. Entrepreneurs who embrace this mindset are better equipped to navigate global markets, adapt to changing consumer preferences, and lead organizations that thrive in complexity. - Measure and Track Progress on Inclusion Efforts
Change does not happen without accountability. Organizations that are serious about overcoming bias must track their progress, measure diversity and inclusion metrics, and adjust strategies accordingly. Businesses like Salesforce have publicly committed to pay equity audits, ensuring that unconscious biases do not contribute to salary disparities. Leaders should set measurable goals for hiring, promotion, and representation to ensure that inclusion efforts lead to meaningful change.
Applying These Lessons in Business
Companies that prioritize overcoming fear of the other create cultures of innovation, resilience, and adaptability. One example is Airbnb, which initially struggled with reports of racial discrimination on its platform. Instead of ignoring the problem, the company took action by implementing anti-bias training, adjusting its booking algorithms, and committing to greater diversity within its leadership. This proactive approach not only improved Airbnb’s reputation but also strengthened its business model by making the platform more inclusive.
Another example is Starbucks, which closed all its U.S. stores for a day to conduct racial bias training after a widely publicized incident of discrimination. While some criticized the move as symbolic, it signaled a commitment to addressing bias at a systemic level. Organizations that take similar steps to confront bias directly and transparently earn greater trust from both employees and customers.
The instinct to fear the other is deeply rooted in human evolution, but in today’s business world, it is more of a liability than an asset. Leaders who fail to recognize and address this instinct risk making poor hiring decisions, stifling innovation, and alienating valuable employees and customers.
Rebecca Heiss’s insights in Instinct provide a framework for breaking free from these outdated patterns and leading with intention, inclusivity, and curiosity. By seeking diverse perspectives, fostering psychological safety, and challenging assumptions, leaders can build organizations that are not only more ethical but also more competitive in an increasingly globalized and interconnected world. The ability to embrace differences, rather than fear them, is one of the defining traits of the most successful modern leaders.
8. Information Overload
In Instinct, Rebecca Heiss explores how evolutionary biology continues to shape our behavior, often in ways that hinder our ability to thrive in modern environments. Chapter 7, Information Gathering, addresses one of the most paradoxical instincts humans possess—the drive to collect vast amounts of information while still failing to make better decisions.
This instinct, once crucial for survival, helped early humans assess threats, identify food sources, and predict environmental changes. However, in today’s digital world, where information is limitless, this same instinct can lead to decision paralysis, misinformation, and an inability to filter what truly matters. Leaders and entrepreneurs must learn to manage this flood of information effectively, distinguishing valuable insights from noise.
How Information Overload Affects Leadership and Business
In business, the instinct to gather more and more information can result in analysis paralysis, where decisions are delayed because leaders feel they never have enough data. Executives may demand excessive reports, believing that more numbers equate to better insights, only to become overwhelmed by conflicting statistics.
This issue is common in marketing, where companies track hundreds of performance metrics but struggle to determine which ones actually drive success. Similarly, investors may consume endless financial news yet fail to make better investment choices because they are unable to filter out emotional, short-term fluctuations from meaningful long-term trends.
The paradox is clear: while modern leaders have more access to information than ever before, many still make poor decisions, trust unreliable sources, or feel more uncertain than past generations with far less data. Overcoming this instinct requires a shift in how we perceive, process, and prioritize information.
How Leaders Can Overcome Information Overload
To break free from the instinct to endlessly gather data without clarity, leaders must learn to refine their information intake, focus on key insights, and make decisive choices based on quality rather than quantity. Rebecca Heiss offers several strategies for achieving this balance.
- Recognize That More Information Does Not Equal Better Decisions
The first step in overcoming information overload is understanding that the human brain is not designed to process infinite amounts of data. Studies show that after a certain point, additional information does not improve decision-making but instead increases stress and confusion. Leaders must train themselves to identify when they have enough data to make an informed choice rather than continuing to seek more input out of fear of missing something. - Prioritize the Right Information, Not the Most Information
Successful decision-makers focus on the quality of data rather than the sheer volume. Instead of tracking every available metric, they determine which key indicators align with their business goals. For example, a CEO evaluating company growth should focus on profit margins and customer retention rates rather than getting lost in social media engagement statistics. Leaders must ask themselves, “What information actually drives results?” and eliminate distractions that do not contribute to meaningful outcomes. - Limit the Sources of Information Consumption
The modern world bombards us with information from every direction—emails, news, social media, and endless expert opinions. Leaders should be intentional about where they get their information, curating trusted, high-quality sources rather than consuming everything indiscriminately. Warren Buffett, for example, reads only a select few newspapers and financial reports rather than reacting to daily stock market noise. By limiting inputs to reliable sources, leaders can make more confident and consistent decisions. - Train the Brain to Think Critically About Information
Not all data is created equal, and much of the information available today is biased, misleading, or outright false. Leaders must develop strong critical thinking skills to evaluate sources, question assumptions, and recognize when they are being influenced by emotion rather than logic. This means asking questions such as: “Who benefits from this information? What assumptions are being made? What evidence supports this claim?” Cultivating a habit of skepticism helps leaders avoid misinformation and make more rational choices. - Embrace Decisiveness in the Face of Uncertainty
One of the biggest dangers of excessive information gathering is the inability to take action. Many leaders delay decisions because they feel they need more certainty, but in reality, no decision is ever made with complete information. The best leaders understand that waiting for perfect clarity is unrealistic and that taking timely action—even with some uncertainty—is better than inaction. Jeff Bezos refers to this as making decisions with “70% of the information you wish you had,” recognizing that speed and adaptability often outweigh exhaustive research. - Use Mental Models to Streamline Decision-Making
High-performing leaders rely on mental models—frameworks that help simplify complex information and guide decisions. Concepts like the Pareto Principle (80/20 rule), first-principles thinking, and opportunity cost analysis can help leaders filter out irrelevant information and focus on what truly matters. By applying structured thinking models, decision-makers can process information more effectively and avoid being overwhelmed by excessive data. - Encourage a Culture of Action Over Perfection
In many organizations, the fear of making a wrong decision leads to endless meetings, research, and delays. Leaders must shift the culture from one that prioritizes perfection to one that values execution and learning from experience. Companies like Tesla and SpaceX thrive by iterating quickly, making decisions with the best available information, and refining their approach based on real-world results rather than theoretical perfection. Encouraging teams to act decisively reduces information paralysis and fosters a more agile business environment.
Applying These Lessons in Business
Companies that successfully navigate information overload make smarter, faster, and more effective decisions. One example is Apple under Steve Jobs. While competitors flooded the market with dozens of products, Apple focused on a few high-quality innovations, prioritizing depth over breadth. Jobs understood that success was not about having the most information but about knowing what to ignore.
Another example is the financial industry, where legendary investors like Ray Dalio emphasize the importance of filtering out noise. Dalio’s hedge fund, Bridgewater Associates, relies on a structured system of data analysis rather than reacting to every market fluctuation. By prioritizing essential insights over excessive information, they maintain long-term stability and avoid panic-driven decisions.
The instinct to gather information is a survival mechanism that no longer serves us in its original form. In today’s world, where data is infinite, leaders must develop the ability to filter, prioritize, and act on the right information rather than being overwhelmed by the sheer volume of content available.
Rebecca Heiss’s insights in Instinct provide a framework for mastering information gathering in a way that enhances, rather than hinders, leadership effectiveness. By focusing on key insights, making timely decisions, and developing critical thinking skills, entrepreneurs and executives can break free from analysis paralysis and lead with clarity and confidence. In the modern business landscape, the ability to discern what truly matters is one of the most valuable skills a leader can possess.