Senior professionals can combat systemic risk aversion by lending their social status to younger colleagues. When a junior person raises a valid but risky point, a senior can re-state it as their own concern, using their credibility as a shield to allow the idea to be judged on its merits, not its origin.

We gain 20 IQ points advising others but lose 20 advising ourselves. 'Deep sparring'—collaborative problem-solving with trusted peers—leverages this effect. A few hours of this per quarter provides outside perspective that can break through personal biases more effectively than weeks of isolated work.

Focusing on individual performance metrics can be counterproductive. As seen in the "super chicken" experiment, top individual performers often succeed by suppressing others. This lowers team collaboration and harms long-term group output, which can be up to 160% more productive than a group of siloed high-achievers.

Companies fail at collaboration due to behavioral issues, not a shortage of good ideas. When teams operate in silos, believing "I know better," and are not open to challenging themselves or embracing "crazy ideas," progress stalls. Breaking down these habitual, protective behaviors is essential for creating a fluid and truly innovative environment.

Human intelligence evolved not just for Machiavellian competition but for collaboration. When groups compete—whether ancient tribes, sports teams, or companies—the one that fosters internal kindness, trust, and information sharing will consistently outperform groups of self-interested individuals.

To encourage participation from everyone, leaders should focus on the 'why' behind an idea (intention) and ask curious questions rather than judging the final output. This levels the playing field by rewarding effort and thoughtfulness over innate talent, making it safe for people to share imperfect ideas.

To create a future-ready organization, leaders must start with humility and publicly state, "I don't know." This dismantles the "Hippo" (Highest Paid Person's Opinion) culture, where everyone waits for the boss's judgment. It empowers everyone to contribute ideas by signaling that past success doesn't guarantee future survival.

Citing a NASA study, Andrew Robertson argues that creativity plummets as we age due to pressure to conform. The very operational excellence that makes companies successful—process, discipline, and compliance—inadvertently stifles the creative potential that is nearly universal in children.

The solution to massive problems isn't a lone genius but collaborative effort. Working together prevents reinventing the wheel, allocates resources effectively, and creates leverage where the outcome is greater than the sum of its parts. Unity invites disproportionate success.