This episode is a highlight reel from this week's full episode!
Check out yesterday's episode, or download it directly here: https://api.spreaker.com/v2/episodes/51082586/download.mp3

Does your confidence need calibrating?

Decisions lose their effectiveness when the decision-maker is cocky…or even worse, if they’re unsure.

Professor Don Moore, researcher of confidence at Berkeley, empowers leaders to de-bias so they can make ethical decisions consistent with their core values.

KEY TOPICS
- Overconfidence and the risks and benefits it may pose
- Manipulation of confidence levels to influence performance outcomes
- Appropriately calibrating confidence levels to de-bias your decisions
- Checking your level of confidence by asking yourself why you might be wrong
- The practice of asking others “wanna bet?” to determine whether overconfidence is influencing your decision

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MENTIONED IN THIS EPISODE
“The Confidence Code: The Science and Art of Self-Assurance – What Women Should Know”: https://www.amazon.com/Confidence-Code-Science-Self-Assurance-What-Should/dp/006223062X
Boys Will Be Boys: Gender, Overconfidence, and Common Stock Investment: https://papers.ssrn.com/sol3/papers.cfm?abstract_id=139415
“The Scout Mindset: Why Some People See Things Clearly, and Others Don’t” by Julia Galef: https://www.amazon.com/Scout-Mindset-People-Things-Clearly/dp/034942764X

ABOUT PROFESSOR DON MOORE
https://haas.berkeley.edu/faculty/moore-don/
PerfectlyConfident.com
LearnMore.org
LinkedIn: https://www.linkedin.com/in/don-moore-01725b/
Don’s Book, “Decision Leadership”: https://www.amazon.com/Decision-Leadership-Empowering-Others-Choices/dp/B0B1PPMTY2/ref=sr_1_1?crid=X869Q0XBHMIK&keywords=decision+leadership&qid=1658872033&sprefix=decision+leadership%2Caps%2C236&sr=8-1
Don Moore is the Lorraine Tyson Mitchell Chair in Leadership and Communication at Berkeley Haas and serves as Associate Dean for Academic Affairs. He received his PhD in Organization Behavior from Northwestern University. His research interests include overconfidence—including when people think they are better than they actually are, when people think they are better than others, and when they are too sure they know the truth. He is only occasionally overconfident.