In this episode of The Science of Leadership, host Tom Collins is joined by Captain Butch Wilmore, a retired NASA astronaut and Navy test pilot, for a gripping discussion on leading when the original plan no longer fits reality. Capt. Wilmore shares his first-hand account of the Boeing Starliner’s first crewed flight, which transformed from an eight-day test mission into an unplanned eight-month stay aboard the International Space Station (ISS) after critical thruster failures mid-docking.

The conversation delves into the concept of sensemaking—the ability to interpret incomplete information and update mental models in high-stakes environments . Butch explains the technical and psychological hurdles of losing four thrusters during rendezvous and how his decades of flight test experience and personal faith allowed him to remain "content" rather than "fretting" when certainty disappeared.

Key topics include:

• The Anatomy of a Crisis: A step-by-step breakdown of the Starliner docking challenges and the split-second decisions required to maintain control of the spacecraft.
• The Discipline of Sensemaking: How leaders must resist the urge to move too quickly or too slowly, instead relying on preparation to update their understanding of a changing reality.
• High-Reliability Organizations (HROs): Why successful teams defer to expertise over rank and stay alert to small warning signs before they become catastrophes.
• Emotional Regulation: The importance of maintaining a "calm that spreads" and how personal conviction can replace fear in life-threatening situations.
• The Origin of Decision-Making: Navigating the complex relationship between the crew on the controls and the "army of people" in Mission Control.
• Wings Up: A look back at how the rigor of Tennessee Tech University shaped the determination and "sponge-like" mind required for NASA and flight school.

"You can either shift the mindset or you can fret. And what does fretting do? Absolutely no good whatsoever." Tune in to learn how to operate successfully when the timeline is unclear and the consequences are real.

Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me!

Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader.

To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/

References

• DeRue, D. S., & Ashford, S. J. (2010). Who will lead and who will follow? A social process of leadership identity construction in organizations. Academy of Management Review, 35(4), 627–647. https://doi.org/10.5465/amr.35.4.zok627
• Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999
• Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Hoboken, NJ: Wiley.
• Klein, G. (1998). Sources of power: How people make decisions. Cambridge, MA: MIT Press.
• Klein, G. (2008). Naturalistic decision making. Human Factors, 50(3), 456–460. https://doi.org/10.1518/001872008X288385
• McChrystal, S. (2015). Team of teams: New rules of engagement for a complex world. New York, NY: Portfolio.
• Morgeson, F. P., DeRue, D. S., & Karam, E. P. (2010). Leadership in teams: A functional approach to understanding leadership structures and processes. Journal of Management, 36(1), 5–39. https://doi.org/10.1177/0149206309347376
• Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks, CA: Sage Publications.
• Weick, K. E., & Sutcliffe, K. M. (2007). Managing the unexpected: Resilient performance in an age of uncertainty (2nd ed.). San Francisco, CA: Jossey-Bass.

In this episode of The Science of Leadership, host Tom Collins sits down with General Gene Renuart, a retired U.S. Air Force four-star general and former commander of NORAD and NORTHCOM. Together, they tackle a provocative leadership principle that challenges modern organizational norms: Trying to create consensus on everything is doomed to mediocrity.

General Renuart argues that while seeking diverse input is essential, requiring total agreement often leads to "regression to the mean," where the best ideas are averaged down into safe, middle-of-the-road solutions. The discussion moves beyond military command to explore why consensus is so alluring—often serving as a way to diffuse responsibility and reduce personal risk—and how it can inadvertently breed "groupthink."

Key topics include:

• The Math of Mediocrity: Understanding why "averaging" opinions mathematically moves a team away from peak strategy toward the mean.
• Voice vs. Veto: The critical distinction between giving everyone a voice in the process and giving everyone the power to block progress.
• The Safety Lure: Why leaders often hide behind consensus to avoid being solely accountable for difficult decisions.
• Historical Perspectives: Insights from Alfred Sloan’s cabinet at General Motors and Abraham Lincoln’s leadership during the Civil War.
• The Science of Dissent: Why high-performing teams encourage disagreement before a decision is made and then align completely once a path is chosen.
• Practical Frameworks: Three principles to avoid the consensus trap, including insisting on intentional dissent and being explicit about decision rights.

"People don't need to agree with the decision to trust the leader; they need to believe the process was fair and the leader was competent." Tune in to learn how to foster an input-rich environment without sacrificing the boldness required for true success.

Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me!

Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader.

To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/

REFERENCES

Janis, I. L. (1982). Groupthink: Psychological studies of policy decisions and fiascoes (2nd ed.). Houghton Mifflin.

Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley.

Kerr, N. L., & Tindale, R. S. (2004). Group performance and decision making. Annual Review of Psychology, 55, 623–655.

Vroom, V. H., & Yetton, P. W. (1973). Leadership and decision-making. University of Pittsburgh Press.