Adam Grant: Hidden Potential - The Science of Achieving Greater Things

At Oslo Business Forum, organizational psychologist and bestselling author, Adam Grant revealed why success today isn't just about working harder—it's about thinking smarter. 

Adam described an experience he had as a recent PhD graduate when the U.S. Air Force invited him to teach a course on leadership. He felt severe imposter syndrome but also an intense responsibility to step up. He opened his workshop by talking about his credentials, expertise, and research. The feedback he received afterward was brutal. "There was more knowledge in the audience than on the podium," said one participant. Another commented, "I gained nothing from this session, but I trust the instructor got useful insight." Ouch. 

Adam was crushed, but he'd signed up to do another session and was set on fulfilling his commitment. Before he stepped up to the podium again, he had to figure out how to take the tough feedback and shift his mindset.

Adam shared six insights that can help leaders unlock the hidden potential in themselves, their teams, and their organizations. You can transform even the toughest challenges into opportunities by cultivating a different mindset.

1. Put growth over ego
Feedback—especially critical feedback—can be difficult to hear. Often, the biggest barrier to receiving feedback is ego. Adam took away a critical lesson from his days as a young, aspiring athlete: whether you got a score of 7 or a score of 3.5, strive for a 10 in how well you accept the feedback. He was forced to apply this same mindset when he got hard feedback from the Air Force critics. He put his ego aside and embraced the opportunity for growth. 


2. Turn critics into coaches
There's a difference between receiving feedback from critics versus coaches, and Adam noted their unique motives: "Critics attack your worst self, while coaches see your potential and help you become a better version of yourself." 

One way to turn a critic into a coach is to change how you approach them. Research says it's better to seek advice than to ask for feedback. When you ask for advice, people will respond with something more specific, future-oriented, and actionable than when you ask for feedback. When Adam asked one Air Force leader for advice after his failed session, the leader suggested that instead of trying to hide his youth and experience, he should call out the elephant in the room. "The way I took myself off that pedestal changed the dynamic of the interaction," he said.

Adam Grant is an organizational psychologist and bestselling author who explores the science of motivation, generosity, rethinking, and potential. He has been Wharton's top-rated professor for seven straight years and has been recognized as one of the world's 10 most influential management thinkers

3. Show confident humility
Adam noted, however, that asking for advice doesn't always yield the desired results. As your experience and authority increase, people may be less likely to tell you the truth. He believes the key to eliciting honesty is to exude both confidence and humility. "Confidence and humility need to go together," he said.

"Don't be afraid to ask how you can change and how the whole organization can change."

Leaders must have the courage to approach people in the organization and ask what's working and what's not—and they also must have the courage to criticize themselves publicly. When you do this, the people around you are more likely to tell you the truth. As Adam's friend and fellow thought leader Brene Brown has said, vulnerability is not a sign of weakness but a source of strength. The people who work with you closely already know your weaknesses; have the humility and integrity to admit it out loud. When you do, you'll see the floodgates of constructive feedback open. 


4. Find the diamonds in the rough
Adam talks a lot about tapping into your own potential, but he believes it's equally important to unlock the hidden potential in others. He shared examples from his own experience overlooking people's potential, only to discover that they flourished when they were given another opportunity. "If you give people a second chance, the change they show is a clear indicator of their ability to grow," he said. 

Adam thinks it's important to assess someone's hidden potential by evaluating whether they're a "giver" or a "taker." A giver approaches scenarios with a "What can I do for you" mentality, while a "taker" defaults to thinking, "What can you do for me." Givers are more likely to perform in the organization's best interest. Adam's trick for identifying givers with high potential? During an interview, ask them how common they believe selfish behaviors are in others. If the candidate gives a high estimate, ask them why. If they think people are fundamentally selfish, it may indicate that they are, too. People tend to project their own habits and motives on others. 


5. Unlock collective intelligence
It's a mistake to believe that hiring the smartest people makes for the smartest team, and solving problems isn't as simple as bringing a group of people into a room. Solving tough challenges requires thoughtfully tapping into diversity of thought and surfacing unique perspectives.

"Groups have more wisdom than individuals."

"Group brainstorming leads to fewer and worse ideas," Adam said. "We see way too much groupthink." A better approach is to ask people (and not just the usual suspects) to share their ideas individually. Then, you can proceed to put the best ideas on the table. 


6. Rethink your mindset
When we hear ideas that have great potential, we sometimes undermine them. Adam encourages leaders to check their mindset and ask themselves if they're getting in the way of that potential. He called out three common ways of thinking that require a shift:

1. The Preacher. The preacher's mindset is, "I'm right."
2. The Prosecutor. The Prosecutor's mindset is, "You're wrong."
3. The Politician. The Politician's mindset is, "We're right and they're wrong." 

Adam encourages leaders to discard these mindsets and instead think like a Scientist. "Follow the scientific method," he said. "Look for reasons why you might be wrong rather than why you must be right." 

"Scientific thinking is all about trial and error."


Unfortunately, the Scientist is rare in organizations today. "I would love to see more people at work treat their decisions as hypotheses," Adam said. It's not uncommon to feel like a failure when you adopt this approach. But when you see the slope of your progress, it starts to feel different. Don't be afraid to try it. 

Adam left leaders at Oslo Business Forum with this encouragement:


"You don't have to build your confidence before you take a risk. You gain it by trying." 

Key Points

• Adam Grant is an organizational psychologist who explores the science of motivation, rethinking, and potential. His experience and insights help leaders unlock the hidden potential in themselves, their teams, and their organizations.
• Put growth over ego: Feedback can be difficult to receive, but it's essential for growth. Set aside your ego and embrace feedback as an opportunity for self-improvement.
• Turn Critics into Coaches: Ask for advice rather than feedback. This practice turns negativity into constructive, actionable insights.
• Show confident humility: To gain honest feedback, balance confidence with humility. Admit your weaknesses and be open to change.
• Find the Diamonds in the Rough: Look beyond initial impressions to discover hidden talent on your team. Give people second chances and assess their potential to be "givers" who prioritize the organization's success.
• Unlock collective intelligence: Success comes from leveraging diverse ideas and perspectives, not just gathering smart people in a room. Use individual contributions to avoid groupthink and surface the best ideas.
• Rethink your mindset: Challenge traditional leadership mindsets (Preacher, Prosecutor, Politician) and adopt a Scientist mindset. Embrace trial and error, focus on learning from failures, and stay open to being wrong.

Questions to Consider

• How do you respond to critical feedback? Are you able to prioritize growth over ego?
• Do you actively seek advice from your team or peers to improve your leadership? How can you create an environment where feedback is more freely given?
• How do you identify and nurture the hidden potential in your team? Consider whether there are "diamonds in the rough" you may be overlooking.
• What practices do you have in place to prevent groupthink and ensure diverse ideas are surfaced?
• When was the last time you challenged your mindset? Can you make a change to approach leadership as a scientist—experimenting, testing, and being open to new ways of thinking?
  
  

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