I Have Some Questions...
Most people know the headline of a leader’s story. Few know the path it took to get there. This podcast goes beyond titles, book launches and business wins, to explore the lived journey behind the thought leader.
Through deep, unhurried conversations, we uncover the moments that shaped them—the doubts, pivots, convictions, and quiet breakthroughs that built their body of work.
Each episode features authors, coaches, executives, and bold thinkers who have forged their own path. Instead of rehearsed talking points, they’re invited into a space where thoughtful questions unlock something more human. The result is a layered conversation that reveals not just what they preach, but how they became the kind of person who can teach it.
Because we believe the best stories aren’t always told—they’re revealed. And when brilliant people are given the right questions and the room to answer them fully, what emerges is insight you can feel, frameworks you can apply, and a deeper understanding of what it truly takes to lead, create, and contribute at a meaningful level.
I Have Some Questions...
127: "Psychological Safety is Making Disagreement Safe" ft. Alli Murphy
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In this conversation with co-host Alli Murphy, Erik unpacks one of the most misunderstood (and most powerful) leadership dynamics in modern workplaces: psychological safety.
From Google’s Project Aristotle to real-life stories of $50,000 mistakes, psilocybin revelations, and the subtle power of tone and body language, this episode explores what it actually looks like to create an environment where people feel safe enough to disagree—and strong enough to own their mistakes.
🧭 Conversation Highlights
- Project Aristotle & the Case for Psychological Safety
Google’s research revealed psychological safety as the #1 predictor of high-performing teams—yet most leaders don’t know how to create it intentionally. - Three Tactical Ways to Build Psychological Safety
Alli outlines practical moves: know your people as humans, own your mistakes publicly, and directly invite disagreement in meetings. - The Power of “Who Disagrees?”
Creating a pathway for dissent doesn’t weaken authority—it strengthens team performance. - From the IC Perspective: Speaking Up When You’re Intimidated
Alli reflects on early-career intimidation and how a simple preamble (“I might be missing something…”) can unlock contribution. - Excuses as Leadership Curveballs
Erik shares his “Big 4 Excuses” framework and why leaders get emotionally hooked instead of strategically redirecting. - Empathy: Superpower or Sabotage?
A powerful exploration of how excessive empathy—especially among female leaders—can undermine accountability if not paired with clarity. - Leadership = Influence Toward Advantage
Not charisma. Not position. Influence. And influence requires practice.
💡 Key Takeaways
- Psychological safety is not about being agreeable—it’s about making disagreement safe.
- Leaders must explicitly invite dissent if they expect to hear it.
- Owning mistakes models maturity and lowers the cost of honesty.
- Excuses are predictable—and therefore manageable—if you know what to listen for.
- Empathy must be paired with accountability to avoid being weaponized.
- High-stakes conversations should be practiced, not improvised.
- Leadership isn’t knowledge—it’s a rehearsed skill.
❓ Questions That Mattered
- What am I missing here?
- Who disagrees with this idea?
- What might I be blind to because of my lens?
- What’s the best way for me to disagree with you?
- How are you going to handle that moving forward?
- If this isn’t your fault, how is it still your responsibility?
🗣️ Notable Quotes
“A lot of things happen that aren’t our fault—but are still our responsibility.”
“Leadership is influence toward advantage.”
“If you’re invited to the table and you sit there silently, you missed the test.”
“Knowledge doesn’t solve leadership problems. Skill does.”
“Empathy without accountability gets taken advantage of.”
🔗 Links & Resources