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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...
190: Scott Crabtree: "What Google Found In Project Aristotle That Changes How You Lead Teams"
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Erik and Scott Crabtree unpack why happiness feels hard to define, what science can actually say, and why “chasing” happiness can backfire. They connect happiness to productivity through brain states, then zoom in on psychological safety, leadership communication, and concrete tools like seek, speak, listen.
👤 About the Guest
Scott Crabtree is founder and Chief Happiness Officer of Happy Brain Science. He’s a nationally recognized keynote speaker on leadership in the age of AI, blending neuroscience, technology, and practical strategies to help teams build well-being, resilience, and engagement. He’s worked with organizations including Google, Nike, Intel, and the National Park Service.
🧭 Conversation Highlights
- Happiness can’t be directly pursued like a product, but subjective well-being is teachable through practical habits and supportive leadership.
- Aiming for constant bliss is counterproductive; negative emotions can be normal, useful, and part of thriving.
- Psychological safety, defined as feeling safe to speak up, is described as a team-level engine for candor, learning, and performance.
- Leadership effectiveness comes through autonomy and communication, using targeted questions and “seek, speak, listen” to build buy-in without forcing outcomes.
💡 Key Takeaways
- Happiness is best framed as subjective well-being, combining positive emotion with meaning and satisfaction.
- Pursuing happiness too aggressively can make people less happy; aim for a sustainable sweet spot rather than constant bliss.
- Psychological safety is not coddling or agreement; it’s permission for candor, trust-based risk-taking, and listening to understand.
- Leaders can’t make people happy, but they can design conditions that support well-being, flow, mastery, and voluntary engagement.
❓ Questions That Mattered
- Why does happiness feel so elusive, and why do so many people struggle to define it before they can pursue it?
- How do leaders balance happiness with grit, perseverance, and the intentionally uncomfortable work those require?
- What does psychological safety actually require, and what does it not require?
- How should leaders communicate feedback and expectations to build mastery and growth, especially across generations like Gen Z?
🗣️ Notable Quotes
- “You can not buy happiness directly, but there are things you can do to be happier.”
- “The most important factor in team success is psychological safety.”
- “Psychological safety means even if you're my boss, Eric, even if you're my boss's boss, I can raise my hand and say, can I ask you a question here?”
- “People are flexible… and this may or may not work, and some people are only listening here.”
🔗 Links & Resources