What baboons teach us about leadership
A few years ago, I came across a fascinating study.
Hi there,
A few years ago, I came across a fascinating study.
Researchers in Kenya fitted 25 members of a wild baboon troop with GPS collars, tracking their every movement for 14 days.
Every morning, the troop needed to decide — where are we going to search for food?
The results were unexpected. Social rank had no bearing on who made major decisions. The baboons followed whichever one of their troop was walking with conviction — with the straightest line and the most consistent pace.
In fact, the researchers found that the lowest status female had as much influence on troop movements as the highest-status males. It wasn’t about position, but conviction.
How to Listen to Conviction
As you read this story, you might be thinking: “Ah, I get it. To be a good leader, I just need more conviction. I must decisively point the way forward.”
But this is a common trap that many leaders fall into.
The reality is: We don’t always feel certain.
Trying to maintain an illusion of unwavering confidence isn’t just exhausting, it’s unsustainable. This pressure to “always know the way” leads straight to burnout.
The hidden wisdom here is found in what the troop’s leaders actually did. Both the dominant male and female were following conviction, no matter who displayed it.
This quintessentially redefines leadership, from the person who “decides” to the person who is attuned to the natural flow of the group — the person who understands when to follow and when to intervene.
Like a master boatman taking on a huge rapid, they are as much listening to the river and following it as they are pulling on their oars.
That’s the true learning from the baboons. When you lead like this, you don’t have to force yourself into conviction — which creates burnout. It also:
Empowers team members
Makes them feel heard and recognized
Enables better decision-making
Ultimately, this creates an environment where leadership flows naturally to those best positioned in the moment. It’s not just more effective; it’s more human.
Experiment
Duration: 2 weeks
The Exercise:
For the next two weeks, in every meeting you have, listen for conviction and defensiveness
When you hear conviction, say: “I appreciate your conviction. Help me understand what makes you believe in this?”
When you hear defensiveness, ask: “What do you feel isn’t being heard right now by the group?” and then mirror that information back to the person so they feel heard
At the end of 2 weeks, journal about how this simple act has affected your leadership, your enjoyment, and the group’s behavior.
For an extra win: Reply to this email with what you discovered
Big Love,
Joe
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