The Missing Science in Leadership

When business leaders look to improve performance, behavioral science isn’t usually their first stop—but it often should be.

As a behavioral scientist, I help organizations unlock stronger leadership and better results by changing the behaviors that drive performance. Yet, you might ask, “Can leaders succeed without understanding behavior?”

It’s a fair question. Behavioral science doesn’t always come with the dazzle of a new tech platform or the hype of GenAI integration, but it delivers where it counts. Here’s the thing: Every day, leaders face challenges rooted in human behavior—disengaged teams, poor collaboration, high turnover, stalled innovation, and poor performance. These aren’t tech or tool problems. They’re people problems. And behavioral science is uniquely equipped to solve them.

To illustrate, consider the rise of user experience (UX) design in tech. A decade ago, UX was seen as a “nice-to-have.” Today, it’s a core business function. Why? Because companies realized that understanding how people interact with their products—and designing for those behaviors—drives growth. Behavioral science works the same way. It helps leaders design for human behavior, not just manage it.

What behavioral science is—and isn’t

Behavioral science isn’t about vague theories or pop psychology. It’s grounded in decades of research into how environments shape behavior and how small changes can lead to big outcomes.

While psychology explores internal mental processes, behavioral science focuses on external influences—the systems, cues, and consequences (positive or otherwise) that drive our actions. In a business setting, this means we can design environments that encourage productivity, creativity, high performance, and engagement.

It’s not just about motivating employees. It’s about helping leaders adopt new behaviors that create ripple effects throughout their organizations. When leaders change how they communicate, make decisions, provide feedback, and model values, employees respond—often in transformative ways.

From command to curiosity: A new era in leadership

Some leaders hesitate to embrace behavioral science because it feels unfamiliar or slow. Some still operate from a command-and-control mindset: “I tell my team what to do, and they should do it.” But when attrition rises, morale dips, or performance stalls, they start asking deeper questions: “Why aren’t my people more engaged? Why is our customer experience suffering? Why can’t we retain top talent?”

Behavioral science answers those questions—and builds solutions that stick.

Still, skepticism persists. Some practitioners have diluted the science to make it more marketable, while others have overcomplicated it. The result? Confusion. But real behavioral science is practical, scalable, and proven. When applied with intention, it works—and it works fast.

How to start using behavioral science today

Here’s what I know: You can take almost any major challenge in your organization—ineffective leadership, underperforming operations, or stalled transformation—and tackle it more effectively with behavioral science.

It starts with a simple question:
“Why do our people do what they do—and how can we help them do it differently?”

That’s where transformation begins. Not with a new tool or a top-down directive but with a deeper understanding of human behavior. The leaders who embrace this approach see meaningful shifts—not just in business performance but in culture, creativity, and resilience.

Behavioral science isn’t just for scientists. It’s for anyone who wants to lead better, build stronger teams, and create lasting change. The question isn’t if you should use it—it’s how soon you should start.

Let’s talk