Podcast Summary

Nudge with Phill Agnew

Episode: Five Science-Backed Tips to Become a Better Leader
Date: November 17, 2025
Guest: Adam Galinsky, Professor at Columbia Business School and author of The Universal Path for Leading Yourself and Others

Episode Overview

In this episode of Nudge, Phill Agnew sits down with renowned leadership researcher Adam Galinsky to uncover five research-driven ways you can become a better leader. Drawing from decades of empirical studies and practical examples, Adam shares actionable insights useful for managers, team leaders, negotiators, and anyone interested in inspiring others. The episode explores how simple shifts in contracts, language, autonomy, and credit-sharing can drive exceptional results, higher satisfaction, and increased status.

Key Discussion Points & Insights

1. Find the Right Balance: Structure with Autonomy

(Timestamps: 01:37–04:22)

• Contract Framing Matters: Adam discusses research comparing three types of work contracts: no contract, overly specific contracts, and general (Goldilocks) contracts.
  • Example: Highly detailed instructions (e.g., “120 minutes exactly”) can reduce autonomy and motivation, while general guidance (e.g., “about two hours”) empowers and motivates workers more.
  • Quote (Adam Galinsky, 03:55):
    “We basically want structure with autonomy... the synergistic benefits of helping people feel autonomous but still giving them guidance.”
• Field Study Reinforcement: UCLA researcher Sherry Wu found that simply involving workers in meeting leadership (allowing teams to set goals together) led to ―
  • Better productivity
  • Increased satisfaction
  • Lower quitting rates

2. Use Multiple Equivalent Simultaneous Offers in Negotiation

(Timestamps: 05:31–09:06)

• The Power of Choice: Adam’s studies show that presenting two equally valuable offers (from your perspective) in negotiations increases the chance of a favorable outcome and greater satisfaction for both parties.
  • Example: “$26k for the car with a 5-year warranty, or $25k with a 3-year warranty?”
  • Quote (Adam Galinsky, 06:34):
    “We call these multiple equivalent simultaneous offers... delivered simultaneously, but the key feature is they're equal to me. Like I don't care which one you take.”
• Why it Works:
  • Increases recipient’s sense that you are committed to reaching agreement, making them more willing to accept.
  • Leaves both sides more satisfied, which predicts ongoing positive relationships and future deals.
  • More advantageous when pushing for ambitious goals.
  • Quote (Adam Galinsky, 08:04):
    “People think... I want to reach an agreement today. I sincerely want to reach an agreement... there's a sincerity to it.”

3. Ask for Advice, Not Just Feedback

(Timestamps: 10:05–11:48)

• The Empowering Effect: Asking subordinates for advice, rather than just feedback, signals respect and humility, deeply empowering the other person.
  • Quote (Adam Galinsky, 10:05):
    “When you go to ask someone for advice, you're basically signaling two things simultaneously. You're signaling, I respect you... your opinion matters to me. And it also shows that I'm humble and open to feedback.”
• Research Findings:
  • Employees asked for advice provided more actionable, higher-quality input than those asked for feedback (Ariella Crystal’s study).
  • Quote (Adam Galinsky, 11:32):
    “When you ask for feedback, people are only looking at your past behavior. But when you're asking for advice, they're looking to the future. So they're giving you much more... actionable statements.”

4. Make a Request, Not an Offer

(Timestamps: 12:26–14:00)

• Subtleties in Language: Framing what you want as a request (“I’d like to give you my trinket for your earphones”) rather than as an offer (“I want your earphones for my trinket”) changes the negotiation dynamic.
  • Requests are more likely to be accepted; offers framed as "I take from you" trigger loss aversion and resistance.
  • In one study, framing communication as an offer led to sellers earning 100% more than those who used the request frame.
  • Quote (Adam Galinsky, 13:53):
    “We show that it made people more open, their counteroffers were less aggressive, and the person gets a better outcome.”

5. Share Credit and Acknowledge Others

(Timestamps: 15:16–18:29)

• Insecurity Reduces Credit-Sharing: People who feel insecure are more likely to emphasize their own role and hoard credit. When made to feel secure, they share credit more generously.
  • In Adam’s study, only 39% acknowledged others after an insecurity recall, compared to 53% after a security recall (16:53).
• Sharing Credit Increases Status: Contrary to fears, acknowledging others makes you look more competent, likable, and powerful. It raises, rather than diminishes, your status.
  • Quote (Adam Galinsky, 17:22):
    “When people acknowledge the contributions of others, they're actually more likely to not only give that person status, but they actually gain status themselves. We like people that acknowledge the contributions of others.”
  • Even in competitive settings, like pitching for investor money, those who acknowledged others were more likely to be chosen or supported.
• Key Takeaway:
  • Sharing credit doesn’t divide status; it multiplies it.

Notable Quotes & Memorable Moments

• On autonomy and motivation:
  “We basically want structure with autonomy... the synergistic benefits of helping people feel autonomous but still giving them guidance.” (Adam Galinsky, 03:55)

• On using multiple offers in negotiation:
  “I don't think we've ever had a study that didn't work using this manipulation... the person who makes those offers gets a better outcome.” (Adam Galinsky, 06:59)

• On asking for advice:
  “It's like giving Popeye spinach, right? It's making people be filled with a sense I can. I can do anything.” (Adam Galinsky, 10:05)

• On the language of requests versus offers:
  “If I say I want your earphones for my trinket, it's very different [from] ‘I'd like to give you my trinket for your earphones’... just that simple change... is worse than I'm going to give you my Y for your X.” (Adam Galinsky, 12:26)

• On sharing credit and leadership:
  “We like people that acknowledge the contributions of others. Like, we respect that... when you just take a second to acknowledge others, you're not hurting your own status, you're expanding it.” (Adam Galinsky, 17:22)

Timestamps for Major Segments

• 01:28 — Introduction of Adam Galinsky and his book
• 02:55 — Contract specificity vs. autonomy (“Goldilocks contracts”)
• 04:22 — Involving staff in meetings for better results (Sherry Wu study)
• 05:31 — Science of giving two offers in negotiation
• 10:05 — The power of asking for advice over feedback
• 12:26 — The effect of framing: offer vs. request
• 15:16 — Status insecurity and the importance of sharing credit
• 18:29 — Recap of all five tips

Summary List: Five Science-Backed Tips to Be a Better Leader

1. Don’t micromanage: Use “Goldilocks” contracts and keep meetings open-ended to foster autonomy.
2. Give choices in negotiations: Present multiple equivalent simultaneous offers.
3. Ask for advice, not just feedback: Doing so empowers others and brings higher-quality suggestions.
4. Make a request, not just an offer: The way you ask can double your influence and earnings.
5. Share credit generously: Acknowledge others’ contributions to build your own status and reputation.

For further insights and an expanded conversation on the difference between power and status, check out the bonus episode linked in the show notes.