Leaders carry growing responsibility. Bigger teams. Bigger decisions. Bigger stakes.

But growth in responsibility doesn’t automatically mean growth in thinking.

Dr. JJ Peterson explores a counterintuitive leadership truth: when leaders stop trying new things, their thinking gets smaller — even as their influence expands. The issue isn’t intelligence. It isn’t experience. It’s rigidity.

The brain is designed to change. Novelty builds cognitive flexibility. Exposure to unfamiliar environments interrupts autopilot. Creative hobbies, new skills, and even small disruptions in routine reshape how the brain approaches ambiguity and problem-solving.

Trying something new outside of work isn’t indulgent. It’s strategic.

Learning stained glass doesn’t make someone a better marketer. Curling doesn’t automatically improve strategy. But putting yourself back into beginner mode rewires how you respond to uncertainty, failure, and complexity — and that changes leadership.

Growth doesn’t always look impressive. Sometimes it looks like falling on the ice, laughing, and getting back up again.

• Why leadership fails when thinking becomes rigid
• How novelty strengthens cognitive flexibility
• The connection between environment shifts and creative problem-solving
• Why beginnerhood is a leadership practice, not a weakness
• Simple ways to disrupt autopilot and expand perspective

Leadership requires adaptability, perspective, and the willingness to experiment before certainty arrives.

If this resonates, consider sharing it with a leader who may need permission to try something new — not to master it, not to monetize it, but to stay mentally alive.

Because ambition and humanity are not opposites. And the most strategic thing a leader can do might be to become a beginner again.