The Mindset Mastery Memo is for ambitious professionals who want to lead with clarity, courage, and confidence. Each edition offers practical tools, mindset shifts, and real-world examples to help you navigate pressure, build stronger teams, and break free from patterns that no longer serve you—so you can lead with intention, not reaction.

Experience is a good thing.

You definitely want seasoned pros in your organization — the folks who’ve put in their ten thousand hours, have “seen it all before,” and can handle whatever comes their way.

And…

You also want fresh-eyed beginners.

The Beginner’s Mind Advantage on the Road

In fact, the more unpredictable and volatile the world in which your organization operates, the more valuable “beginner’s mind” will be.

Here’s an example from Andy Clark’s book The Experience Machine. Veteran drivers are good at predicting common roadway events. Through thousands of hours on the road, they’ve built mental models that allow them to adjust to a red light or a busy intersection far in advance of newbies.

The downside of that is, they’re less responsive to unusual situations or events — say, a bicyclist entering a roundabout from the wrong direction — than the rookies. Because their brains know exactly what to look for, they take longer to recognize and deal with the unexpected.

Novice drivers, on the other hand, tend to get surprised by the mundane things that experts take for granted, like an upcoming green light turning amber. (It turns out that smashing the accelerator to the floor in frazzled confusion isn’t the pro move in that situation, which my father never let me forget.)

But — and this is a big but and I cannot lie — beginners are much better than seasoned drivers at spotting highly unusual or rare events. Because their brains haven't been trained to look in the same specific places every time, they remain more flexible. Because they aren't tightly tethered to their expectations, they’re more observant when things get weird or volatile.

Beginners in a VUCA World

Is your team, organization, or industry currently facing a lot of randomness or rapid change? Would you consider your environment volatile, uncertain, complex, and ambiguous?

If so, the mental models that your “experts” use to navigate and act can actually become a liability. Their perceptual filters can cause them to miss the metaphorical peloton of bicyclists entering the roundabout from the wrong direction — whether that refers to global geopolitical instability, climate chaos, AI earthquakes, or more alarming revelations about the ruling classes and their crimes.

The novice doesn't have those rigid filters yet, which might just allow them to see the reality of new and strange situations, rather than just a reflection of past experiences.

If you feel like your organization is navigating a volatile landscape right now, it is time to start leaning on your beginners. Don't just teach them “how things are done.”

Ask them things like:

“What risks and opportunities are looming that our experts are unlikely to notice?”

“What assumptions do you notice people making that might not actually be true anymore?"

"What patterns or trends are you seeing that others seem to dismiss or overlook?”

Are They Safe Enough to Rock the Boat?

So far, this article feels straightforward:

1. Here’s a cognitive science insight about beginners seeing certain things sooner and more clearly than experts.
2. Your organization is probably facing massive uncertainty and disruption in the coming months and years.
3. Take advantage of your beginners’ cognitive advantage in anticipating and preparing for opportunities and threats.

But there's something missing.

Safety.

You’re asking your rookies to do something scary.

To buck conventional wisdom while lacking job security and self-confidence.

To point out where their managers and mentors might be wrong or over-confident, too comfortable or just plain deluded.

Lack of safety doesn’t just make your rookies less willing to speak; it also renders them less able to see.

So here’s a question for you:

Does your culture encourage and reward unorthodox and controversial thinking?

In other words, do your most vulnerable employees feel safe enough to generate those insights? And do they feel secure enough to share them with you?

If not, you’ve got work to do, and you know what it is.

MMM beginners mind

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And they do this much more reliably and much sooner than newbies. But there's a downside of this, which is they're less responsive to unusual situations or events. And Andy Clark uses the example of a bicyclist entering a roundabout from the wrong direction. They're less responsive to stuff like that than the newbies because the experienced drivers know exactly what to look for.

They take longer to recognize and deal with the unexpected. On the other hand, novice drivers tend to get surprised by all the everyday things the experts take for granted, like an upcoming green light turning amber. And it turns out that smashing the accelerator to the floor and frazzled confusion is not the pro move in that situation, which my father never let me forget.

They're more observant when things get weird. Beginners in a VUCA world. So is your team, organization, or industry currently facing a lot of randomness or rapid change? Would you consider your environment VUCA as in volatile, uncertain, complex and ambiguous. If so, the mental model that your experts use to navigate an act can actually become a liability.

Their perceptual filters can cause them to miss the metaphorical peloton of bicyclists entering the roundabout from the wrong direction. Whether that refers to global geopolitical instability, climate chaos. AI innovations or, uh, the more alarming revelations about the ruling classes in their crimes.

Don't just teach them how things are done. Ask them things like what risks and opportunities are looming that our experts are unlikely to notice? What assumptions do you notice people making that might not actually be true anymore? And what patterns or trends are you seeing that others seem to dismiss or overlook?

But there's something missing safety, because you're asking your rookies, your most recent hires to do something scary. You're asking them to buck conventional wisdom. While they lack job security and probably self-confidence, you're asking them to point out where their managers or mentors might be wrong or overconfident too comfortable or just plain diluted.

Lack of safety doesn't just make your rookies less willing to speak out. It also renders them less able to see. So here's a question for you. Does your culture encourage and reward unorthodox and controversial thinking? In other words, do your most vulnerable employees feel safe enough to generate those valuable insights?