Dr. Corina Taban

Beware of those who have all the answers.


🔬 Research on the Dunning–Kruger effect shows:
↳ The less we know, the more we overestimate ourselves.
↳ The more we learn, the more aware we become of what we don’t know.

Here’s how this plays out at work:
↳ Incompetent managers bulldoze decisions with misplaced confidence.
↳ Experienced experts hesitate, qualify, or stay quiet.

The result?

Organizations reward the loudest voice, not the most capable one.

Good leaders counter this.

They:
🔹 Stop equating confidence with credibility
🔹 Create space for quieter expertise
🔹 Recognize that humility often signals mastery

The real danger is subtle:

The people you most need to hear from are often the ones questioning themselves.

Leadership isn’t amplifying confidence.

It’s amplifying competence.

Some transformation advice is myth.
Some of it works remarkably well. 🪄


Shlomit and I are joining forces for a LinkedIn Live on the messy, fascinating reality of transformation.

One of us has spent years leading people and transformation inside organizations like SAP, OLX, and Miro (to just name a few!).

The other studies why people embrace change, resist it, or hide while waiting for it to go away.

So we thought: 𝐥𝐞𝐭’𝐬 𝐜𝐨𝐦𝐩𝐚𝐫𝐞 𝐧𝐨𝐭𝐞𝐬.


We’ll get into:

→ 𝐌𝐲𝐭𝐡: something organizations keep getting wrong
→ 𝐌𝐚𝐠𝐢𝐜: something we’ve seen work remarkably well
→ 𝐌𝐢𝐧𝐝𝐬𝐞𝐭: the leadership shift that can make all the difference

No 97-step transformation frameworks.

Just two perspectives (one from the 𝐂𝐇𝐑𝐎 seat, one from 𝐛𝐞𝐡𝐚𝐯𝐢𝐨𝐫 𝐫𝐞𝐬𝐞𝐚𝐫𝐜𝐡) on what transformation actually looks like when real humans are involved.

See you there!