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Timestamps are as accurate as they can be but may be slightly off. We encourage you to listen to the full context.
In this episode of "Rethinking," Adam Grant interviews legendary documentary filmmaker Ken Burns about his latest work on the American Revolution. (02:19) Burns challenges our sanitized understanding of the founding fathers, particularly George Washington, revealing the complex contradictions that make these historical figures more human and ultimately more heroic. The conversation explores how embracing the moral complexity of our heroes—rather than demanding perfection—leads to richer storytelling and deeper understanding. (02:56) Burns emphasizes that origin stories serve a therapeutic function, helping us construct collective narratives about ourselves while honoring the nuanced reality of history. The discussion delves into Washington's reluctant leadership, his ability to inspire loyalty despite significant military mistakes, and the profound moral contradictions of founding a nation on liberty while owning enslaved people.
Adam Grant is an organizational psychologist at Wharton and host of the TED podcast "Rethinking." He's a bestselling author known for exploring the science of what makes us tick and challenging conventional thinking about leadership, motivation, and human behavior.
Ken Burns is America's most acclaimed documentary filmmaker, having created groundbreaking films on the Civil War, Baseball, Mark Twain, Jackie Robinson, and the American Buffalo over nearly fifty years. His latest work examines the American Revolution, continuing his mission to excavate the complex stories that define American identity and challenge our simplified understanding of history.
Burns keeps a neon sign reading "it's complicated" in his editing room, serving as a constant reminder that good storytelling requires embracing contradictory information even when it makes scenes "less good." (05:37) This principle extends beyond filmmaking to leadership and life decisions. Rather than seeking simple narratives or clear-cut heroes and villains, we must develop comfort with nuance and contradiction. This approach leads to richer understanding and better decision-making, whether in historical analysis, business strategy, or personal relationships.
Unlike engineering where one plus one must equal two, stories offer the possibility for the whole to be greater than the sum of its parts. (04:14) Burns seeks narratives that create this mysterious "third" element—the transformative power that emerges when elements combine in unexpected ways. This concept applies to building teams, creating partnerships, or developing innovative solutions where synergy creates outcomes beyond what individual contributions could achieve alone.
Washington's hesitancy to accept leadership roles paradoxically made him more effective, as it fostered humility and servant leadership. (15:48) Research shows leaders who arrive at power with some reluctance tend to empower others rather than hoarding authority. This principle suggests that the best leaders often don't actively seek power but accept it as a responsibility to serve others, leading to more collaborative and effective leadership styles.
Washington consistently selected subordinates who were better generals than him—like Benedict Arnold, Nathaniel Greene, and Daniel Morgan—without fear of being overshadowed. (22:57) This demonstrates the difference between narcissistic leaders who feel threatened by talent and great leaders who actively cultivate it. The most effective approach is growing talent around you, making everyone smarter rather than trying to be the smartest person in the room.
Burns argues that examining our origin stories—whether personal or collective—provides therapeutic advantages by helping us understand where we've been, where we are, and where we might go. (16:58) Just as therapists explore childhood and family history to understand present behavior, examining foundational narratives helps reconstruct collective identity. This applies to organizations studying their founding principles, individuals reflecting on formative experiences, or teams understanding their shared history to navigate current challenges.