Part 2 of 2 "Ego, Errors, and the Truth About Just Culture" | Mandy Hickson  If fighter pilots can admit mistakes under missile fire, why do business leaders still hide their errors behind ego and politics? Episode Summary What does it take to lead with radical honesty when lives are on the line? In Part 2 of my conversation with Mandy Hickson, one of the first female fast-jet pilots in the RAF, we go deeper into the psychology of Just Culture, emotional maturity, and decision-making under extreme pressure. From life-or-death choices in combat to creating psychological safety in the boardroom, Mandy shows how leadership collapses without trust, accountability, and the courage to say, "I don't know." Her insights dismantle the illusion of ego-driven authority and challenge leaders to build cultures where truth and responsibility aren't optional—they are non-negotiable.  What You'll Learn How emotional maturity can make or break culture—even more than technical brilliance.  Why "Just Culture" isn't about avoiding blame, but about embracing accountability without fear.  The exact decision-making framework fighter pilots use when missiles are inbound—and how leaders can apply it in crises.  Why healthy conflict builds stronger teams, while fake harmony destroys them.  How to spot when ego is killing leadership—and what courage looks like when you admit you're not the most qualified in the room.  Why building psychological safety means expecting people to challenge authority, not stay silent.  About Mandy Hickson Mandy Hickson became the first woman to fly the Tornado GR4 on the front line, flying 45 combat missions over Iraq. She is now a bestselling author (An Officer, Not a Gentleman), aviation ambassador, and internationally recognized speaker, teaching organizations how to translate cockpit-tested lessons of trust and resilience into real-world leadership cultures.  🔗 Links Mandy Hickson: MandyHickson.com | An Officer, Not a Gentleman Dov Baron: https://DovBaron.com The Big Questions We Tackle Can you truly build psychological safety without lowering standards? Why do most companies confuse "no blame" with "no accountability"? What happens when leaders cling to ego instead of creating trust? How do you lead a team that not only tolerates challenge but demands it? What would change if you treated errors as fuel for growth, not shame?   Why It Matters for Leaders