Evan LaPointe
Founder, CORE Sciences. On 1 show, 1 appearance. The Shows tab opens the full record on each.
founderexecutiveoperator@evanlapointe ↗LinkedIn ↗core-sciences.com ↗
Evan LaPointe founded CORE Sciences, an organization that applies neuroscience and behavioral psychology frameworks to improve team collaboration, leadership, and decision-making. He previously invented the web analytics and tag management platform Satellite, which was acquired by Adobe.
1shows
1appearances
20statements
1resolved
0supported
1contradicted
0%fully supported
1said about them ↓ Everything Evan LaPointe said on any show that made the record, most notable first. Each card names its show and opens the statement there.
LaPointe: The idea that humans are mostly similar is harmful propaganda
“You know, the, maybe the, one of the worst pieces of propaganda that people walk around with in their minds is the phrase, we're more similar than we are different.”
LaPointe: Canva's coach-based management model outperforms because it aligns with neuroscience
“If you look at this coaching thing at it's going on at Canva instead of managing, like you load that in the simulator and you're like, boy, this looks pretty nice. This is a higher performance thing. Like we've advocacy instead of, you know, regulation we have…”
LaPointe: Low openness wires abstract and complex thinking to pain systems
“If you are low in openness, your brain essentially has abstract, creative, intellectual, complex thinking wired to the pain systems of the brain.”
LaPointe: People who excel at early product vision fail at execution
“All of the people that were good at the beginning with all the vision and strategy, they are just a complete disaster in that face.”
LaPointe: Demanding employee accountability triggers threat systems and backfires
“Asking for accountability is the best way to not get it because acts asking for accountability activates people's safety systems, or especially saying I'm going to hold people accountable.”
LaPointe: Conscientious leaders lack necessary everyday situational awareness
“Very few conscientious people spend, in my opinion, as a very open person, Enough time immersing themselves in the reality that is everyday situational awareness necessary to do their job.”
LaPointe: The Challenger Sale works via delayed realization, not confrontation
“The under appreciated piece of that methodology Is that you're still letting that person see the world, but you've given them new information that is breaking some calcification in their brain. It's not the challenge. It's not the moment of the challenge where…”
LaPointe: Corporate mission and vision statements fail to deliver company culture
“If mission vision values was an airline, you would not allow any family to fly on that airline because it does not arrive at most of its intended destinations.”
LaPointe: Concrete user stakes activate the brain's empathy centers
“If I tell your brain, Here are the people counting on you to get this right, Lenny. Your brain activates a region called the anterior insular cortex, which starts to think about other people in the context of the solution you're creating. And if I say we are h…”
LaPointe: Creative brain modes yield better product decisions than memory recall
“Where we're stuck largely is most people rely on their history department way too much. And that's because the brain is actually built to conserve energy. And that's the lowest energy form of generating an answer to a question that the brain can pull off. But …”
LaPointe: Meeting threats instantly shift brain focus from contribution to self-preservation
“So if you're in a meeting, you know, a practical everyday situation and you you're exposed to a statement that makes you feel unsafe. Your objective now actually isn't to contribute to the meeting productively anymore. Like your brain's objective is to get bac…”
LaPointe: 'That's not my job' reflects the brain's transactional reward system
“So when you hear people say that's not my job, that's actually the reward system speaking, saying I get rewarded for the things in this list. And this thing that you're talking about is not on my reward list. And I therefore am not interested in it.”
LaPointe: Organizational dysfunction equals the gap between scientific knowledge and business practice
“You can kind of almost look at this as an equation of science knows minus what your business does equals dysfunction, right? Like that's, that is a, Pretty crystal clear thing.”
LaPointe: Tactical meeting conflicts stem from unaligned core principles
“It's way better to have a debate about the principles than it is to have a debate about the tactics that are rooted in the fact that you have super misaligned principles. So if somebody is trying to make the decision, you know, with speed in mind, and another …”
LaPointe: Teams stuck translating ideas instead of experimenting face market disadvantages
“And that team, because they got stuck in the translation phase instead of the experimentation phase, has a huge disadvantage in the market.”
LaPointe: High Openness and Compassion Provide Unfair Product Management Advantages
“If you have dysfunctionally high compassion, dysfunctionally high openness, you have internal rewards and motivations to explore regions of product that other minds aren't exploring as intuitively. And you don't have to have the whole deck, you know, to be ama…”
LaPointe: Organizations treat brilliant but toxic engineers like isolated network nodes
“If you're an awesome engineer, but you damage people, it doesn't matter that you're an awesome engineer. Because in the social network, the mesh of your organization, you are a node that has like a protective covering around it. Information is not flowing to y…”
LaPointe: Startups should value a bias toward impact, not action
“If you understand the role you play in the world and you understand the value you produce in terms of time savings, cost savings, upside, you know, whatever it is that you do, then you can say we should have a bias to impact, not a bias to action.”
LaPointe: Teams should spend 25% of their time in alpha and gamma focus modes
“As a rule of thumb, if 25% of your year Is spent in gamma and alpha. You're probably a lot better off than the teams who spend less than 25% of their year thinking deep and being in this more daydreaming mode.”
LaPointe: Teams must classify initiatives as either floor risers or ceiling risers
“It might help to put some language to it as floor risers and ceiling risers, because your company has a horizon of performance that you're heading into, and there's a bottom end of that range and a top end of that range. So as you get better at meetings, not o…”
The other half of the tape: Evan LaPointe's own voice is left out of every number here. Other people bring the name up 1 time in 1 episode across the shows. every mention, with the transcript →
Who brings them up most Alistair Croll 1
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Lenny's Podcast 1
One line per show, most statements first. The link opens Evan's full record on that show: the calibration, argument clarity, speaking style and every statement made there.
| Show | Role there | Eps | Statements | Record | |
|---|---|---|---|---|---|
| LENNY'S PODCASTLEDGER | Founder, CORE Sciences | 1 | 20 | 0% 0/1 | full record on Lenny's Podcast → |