We often respond to an increasingly complex world with increasingly complex thinking. But business thought leader Richard Gerver believes people leaders should strip it back, trust their instincts and embrace childlike curiosity.

Around 10 years ago, I was queueing for a coffee at a Starbucks, in Seattle. The line was around the block. After a long wait, I finally overheard the orders: customers wanting 15 things done to a cup of hot water. 

It was daunting asking for my regular drink – a straight black coffee. I walked away asking myself when, exactly, did we persuade ourselves that things could only be of value if they were complicated?

It wasn’t just coffee shops. I was seeing the same sentiment in the corporate environment, at the keynotes and masterclasses I was giving, helping teams explore great leadership, human potential, change and innovation. 

Too often, organisations were hiring people to write complicated documents using vocabulary no one understood, leveraging software from the latest guru that no one used.

This became the idea for my book Simple Thinking. I’ve always been passionate about going back to fundamentals. Much of my philosophy comes from my first career, as a primary school headteacher. 

Working with children, who naturally deal with unbelievable levels of complexity every day of their young lives, I realised they’re developmental machines. They often thrive doing so: they trust their instincts, question assumptions and act in the spirit of collaboration. This led to the heart of my book, which is the simple question: How do we think like a five-year-old would?

How to avoid the trap of over complication

I had the fortune to meet Barack Obama after he left the White House. I asked him about his greatest challenge. He said it was during the transition process, before starting office. 

He suddenly realised he could invite the world’s greatest technical experts to work with him: economists, political strategies and scientists. Yet he realised that nearly all problems that came to his desk weren’t technical by nature – they were human. Strip them back and these issues originated from love, anger, jealousy, greed, fear, tribalism. That’s why HR are inherently excellent at navigating complexity – they’re people experts. 

However, complexity is often self-imposed. We overcomplicate from a place of vulnerability – out of fear or the need to prove ourselves. 

In the workplace, it manifests in people feeling siloed, under constant pressure or pushing their colleagues under the bus. We try too quickly to find a great technical solution before we’ve really understood the human condition that lies at the heart. 

“Too often, organisations were hiring people to write complicated documents using vocabulary no one understood, leveraging software from the latest guru that no one used.”

When people feel engaged and offer broader perspectives, they’re more likely to provide great ideas. When you simplify, you end up with an organisational culture where people support and promote one another and trust their instincts. 

They don’t feel like they constantly have to prove their worth, or say things that sounds clever to justify their role. Instead, the organisation promotes the idea of starting with your gut, then working up. You may have to refine it, question it, challenge it or even ditch it – but you should always start with your instinct. It’s the lump of clay on the potter’s wheel. You begin moulding it, then look for an outside solution.

Ironically, your instinct may be not to trust your instinct. The more high-pressure the role, the more accountable you are, the more senior you become, the more you worry about your decision-making – you’re not just dealing with the legalities and technicalities of contracts, job descriptions and the like; you’re dealing with the messiness of human nature.

What does simple thinking at work look like in practice?

You can apply simple thinking to even the most complex workplace issues. Take the ramifications of a potential merger, for example. At heart, employees may feel scared. 

Too often, the temptation is to hold back information – we don’t want to spook people, so we don’t communicate. But that’s the equivalent of an overprotective parent. The longer you leave it, the more gossip fills the vacuum. People become cynical and sceptical. 

But once you recognise that people don’t want to feel disenfranchised or disempowered, you can begin clear communication. You keep people informed, raise concerns at leadership level and allow employees to consult with their line managers. The results? Increased engagement and collaboration. 

Here are three simple questions to ask when making a decision to ensure communication remains clear:

1. “Would a five-year-old understand it?”  

HR often acts as the bridge between executive strategy and everyday employees. If a policy, message or initiative is too complex, it won’t land.

Before rolling out a change, try explaining it aloud in plain language. Could your explanation be quickly grasped by someone who had no prior context? If not, simplify it.

2. “What outcome are we actually trying to shift?” 

HR is often tasked with delivering programs (e.g. on engagement, performance or inclusion), but loses sight of the deeper intent.

Before launching a new initiative, define what success looks like in behavioural, cultural or business terms. Is the real goal to improve retention? Build trust? Reduce friction between teams? The answer is your North star.

3. “What’s the human truth at the centre of this issue?”

We often jump into policies, technology or processes before we understand the emotional or relational driver behind a problem. Strip the situation back. Is it about fear, status, trust, belonging? Once you understand the emotion, the solution often becomes clear. 

Much of simple thinking is slowing down, pausing and thinking strategically. Then, crucially, it’s communicating your idea in a way that a five-year-old could understand.

I want people leaders, who likely spend 99.9 per cent of the time worrying about others, to finally reflect about themselves on a human level, and how that can transmit into their leadership. 

Stripping it back, thinking clearly and getting to the heart of an issue leads to confident, instinctive leadership.

A version of this article first appeared in the June/July 2025 edition of HRM Magazine.

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