Teams with greater cognitive diversity solve problems three times faster than ones that think similarly. The problem? Cognitive diversity can be somewhat invisible.

In the words of , if we are intent upon answering our most serious questions, from climate change to poverty to designing new products - we need to work with people who think differently - not just accurately.

While leaders may recognize its importance, in practice, they often hire candidates who think like them, resulting in a homogenous organizational culture. Are you cognitively diverse or collectively blind?

Leaders should actively encourage their teams to work across disciplinary, professional, and organizational divides. The successful businesses have succeeded – not by winning the war for talent but by unlocking the motivation of the people they already have in their organisations.

Key insights on how great leaders build effective cognitive diversity:

1. Foster a setting where different perspectives are valued. Inclusivity leads to innovation and insights - critical in the VUCA world - to future-proof your business.

2. Ensure that everyone feels comfortable sharing ideas, even disputed ones. Actively solicit feedback and as the leader, be the last one to speak.

3. Be aware of cognitive biases. People who believe they are the most objective are among the ones who are biased the most. We make 90% of our decisions on autopilot and are wired to make cognitive shortcuts, using past experience to make assumptions.

4. Embrace conflict in an atmosphere of mutual respect. It's something to look forward to and expect if you want to come up with new ideas.