Podcast Summary: “Are You On or Off the Bus?” with Liz Hutson (Becker Business with Scott Becker)

Date: November 20, 2025
Guests: Liz Hutson, Founder & Principal Consultant at EGH, LLC
Host: Scott Becker

Episode Overview

This episode of the Becker Business podcast features a lively and thoughtful discussion between Scott Becker and Liz Hutson on a central leadership challenge: recognizing when team members are no longer aligned with the mission (“off the bus”), how to address persistent misalignment, and the broader impacts on team morale and business outcomes. Liz shares her experience and strategies for handling difficult team dynamics, making tough separation decisions, and communicating change effectively.

Key Discussion Points & Insights

1. The “On or Off the Bus” Dilemma ([00:00]–[01:40])

• Liz Hutson introduces the challenge: Every leader eventually faces someone on their team who simply won't “get on the bus” despite efforts for team alignment.
  • Quote: “You still have one person who just refuses to get on board...not just passively not on board, they may be actively not on board... quietly under-delivering to the detriment of the team.” — Liz Hutson [00:47]

2. Final Attempt at Alignment: One-on-One Honest Conversations ([01:52]–[02:57])

• Liz’s approach:
  • Before making any final decisions, initiate an honest, one-on-one conversation with the team member.
  • Seek to understand the root of their misalignment—sometimes people need to be heard, need clarity, or have valuable suggestions.
  • Be transparent that continued misalignment is harming morale and team progress.
  • Quote: “Have a one-on-one conversation, a real one with them, asking what's driving this misalignment. Is there something we’ve missed?...Sometimes they need to feel heard.” — Liz Hutson [01:58]
  • Emphasis: This conversation is the “last stop” before potentially parting ways.

3. Knowing When to “Cut the Cord” ([02:57]–[04:31])

• Triggers for ending the relationship:
  • If after honest efforts, the misalignment persists, it’s time for firm action—letting the person “hop off the bus.”
  • Becker asks about the pain of this step; Liz acknowledges the discomfort but highlights the necessity.
  • Quote: “If you've made every effort to align...and the misalignment is still there, keeping them in that role certainly does more long-term damage than letting them go or moving them to a different project.” — Liz Hutson [04:06]
  • Perspective: Leaders must balance the discomfort of losing knowledge and a “set of hands” against the greater damage of retaining misaligned members.

4. The Lift of Letting Go—Addition by Subtraction ([04:31]–[06:26])

• Relief after difficult decisions:
  • Both agree that letting go brings relief, even if there’s initial guilt; the team dynamic improves.
  • Prolonging action isn’t fair to the person or the team.
  • Passive or active misalignment is “contagious,” drags the team down, and erodes trust.
  • Sometimes “it is better to have no one in that role than someone who’s resisting.”
  • Quote: “That misalignment actually can become contagious. It drags people down, causes mistrust...often it's better actually to have no one in that role than having someone who's actively or passively resisting.” — Liz Hutson [05:31]
  • Takeaway: A truly aligned team is one of the strongest predictors of success.

5. Managing the Fallout When Well-Liked Team Members Are Let Go ([06:26]–[09:32])

• Addressing team concerns after someone’s exit:
  • Recognize valid feelings of uncertainty or sadness.
  • Emphasize the rationale: It’s about alignment with goals, not personal faults.
  • Quickly reaffirm commitment and alignment within the remaining team.
  • Quote: “Making sure that people really understand...the reason for this is actually synergistic to everybody.” — Liz Hutson [07:07]
• Dealing with camaraderie and “buddy” dynamics:
  • It’s natural to feel loss when a friend leaves, but the team’s purpose comes first.
  • Camaraderie is good, but must not supersede the mission.
  • Quote: “The team camaraderie doesn't come before the purpose of why that team came together in the first place. We miss them, too. This was not personal.” — Liz Hutson [09:06]

Notable Quotes & Memorable Moments

• “Sometimes they really do have an idea that, when they're heard, might actually improve the path forward. But... it just can't continue.”
  — Liz Hutson [02:09]

• “Keeping them in that role certainly does more long-term damage than letting them go... sometimes it's really the healthiest thing for everyone, just letting that person hop off the bus.”
  — Liz Hutson [04:13]

• “A fully aligned team... is one of the strongest predictors of whether a project is going to succeed or fail.”
  — Liz Hutson [06:13]

• “Being friends at work... it's nice when that happens, but that's not the primary objective... The team camaraderie doesn't come before the purpose.”
  — Liz Hutson [09:04]

Timestamps for Key Segments

• [00:00–01:40] Intro, team alignment & “on the bus” challenge
• [01:52–02:57] Final honest conversation to explore misalignment
• [02:57–04:31] Deciding to part ways, weighing discomfort versus necessity
• [04:31–06:26] The relief of letting go and positive impact on team
• [06:26–09:32] Managing departures, addressing ripple effects, and focusing on team purpose

Tone and Atmosphere

The conversation is empathetic, practical, and candid. Both speakers acknowledge the human side of tough business decisions while keeping the discussion grounded in the realities of organizational leadership and team performance.

Summary Takeaways

• Leaders must proactively address misalignment through direct, honest conversations.
• If alignment can’t be achieved, decisive action—even when difficult—is better for individual and team wellbeing.
• Open, compassionate communication to the remaining team helps manage uncertainty and maintain morale.
• Ultimately, full team alignment is critical to achieving success; friendships are valued, but organizational purpose takes priority.