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154: John Dues: "What Does a System of Profound Knowledge Really Look Like?"

This conversation with John Dues challenges one of the most deeply held assumptions in leadership: that people are the primary drivers of performance.Drawing on W. Edwards Deming’s System of Profound Knowledge, John introduces a radically different lens—one where systems, variation, psychology, and learning cycles shape nearly everything we see in organizations.Erik enters the conversation curious—and leaves with a fundamentally different way of thinking about data, incentives, and what it actually takes to improve performance. 👤 About the GuestJohn A. Dues is the Chief Learning Officer and Chief Operating Officer at United Schools in Columbus, Ohio.Improvement science practitioner and systems thinker Author of Win-Win: W. Edwards Deming, the System of Profound Knowledge, and the Science of Improving SchoolsHas helped build seven schools and nonprofit organizations Deeply focused on applying Deming’s philosophy to real-world systems 🧭 Conversation HighlightsThe System > The Individual. Most organizations operate in silos, optimizing departments instead of the whole. Ironically, this often makes overall performance worse. The 4 Components of Profound KnowledgeAppreciation for a system Knowledge about variation Theory of knowledge Psychology The Data Illusion. Comparing two data points (month-over-month, year-over-year) is often meaningless. The real story lives in patterns over time. Common vs Special Cause Variation. Most performance differences aren’t meaningful—they’re just noise within the system. Why Incentives Backfire. Commission structures and ranking systems often drive behavior that harms the organization as a whole. PDSA Cycles (Plan-Do-Study-Act). Improvement isn’t about big initiatives—it’s about small, fast, iterative experiments. 💡 Key TakeawaysMost results come from the system—not individuals. Deming estimated 95–97% of outcomes are system-driven. Optimizing parts can break the whole. Sales and operations working “perfectly” in isolation can create massive dysfunction together. Measurement must match intent. Measuring for accountability vs improvement leads to completely different behaviors. Data doesn’t tell stories—people do. Data points direction, but context completes the picture. ❓ Questions That MatteredWhat if the problem isn’t your people—but your system? Why are we measuring this—and what are we trying to do with it? Are we reacting to noise or actual signal? What behavior is our system really incentivizing? How do we know what we think we know? 🗣️ Notable Quotes A lot of organizations optimize departments… and make the system worse.” “95% of results are attributable to the system—not the people.” “The story is locked up in the pattern over time.” “Why you measure something determines how people behave.” “You don’t implement fast and learn slow—you learn fast and scale slow.” “Extrinsic motivation can crush the love of learning.” 🔗 Links & ResourcesCheck out John Dues' Book 'Win WinFollow John on LinkedIn

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153: "Are We Misunderstanding AI Job Loss Completely? ft. Justin Coats

2d ago00:40:05Tap to summarize

In this follow-up to last week's conversation, Erik and Justin tackle one of the most emotionally charged topics in AI: job displacement.But instead of fear-based predictions, they reframe the conversation entirely. The real story isn’t that AI is replacing jobs—it’s that most people don’t understand what parts of their job actually create value.They introduce a powerful lens: “white-collar factory work” vs. truly human work. And once you see that distinction, everything changes—from how you think about layoffs to how companies grow.The takeaway? The biggest risk isn’t AI. It’s being unaware of which parts of your work actually matter.🧭 Conversation HighlightsWhy the AI job conversation is being framed incorrectly The shift from blue-collar automation → white-collar disruption The concept of “white-collar factory work”Why most jobs won’t disappear—but parts of them will The difference between process work vs. human discernmentHow AI exposes unused human potential (“intelligence debt”) Why companies aren’t limited by problems—but by bandwidth The coming gap in entry-level experience and training How businesses will evolve roles instead of just cutting them Real-world example: McDonald’s kiosks → new hospitality roles 💡 Key TakeawaysJobs aren’t disappearing—tasks areMost people don’t know what part of their job creates valueAI replaces process, not judgmentHuman potential is massively underutilized (“intelligence debt”)Companies grow by solving new problems, not just cutting costs❓ Questions That MatteredWhat part of your job actually requires human thinking? Are you doing work that should have been automated years ago? What problems would you solve if your current tasks disappeared? Are you valuable because of what you know—or what you do repeatedly? What skills actually move the needle in your business? Are you preparing for the future—or defending the past? 🗣️ Notable Quotes“It’s not jobs—it’s the work inside the job that’s changing.” “We’ve turned ourselves into robots doing process work.” “There’s a massive amount of untapped human intelligence inside companies.” “The real bottleneck isn’t AI—it’s how fast humans adopt it.” “Most companies don’t have a shortage of problems—they have a shortage of capacity.” 🔗 Links & ResourcesCheck out LearnAir™, Justin's Company: www.learnair.comFollow Justin on LinkedIn

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152: "What If Your Team’s Feedback Is the Wake-Up Call You Need?" ft. Alli Murphy

3d ago00:14:54Tap to summarize

What happens when your team tells you that you’re the problem?In this candid, real-world conversation, Erik and Alli unpack one of the most uncomfortable leadership moments: being told your stress is impacting your team. Instead of dodging it, they explore what’s really underneath that feedback—trust, pressure, over-responsibility, and the hidden stories leaders tell themselves.This episode moves beyond surface-level advice and into the messy middle: defensiveness, grief, identity, and ultimately… growth. It’s a conversation about what it takes to shift from carrying everything alone to leading with your team.🧭 Conversation HighlightsThe hidden trust in hard feedback. When a team tells you something difficult, it’s not rebellion—it’s risk. And often, it’s a sign they still believe in you enough to say it out loud. The “protector trap” leaders fall into. Many leaders justify their stress because of how much they shield their team—but that protection can quietly turn into overcontrol. Stress isn’t random—it’s a signal. Most stress traces back to one core belief: “I can’t” or “I don’t know how.” Naming that changes everything. From defensiveness to collaboration. The shift isn’t “explaining yourself”—it’s inviting your team into solving the problem with you. Why emotional regulation is a leadership skill. How you enter a meeting matters. Pausing, breathing, and choosing your presence can change the entire tone of a team. 💡 Key TakeawaysHard feedback = earned trust. If your team is willing to say it, they haven’t given up on you. Stress leaks when it’s unprocessed. If you don’t manage it intentionally, your team absorbs it unintentionally. Over-responsibility creates bottlenecks. Doing everything yourself doesn’t make you strong—it limits your team’s growth. Clarity beats pressure. Naming “I can’t” or “I don’t know how” opens the door to real solutions. Leadership is shared, not carried alone. The best move isn’t shielding your team—it’s equipping them. ❓ Questions That MatteredWhat does it say about your team that they were willing to tell you this? Where are you overprotecting instead of empowering? What are the “I can’t” or “I don’t know how” statements driving your stress? What would it look like to solve this with your team instead of for them? How do you want to show up before you walk into the room? 🗣️ Notable Quotes“People don’t share things like that unless they care about you.” “There’s probably some version of ‘I can’t’ or ‘I don’t know how’ at the root of your stress.” “What can we do to fix this—together?” “How I show up impacts my team.” “If I can’t carry it all, then I need to help my team level up.” 🔗 Links & ResourcesListen to other episodes co-hosted with Alli

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151: "Does External Chaos Really Create Internal Opportunity? (reflections on Adam Plouffe)

6d ago00:11:43Tap to summarize

🧠 Erik’s TakeAfter reflecting on his conversation with Adam Plouffe, Erik realized something important: some of the most brilliant leadership thinking in the world lives quietly inside companies we rarely hear about.Adam may never write a leadership book or keynote a major conference—but the frameworks he uses every day inside Brunswick Steel reveal the kind of thoughtful, disciplined leadership that keeps organizations strong through uncertainty.For Erik, the conversation reinforced a powerful truth: great leadership often happens far away from the spotlight, inside teams solving real problems every day.🎯 Top Insights from the Interview1. Patience Is a Competitive AdvantageAdam shared the parable of the Chinese farmer—a reminder that events we interpret as good or bad in the moment may turn out very differently over time.Great leaders resist overreacting. They stay patient, stay disciplined, and continue building strong organizations regardless of external volatility.2. External Chaos Creates Internal OpportunityTariffs, geopolitical shifts, and supply chain disruptions are reshaping industries like steel manufacturing.But those same pressures act as a market filter. Companies with strong leadership, strong culture, and disciplined operations survive. Others disappear.3. Leaders Must Manage Their Own Emotions FirstAdam referenced a Napoleon quote that stuck with Erik: Panic in private. Be positive in front of your troops.. Leadership requires processing uncertainty privately so that teams can move forward with confidence. But Erik also notes the balance: positivity cannot become denial of reality.4. Adaptive Leadership Is Real LeadershipOne of Erik’s favorite examples from the interview was Adam intentionally positioning himself as the “bad guy” to unify a divided team. The result?The team rallied together against a common problem and began collaborating more effectively. Great leaders adapt their approach based on what their team needs—not based on their own comfort.🧩 The Personal LayerErik reflected on a simple but powerful question Adam’s boss once asked him:“How do you know if you’ve had a good day?”That question highlights something many leaders overlook: Without clear metrics, progress becomes emotional instead of measurable.Whether in manufacturing, sales, or leadership development, knowing how to keep score changes how people work.🧰 From Insight to ActionErik walked away with one practical framework he plans to adopt immediately: UCOW.The acronym stands for:UnderstandingCapabilitiesObstaclesWillingnessWhen something goes wrong, leaders should diagnose the issue through these four lenses.The key insight:Only one of these—willingness—is actually the employee’s responsibility.The others are leadership responsibilities:Teaching understandingDeveloping capabilitiesRemoving obstaclesThat mindset creates a culture where problems get solved instead of blamed.🗣️ Notable Quotes“Sometimes the best leadership you’ll ever see is happening inside companies you’ve never heard of.”“Panic in private. Be positive in front of your troops.”“External chaos tends to eliminate companies that didn’t build strong foundations.”“How do you know if you’ve had a good day?”“Only one part of UCOW belongs to the employee. The rest belong to leadership.”🔗 Links & ResourcesListen to Adam Plouffe's Episode

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150: Adam Plouffe: "What Does Great Leadership Look Like When the-Ground-Keeps-Shifting?"

1w ago01:15:42Tap to summarize

Adam Plouffe has spent decades leading inside an industry most people rarely think about—but one that quietly shapes the global economy: steel.As COO of Brunswick Steel, Adam operates at the intersection of supply chains, tariffs, international trade, and manufacturing—where geopolitical decisions can ripple through a business overnight. But the real story isn’t about steel. It’s about leadership.In this conversation, Erik and Adam explore what it takes to guide teams through uncertainty, why empowering employees unlocks unexpected innovation, and how simple systems—like small continuous improvements or a chili cook-off—can transform company culture.👤About the GuestAdam Plouffe is the Chief Operating Officer of Brunswick Steel and a manufacturing leader with over 30 years of leadership experience.He began managing teams at just 18 years old and has spent decades leading in manufacturing, supply chains, and operations. At Brunswick Steel, Adam focuses on operational excellence, continuous improvement, and building empowered teams that can thrive in volatile markets.His leadership philosophy blends practical systems like Kaizen and Six Sigma with a deeply human approach to culture and emotional intelligence.🧭 Conversation Highlights• Leading Through Uncertainty and Market Chaos. Tariffs, supply chain disruptions, and geopolitical shifts have dramatically changed the steel industry.Adam explains how businesses must operate in a world where decisions from governments can change overnight—and why leaders must remain calm and adaptable.• The “Chinese Farmer” Mindset. Adam shares the powerful parable of the Chinese farmer: Sometimes events that seem disastrous in the moment later turn out to be blessings—and vice versa. Great leaders resist the urge to overreact and instead stay patient until the full picture becomes clear.• Empowering Employees to Improve the Business. When Adam arrived at Brunswick Steel, he shifted the company culture by empowering employees to contribute ideas.Using quick and easy Kaizens, employees began suggesting small improvements in their daily work—changes that saved the company thousands of dollars and dramatically improved efficiency.💡 Key TakeawaysPatience is a leadership skill. Not every challenge needs an immediate reaction.Empowered teams outperform controlled teams. When employees contribute ideas, improvement accelerates.Small improvements create massive impact over time. Continuous improvement compounds.Transparency builds trust—but so does stability. Leaders must balance honesty with confidence.Culture grows through shared experiences. Sometimes the most powerful changes are the simplest ones.❓ Questions That MatteredWhat does the average person misunderstand about the complexity of tariffs and global trade?How do great leaders stay calm during constant uncertainty?How do leaders balance honesty with optimism when things get hard?What small changes can dramatically improve company culture?🗣️Notable Quotes“A lot of things happen that aren’t our fault—but they’re still our responsibility.”“Panic in private. Be positive in front of your troops.”“If you’re drinking your own Kool-Aid and nobody else is drinking it with you, you’ve got a problem.”“Little improvements might feel small—but together they can change the entire business.”🔗 Links & ResourcesFollow Adam on LinkedInCheck out Linton Sellen's LinkedInThe Chinese Farmer Story

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149: "Vague Thinking Produces Weak Outputs, Specially with AI" ft. Justin Coats

1w ago00:38:20Tap to summarize

This episode marks the beginning of a new weekly series featuring Justin Coats—AI expert, co-founder of LearnAir™, and now recurring co-host. Erik brings his biggest questions about AI in business, and Justin brings grounded, practical answers.The core tension? AI isn’t the limiting factor—humans are. Specifically, our lack of awareness around how we actually work.Together, Erik and Justin unpack why most businesses struggle to adopt AI, how vague thinking kills automation, and why leadership—not technology—is the true bottleneck. They explore the uncomfortable truth: you can’t automate what you don’t understand… and most people don’t understand their own workflows.👤 About the GuestJustin Coats is Co-Founder of LearnAIR™, an AI literacy and workforce transformation company and one of a select group of global OpenAI service partners.He works with organizations to build AI-ready workforces—helping teams understand how work actually gets done, where AI can be applied effectively, and how to integrate human and artificial intelligence in a way that is practical, responsible, and scalable.🧭 Conversation HighlightsWhy AI adoption is failing—and it’s not because of the tech The “lack of a mirror” problem in modern work How vague language breaks AI performance Why most people can’t explain how they do their job The hidden 30% efficiency gain from simply thinking about your process The role of leadership in driving (or killing) AI adoption How early adopters are creating new organizational bottlenecks The shift from tasks → purpose in the age of AI What happens when humans move faster than the system around them 💡 Key TakeawaysYou can’t automate what you don’t understand — Most workflows are invisible even to the people doing them AI rewards specificity — Vague thinking produces weak outputs Efficiency starts with awareness — Many gains happen before AI is even used Leadership determines adoption — Mandates fail; modeled behavior works AI creates uneven acceleration — Some teams move 4x faster, exposing bottlenecks elsewhere ❓ Questions That MatteredHow do you describe your job at a level AI can actually execute? What steps are hidden inside the “simple” tasks you do every day? Are you resisting AI because of time… or because of ego? What inefficiencies are you unknowingly covering with skill? Is your leadership team actually using AI—or just telling others to? What would happen if your workflow was fully visible? Are you solving for tasks… or the purpose behind them? 🗣️ Notable Quotes“You can’t automate what you don’t already know how to do.” “We truly don’t know how we do our work—we just do it.” “Spend 95% of your time thinking… AI will handle the rest in microseconds.” “The human is the limiting factor.” “Leadership isn’t saying ‘go use AI’—it’s showing how you use it.” “We weren’t created to work in a digital universe.” 🔗 Links & ResourcesCheck out LearnAir™, Justin's Company: www.learnair.comFollow Justin on LinkedIn

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148: "What Do You Do When Your Boss Isn’t Doing Their Job—But You Could?" ft. Alli Murphy

1w ago00:14:27Tap to summarize

In this conversation, Erik and Alli unpack a deceptively simple leadership dilemma: Should you step in and do the work to prove you're ready for the next level—or hold back to avoid being taken advantage of?What unfolds is a nuanced exploration of responsibility, visibility, emotional intelligence, and long-term career alignment. They challenge the idea that leadership is about titles—and instead argue it’s about how you respond when things fall apart around you.🧭 Conversation HighlightsOpportunity hides in dysfunction. When responsibility is dropped, that’s not just a problem—it’s a signal. Stepping in can accelerate your growth and clarify whether the role (or company) is worth it. Leadership isn’t just doing—it’s thinking. Proving readiness doesn’t always mean executing tasks. Sometimes it’s about showing strategic awareness, surfacing risks, and proposing solutions. Visibility matters (but so does tact). Doing the work without making it visible is a risk. But visibility doesn’t mean throwing someone under the bus—it’s about communicating impact intelligently. Responsibility ≠ execution. Taking ownership doesn’t always mean doing everything yourself. It can mean ensuring the outcome happens—through influence, planning, or escalation. Your environment will eventually reveal itself. If your effort consistently goes unrecognized, that’s not just frustrating—it’s data. And the faster you see it, the faster you can make a better decision. 💡 Key TakeawaysStep into responsibility—but be strategic about how. Doing everything blindly can backfire. Pair action with visibility and intentional communication. Think like the next-level leader before you become one. Demonstrating judgment, prioritization, and foresight is often more powerful than just grinding through tasks. Control your emotional reactions in the moment. Frustration is valid—but your response should come from your best self, not your reactive self. Use frustration as information, not fuel. Emotional spikes are signals. They shouldn’t dictate your behavior—but they can guide your decisions. If you’re not valued, don’t wait forever to realize it. Sometimes the real win isn’t the promotion—it’s the clarity that you’re in the wrong place. ❓ Questions That Mattered What does it actually prove if you don’t do the work that needs to be done? How can you demonstrate readiness without being exploited? What’s the difference between taking responsibility and doing everything yourself? How would your “best self” respond in this moment? What if the real opportunity is realizing this isn’t the right environment? 🗣️ Notable Quotes“Opportunity lurks where responsibility has been abdicated.” “Taking responsibility doesn’t mean you have to do the thing—it means you make sure it gets done.” “Would you rather know in 18 months—or 10 years—that you’re not valued?” “How would the version of you you’re trying to become handle this?” “Even if you get taken advantage of… that’s a hell of a piece of information to have.” 🔗 Links & ResourcesListen to other episodes co-hosted with Alli

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147: Are Misaligned Incentives Shaping the Outcomes We Complain About? (reflections on Addison Hosner)

2w ago00:13:27Tap to summarize

🧠 Erik’s TakeIn this reflection episode, Erik steps back from his conversation with legal commentator and Young Voices contributor Addison Hosner to unpack the deeper themes that emerged.What stood out most wasn’t just the legal issues themselves—it was the systems behind them. From billable hours in the legal profession to qualified immunity and the incentives shaping journalism, Erik explores how misaligned incentives quietly shape outcomes across entire industries.His biggest realization? Many of the frustrations people feel about institutions—law, policing, media, even public debate—often stem from systems that reward the wrong behaviors. When the incentives are misaligned, even well-intentioned people can produce broken outcomes.For Erik, the conversation also reinforced a belief he returns to often: communication matters deeply in shaping the future. The ability to discuss complex issues without falling into sensationalism or partisan noise may be one of the most important skills the next generation develops.🎯 Top Insights from the Interview1. The legal profession runs on incentives that can create burnout.Lawyers often operate under billable-hour models that require accounting for time in six-minute increments and hitting around 2,000 billable hours per year, which can push workloads into the 70–80 hour range.2. When incentives are misaligned, efficiency isn’t rewarded.If legal firms profit from hours billed rather than outcomes delivered, the system discourages speed and efficiency—creating a structure that may not serve clients well.3. Qualified immunity raises difficult accountability questions.The doctrine protects officers from liability if actions occur while performing their duties, even when harm occurs. The debate centers on how to balance accountability with the realities of law enforcement.4. Insurance-based accountability might be a potential solution.Addison suggested a model similar to malpractice insurance, where officers carry liability coverage. This could create financial accountability and better visibility into patterns of misconduct.5. Sensationalism is becoming a default communication style.Young writers entering policy discussions often assume partisan or inflammatory framing is the only way to gain attention—something organizations like Young Voices actively work to counter.🧩 The Personal LayerErik’s reflection reveals a deeper curiosity about how systems shape behavior.Rather than framing issues as “good people vs. bad people,” he’s drawn to a more structural lens:What incentives are driving the behavior?What system design is reinforcing those outcomes?And how could the structure be improved?That mindset also connects to his broader leadership philosophy. Whether in law, media, or business, Erik consistently comes back to a similar theme:The structure of a system determines the behavior inside it.When incentives align with the right outcomes, progress becomes easier. When they don’t, even talented, well-meaning people struggle.🧰 From Insight to ActionHere are a few leadership takeaways Erik pulls from this conversation:1. Look beyond individuals to the incentives shaping behavior.If something feels consistently broken in an organization, the problem may be structural rather than personal.2. Evaluate how success is measured.Metrics drive behavior. If the metric rewards the wrong thing, expect the wrong outcomes.3. Communicate complex ideas responsibly.Influence grows when ideas are presented clearly and thoughtfully—not through sensationalism.4. Encourage thoughtful discourse over ideological extremes.Constructive conversation requires nuance, something that’s increasingly rare in modern medi

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146: Addison Hosner: "Can the Legal System Be Both Profitable and Ethical?"

2w ago00:46:00Tap to summarize

In this episode, Erik sits down with attorney and nonprofit executive Addison Hosner to unpack the realities behind the legal profession — from burnout in family law to the structural incentives that shape how justice is practiced.Addison shares what it was like running a solo law firm with a massive caseload, why he ultimately left litigation, and what the legal system often gets wrong about efficiency, incentives, and human impact.The conversation moves beyond career stories into deeper questions about legal ethics, qualified immunity, policing accountability, and how structural incentives shape behavior inside complex systems.👤 About the GuestAddison Hosner is a lawyer and former family law practitioner who founded and ran Hosner Law Group before transitioning into nonprofit leadership.He now serves as Chief Operating Officer at Young Voices, a nonprofit organization focused on promoting ideas around free markets, civil liberties, and public policy.His work and writing frequently explore topics like criminal justice reform, qualified immunity, and the structural incentives that shape the legal profession.🧭 Conversation HighlightsLeaving Litigation and the Weight of Family LawAddison managed 70–100 active cases at a time as a solo attorney, many involving divorce, custody, and domestic conflict.Carrying the emotional weight of those disputes began to affect his health, sleep, and personal relationships.The realization came when he asked himself one question: Could I do this for another 35–40 years?The Hidden Stress of the Legal ProfessionLegal work is far less courtroom drama than TV portrays — it’s mostly paperwork and constant client pressure.Lawyers track their time in six-minute increments, creating constant pressure to justify every moment of the day.This environment often conditions attorneys to believe that any downtime equals failure.The Billable Hour ProblemLaw firms are financially incentivized to prolong disputes rather than resolve them quickly.Addison shared an experience where he was reprimanded for settling a case too quickly because it reduced billable hours.This misalignment of incentives is one of the profession’s most persistent structural issues.💡Key TakeawaysIncentives shape behavior more than intentions. Even well-meaning professionals will follow systems that reward certain outcomes.The legal system often rewards conflict rather than resolution, especially under billable-hour models.Burnout in law isn’t just workload — it’s emotional exposure to human conflict.Student debt plays a major role in shaping legal career paths and ethical tradeoffs.❓ Questions That MatteredWhat happens when a system incentivizes the opposite of what it claims to value?Can the legal profession move away from billable hours without collapsing its business model?How should society balance police accountability with the realities of dangerous frontline work?What would it take to make the legal profession healthier for the people inside it?🗣️ Notable Quotes“My worst day as COO is still better than my best day as a practicing attorney.”“Each case isn’t just work — it’s someone’s life that you’re holding in your hands.”“Sometimes the system itself is what pushes good people into bad incentives.”🔗 Links & ResourcesCheck out Young Voices' WebsiteFollow Addison on LinkedIn

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145: "What Would You Want From Your Manager If You Survived a Layoff?" ft. Alli Murphy

2w ago00:19:02Tap to summarize

Mass layoffs, uncertainty, and pressure to perform—this conversation tackles one of the hardest realities leaders face: guiding a team through chaos when you don’t have answers yourself. Erik and Alli unpack what leadership actually looks like in these moments—less about strategy, more about humanity. From one-on-one conversations to sitting in discomfort, this episode challenges the instinct to “fix” and instead reframes leadership as presence, trust, and intentional communication. 🧭 Conversation HighlightsLead One Human at a Time In moments of disruption, mass communication isn’t enough. Real leadership happens in one-on-one conversations where people feel seen and heard. Resist the Urge to Solve Too Fast The instinct to fix everything immediately can backfire. Leaders need to create space before jumping into solutions. “Sit in the Suck” Is a Strategy Avoiding discomfort delays progress. Acknowledging frustration, anger, and uncertainty is a necessary step—not a weakness. Different People, Different Reactions Not everyone experiences layoffs the same way—some feel fear, others relief, others guilt. Leadership requires listening, not projecting. Vulnerability Builds Trust—If Done Right Leaders don’t need all the answers, but they do need honesty. Sharing uncertainty (without spiraling) strengthens credibility. 💡 Key TakeawaysConnection beats communication. People don’t need perfect answers—they need to feel understood. Listening is the leadership move. Especially when you don’t have control, your presence matters more than your solutions. Emotions aren’t a distraction—they’re the work. Ignoring them creates bigger problems later. Preparation isn’t just tactical—it’s relational. Trust built before a crisis determines how well you lead through it. Great leaders run toward the fire. Avoidance erodes trust. Presence builds it. ❓ Questions That MatteredWhat would you want from your manager if you were still there after layoffs? How do you lead when you don’t have answers? Are you listening to your team—or projecting your own fears onto them? What happens when empathy turns into avoidance? How do you prepare for a crisis you can’t predict? What impact is your team actually making—and who knows about it? If cuts happened tomorrow, who would be most at risk—and why? Where have you avoided giving feedback that could have changed someone’s trajectory? 🗣️ Notable Quotes“You don’t have the answers—and that might be the thing that earns you the most trust.” “When something catastrophic happens, it requires a one-on-one human touch.” “Sit in the suck before you try to solve it.” “Just because you feel something doesn’t mean your team feels the same way.” “The best leaders run into the fire—and treat the humans in it with them appropriately.” 🔗 Links & ResourcesListen to other episodes co-hosted with Alli

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All episodes

154: John Dues: "What Does a System of Profound Knowledge Really Look Like?"

153: "Are We Misunderstanding AI Job Loss Completely? ft. Justin Coats

152: "What If Your Team’s Feedback Is the Wake-Up Call You Need?" ft. Alli Murphy

151: "Does External Chaos Really Create Internal Opportunity? (reflections on Adam Plouffe)

150: Adam Plouffe: "What Does Great Leadership Look Like When the-Ground-Keeps-Shifting?"

149: "Vague Thinking Produces Weak Outputs, Specially with AI" ft. Justin Coats

148: "What Do You Do When Your Boss Isn’t Doing Their Job—But You Could?" ft. Alli Murphy

147: Are Misaligned Incentives Shaping the Outcomes We Complain About? (reflections on Addison Hosner)

146: Addison Hosner: "Can the Legal System Be Both Profitable and Ethical?"

145: "What Would You Want From Your Manager If You Survived a Layoff?" ft. Alli Murphy