No Bullsh!t Leadership – Episode 376: SOLVED! 9 Leadership Problems You’ll Face This Year

Host: Martin G Moore
Date: November 11, 2025

Main Theme

This week, Martin G Moore takes on nine of the most common, real-world leadership challenges submitted by listeners. Delivered in a rapid-fire Q&A session, the episode is packed with Moore’s practical, no-nonsense advice, personal stories, and clear strategies to help leaders navigate micromanagement, maintain priorities, give tough feedback, delegate effectively, and more. The tone is direct, supportive, and full of actionable insight for leaders at any stage.

Key Discussion Points & Insights

1. Surviving a Toxic, Micromanaging Boss

Timestamp: 03:22–06:30

• Problem: Boss is toxic, micromanaging, takes credit, dumps stress.
• Moore’s Insight:
  • Toxic bosses rarely change; micromanagement is often insecurity.
  • Strategy: “Take it head on… in a non-confrontational way” (04:48).
    • Ask directly: “Don’t you trust me to do my job?” or “What do I need to do to give you confidence that I’ve got this handled?” (05:01)
    • Let the boss answer for the interference, but stay positive and unthreatening.
  • Notable anecdote: Moore once asked a boss, “Robert, why would I know that [detail]?” prompting the boss to see the light and back off. (05:37)

2. Overthinking Stressful Situations

Timestamp: 06:50–08:24

• Problem: Struggling to let go and recover after stressful situations.
• Moore’s Solution:
  • “The post mortem… has to be a time-bounded, deliberate assessment.” (07:09)
    • After a difficult event, schedule a short, focused debrief—ideally with a trusted advisor.
    • “Knock it over in an hour” (07:35), then let go of lingering doubts. Focus only on what’s controllable.

3. Dealing with a Boss Who Keeps Adding Priorities

Timestamp: 08:41–10:18

• Problem: Boss adds new tasks after agreeing on priorities.
• Advice:
  • Use your list of ranked priorities as “your bible” (08:51).
  • “When the boss comes and says, I need you to do this, it’s very easy to turn around and say, ‘That’s fantastic. Let’s just see where it fits in our value rank priorities… Something must shift.’” (09:11)
  • Stay values-focused, not just “I’m too busy”; this transforms the conversation.

4. Should You Focus More on Strengths or Fixing Blind Spots?

Timestamp: 10:29–11:29

• Question: Are blind spots really that important to fix?
• Moore’s Take:
  • “Sometimes your blind spots are showstoppers.” (10:52)
  • Don’t use “focus on your strengths” as an excuse to dodge tough feedback; “If you have a fatal flaw… you’re not going to get promoted.” (10:59)

5. Cultivating Trusted Advisors

Timestamp: 11:49–12:54

• How to Invite Someone In:
  • “I don’t think there’s ever a time when I’ve said to someone, ‘You are my trusted advisor.’” (12:01)
  • Let the relationship evolve informally: “The conversations will change and become deeper” (12:16).
  • Caution: Don’t show favoritism beyond merit.

6. Getting Out of the Weeds as Your Team Grows

Timestamp: 13:08–14:20

• For Small Business Owners Feeling Indispensable:
  • “If your people aren’t capable of stepping in, then you don’t have the right people. It’s that simple.” (13:29)
  • You must “leave enough space for your people to grow into the vacuum that you leave.” (13:18)
  • Cultivate a “no blame, no excuses” culture; let people make mistakes safely so they learn.

7. Trusting Your Team vs. The Need for Control

Timestamp: 14:34–16:46

• Dilemma: Is triple-checking team output about quality, or control?
• Moore's Story:
  • Allow your team to own results, even if it exposes them to tough feedback:
    • “I went to the chairman and said… you’re going to see all the crap in there that the executives are producing. And I want you to know I’m doing it on purpose because they need to develop.” (15:44)
    • Within three months, team quality improved dramatically without Moore’s intervention.

8. Giving Feedback to Conflict-Averse Team Members

Timestamp: 17:02–19:06

• Issue: Team member shuts down in feedback sessions.
• Moore’s Approach:
  • “If you’re worried about them disengaging… they won’t be a high performer in any sense.” (17:07)
  • Be clear and empathetic, but don’t lower standards: “I just want to make it really clear to you what my expectations are.” (18:04)
  • In extreme cases, “refer people to counselling services” (18:45) if needed, but don’t “tiptoe around them.”

9. Dealing With a Boss Who Won’t Give Feedback

Timestamp: 19:13–21:25

• Problem: Boss is absent or too busy to offer guidance.
• Reframe:
  • Moore loved autonomy: “It’s Happy Days. It’s open slather. I can do what I think is best.” (19:16)
  • Proactively communicate your plans, ask for a quick sign-off.
  • “You can create growth without getting your boss to grow you and you should always be looking to grow yourself.” (20:21)
  • Set your own challenging targets; don’t wait to be pushed.

Memorable Quotes

• On toxic bosses:
  “A toxic boss is very, very unlikely to change… you’ve got to front your boss with it and you’ve got to do it in a way that’s non-confrontational.” (04:01, 05:01)

• On post-stress overthinking:
  “The biggest tip I’ll give you is that it’s got to be a time-bounded, deliberate assessment.” (07:09)

• On maintaining priorities:
  “That’s awesome. How does it fit in our agreed existing value priorities?” (09:12)

• On blind spots:
  “If you have a fatal flaw… you’re not going to get promoted. You’re just not.” (10:59)

• On trusted advisors:
  “I don’t think there’s ever a time when I’ve said to someone, you are my trusted adviser.” (12:01)

• On delegation:
  “If your people aren’t capable of stepping in, then you don’t have the right people. It’s that simple.” (13:29)

• On trusting your team:
  “I’m not being your backstop anymore. You guys have got to lift your game here.” (15:29)

• On feedback for sensitive staff:
  “It’s not your job as their leader to fix everything in their lives or to tiptoe around them.” (18:52)

• On self-driven growth:
  “You can create growth without getting your boss to grow you and you should be always looking to grow yourself.” (20:21)

Timestamps of Major Segments

• 03:22 – Toxic boss and micromanagement
• 06:50 – Recovering from stress & overthinking
• 08:41 – Managing contradictory priorities from your boss
• 10:29 – Leadership blind spots vs. strengths
• 11:49 – Building trusted advisor relationships
• 13:08 – Delegation and getting out of the weeds
• 14:34 – Trust vs. control in team oversight
• 17:02 – Giving feedback to conflict-averse members
• 19:13 – Leading yourself when your boss is absent

Conclusion

Martin G Moore’s practical, straightforward responses give leaders actionable strategies for the nine most pressing leadership challenges. His stories emphasize courage, ownership, clarity with teams, and the value of continuous self-development. The episode’s tone is energetic, candid, and supportive—perfect for those wanting leadership substance, not theory.