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Update frequency:
weekly
Average audio length:
17 minutes
English
United States
269 episodes
since April 21, 2021
episodic

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During World War II, the Office of Strategic Services, the predecessor to the CIA, published the Simple Sabotage Field Manual. It equipped ordinary citizens in German-occupied countries with ways to disrupt enemy organizations from within.   Some of its tactics to disrupt meetings? (These are exact…

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Change is everywhere right now, but the real question is what separates the teams that steady themselves from the teams that spiral. We lean into what we are seeing organizations do well when change is thrust on them, especially when they cannot control the timing or the stakes. One of the biggest …
A small moment like moving a kid into a dorm can reveal a bigger truth: a lot of us are out of practice at sharing space, sharing control, and dealing with everyday friction. That shows up at work as touchiness, quick offense, and a constant tug-of-war over preferences, boundaries, and “my rights.”…
If your workplace performance metrics reward “busy,” you can end up with lots of motion and very little progress. We sit down to unpack why so many teams confuse activity with performance and how that mistake quietly corrodes results over time, from for-profit companies chasing the wrong KPIs to gr…
“I don’t want to stereotype, but…” is usually the start of a workplace mess. We dig into why so many teams blame Boomers, Gen X, Millennials, or Gen Z when things feel tense, even though the real friction is often about values, expectations, and lived experience. We’re honest about the uncomfortabl…
“No conflict here” sounds like a compliment, but it can be a warning sign. We dig into what healthy conflict actually looks like inside an organization, why so many teams confuse peace with progress, and how fear of volatility can train people to stay quiet even when they see real problems. If you …
“I’m out of capacity” can sound like a fact, but it often acts like a shield. We kick off with birthday-level honesty and then dig into what overload really means at work: not just too many tasks, but unclear priorities, fuzzy definitions of performance, and a habit of confusing motion with value.W…
Managing up sounds like a political game until you realize it is mostly a thinking game. We talk about the moment leaders get promoted and suddenly discover that running a productive team is not enough. Influence now requires calm brain control, strong questions, and the courage to bring a well-rea…
The moment people stop fighting you can feel like relief, but it can also be the start of the real problem. We talk about the withdrawal stage on the change curve and how it shows up as quiet disengagement: head nods, fast agreement, and “just tell me what to do” energy that looks like cooperation …
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