#275 – Choking, the Olympics, and Running Toward What You Want

In this episode, I share a personal experience where I choked.For the first time in a long time, I failed to perform at the level I knew I was capable of, in a very public setting. It wasn’t a lack of preparation. It wasn’t a lack of ability. It was mental.I unpack what happened when I played piano at my grandmother’s funeral, how nerves took over, and what that experience taught me about pressure, performance, and mindset.From there, I zoom out. Watching the Olympics around the same time made the contrast even clearer. Some athletes tightened up under pressure. Others, like Alysa Liu in women’s figure skating, performed with visible freedom and joy on the biggest stage.The difference wasn’t talent. It was mental.This episode explores the tension between running away from what you don’t want versus running toward what you do want, and why that distinction matters not just in sports or music, but in leadership and life.Topics CoveredA personal story of choking under pressurePlaying piano at my grandmother’s funeralWhy capability doesn’t guarantee performanceThe physical effects of nerves and overthinkingThe contrast between surviving and expressingLessons from Olympic performance under pressureAlysa Liu and skating with freedom instead of fearThe limits of conscious control in complex tasksRunning away from fear vs running toward joyHow this applies to leadership, teams, and cultureWhy leading toward something positive is more powerful than pushing away from something negativeClosing ThoughtIt’s easy to say “run toward what you want.” It’s much harder to remember in the moment.But if we want to perform at our best and lead others well, that shift in direction may be the difference between tightening up and stepping fully into what we’re capable of.Music: Slow Burn, Kevin Macleod

Change management sounds abstract. Even a little boring.But if you care about making things better, in your company, your family, your community, or yourself, then you’re in the business of driving change. And the ability to lead and manage that well may be one of the most important skills of the next five to ten years.In this episode, I unpack why change so often fails, especially in technically minded environments. We default to thinking the strategy wasn’t good enough, the plan wasn’t tight enough, or the tactics weren’t executed cleanly enough.Sometimes that’s true.But more often than we admit, change fails because we treat it like a technical problem when it’s actually a human one.I share how I’ve been thinking about change inside PJ Wallbank Springs, what I’ve learned from watching leaders like Chris Wallbank and Tracy Fletcher take this seriously, and the four conditions that I believe have to be true before real buy-in can happen.This isn’t a clean framework or a step-by-step playbook. It’s a reflection on what I’m seeing, where I’ve struggled, and what seems to matter if you want change to actually stick.Topics CoveredWhy leading change may be the defining leadership skill of the next decadeProactive change vs responding to external changeWhy most change efforts fail, even with good plansThe difference between technical complexity and human complexityHow identity and ego quietly resist changeWhy force and authority don’t create lasting commitmentThe four conditions required for genuine buy-inTrust, understanding, belief in direction, and belief in successWhy meaningful change requires long-term relationship investment“Go slow to go fast” in practiceApplying these ideas across work, family, and personal growthClosing ThoughtChange isn’t a sprint. It isn’t a memo. And it isn’t just better tactics.It’s deeply human work.And if we want to build better, we have to treat it that way.Music: Slow Burn, Kevin Macleod

In this solo episode of Building Better, I explore a pattern I see everywhere. In engineering, in leadership, and in life.Most systems are built sequentially. One decision at a time. One optimization at a time. One fix after another. That approach works. It is safe. It prevents disasters.But it rarely produces truly great outcomes.Using product development and APQP as a starting point, I contrast sequential design with parallel processing. Learning late versus pulling understanding forward. Optimizing parts versus optimizing the system.I then zoom out beyond engineering to show how the same pattern shows up in home projects, health, parenting, and how we design our lives and organizations.This episode is about capability, foresight, and the difference between reacting your way to “good enough” and designing for something better from the start.Music creditSlow Burn by Kevin MacLeod

This is my annual reflection episode. In it, I walk through how 2025 forced me to get much clearer about purpose, obligation, and the kind of work I feel called to do. That clarity brought meaning, but it also raised the bar and the weight I feel as a leader.I talk through how this showed up professionally in manufacturing and leadership, what I’ve been wrestling with personally, and the resources that helped guide me through the year, including foundational thinking around work and leadership, and an unexpected influence from music.This episode isn’t a conclusion. It’s a snapshot of where my head was in 2025 and how I’m entering 2026.Topics coveredPurpose and obligationWhat it means to live a good life and a good professional lifeApplying gifts in service of othersWhy niche, legacy manufacturing is where I believe I can have the greatest impactLeadership, burden, and responsibilityLiving with obligation without becoming a martyrFoundational thinking around work, roles, and levels of abstractionThe limits of pure rationalityMusic as a way to access meaning, mastery, and emotional truthArtists and work that shaped my thinking in 2025Entering 2026 with clarity but without a fully defined pathMusic Credit: Slow Burn by Kevin MacLeod

In this solo episode, I explore a question that’s been on my mind for a long time: what actually separates an adequate leader from a good one, and a good one from a great one?I use football as an analogy, not to glorify sports leadership clichés, but to illustrate a distinction that shows up everywhere. In business. In manufacturing. In engineering. In organizations that win once, versus those that win consistently.An adequate leader operates at the tactical level. They make good decisions in the moment. They motivate. They call decent plays. They can win games with the right inputs.A good leader operates at the strategic level. They game plan. They understand matchups. They align tactics to strengths and weaknesses. They win more often.But the leaders who succeed year after year are doing something fundamentally different. They are designing systems.Using the Michigan Wolverines’ path to the 2023 national championship as a concrete example, I break down how Jim Harbaugh and his staff stopped optimizing plays and started optimizing the entire organization around a clear objective. Recruiting. Strength training. Scheme. Coaching roles. Player profiles. Even quarterback selection. Everything was designed to work together toward a specific outcome.This episode is about leadership as organizational design. About why “great people” alone are not enough. About why the right person in the wrong system still fails. And about the leader’s real job: creating a structure where people can exercise judgment, take ownership, and succeed without constant direction.This is a working hypothesis, not a manifesto. But it’s one I believe matters deeply for anyone responsible for building teams, systems, and results that last.Building Better with Brandon Bartneck explores what it means to build—better companies, better systems, and better lives. Through conversations and reflections, Brandon digs into the principles that drive growth, purpose, and meaningful work.Music credit: Slow Burn – Kevin MacLeod

In this solo episode, Brandon breaks down one of the most overlooked drivers of team performance: a leader’s ability to understand the true nature of the work their function is responsible for. Most leaders want high performance and a great environment, but few achieve it. Brandon argues that the root cause isn’t effort, tactics, or leadership style, it’s a fundamental misunderstanding of the function, the type of thinking required for the work, and the capabilities of the people doing it.He unpacks why environments get overwhelmed and inconsistent, why the usual fixes don’t work, and why two failure modes (overwhelmed people in roles that are too big for them, and high-capability people stuck in roles that are too small) destroy momentum and culture.Brandon shares why leaders must define their function’s true responsibility, break down the real cognitive demands of the work, and understand their people at a deeper level. This is the foundation that makes every other leadership practice actually work.Topics Covered• Why overwhelm and inconsistency are symptoms, not causes• The real responsibility of a function inside a business• How leaders collapse different kinds of thinking into “tasks”• Why some people drown and others suffocate• How to define, scope, and assign work correctly• Why capability alignment is the foundation of great culture• What leaders must understand to develop people effectivelyConnect with BrandonLinkedIn: https://www.linkedin.com/in/brandonbartneckMusic CreditIntro and outro music – Slow Burn – Kevin MacLeodSubscribe & FollowApple Podcasts, Spotify, or wherever you listen.

This solo episode is about a question that sits at the center of my work and my life. What is real impact. Not the buzzword. The kind that actually changes the direction of someone’s life.I break down impact from first principles. What it is. How you create it. Why it is more than reach or scale. Impact comes from the quality of what you are doing, the number of people you touch, the depth of the change, the duration of that change, and the way that change moves through other people over time.I also talk through the three ways impact shows up in practice. Direct service to real people. The formation and development of people around you. And building systems, structures, and institutions that keep working long after you stop touching them.From there, I get into how to choose a domain that actually moves the needle. You need to be working on something that touches human flourishing. You need leverage through people or systems. It has to fit your real comparative advantage. And it has to be neglected enough that your effort actually matters.That lens points somewhere most people overlook. The industrial base. Manufacturing. Real operations with real humans and real constraints. A place that shapes the daily lives of millions of people, that has been underserved for decades, and that is full of leverage for someone who can think abstractly and also build in the physical world.I share why I believe this is where my gifts can do the most good. Not as a rationalization, but as the conclusion of a first principles analysis of where impact actually comes from.If you are wrestling with meaning, purpose, or where to direct your best effort, this episode should give you something to think about.Building Better with Brandon Bartneck explores what it means to build better companies, better systems, and better lives. Through conversations and reflections, Brandon digs into the principles that drive growth, purpose, and meaningful work.Music credit: Slow Burn – Kevin MacLeod

Quincy Lee, founder and CEO of Electric Era, joined to talk about what it takes to build a durable business in an unforgiving industry.Electric Era is scaling in the EV space. But what stood out most is how Quincy thinks. His focus isn’t on growth at all costs, but on building a company that’s hard to kill. That phrase became a central thread of the conversation: how to anticipate failure modes before they appear, design systems that can withstand them, and create the cultural and technical resilience to adapt as conditions change.We also dug into hiring and storytelling, including why narrative matters more than most people think. Quincy and I talked about how truth and story interact, why narrative control shapes perception and value, and how founders and leaders can tell their story authentically without distortion.Quincy also highlighted two new products designed to improve reliability and the overall EV charging experience, RetailEdge and HaloAI. Two big takeaways:Building a resilient organization is about systematically reducing your exposure to failure—technically, financially, and culturally.The story you tell matters as much as the product you build. Narrative is how people make sense of what you’re doing.This isn’t just an EV conversation. It’s about how to build companies that last.Building Better with Brandon Bartneck explores what it means to build—better companies, better systems, and better lives. Through conversations and reflections, Brandon digs into the principles that drive growth, purpose, and meaningful work.Music credit: Slow Burn – Kevin MacLeod

Most conversations about work-life balance start with the wrong question.We assume the goal is to limit work, to keep it from taking too much of our lives. So we optimize for time, energy, and boundaries, all while treating work as something to manage or escape.In this solo episode, Brandon challenges that premise. He steps back to ask a more fundamental question:What is work actually for?Brandon explores how work can serve as both a platform for growth and a vehicle for contribution. It's one of the few arenas where we can test our capabilities, develop judgment, and apply our gifts in ways that genuinely help others.He shares why fulfillment doesn’t come from balance or hours worked, but from alignment — integrating work, family, and personal development into a single system aimed at growth, love, and service.This isn’t a prescription. It’s an exploration into what it means to live and work well.Why “work-life balance” starts from the wrong assumptionDefining the real problem: what role work plays in a life well livedHow work creates the feedback loops that drive capability and maturityThe connection between growth, love, and contributionHow alignment replaces balance as the goalWhy work is something to steward, not escape“Work isn’t something to balance against life. It’s one of the primary ways we learn how to live it.”If this episode sparks reflection — or disagreement — Brandon would love to hear from you.Reach out on LinkedIn or at buildingbetterpod.com.Building Better with Brandon Bartneck explores what it means to build. Better companies, better systems, and better lives. Through conversations and reflections, Brandon digs into the principles that drive growth, purpose, and meaningful work.Music credit: Slow Burn - Kevin MacLeod

What does it take to build a business that isn’t just profitable today, but valuable, resilient, and meaningful over the long term?In this episode, I sit down with Scott Snider, President of the Exit Planning Institute (EPI). Scott and his team work with advisors across the country to help business owners align their business, personal, and financial goals—not just to prepare for a future exit, but to live better as an owner right now.We cover:Why exit planning is less about a transaction and more about designing a good life.The generational differences in how Baby Boomers, Gen X, and Millennials think about success, meaning, and legacy.Why 75% of owners regret selling their business—and how to avoid being one of them.The “four Cs” of decentralizing a business beyond the founder: human, customer, structural, and cultural capital.How to find and lean into your company’s true competitive advantage.The range of exit paths—from PE firms and ETA (entrepreneurship through acquisition) to employee buyouts and family transitions.Scott also shares his own leadership journey scaling EPI, and the lessons he’s drawn from reshaping culture, vision, and values inside his own company.If you’re a founder, executive, or advisor navigating questions of value, succession, and legacy—this one is worth your time.Resources Mentioned:Exit Planning Institute: earncepa.comOwner Readiness research: ownerreadiness.com