The Manager Lab

This episode explores the third dysfunction from Patrick Lencioni’s model: lack of commitment. Greg Gillum explains that commitment requires clarity (everyone knows what was decided) and buy-in (people will act on it even if they disagreed). Learn practical tools—end meetings by clarifying decisions and who will communicate them, set deadlines, use worst-case scenario thinking, and require leaders to cascade the same message within 24 hours—so teams commit, act, and adjust instead of drifting.

This episode examines a Harvard Business Review study showing managers often misjudge what drives employee engagement. Researchers surveyed employees and managers to identify the 20 biggest engagement drivers and found a persistent gap between belief and reality. Greg Gillum explains three proven levers managers can use today—connect daily work to real purpose, make the work less stressful and more autonomous, and treat time as a reward—and leaves managers with a simple one-on-one question to boost engagement immediately.

Research shows that when people turn to AI instead of colleagues, team trust and coordination slowly erode — a process the authors call "relation slipping." Teams where members still ask teammates first report far stronger trust and coordination than those who default to AI. The episode explains the causes and costs of relation slipping and gives five practical fixes you can use this week: make thinking visible, use AI to prepare (not replace) conversations, normalize asking coworkers, set team norms and incentives, and measure who people turn to. Try asking your team one question at the next meeting: when you got stuck this week, did you go to a person or to AI?

This episode explores the second dysfunction from Patrick Lencioni—fear of conflict—and why avoiding debate leads to artificial harmony, boring meetings, and poor decisions. Host Greg Gillum clarifies the difference between productive ideological conflict and destructive personal attacks, and why tension is necessary to surface the best ideas. Practical tools include mining for buried disagreements, giving real-time permission to debate, assigning a rotating "miner," calling out silence, setting conflict norms, and resisting the urge to rescue. Trust is the foundation: without it, conflict feels like attack; with it, conflict is a search for the best answer.

Greg Gillum breaks down Rebecca Newton's HBR piece arguing that a silent leadership team is often more dangerous than a quarrelsome one, and that CEOs must design conditions for productive conflict. The episode outlines four core moves—shared purpose, question-led meetings, interpersonal trust, and direct tension handling—and offers five practical actions you can take this week to encourage healthy pushback and better decisions.

Episode two explores the foundation of effective teams: vulnerability-based trust. Greg Gilliam breaks down Patrick Lencioni’s idea that true trust means teammates feel safe admitting mistakes, asking for help, and being honest. Practical steps include leaders going first, running personal history exercises, using behavioral profiles to reduce judgment, rewarding admissions of uncertainty, and protecting those who speak up. Without this trust, teams waste energy on image management and avoid real debate. Listen for concrete tips you can use in your next meeting and a preview of the next episode on the dangers of missing conflict.

New research shows that how leaders talk about AI — clarity, growth framing, and clear expectations — strongly predicts whether employees actually use AI tools and whether companies hit financial goals. Fear-based messages don’t increase adoption, and unclear communication harms results. Managers should make AI an explicit part of the job, tell a growth-focused story about how it improves work, answer three clarity questions (strategy, priorities, how-to), and align signals like budgets and behaviors with their message.

When teams are overloaded, managers often become the bottleneck by absorbing work or pushing staff harder. This episode summarizes Melody Wilding’s Harvard Business Review advice and tells the story of a leader who burned out doing others’ work. It offers five practical moves: have the team decide what to pause, make decision rules visible, hand off authority (not just tasks), tie new work to people’s goals, and be honest about priorities and strain, plus a simple one-week homework plan to get time back and grow your team.

In this episode Greg Gillum introduces Patrick Lencioni’s Five Dysfunctions of a Team using a business fable about a tech company whose talented leaders can’t work together. The core idea: teamwork is a behavior problem, not a talent problem, and it can be fixed. Greg explains the five-layer pyramid—trust, conflict, commitment, accountability, and results—and gives practical steps for managers: diagnose the lowest broken layer, coach behaviors, run a quick team self-check, and start the work of modeling healthier team habits. Next episode focuses on the foundation: trust.

This episode challenges the idea that eagerness equals readiness and argues that hesitation can be a sign of maturity, not a red flag. It explains why people hesitate, how to diagnose the reasons, and gives five practical actions managers can take: audit for loudness bias, change the question, make the job concrete, match development to the type of hesitation, and decide instead of persuading.