Management Muse (Cindi Baldi and Geoffrey Tumlin)

On this episode of Management Muse we talk to the extraordinary family therapist Larry Allman. Since no one can fully separate home from work, it’s important for managers to know strategies for building strong families. Home problems create work issues and vice versa, so it’s prudent to think through pitfalls and obstacles to building resilient, thriving families. Master mentor Larry Allman helps us maintain families that last. Episode Highlights: • Larry proposes that organizations are not only hiring the individual but should provide something for the family so they feel nurtured by the institution. • Managers need to remember that employees are people with feelings and families, and those feelings and families will impact how employees interact with others. • How you interact with your family impacts how you interact with your employees. • A compassionate work environment leads to healthier employees. • Managers need to identify why they are having a strong reaction to others. Self-reflection is key to improving relationships. Quotes: “If people can't resolve differences with their family, they're probably going to have trouble resolving conflict at work.” – Larry Allman “Anybody who believes that family life doesn't impact work performance hasn't ever been at work.” – Geoffrey Tumlin “There’s no such thing as a normal family. Everybody's struggling with family issues, everybody.” – Larry Allman Resources: David Cantor (2012). Reading the Room. Hoboken, NJ: Jossey-Bass. Jennis T. Jaffe (2020). Borrowed from your Grandchildren. New York: Wiley. George E. Valliant (2015). Triumphs of Experience. Boston: Belknap Press. Daniel Goleman (2005). Emotional Intelligence. New York: Random House. James S. Gordon (2019). The Transformation. San Francisco: HarperOne. Key words: Family resilience, boundaries, performance, work-life balance

In this episode of Management Muse, we’re joined by retired Marine Corps Lieutenant General Jefferson “Beak” Howell. Beak Howell has managerial experience at all levels of organizations, and he has handled a number of significant crises throughout his distinguished careers in and out of uniform. In this episode, Beak talks about the first crisis he navigated as a squadron commander in the Marines. Beak talks about admitting when you’re wrong and owning up to your mistakes, and he also shares why he believes transparent communication, even in times of crisis, and even when painful, is essential for building strong teams. Episode Highlights:

• Face crises directly, and find joint solutions to steer teams out of danger.
• Don’t stick with bad decisions-- admit when you are wrong.
• It’s usually not too late to repair a relationship.
• Some crises originate from misunderstandings and miscommunication, but that doesn’t necessarily make them easy to solve.

Timestamps: [1:21] The different types of crises that Lieutenant General Howell faced in his career [7:15] The challenges Beak encountered as a squadron commander [9:33] How Beak reconnected with his troops when he found out they were unhappy [11:23] The methods Beak used to help his troops open up about what was bothering them [12:15] How Beak took ownership of his mistakes and learned to be a better leader [19:33] The ways Beak improved systems to prevent similar future incidents [20:49] How open communication strengthened Beak’s squadron [22:22] How transparent communication helped Beak throughout his career [22:45] Some of Beak’s principles of leadership [26:30] The importance of working the problems in a crisis, and managing the emotions in a crisis Episode Quotes from Lieutenant General Jeff Howell: “Every day as a leader is a learning experience. If you don’t keep learning, you’re in trouble.” “I try to approach all levels when I communicate my intent and my ideas and talk about how we should do things. I try to just say that we are all in this together.” “One of the principles of leadership is to communicate with your people. Make sure they have good communication. I strive to do that because you can never communicate enough, but you have to keep trying.” About Lieutenant General Jeff Howell: Lieutenant General Jeff Howell had a 37-year career in the Marine Corps and then was Commander of the Johnson Space Center. Following his retirement from NASA, he served on the faculty at the LBJ School of Public Affairs at the University of Texas at Austin. Episode Resources: https://culsure.com/coaching/ https://ondemandleadership.com/strategic-planning/ https://managementmuse.com/ KW: leadership, communication, team building, leadership qualities, transformational leadership

Organizational incentives are tricky, in at least eight counterproductive ways. This episode of Management Muse is inspired by "On the Folly of Rewarding A, While Hoping for B," a timeless article written by Steven Kerr in the 1970s, this episode provides eight classic examples of incentives that frequently are either misplaced, distorted or internally inconsistent:

1. Demanding teamwork but rewarding individual achievement.
2. Valuing diversity but continuing to hire the same types of people.
3. Encouraging merit and excellence, but doling out paltry, across-the-board increases that reward no one.
4. Rallying employees to show customer love, but internally communicating dismissiveness or disrespect towards those very same customers.
5. Asking for innovation and experimentation but executing on trusted old ideas.
6. Claiming to value women in the workplace, but perpetuating schedules and policies that disadvantage them.
7. Asking for loyalty to the organization, but rewarding free agency.
8. Asking for candid feedback but responding much more positively to butt-kissing.

In this episode, Cindi and Geoff offer thoughts for anyone who has ever been confused by mixed organizational messages. Episode Highlights: · Organizations don’t mean to be contradictory, but incentives are so tricky they often tie well-meaning managers in knots. · Managerial goals don’t always correlate with desired outcomes. · Data analytics can be a double-edged sword, as goals and measures may alienate the very employees they’re designed to help. · Employee evaluations are often skewed by co-mingled rewards and flawed productivity measures. · Feedback and introspection can often illuminate inconsistent corporate incentives. Timestamps: [03:15] Measuring outcomes is often hard because managers want teamwork, but reward individual achievement. [06:45] Managers often wrestle with: how to encourage better teamwork, elicit more creativity, enhance productivity, compensate people, and when and how to administer discipline. [11:48] Cindi and Geoff discuss safe hires vs. hard hires, and why the distinction matters. [24:10] Employee evaluations are often based on flawed formulas. [38:02] How to unwind workplace incentives that unintentionally penalize women. [42:59] Corporate leadership praises the idea of candor and people speaking up, until they say something unfavorable. [49:28] Historical examples emphasize how incentives often go wrong, and how to get them right. Episode Quotes: "Organizations commonly say they want teamwork, but all of their reward systems and how they pay out and how they give praise are built on individual achievement.” – Geoffrey Tumlin “Incentives are tricky. We have to get out of the mindset that we’re going to set up incentives and then just let it go because you have to swing back around (to look at) all the unintended consequences.” – Cindi Baldi Episode Resources: · https://www.ou.edu/russell/UGcomp/Kerr.pdf · Ryan, Richard M., and Edward L. Deci. "When paradigms clash: Comments on Cameron and Pierce’s claim that rewards do not undermine intrinsic motivation." Review of educational research 66.1 (1996): 33-38. · Cameron, Judy. "Negative effects of reward on intrinsic motivation—A limited phenomenon: Comment on Deci, Koestner, and Ryan (2001)." Review of educational research 71.1 (2001): 29-42. · https://www.gallup.com/workplace/249332/harm-good-truth-performance-reviews.aspx

Generations of Marine Corps leaders have been inspired by ethos of honor and respect. But what happens when aspirational maxims crash—in a fraction of a second—with a potentially career-ending collision over the Sea of Japan? The answer, according to Lieutenant General (retired) Jeff Howell, is it gets real, because “the farther you go up the flagpole, the easier it is to get shot down.” Our guest on this episode of the Management Muse, Ret. USMC Lt. Gen. Jefferson Howell, takes us on the roller-coaster ride he experienced when a joint exercise he was leading with Japanese fighter pilots went awry mid-air. Howell shares a colorful blow-by-blow account of how he navigated the emotional highs, lows, and unexpected ending that ensued, including a John Paul Jones Award for Inspirational Leadership. Episode Highlights:

• Mayday: Have you looked at the nose of your plane lately? How General Howell’s fighter jet took a hit during joint training exercises with Japan, and the implications.
• From blood brothers to the doghouse. Howell manages through a long, stomach-turning wait in a no-frills hotel room.
• When a call from the top commander of the Japanese Self-Defense Forces turns the tide.
• General Howell determines, in a quiet moment, to commit himself above all to learning and imparting model leadership principles.

Timestamps: [8:56] The play-by-play of a harrowing scramble over the Sea of Japan that left Howell’s jet with its nose clipped. [24:14] What being relieved of command means to a military career. [25:56] General Howell’s crisis after the crisis. [28:40] When a Non-Happening Occurs: The Commander of the Japanese Air Self-Defense Force saves General Howell’s career. [30:30] Ironic Timing: Just a few months later, back in Hawaii, General Howell was awarded the coveted John Paul Jones Award for Inspirational Leadership, the first Marine Corps officer ever to receive the honor. From zero to hero in under 100 days. [32:00] The midnight reflection that inspired Howell to become a student of leadership, weaving together various threads of his career into a cohesive mission. [34:15] Advice for managing heightened emotions in the midst of a roller-coaster crisis. Episode Quotes from Lieutenant General Jeff Howell: “If you’re relieved of command, that just ends your career. Wipes it out. You’re not going to get promoted anymore. You’re not going to get good assignments. You’re laid up on somebody’s staff somewhere.” “I decided from here on out I’m going to become a student of leadership and strive to be the best leader I can possibly be and that’s when I really got dead-serious about following the leadership principles. Prior to that I was sort of playing it by ear and doing okay, but obviously I needed to improve.” “The farther you go up the flagpole, the easier it is to get shot down … It’s remarkable that it all ended up so well and I feel fortunate.” About Lieutenant General (retired) Jefferson Howell: Lieutenant General Jefferson Howell had a 37-year career in the Marine Corps, serving at all officer levels, and then was Commander of the Johnson Space Center. Following his retirement from NASA, he served on the faculty at the LBJ School of Public Affairs at the University of Texas at Austin. Episode Resources: Oral History of General Howell’s time as Johnson Space Center Director at NASA: https://historycollection.jsc.nasa.gov/JSCHistoryPortal/history/oral_histories/HowellJD/HowellJD_7-9-15.htm UT Austin LBJ School biography of General Howell: https://lbj.utexas.edu/directory/faculty/jefferson-howell

Encountering crisis as a leader comes with profound challenges. Having the right plan in place can mitigate the hardships that inevitably arise from crisis. In this episode of Management Muse, retired Marine Corps Lieutenant General Jefferson “Beak” Howell shares his experience leading through crisis and tragedy while Director of the Johnson Space Center during the Space Shuttle Columbia disaster. Episode Highlights

• Clear crisis communication plans with well-defined job responsibilities are integral for efficient crisis management.
• The failures and successes of previous crisis responses should inform responses to future crises.
• In addition to the increased job responsibilities of a team facing a crisis, tending to the emotional and mental health toll of individuals involved is part of crisis management.
• Crises can happen to any organization at any time, so creating a well-planned and practiced crisis response plan is crucial.

Timestamps [6:22] General Howell’s description of Space Shuttle Columbia’s mission. [10:05] Causes of the Space Shuttle Columbia disaster. [14:32] How a previous crisis, the Space Shuttle Challenger disaster, informed NASA’s response to the Columbia tragedy. [17:14] How General Howell established his role in the crisis response efforts. [24:45] An example of some of the ways managers can help support their employees and boost morale after a crisis at work. [28:34] General Howell acknowledges the mistakes of leadership, and NASA as a whole, that contributed to the Columbia disaster. [32:43] The importance of having a well-planned and well-practiced crisis response plan. [35:27] General Howell describes the process of creating a plan for the Columbia memorial service, including the U.S. president’s attendance. [41:36] General Howell discusses how his previous experiences in leadership with crisis, loss, and death informed his response to the Columbia disaster. Episode Quotes from Lieutenant General Jeff Howell: “[Because of the] awful tragedy [of the Challenger], NASA had learned some great lessons about organizing and practicing for a disaster, and being ready for a disaster. And the disaster is never quite what you think it’s gonna be, but at least you’re organized, you’ve practiced… And we had all of our disaster control teams and emergency reaction teams organized. They all met and started coming together about collecting evidence and recovery of the wreckage, which was spread out all the way from west of Fort Worth into Louisiana. And we did that, but it was quite an operation.” “I realized that if you allow yourself, in a crisis, to get down in the weeds too much, you lose sight of the big picture. So, as a leader, you’ve got to be thinking about that. You’ve got to be looking up and out two steps ahead of the organization to help the organization move forward and to get things done correctly.” About Lieutenant General (retired) Jefferson Howell: Lieutenant General Jefferson Howell had a 37-year career in the Marine Corps, serving at all officer levels, and then was Commander of the Johnson Space Center. Following his retirement from NASA, he served on the faculty at the LBJ School of Public Affairs at the University of Texas at Austin. Episode Resources Oral History of General Howell’s time as Johnson Space Center Director at NASA: https://historycollection.jsc.nasa.gov/JSCHistoryPortal/history/oral_histories/HowellJD/HowellJD_7-9-15.htmhttps://lbj.utexas.edu/directory/faculty/jefferson-howell

In life, we get dinged up by things that happen to us. Resiliency is the science and art of getting the dings out and continuing on. In this episode on resilience, Cindi and Geoff share strategies on keeping perspective, reframing situations, and taking action to get through challenging hard times. One current management challenge is change fatigue, which can lead to more dings. In adversity, managers can benefit from the 3A’s by acknowledging what the current situation is, adjusting their thinking and taking action. Episode Highlights: Three big insights from resilience research: 1. Resiliency isn't a stable trait. 2. Everybody has a breaking point. 3. Not all adversity causes trauma. Cindi's mom highlights the value of resilience and also shows that resilience varies depending on the individual and the nature of the adversity. Geoff's experience shows how acknowledging the situation, focusing on positive emotions, and avoiding counterproductive emotions can help build resilience. Remember: building resilience is a muscle that requires strengthening over time. Resilience is about growing in the face of adversity, not merely surviving. Before adversity, it is important to build a buffer of emotional and physical reserves to better handle tough times. Doing things that bring balance and recentering are important resiliency tools. Reframing from pervasive negatives (like everyone is lazy) to specific negatives (like Jim is lazy) and permanent hardship (my job seems impossible) to temporary hardship (my job seems impossible this week) can help increase persistence in the face of obstacles. Quotes: “ Not all adversity causes trauma.” - Cindi Baldi (From the research of George Bonanno.) “Resilience is not a stable trait.” - Geoffrey Tumlin “You have to look adversity it in the eye and deal with it the way that it is. Then, you can go forward, plan, and react.” - Cindi Baldi Resources: Bonanno, G. (2021). The End of Trauma: How the new science of resilience is changing how we think about PTSD. Basic Books. Duckworth, A. (2016). Grit: The power of passion and perseverance. Scribner/Simon & Schuster. Dweck, C. S. (2008). Mindset. Ballantine Books. Konnikova, Maria. "How people learn to become resilient." The New Yorker 11 (2016). www.culsure.com www.ondemandleadership.com www.managementmuse.com Keywords: Resilience, Reframe, Adjust, Growth Mindset, Positive Psychology

In this episode of Management Muse, Cindi and Geoff discusses habits and how to change the ones that are not serving you well. They discuss the trigger-action-reward habit loop and then dive into the power of feelings as a way to encourage habit change. Managers care about habit loops because they care about focusing energy where the greatest contributions can be made. And habits can inhibit or enhance focus and energy. Cindi and Geoff discuss common issues managers face with daily habits and the ways those habits impact productivity. In order to break a habit, it’s necessary to update the reward value associated with it. This involves paying attention to how the habit makes you feel, because some habits are no longer as rewarding as they used to be. Cindi and Geoff also discuss starting with small habits to build momentum for larger behavior change and to avoid procrastination. Episode Highlights: • The value of rewards associated with habits often change over time. Managers should explore the feelings associated with habits to more effectively change behaviors. Sometimes, breaking a habit is easier than we think because the reward is outdated. • Strategies for improving work habits include isolating triggers, implementing small changes, and finding alternative behaviors that offer similar rewards. • New managers sometimes develop bad habits due to the uncertainty of the role, which encourages action. Reflection and deliberation about the urge to act can help reduce early missteps. Quotes: "Our feelings about rewards have a lot more to do with habit than we think and those feelings are often outdated. This can actually help us make new and better habits." -Cindi Baldi "Our advice: pay attention to how you're feeling about what you're doing and see if that doesn't lead you to stop things that aren't working as well as you thought and increase things that bring you more satisfaction, joy, and fulfillment." – Geoff Tumlin Resources: Brewer, Judson. (2021). Unwinding anxiety. New York, Avery. Clear, James. (2018). Atomic habits. New York, Avery. Duhigg, Charles. (2013). The power of habit. New York, Random House. Fogg, B.J. (2020). Tiny Habits. Boston, Houghton Mifflin Harcourt. Morgenstern, Julie (2005). Never Check Email in the Morning. New York City Newport, Cal (2016). Deep Work. New York: Grand Central www.culsure.com www.ondemandleadership.com www.managementmuse.com Key words: Habits, rewards, emotions, reinforcement

Are you the kind of person who tries to optimize your decisions, but then often ends up regretting your choice because you might have missed something better? This means you are probably a maximizer. Or are you the kind of person who decides quickly and confidently, and then seldom looks back on decisions with regret? You are probably a satisficer. In this episode of Management Muse, we're joined by Spencer Fraseur, Cindi and Geoff’s nephew, and a doctoral candidate in management at the University of Texas at Arlington. In this episode, the Muse dives into the difference between maximizers and satisficers, and explores the work implications of each decision-making style. Episode Highlights:

• In organizations, maximizers may be most beneficial in the early stages of decision-making because they are thorough researchers.
• In organizations, satisficers may be most beneficial in the later stages of decision-making because they are excellent at putting the research down and selecting an option.
• While maximizers and satisficers can drive each other nuts, understanding the styles can help coworkers work more effectively together and better appreciate what each brings to the table.
• When selecting decision-makers on a particular topic, weigh the importance of the decision because the time spent researcher may be overkill for most decisions, where good enough would have, in fact, been good enough.

Timestamps: [5:13] The three main factors that distinguish Maximizers and Satisficers. [8:36] An example of how a Satisficer and how a Maximizer view opportunities. [12:46] How a Maximizer’s extensive research and negotiation ability helps them optimize their decisions. [14:42] A Satisficer’s ability to speed up the decision-making process and stick with a choice. [22:44] How to speed up your decision-making process as a Maximizer. [23:26] How to make better decisions as a Satisficer. [26:19] How Maximizers and Satisficers can collectively make better decisions at work. [36:25] How a Maximizer might accidentally send a Satisficer the message that they don’t trust them. About Spencer Fraseur: Spencer James Fraseur is a doctoral candidate in management at the University of Texas at Arlington. His first book, The Irrational Mind, won the Royal Dragonfly Book Award in 2020. Episode Resources: Maximizing Versus Satisficing: Happiness Is a Matter of Choice The Irrational Mind – Book by Spencer Fraseur available on Goodreads and Amazon https://culsure.com/product/organizational-benchmark/ https://ondemandleadership.com/executive-team-building/ https://spencerfraseur.com/ Watch this podcast on YouTube https://managementmuse.com/ Reference: Schwartz, B., Ward, A., Monterosso, J., Lyubomirsky, S., White, K., & Lehman, D. R. (2002). Maximizing versus satisficing: happiness is a matter of choice. Journal of personality and social psychology, 83(5), 1178.

In this episode of Management Muse, outer space expert and Earthling extraordinaire Joe Guzman shares his unique perspective on managerial risk and decision making. Uncertainty looms large in risk taking, since decisions with certain outcomes aren’t risky at all. The good news is that managers can often take risks incrementally by experimenting with small decisions and running pilot studies to see what happens before going all in. Risk, reward, and failure are usually interconnected, but with some forethought and wisdom from experiences managers can learn when to most appropriately turn smart risk on. Strap into your chair because in this episode space cowboy Joe Guzman takes us on a lively ride. Episode Highlights: • Joe emphasizes the importance of failure and humility in understanding risk and highlights timeless lessons from Stoicism, including embracing failures as part of the growth process. • Cindi, Joe, and Geoff discuss the significance of calibrating risk when possible, and talk about the dangers of too much success leading to a bulletproof gambler illusion. Good feedback and reflection processes also help us learn practical and important lessons from failures. • Geoff, Cindi, and Joe discuss some key factors the impact risk-taking, including openness to experience, the situation, our personal strategy, our age, and Kahneman and Tversky’s prospect theory (which states that individuals may take bigger risks after experiencing losses). • The gang discuss the importance of morals and principles as guideposts for risky decisions. • Cindi, Joe, and Geoff talk about what fear can and can’t teach us about our decisions. • When possible, experiment and start small to reduce some uncertainty and test larger decisions. • Without risk, too much of our potential is left on the table. A fulfilling life requires risk, failure, reward, and learning. Quotes: “Every challenge in your life makes you into the person you are now.” -Joe Guzman “You’ve got to be willing to fail if you're going to take risks.” -Cindi Baldi “A meaningful life has a well-calibrated acceptance of risk.” -Geoffrey Tumlin “You're going to get into trouble if you don't fail and if you are missing feedback mechanisms.” -Geoffrey Tumlin “A lot of times we don't have to predict. We should just experiment.” -Geoffrey Tumlin About Joe Guzman: Joe Guzman is the founder of Space Cowboy. He also went to high school and college with Geoff. He retired from the Army's Space Force as a Colonel. Resources: Selected works from Nassim N. Taleb: Taleb, Nassim N. (2017). Skin in the game. Penguin Books. Taleb, Nassim N. (2013). Antifragile. Penguin Books. T aleb, Nassim N. (2008). The black swan. Penguin Books. Ryan Holiday’s Daily Stoic Podcast: https://dailystoic.com/podcast/ Amor Fati is Latin for “the love of fate” https://dailystoic.com/amor-fati-love-of-fate/ Selected work from Daniel Kahneman and Amos Tversky (and Paul Slovic): Kahneman, D., Slovic, P. & Tversky, A. (1982). Judgment under Uncertainty: Heuristics and Biases. Cambridge: Cambridge University Press. Kahneman, Daniel. (2011). Thinking, fast and slow. Farrar, Straus and Giroux. Principles by Ray Dalio: Dalio, Ray. (2017). Principles: life and work. Simon and Schuster. Key words: Risk, fear, risk management, failure, feedback, decision making

This mini episode is a standalone conversation that occurred during turnaround episode 12 with Rhonda Mundhenk, Chief Executive Officer of Clinical Health Network for Transformation (CHN). In this mini episode, Rhonda discusses what she would do if given the chance to turn around American healthcare. Episode Highlights · The ways in which social investments and preventative care are central to successful healthcare. · Differences in attitudes about healthcare between the United States and other developed countries. · How America’s focus on treating disease rather than creating health shapes our approach to healthcare. Timestamps [01:17] Rhonda discusses what she would do if asked to turn around American healthcare. [02:04] Rhonda talks about how important social investments and preventative care are to a successful healthcare system. [04:07] Rhonda speaks about how the US healthcare system focuses on treating disease and morbidity rather than creating health. [07:13] Rhonda points out the positive correlation between the health of a nation’s women and children, and the overall health and economic well-being of that nation. Episode Quotes by Rhonda Mundhenk: “When you think about the US healthcare system, this is the fundamental question: Are we treating disease, or are we trying to manufacture health? And therefore, where should we spend our resources?” About Rhonda Mundhenk is the Chief Executive Officer for the Clinical Health Network for Transformation (CHN) in Central Texas. Previously, Rhonda was CEO of Lone Star Circle of Care (LSCC), a system of federally qualified health centers in Central Texas. The has a Master’s in Healthcare Transformation from the University of Texas at Austin, and a law degree from Northwestern University in Illinois.

Managers are often decent at waging bets, but what if you had to take over a losing hand? Management is hard on a good day, but leading an organizational turnaround takes special skills and a willingness to persist in the face of imposing obstacles. How do you condition yourself to lead an organization when the odds are stacked against you? That’s what we cover on this episode of Management Muse. In this episode, we discuss Organizational Turnarounds with Rhonda Mundhenk. Rhonda is the Chief Executive Officer at Clinical Health Network for Transformation (CHN), and former Chief Executive Officer at Lone Star Circle of Care Under her leadership, Lone Star survived a multimillion dollar financial restructuring to become one of the nation's leading federally qualified health centers. She’s got major turnaround skills. Tune in to get the scoop. Timestamps: [00:01:35] Tenacity is a common characteristic of many managers; however, turnarounds require an especially invested leader. Rhonda shares why this matters. [00:02:59] Rhonda explains a 3-step process for turnarounds. 1) Preserving the core of the organization, 2) Redefining the organization, 3) Recasting the organization [00:08:28] Restructuring relies heavily on committing to a new vision and endlessly communicating the vision to everyone involved. Here, we discuss how that's best done. [00:12:41] Here, we talk about the traits necessary when turnaround work gets especially hard. [00:16:12] Rhonda talks about the importance of your team, and accessing resources outside of your organization. [00:16:55] Not every job survives a turnaround. Here’s how to keep your sanity during this tough phase. [00:19:15] Rhonda reflects here on her top turnaround lessons learned [00:24:55] Here is what the pandemic taught us all about navigating uncertainty, which is a common trait of turnarounds. [00:29:02] Rhonda advises on how to influence change when you're not the CEO by: identifying your audience, communicating your why, overcoming inertia by appealing to emotions [00:37:40] Rhonda discusses looking back and seeing your good work continue. [00:43:10] What wildebeest migration and organizational restructuring have in common—the answer may surprise you. Quotes by Rhonda Mundhenk: “When you're in the moment, it just seems all consuming and there's so many things to do, but you also have to provide a vision for the future that's actually going to get people through [to] the other side.“ “You have to be able to understand your audience, understand what actually needs to happen, and then just write it to your audience in a way that [has] the emotional component. It's very rarely actually the rational things that make people change big, deep seated, you know, deeply felt beliefs.” “You just have to have that understanding that like, yes, this is the whole herd that I am responsible for, but I do understand that not the entire herd is going to make it to where we're going, because that is not the nature of migrations. So, there will be some attrition along the way. But your goal is to get that critical mass of wildebeest to jump in the water. Because actually when they all jump in the water, very few of them are gonna be eaten by crocodiles.” Resources: McKinley, William, Scott Latham, and Michael Braun. "Organizational decline and innovation: Turnarounds and downward spirals." Academy of management review 39.1 (2014): 88-110. Useem, Michael. Leading Up. New York: Currency, 2001. www.managementmuse.com https://culsure.com/product/organizational-benchmark/ https://ondemandleadership.com/strategic-planning/

How do you slay your to-do list and knock out key priorities? In this episode on work-life balance, Jon Calvin, the CEO of Lone Star Circle of Care, joins Cindi and Geoff and gets real about a balanced life. Importantly, Jon notes that everyone's path to balance is different. What may seem unbalanced to others may enable someone to live the life they love. And sometimes, we need the help and support of others to pull off a balanced life. To help us strike a balance, managers can periodically log their time and write down priorities. Lifetime learning and maintaining a growth mindset can also help managers keep their lives in balance and make their time more productive and meaningful. Episode Highlights: · Jon stresses the importance of support systems and a strong team at work. · Managers should take personal inventory of their goals, consider their schedules, and redirecting energy towards what matters most. · Exercise boosts productivity, energy levels, and provides long-term health and cognitive benefits. · A supportive work environment is essential, especially during times of intense and challenging work. Quotes: "You're always working on balance. It's a process." – Geoff Tumlin "I rely heavily on my team and their areas of expertise and I try to focus on the higher-level issues I need to work on." – Jon Calvin "I think people have more opportunities in their schedules than they may think and they can turn some bad habits into some good habits." – Jon Calvin “I think if people periodically logged where their time was going and wrote down their priorities they might see where they're out of sync.” – Cindi Baldi "Wake up early to get ahead. It's much easier to protect your time when most people are sleeping." – Jon Calvin About Jon Calvin: Jon Calvin is the CEO of Lone Star Circle of Care and is a competitive triathlete. He moves fast and doesn't break things. Resources: For a full Q&A with Jon Calvin and his post-episode thoughts visit www.managmentmuse.com Adam Grant (2013), Give and Take. New York: Viking. James Clear ( 2018), Atomic Habits. New York: Avery. Lewis Hamilton speaking about Nelson Mandela: https://www.youtube.com/watch?v=Av-tn2Oao_4 Texas Mamma Jamma Bike Ride: https://www.mammajammaride.org/ www.culsure.com www.ondemandleadership.com www.managementmuse.com Key words: Work-life balance, habits, priorities, stress, burnout, resilience

To lie or not to lie, that is today’s question. Deception isn’t always a bad thing—you probably don’t tell your significant other everything.There’s a difference between outright lies—almost always counterproductive and bad—and selective deception, which is not saying something. Sometimes, a little selective deception is a smart management strategy. After all, that’s what having trade secrets is all about. Today's guest on Management Muse, Professor Matthew McGlone, is here to tell us more. The key to leveraging deception in business is to focus on the good, like your good reviews, your successes, and your happy customers. Impression management and selective representation can be a very useful skill for businesses managing their public image. The danger, however, comes when what you are not saying is more important than what you are saying. You can still be authentic and mostly honest while using selective deception. Most people tell the truth most of the time. Used sparingly, and without outright lies, selective deception might be a smart occasional choice. In today’s episode, we dive deep into deception. Timestamps: [3:04] When deception in management is a positive tool [6:46] Avoiding deception pitfalls [9:36] Managing your company’s public impression [13:10] Authenticity versus falsehood [16:39] Self-deception to continue to see ourselves in a good light [21:48] Why you shouldn’t be too hard on yourself for deceiving [28:00] Differences in groups (females/males) in lying [37:48] Detecting lies, maybe Episode Quotes: “Why should organizations which consist of people be any different than the individual who tries to put their best face forward? And so, in that sense, I think that deception can be very useful. I'd say that it is sort of skill. Any sort of impression management selective representation would be very important for a manager. “– Matt McGlone “Astroturfing is when companies will put their campaigns and efforts to engage in sustainable, clean technology. They'll put that in the forefront while not talking about the fact that there are major pollutants. That's why astroturfing is a wonderful word. It looks like grass. But it really isn't. It's as toxic and plastic and artificial as it can be.”– Matt McGlone “We're generally truth tellers, and so the four things that I remember you saying are to go easy on yourself, try not to lie outright, think about the relationship, and then consider being extremely forgiving of other people when you catch them [in a lie].” – Geoffrey Tumlin “I’ve always thought that organizations get hung up when they make their identity about like a core value, and then that's the thing that they wind up doing something contradictory towards, whether it's lying or just an overt act.”– Cindi Baldi “Used in a very misleading way, and that's there's a phenomenon people called paltering. Paltering is when you say things that are truthful, and they are every bit as misleading as a falsehood. I would urge managers to think about how much paltering might be going on in there. In their organizations because I think misleading truths is an overlooked category.” – Matt McGlone Resources: McGlone, Matthew S., and Mark L. Knapp. "Historical perspectives on the study of lying and deception." The Palgrave Handbook of Deceptive Communication. Palgrave Macmillan, Cham, 2019. 3-28. McGlone, Matthew S., and Mark L. Knapp, eds. The interplay of truth and deception. New York, NY: Routledge, 2010. www.managementmuse.com https://ondemandleadership.com/executive-team-building/ https://culsure.com/product/organizational-benchmark/

In today's episode, our topic is leadership development in honor of our mentor Howard T. Prince II, a pioneer in leadership education, who passed away last year. We reflect on Howard’s life and contribution to our understanding of leadership. We talk about three myths that Howard disrupted, about his life in the army and in academia, and what a great person he was to know. Howard was a leader who created thousands of other leaders—a light to many candles. He is deeply missed. Episode Highlights

• The crucial difference between experience, reflection, and wisdom
• Building better organizations
• Leaving a personal legacy

Timestamps [04:00] Understanding the tragedy of psychology [10:25] Howard’s contribution to integrating women into the US Military Academy [23:54] Three important leadership skills—Intelligence (IQ), Emotional Intelligence (EQ), Interpersonal Communication Skills [28:49] 3 myths about leadership [32:16] Transforming toxic organizations into ethical ones [41:48] How Howard got woke in 1970 Standout Quotes from the Episode: "The tragedy of psychology is that people want to change. But they don't reflect enough on the limitations between what they're doing and what they want in order to know how to change. Without reflection, you can't convert experience into wisdom. Without wisdom, you're going to be the same person day in and day out, year in year out.” "When somebody is yelling at you, the only thing you want is to make it end. You'll do anything to make it end, but you're not learning. You're just trying to extinguish whatever that threat is." “It's ethics if it hurts.” - Howard Prince About Howard T. Prince, II: Howard Prince was a 1962 Honor Graduate of West Point who served with distinction as an infantry officer in Vietnam. After sustaining grievous wounds during the battle of Hue, Howard rehabilitated at Walter Reed, and then completed a doctorate in clinical psychology at the University of Texas at Austin. Howard was assigned as the cadet psychologist at West Point and was then promoted to be the founding department head of West Point’s Department of Behavioral Sciences and Leadership. In 1990, Howard retired from the Army (and was advanced on the retirement roles to Brigadier General) and became the founding dean of the Jepson School of Leadership Studies at the University of Richmond (in Virginia). In 2001, Howard “retired” to Texas, where he was promptly installed as the Director of the Center for Ethical Leadership in the LBJ School of Public Affairs at the University of Texas at Austin. He was given West Point’s highest alumni honor, the Distinguished Graduate Award, in 2006. Episode Resources:

• Prince, H.T., Tumlin, G.R., and Stacey L. Connaughton. “An interdisciplinary Major in Leadership Studies: Rationale, challenges, and template for building an adaptable program. International Leadership Journal 2.1 (2009): 91-128.
• Prince, Howard. "Teaching leadership: A journey into the unknown." Concepts and connections: A newsletter for leadership educators 9.3 (2001): 1-5.
• Priest, Robert F., Alan G. Vitters, and Howard T. Prince. "Coeducation at West Point." Armed Forces & Society 4.4 (1978): 589-606.
• Watch this podcast on YouTube
• https://managementmuse.com/

Errors and Omissions: 1) Women entered West Point in 1976, to graduate with the class of 1980. 2) Howard was sent to Vietnam in Oct of 1967 and was wounded for the second time in February of 1968 during the Tet Offensive in the battle to retake Hue.

Organizations move slowly, until they don’t. They resist change, until they can’t. Why? On this episode of Management Musewe discuss an unusual—and unusually powerful—way of thinking about organizations…like they are trash cans! Hosts Cindi Baldi and Geoffrey Tumlin talk about one of the greatest management papers you’ve never read: "A Garbage Can Model of Organizational Choice," the classic article written by Michael D. Cohen, James G. March, and Johan P. Olsen. As crazy as it sounds, the trashcan model of organizations makes a lot of sense: Organizations are messy and chaotic. There’s a lot of different issues inside them, and occasionally the contents spill out and come into full visibility. Grab your flashlight; it’s time to climb into the trashcan. Episode Highlights: ● Organizations aren’t efficient like computers, they are messy and somewhat unpredictable like trashcans. ● Do you feel unheard? Like your ideas are neglected? Don’t take it personally. It’s a garbage can out there, and you have to reach in, grab the item you care about, and champion it. ● Organizational change often happens on its own timeline, but smart managers can often spot moments to push, and times to back off. Timestamps: [0:00] Cindi and Geoff talk about key managerial lessons from the garbage can model. [4:00] The hosts discuss championing your ideas in a garbage can environment. [6:00] Cindi and Geoff talk about floating ideas up and outside of the trashcan. [8:25] The hosts talk about using your time and energy in the trashcan wisely. [9:20] Geoff and Cindi cover the ways that Covid knocked over many trashcans, and created numerous opportunities for change. [14:00] The hosts explore how external shocks often lead to big changes. [17:12] Geoff and Cindi talk about using the garbage can model to help people improve their organizations. [25:10] Cindi and Geoff talk about making change happen with limited time and other resources. [28:00] The hosts cover two scenarios that prompt change in a garbage can world: (1) Something internal or external knocks over the trashcan, revealing messes that require attention. (2) Someone external takes the lid off, raises a flag, and forces action. [37:00] Why it’s so humbling to try changing an organization. No matter what you think you know or which methodology you deploy, it’s a trashcan out there. The process is messy, so when an opening emerges, don’t hesitate to seize what might be a sacred opportunity. [38:32] Geoff and Cindi talk about what’s in the trashcan and what can be done to evolve the organization. Episode Quotes: “It’s humbling to try to change an organization because no matter what you think you know or what methodology you’re following that seems to have all the answers, it’s a trashcan out there. It’s just not going to be clean.” –Geoffrey Tumlin “At the lower end, you really have to be able to build a coalition, go up the chain. There’s still a lot of work that you have to do if you decide that it’s really important and it’s a much longer, harder process because you’re that much further away from the actual decision-makers.” –Cindi Baldi Episode Resources: Would you like to read the original article? Here it is: "A Garbage Can Model of Organizational Choice," by Michael D. Cohen, James G. March and Johan P. Olsen. https://culsure.com/coaching/https://ondemandleadership.com/executive-team-building/www.managementmuse.com

This mini episode is a standalone conversation from the culture episode 2 with Welela Tereffe, M.D., the Chief Medical Executive of the University of Texas’ M.D. Anderson Cancer Center. In this mini episode, Welela shares important lessons about healthcare inequality, and discusses ways to improve the American healthcare system. Episode Highlights · Why there is a massive racial disparity in U.S. healthcare. · Implicit biases affect the quality of healthcare people of color receive. · How stress and aging take a disproportionate toll on African Americans. · How minority representation in healthcare plays a key role in correcting some inequalities in the U.S. healthcare system. Timestamps [00:53] Welela speaks about poor health outcomes in the state of Texas. [01:58] Welela discusses racial disparity in relation to breast cancer. [04:54] Welela shares why healthcare disparity is sometimes rooted in racism. [08:18] Welela gives an example of how implicit biases affect the healthcare people of color receive. [09:48] Welela and the hosts discuss the importance of representation in the medical field. [12:31] Welela explains some of the ways we can increase healthcare equality. [13:12] Welela talks about how to correct implicit biases. [14:24] Welela defines systemic racism. [15:21] Welela shares some of the incremental changes that could be made in healthcare to improve the system. [16:11] Welela discusses how our lifelong health outcomes are driven by the environment we grow up in. [17:43] Welela defines weathering and how it affects African Americans. [21:00] Welela offers an example of environmental racism. [22:25] Welela asks the question: How do you engage more people of color to become healthcare workers? [24:48] Welela speaks about how to help reduce implicit bias in the workplace. Episode Quotes by Welela Tereffe: “A recent study showed that when black women have a black obstetrician, their risk of maternal and infant mortality is something like three times lower. So, why is that? What’s the cause of that? I would say it’s likely the minimization of social distance, misperceptions, misdiagnosis, inattention, etc. that can happen because of our own implicit biases about people who are a different color than us.” “A commitment to diversity, equity, and inclusion throughout our educational system is really, really important. That will increase the number of people of color who are in healthcare… It’s also very important for ensuring that we increase the number of women and minorities on clinical trials. Clinical trials are the way we advance in science.” About Welela Tereffe Welela Tereffe, M.D., is the Chief Medical Executive at M.D. Anderson Cancer Center in Houston, Texas. She’s a graduate of Brown University, New York University Medical School, and Harvard University. Her medical specialization is in radiation oncology. Related Resources

1. Patterson, Evelyn J., Andréa Becker, and Darwin A. Baluran. "Gendered Racism on the Body: An Intersectional Approach to Maternal Mortality in the United States." Population Research and Policy Review (2022): 1-34.
2. Seligman, Martin EP. "Learned helplessness." Annual review of medicine 23.1 (1972): 407-412.
3. Wakeel, Fathima, and Anuli Njoku. "Application of the weathering framework: Intersection of racism, stigma, and COVID-19 as a stressful life event among African Americans." Healthcare. Vol. 9. No. 2. Multidisciplinary Digital Publishing Institute, 2021.

Where do good ideas come from? In this episode, entrepreneur Dan Schmisseur shares his experience generating and exploring ideas to find gems worth pursuing. Dan shares how the best ideas often come from connecting the dots to what may seem like unrelated information. The ability to create the space to think, explore, and learn broadly all aid in coming up with unique and valuable ideas. Additionally, relationships are key to bringing your ideas to life. In this episode, managers will learn to foster a culture of idea generation by encouraging employees to deeply explore their industry, share their interests and experiences with each other, and build an atmosphere where people share ideas without fear of being immediately shot down. Episode Highlights: • Great ideas are often ahead of the time other people are ready for them. • Support and relationships are crucial for helping good ideas become great. • Sometimes thorny problems lead to creative solutions. Occasionally, this is out of desperation. • Never be afraid of looking stupid. Don’t shoot down ideas. People are much more willing to share their ideas when first reactions aren’t criticism. • Outside perspectives can sometimes offer the necessary vantage point for meaningful change. Quotes: “Never be afraid of looking stupid because of your ideas.” - Dan Schmisseur “It’s a weakness for managers to always be constantly busy, which may not be the best use of their time. When endlessly busy, there’s no time for developing people under them, and they are also making it so they have no time to think about new ideas.” – Cindi Baldi “One of the myths of entrepreneurs is that they go all for broke when the truth is that most successful entrepreneurs have safety nets.” -Dan Schmisseur About Dan Schmisseur: Dan Schmisseur is a serial entrepreneur who is half of the brains behind the consulting firm Cromwell Schmisseur. Resources: Adam Grant (2016), Originals: New York: Viking. Adam Grant (2013), Give and Take: New York: Viking. Clayton Christensen (1997), The Innovator’s Dilemma: Boston: Harvard Business School Press. Scott Shane (2008), Illusions of Entrepreneurship: New Haven, CT: Yale University Press. Sehgal, Kabir. "Why you should have (at least) two careers." Harvard Business Review. Retrieved from https://hbr. org/2017/04/why-you-should-have-at-least-two-careers (2017). Keywords: Ideas, idea generation, relationship building, networking, creativity

In this episode of Management Muse, we’re joined by Welela Tereffe, the Chief Medical Executive at the MD Anderson Cancer Center in Houston, Texas. Welela talks about strengthening culture in a large organization and what a healthy work culture looks like. Welela also shares how the pandemic taught her the importance of narrative in bringing together people and improving work culture. Finally, Welela shares how COVID caused people to reprioritize their life’s goals and strengthen their gratitude practices. Welela explains that by openly and consistently communicating with employees in times of uncertainty, you build trust and strengthen an organization’s culture. Episode Highlights:

• Systems and processes sometimes erect unnecessary obstacles for employees.
• In times of uncertainty, managerial support is more important than ever.
• There’s immense cultural power in story and narrative.
• An intentional gratitude practice confers many benefits.
• Allow employees to correct from mistakes and well-intentioned errors.

Timestamps: [1:41] How to impact the culture in a large organization. [2:20] The challenges to instilling a good culture in an organization. [5:05] The most surprising thing Welela learned about culture as a leader. [12:23] The benefits of verbalizing gratitude to one another in an organization. [14:42] The stigma around receiving mental health care, and how it could be overcome. [15:47] Anderson Cancer Center's 'Code Lavender' and 'Code Blue' for managing the mental health of teams. [23:30] Conflicts at MD Anderson Cancer Center, and how they deal with them even in a virtual setting. [28:41] What does it mean to go the extra mile for patients and employees? Welela talks about MD Anderson’s initiatives for employees and patients during the pandemic. [33:16] MD Anderson’s two-part wellness strategy: address all problems, make sure people feel cared for. [35:48] It takes more than four positive interactions to counteract a negative one—the impact of negativity bias. [39:18] Assume good intent; the vast majority of the people want to learn if they're missing the mark at work. [42:36] Welela explains why, after the COVID pandemic, MD Anderson’s employee engagement scores shot up. [44:55] Ramping up employee care and well-being at MD Anderson Cancer Center. [46:18] Key points we've learned from Welela today. Episode Quote from Welela Tereffe: “I think the first thing is to recognize that culture drives everything else, so you have to be thinking about it, talking about it, and moving it forward. You've heard the saying that culture eats strategy for lunch. It eats everything else for breakfast: employee engagement in hospitals, and patient experience. And so much of how we feel about going to work every day is a reflection of our shared norms and behaviors and our sense of engagement on mission. And that's all about culture.” About Welela Tereffe: Welela Tereffe, M.D., is the Chief Medical Executive at M.D. Anderson Cancer Center in Houston, Texas. She’s a graduate of Brown University, New York University Medical School, and Harvard University. Her medical specialization is in radiation oncology. Episode Resources:

• https://culsure.com/coaching/
• https://ondemandleadership.com/strategic-planning/
• Watch this podcast on YouTube
• https://managementmuse.com/

In this mini episode, retired Marine Corps Lieutenant General Jefferson “Beak” Howell shares a few fun stories from his life and relates some lessons on leadership. If you missed his earlier episodes, check out our 3-part series on Crisis Management, episodes 4-6. Timestamps [00:50] General Howell shares a story about Tom Cruise coming over for dinner during a visit to the Johnson Space Center. [06:59] General Howell talks about his surprise promotion to General. [11:43] General Howell shares a story from his time as an infantryman. [22:27] General Howell shares an important leadership lesson. [25:34] General Howell discusses balancing big-picture thinking with individualized attention to members of a very large team. [27:24] General Howell talks about having lunch with the king of Jordan. Episode Quotes by Jefferson Howell: “You gotta take care of the organization. You gotta get the job done. The mission always has to be completed. And that’s paramount. At the same time, look after your people. Take care of them. Try to help them do wonderful things.” About Lieutenant General (retired) Jefferson Howell: Lieutenant General Jefferson Howell had a 37-year career in the Marine Corps, serving at all officer levels, and then was Commander of the Johnson Space Center. Following his retirement from NASA, he served on the faculty at the LBJ School of Public Affairs at the University of Texas at Austin.

Note: Not recommended for kids who still believe. This mini-episode of Management Muse is a great story from Nate Self’s Transitions episode 8. We loved the story so much, that we didn’t want it to die during editing. So, here it lives. In this mini-episode, Nate talks about a time his youngest child, Griffin, caused him to suffer an involuntary and abrupt transition. About Nate Self Nate is a former U.S. Army officer and founder of the Praevius Group. Nate graduated from West Point with honors and served on active duty in Germany, Kosovo, Afghanistan, and Iraq. Nate travels the world speaking to audiences on topics related to personal and organizational effectiveness. He lives in Central Texas with his wife and four children, and he coaches a ton of youth sports.

What do you do after adversity to manage the challenge and build reserves for the future? Geoff and Cindi talk through strategies for deploying resilient responses and decreasing the incidence of adverse events becoming trauma. In this episode, Cindi and Geoff discuss cooling our emotions, how to reflect and not ruminate on adversity, and finding meaning in the hand life deals us. Episode Highlights: CRM = three strategies for building resilience: Cool the emotions, Reframe adversity as an opportunity for growth, and find Meaning in the challenge. Cindi shares a story about escalating emotions and how she cooled things down in a tense situation. Finding meaning in adversity is essential to lower the odds that it becomes traumatic. We can do this by identifying a purpose or mission that helps make sense of our difficult experiences and therefore provides value to adversity. Having a growth mindset and an internal locus of control (that is, feeling like we have a hand in our fate) help build resilience. Tendency is not destiny. We can intentionally cultivate a more resilient mindset even if it doesn't come naturally. Homework for building resilience: practice reframing adversity as an opportunity for growth and identify a sense of purpose or meaning in a challenging experience. Quotes: "When faced with adversity, we can decide that we're going to look for where we can make a difference." – Cindi Baldi "Sometimes the manager's job is just to help people ID – what am I actually feeling? And get the right label on it." – Geoffrey Tumlin "The science is pretty clear. An internal locus of control, where we say things to ourselves like I can work through this and There are things I can do help generate more resilient responses." – Geoffrey Tumlin Resources: • Dweck, C. S. (2008). Mindset. Ballantine Books. • Duckworth, A. (2016). Grit: The power of passion and perseverance. Scribner/Simon & Schuster. • Konnikova, Maria. "How people learn to become resilient." The New Yorker 11 (2016). • Diane Coutu- How Resilience Works https://hbr.org/2002/05/how-resilience-works • Bessel van der Kolk M.D. - The Body Knows the Score • Martin Seligman- Learned Optimism www.culsure.com www.ondemandleadership.com www.managementmuse.com Key words: Resilience, Adversity, Locus of Control, Growth Mindset, Reframe

Mistakes are a part of life, but when they happen in business, they can be costly. That's why Management Muse brought you this episode, to help you identify a common management mistake—question substitution error—and to improve your own decision-making skills. Today, Cindi and Geoff discuss substitution error, which happens when our brains unconsciously replace the tougher questions in our day-to-day lives with simpler ones, because our brains are constantly trying to help us find shortcuts. The substitution error occurs at work and at home, and almost happened to Cindi and Geoff as a very costly mistake on vacation. This episode also covers the destructive impact of exhaustion, hunger, and decision fatigue on our decision making. Cindi and Geoff also talk about how hiring can end up as a question substitution error (Do I like this person?(easy) instead of Is this person likely to be successful in this job?(harder), and how to reduce the negative effect of question substitution at work and at home. Episode Highlights:

• Question substitution occurs when our brains default to simpler questions, like How do I feel right now?(simple), instead of How do I feel about the issue I’m facing? (harder).
• When hiring new employees, it’s easy to ask ourselves how we feel about a person. The harder question is whether the interviewee will be successful in the position.
• When our brain senses that something is hard, it tries to reduce the cognitive load by simplifying, or by looking for a quicker and easier rule of thumb to generate an answer. That’s often helpful, but not always.
• When we are tired or in decision fatigue, we’ll often agree to anything, just to get out of the decision-making situation, or we’ll select the safest, most conservative decision. Both of these shortcuts replace a harder question (What should we actually decide?) with an easier question (How do I get out of this mentally taxing situation quickly?).

Time Stamps: [5:06] Deep dive into question substitution and how the brain routinely substitutes the hard questions into simpler ones to reduce our cognitive load [16:09] How the unpredictability of job interviews encourages question substitution [26:15] How tiredness, hunger, and repeated decisions cause decision fatigue [35:04] How to cope with the hard questions to reduce management errors [44:26] How to move toward better decisions Episode Resources: Thinking Fast and Slow (2011) by Daniel Kahneman, Penguin: New York. See Chapter 9: Answering an Easier Question.Willpower: Rediscovering the Greatest Human Strength (2011) by Roy Baumeister and James Tierney, Penguin: New York.Danziger, S., Levav, J., and Avnaim-Pesso, L. (2011) Extraneous factors in judicial decisions. Proceedings of the National Academy of Sciences 108(17), 6889-6892. We incorrectly referred to the Israeli Parole Board study as being from Roy Baumsieter and colleagues, when, in fact, the study is from Shai Danziger referenced above. https://culsure.com/product/organizational-benchmark/https://ondemandleadership.com/strategic-planning/

Transitions are tough, even if you are a war hero. In this episode of Management Muse, former U.S. Army Special Operations (Ranger) officer and founder of the management consulting firm Praevius Group, Nate Self, talks about the most challenging transitions in his life, and shares his advice for more smoothly navigating work and home transitions. Episode Highlights

• Transitions can be: Structured or unstructured, abrupt or deliberate, and voluntary or involuntary.
• When possible, try to consider the complexities of transitions before making them.
• Abrupt and involuntary transitions are often particularly jarring.
• Group membership and other external resources, such as family, communities, religion, hobbies, etc, can provide critical support and stability during transitions.

Timestamps [1:43] Nate gives examples of different types of transitions, including structured vs. unstructured, abrupt vs. deliberate, and voluntary vs. involuntary. [6:25] Nate talks about the importance of considering the challenges and complexities of transitions before making them. [9:50] Nate describes the value of considering important relationships during transitions. [13:26] Nate shares recommendations for managers, leaders, and organizations to help individuals make good transitions. [20:03] Geoff describes multiple role theory, and how it relates to transitions. [30:29] Cindi shares an example of how one person’s transition can spur transitions for people close to them. [36:44] Geoff notes that managers are often the instigators of abrupt change for other people, and Nate shares how managers can blunt some of the counterproductive impacts of fast change. [39:15] The group discusses final transition advice for managers. Episode Quotes “The number one thing that’s at stake in your transitions is the relationships that you have. I think it’s the most important part of our lives. Our jobs are typically the source of most of our transitions… But there are some transitions that are relationship-based, and those are the most painful ones. Sometimes, when we change roles or we change jobs, we unknowingly have collateral damage in our relationships. So, that’s one of the things I would want to emphasize: You have to account for your relationships first.” -Nate Self “People have a tendency, when they feel uncertainty, to just make a decision, even if it’s a bad decision, because they just want to get out of uncertainty. Discipline yourself not to do that. Live with uncertainty and get yourself in a better spot.” – Cindi Baldi About Nate Self Nate is a former U.S. Army officer and founder of the Praevius Group Nate graduated from West Point with honors and served on active duty in Germany, Kosovo, Afghanistan, and Iraq. Nate speaks extensively on the topics of transition and personal growth, and he lives in Central Texas with his wife and four children. Resources Ashforth, Blake. Role transitions in organizational life: An identity-based perspective. Routledge, 2000. Kyprianides, A., M. J. Easterbrook, and R. Brown. "Group identities benefit well-being by satisfying needs." Journal of Experimental Social Psychology 84 (2019): 103836. Brook, Amara T., Julie Garcia, and Monique A. Fleming. "The effects of multiple identities on psychological well-being." Personality and Social Psychology Bulletin 34.12 (2008): 1588-1600. https://culsure.com/coaching/ https://ondemandleadership.com/executive-team-building/ https://managementmuse.com/

What you say and how you say it matters. In this episode of Management Muse, author and researcher Darrin Griffin discusses the importance of nonverbal communication. As managers, we should be master noticers and to pay attention to how nonverbal cues like dominance behaviors, body language, and timing impact those around you. This episode also covers importance of perception checks to reduce miscommunication. Episode Highlights: • Paying attention nonverbal behavior can help identify others’ interests and conversational goals and aid in better communication. • Nonverbal communication varies significantly from person to person. Translation: people are often quirky. • Nonverbal communication can help build trust and make people feel understood. • Because miscommunication is common, and feedback and perception checks are essential. Quotes from Darrin Griffin: “When you send a message nonverbally, you send it to someone and they receive it. But it may not be the same message that you intended, so somewhere in there you got to align your perceptions.” “If you're going to hone your nonverbal skills, you do it in a way that is goal driven and mutually ethical between you and your interactants because you're not doing it just to benefit yourself, right? You want to better understand people so you better understand them and then you can react to them more accurately.” “We know how to communicate. But nonverbal communication as managers is often challenging when you're doing it with a lot of people with different perspectives.” “Don't try to interpret nonverbal behavior with certainty. Be tentative and reality check what you are seeing.” “It's okay to be wrong. And by acknowledging that you might have been wrong, misunderstood, or the source of miscommunication, you'll build trust and rapport. People will like you more. They'll think you're human.” About Darrin Griffin: Darrin Griffin is the communication department chair at the University of Alabama and is a prominent author and researcher. His academic expertise is in nonverbal communication and deception and his practical expertise is in BBQ and motorcycles. Resources: Lying and Deception in Human Interaction by Mark Knapp, Billy Earnest, Darrin Griffin, Matthew McGlone www.culsure.com www.ondemandleadership.com www.managementmuse.com Key words: Nonverbal communication, body language, self-presentation, influence, power

In this episode, Cindi and Geoff dive into the myth that a little bit of stress helps your performance. The conversation touches on the idea of procrastination and deadlines, where the stress of a time constraint can encourage task completion but may degrade performance. Cindi and Geoff also look at individual stress sensitivity and expertise as intervening variables that allow people to handle challenges without flipping out. Finally, the hosts play a parlor game to see if they can track every habit back to a stressor and talk through strategies for managers to help employees unwind performance-draining work habits. Episode Highlights: • Stress in any dose can degrade performance, even though stress is ubiquitous. The same goes for deadlines, even though they are essential. • Managers can help prevent people from excessively inflating stress and anxiety. • Most habits form as a response to stress and anxiety. • Managers require tools to help employees manage their stress so performance and quality of life aren’t negatively impacted. Quotes: “You have to be careful about high-drama people in organizations because they run around cranking up everyone’s anxiety.” – Cindi Baldi “We want to encourage managers to build the kind of organizations where people feel like they're able to relax more into very challenging work.” – Geoffrey Tumlin Resources: Malcolm Gladwell, The Art of Failure. New Yorker, August 13, 2000. Judson Brewer (2021). Unwinding Anxiety. New York: Avery. Keywords: Stress, anxiety, habits, performance

Super-lawyer Lynne Liberato talks with Management Muse about the importance of expertise and genuineness in building our confidence. In this discussion, we explore overconfidence, bluffing, and how confirmation bias can impact confidence. Managers build confidence in their employees through feedback and mentorship. By walking them through situations and highlighting how key decisions were made, staff can build their own confidence through the acquisition of knowledge. This episode also covers the importance of body language, speech patterns, and appearance, as well as the crucial difference between confidence and arrogance. Episode Highlights: • Your confidence builds confidence in other people. • Without knowledge and experience, it’s bull, not confidence. • Mentoring helps managers instill confidence in younger workers. • Managers also build confidence in their staff by providing feedback. Be timely, be honest, and be encouraging. • Lynn shares a story about an incredibly skilled lawyer who had to overcome credibility issues because she didn’t look confident. Quotes: “You have to have credibility before you can say I don't know without a penalty. Don’t walk in unprepared. – Cindi Baldi “The best thing to do is to be confident, but have the facts and the work to back it up.” – Lynne Liberato “I always believed if I tried hard enough and I was prepared as I possibly could be I had earned the right to be confident.” - Lynne Liberato “When you cease to be open, to even consider other positions, perspectives, and arguments you then cross the line from being confident into counterproductive arrogance.” – Cindi Baldi About: Lynne Liberato is a legendary Texas lawyer. Pray to your maker that she’s on your side. Keywords: Confidence, Confirmation Bias, Mentoring, Feedback, Arrogance

What does a meaningful career and a fulfilling life look like? Kent Keith is an author, a university president, and a businessman who has thought deeply about what makes a meaningful life. In this episode of the Management Muse podcast, Kent helps us build a more fulfilling life, one decision at a time. Episode Highlights: • As a college student who wanted to encourage his peers, Kent wrote the Paradoxical Commandments, which went viral long before the Internet age. • Success involves identifying how your work matters and finding the personal meaning in what you do. • The symbols and trappings of success, like power, wealth, fame, and prestige don’t provide lasting happiness. • Kent’s research shows that the source of meaning for most people comes from living your values, being in relationship, and serving others. Quotes: “If you have the meaning, you don’t have to have the glory.” – Kent Keith “Our lives are shaped by a degree to what the world does to us, but they are really shaped by how we respond to what the world does to us. And the response is always up to us.” – Kent Keith “We can find meaning in adversity, and the way that we choose to respond is a large part of our legacy.” – Geoffrey Tumlin “I think unconditional love is what can hold our families and communities together. There’s just not enough of it in the world.” – Kent Keith About: Kent Keith is an author, a university president, and a businessman. He's also the kindest person you'll ever meet. Resources: Kent Keith (2021). The paradox of personal meaning. Kent Keith resources and writing here: https://www.kentmkeith.com/ Key Words: Personal meaning, servant leadership, work-life balance

In this episode, we continue our conversation with Renaissance man Kent Keith, exploring the relationship between meaning, motivation, and performance. Managers can often help their employees find meaning in the work they do and should take time to help others see the bigger picture or reimagine their work, when possible, as meaningful. This matters because people are usually more motivated and better when they feel connected to their work. In this discussion, Kent also encourages managers to share the meaning they find in their work as an example for others to do the same. Episode Highlights: • People rise to the challenge if they see meaning in their work. • Managers can motivate their employees by highlighting how the work they do impacts others. Communicating the greater impact or the bigger picture can also help others see meaning they may have overlooked in their work. • Meaning at work can boost motivation and performance. • Prosocial motivation (desire to help others) + intrinsic motivation (enjoyment of the work itself) = highest levels of persistence, performance, and productivity (This is Kent’s summary of Adam Grant’s research finding in his book, Give and Take.) • Managers may need to redesign work, where feasible, so it is more meaningful to employees. Quotes: “People will rise to almost any challenge if it is meaningful to them.” – Kent Keith “There’s a lot of meaning in helping other people to find meaning.” – Kent Keith “We need more people who, as leaders and managers, are aware of the meaning they find and share the example of that.” – Kent Keith “Managers care about meaning because it tends to unlock internal motivation, and usually that leads to better performance.” – Geoffrey Tumlin Resources: Kent Keith (2021). The paradox of personal meaning. Adam Grant (2013). Give and take. Viking. Fredrick Herzberg (1968). One more time: How do you motivate employees? HBR Press. Alfie Kohn (1993). Punished by rewards. Houghton, Mifflin and Company. Daniel Pink (2011). Drive. Canongate Books. Key Words: Personal meaning, servant leadership, intrinsic motivation, work-life balance

In this episode of Management Muse, hosts Cindi Baldi and Geoffrey Tumlin explore the dark side of similarity and its surprising impact on team dynamics and workplace culture. They reveal how hiring for similarity can sometimes backfire, creating unexpected obstacles to growth, trust, and innovation. Through thought-provoking insights and real-world examples, Cindi and Geoff unpack the importance of balancing shared values with diverse perspectives to drive creativity and problem-solving.

Tune in to this episode to learn how to build a culture that thrives on both unity and diversity, setting the stage for organizational growth and resilience.

 

Episode Highlights:

• The unexpected ways similarity can create conflict within teams.
• How social identity and psychological group membership influence behavior.
• The benefits of prioritizing value-based similarity over surface-level traits.
• Real-life examples of how diversity in experience can help solve problems and spark innovation.
• Practical advice for leaders on balancing diversity and similarity to cultivate a thriving work environment.

 

Resources:

• Kacmar, K. Michele, et al. "Surface-level actual similarity vs. deep-level perceived similarity: Predicting leader-member exchange agreement." Journal of Behavioral and Applied Management 10.3 (2009): 315.
• Guillaume, Yves RF, Felix C. Brodbeck, and Michael Riketta. "Surface‐and deep‐level dissimilarity effects on social integration and individual effectiveness related outcomes in work groups: A meta‐analytic integration." Journal of Occupational and Organizational Psychology 85.1 (2012): 80-115.
• Negative effect of similarity. Thompson, Maryah E., "Black Sheep Effects on Juror Verdicts" (2018). Theses and Dissertations. 369. https://csuepress.columbusstate.edu/theses_dissertations/369
• Haslam, S. Alexander, Stephen D. Reicher, and Katherine J. Reynolds. "Identity, influence, and change: Rediscovering John Turner's vision for social psychology." British Journal of Social Psychology 51.2 (2012): 201-218. 

 

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Saying no at work can feel impossible, but saying yes too often can squander your precious time and energy and possibly lead to frustration and burnout. In this episode of Management Muse, Cindi and Geoff explore the reasons why saying no is often hard, and they introduce the WPN method (Warmth, Priority, Nugget) to help you say no with clarity and confidence while maintaining relational goodwill.

Cindi and Geoff also tackle special cases like when your boss keeps piling on work or when colleagues won’t take no for an answer. Whether you’re a manager struggling to push back on overflowing tasks or an employee swamped with requests, this episode will equip you with the tools you need to protect your time, set boundaries, and say no without unnecessary guilt.

Tune in to learn how to say no the right way and gain more control of your work.

 

Episode Highlights:

• Why saying no is so hard 
• The WPN framework for saying no without damaging relationships
• How to set boundaries when your boss keeps asking for more
• What to do when people won’t take no for an answer
• Why workplace culture plays a big role in your willingness to say no
• How saying no effectively can build stronger long-term relationships

 

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Is your company’s paid time off (PTO) policy actually burning out the very employees it’s designed to reward and renew? In this episode of Management Muse, hosts Cindi Baldi and Geoffrey Tumlin discuss the unintended consequences of paid time off policies, from employees banking PTO instead of using it to overly complicated PTO systems that encourage people to abuse the system and discourage others from taking their well-deserved vacations. They break down common PTO errors, discuss why cashing out unused time can be harmful, and share strategies for creating a vacation system that benefits both employees and the organization. Cindi and Geoff emphasize the importance of clear, simple policies that minimize the unintended consequences that unfortunately follow many PTO systems.

Tune in to learn how to design a PTO policy that encourages real rest, prevents burnout, and aligns with your company’s long-term success.

 

Episode Highlights:

• Why many PTO policies unintentionally prevent employees from taking time off.
• The risks of PTO banking and buyout programs and why they often backfire.
• How to simplify your PTO system to increase fairness and effectiveness.
• The importance of senior leaders and managers taking time off and encouraging  their people to do the same.
• Practical steps to create a PTO policy that supports employee well-being and company success.

 

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In this episode of Management Muse, Cindi Baldi and Geoffrey Tumlin explore why it’s so challenging for managers to evaluate their team members accurately. From early impressions that stick to hidden biases we don’t even realize are at play, Cindi and Geoff reveal the unseen forces that influence how we judge performance, assign feedback, and make decisions.

Cindi and Geoff offer strategies to help managers identify and overcome these biases, creating fairer evaluations and a stronger and more accurate foundation for employee development. Whether you're navigating tricky personnel decisions or seeking to your team, this episode provides the tools and awareness you need to lead with clarity and fairness.

Tune in to learn how to view your people more accurately and to tighten up your perceptions of the people around you.

 

Episode Highlights:

• The lasting influence of quick impressions in managerial decisions.
• Hidden biases that affect evaluations, promotions, and feedback.
• The science of perception, including the fundamental attribution error and confirmation bias.
• How misperceptions impede employee development.
• Practical strategies for more equitable and effective management practices.

 

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In this episode of Management Muse, hosts Cindi Baldi and Geoffrey Tumlin dive into the complexities and unexpected challenges of empathy in the workplace. They explore how empathy, while important to connect people during challenging times, can sometimes backfire. EMpathy’s errors include unintentionally sidelining an employee’s concerns, downplaying the true pain of our experiences, and jumping too quickly into problem-solving mode. Through compelling stories and examples, Cindi and Geoff talk about how well-intentioned  empathy can go astray and they offer practical strategies to get our empathy back on track.

 

Episode Highlights:

• Understanding when sharing our stories can unintentionally take the oxygen our of conversations and ways to prevent it.
• The importance of sense-making and listening in delivering empathy.
• Common empathy missteps and how to avoid them.
• Practical advice for managers on providing the right level of support.
• How to improve our empathetic responses to build trust and cohesion.

 

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Are you worried about burnout in your people or yourself? Does it feel like your organization is always changing and never catching its breath? In this episode, Cindi Baldi and Geoffrey Tumlin explore an idea you’ve probably never heard of—punctuated equilibrium—which describes the natural rhythms of companies that sometimes get out-of-sync. They discuss why constant transformation can lead to burnout, how to time major undertakings more effectively, and why planning for some stability is essential for lasting success.

Cindi and Geoff share practical strategies to help leaders manage change, prevent fatigue, and keep teams engaged while keeping up with a fast-moving world. Tune in to learn how to create a resilient organization that avoids systemic burnout.

Episode Highlights:

• How continuous change almost always leads to burnout.
• Why surge-pause is the secret to balancing change with stability.
• How industry shifts and company life cycles impact employees.
• Strategies to prevent burnout in fast-moving workplaces.
• What to watch for when timing big organizational changes.

Watch this episode on You Tube: https://youtu.be/y4P36ry6yvE?si=do9argOnvHU92zxm

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In this episode, Cindi Baldi and Geoffrey Tumlin explore the art of giving meaningful and effective praise in the workplace. They discuss the transformative power of specific, personalized recognition and explain how well-timed praise can deepen work relationships and encourage better performance.

Cindi and Geoff also tackle the common pitfalls of recognition, from overly general compliments to the painful predictability of formal programs like employee-of-the-month awards. With practical strategies to help busy leaders maintain a culture of timely and authentic appreciation, this episode is packed with actionable tips to give your praise a lasting impact.

Join us to learn how thoughtful recognition can boost morale, strengthen your team, and improve work performance.

 

Episode Highlights:

• Learn the psychology behind reciprocity and praise in the workplace.
• Understand why specific and timely praise is essential for motivating teams and building a strong workplace culture.
• Identify and avoid common pitfalls like overpraising or ineffective recognition programs.
• Discover when to acknowledge team members for maximum impact.
• Learn how to adapt your recognition approach to suit different personality types at work.

 

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Are you leaving money on the table when it comes to your salary? In this episode of Management Muse, hosts Cindi Baldi and Geoffrey Tumlin discuss the pitfalls of salary negotiation and why so many people are underpaid. Cindi and Geoff share examples of underpaid managers and give practical advice on how to most effectively advocate for yourself and make more money by avoiding the most common compensation mistakes. 

 

Whether you’re negotiating a new job or asking for a raise in your current one, this episode equips you with tools to more effectively navigate pay discussions and increase your chances of getting the compensation you deserve.

 

Episode Highlights:

• Why managers and other professionals are often underpaid.
• How to identify and avoid hidden pitfalls in salary negotiations.
• The role of self-advocacy in ensuring fair compensation for your work.
• Simple strategies to prepare for more effective pay discussions.

 

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In this episode of Management Muse, hosts Cindi Baldi and Geoffrey Tumlin explore the essentials of people skills with their friend and people guru, Barry Couch. Barry, an experienced business leader and entrepreneur, shares his expertise on navigating interpersonal dynamics, emphasizing trust-building, personal connections, and managing complex people issues. He also discusses the critical role of communication and adapting your management style to meet your team's evolving needs. Whether you're an experienced manager, a new supervisor, or are just aiming to improve your people skills, this episode offers actionable strategies for fostering an inclusive, growth-oriented work culture. 

Tune in for insights to become a more empathetic and effective leader in today’s diverse workplace.

Episode Highlights: 

• Discover the importance of meeting people where they are to foster genuine connections.
• Learn how building trust can enhance management effectiveness and interpersonal relationships.
• Explore strategies for strengthening workplace relationships through active listening.
• Hear insights on managing the delicate balance between retaining talent and preserving a positive workplace culture.
• Understand the value of flexibility and diverse perspectives for improving leadership and decision-making

Barry Couch is the Founder and Chair of HealthSure a company specializing in insurance, risk management, and quality programs for healthcare organizations. With decades of experience, Barry has redefined self-insurance through innovative strategies to help hospitals and medical groups across America manage complex risks. Known for his strategic thinking and people skills, Barry is a sought-after consultant and speaker on leadership and effective management across the United States.

Resources Mentioned: 

Peters, T. J. (1982). In search of excellence: Lessons from America's best-run companies. Harper & Row.

 

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Are you taking smart risks or are you gambling when you should be hanging on to your precious chips? In this episode, Cindi Baldi and Geoffrey Tumlin dive into the psychology of risk and loss aversion and explore why we often make irrational decisions when faced with uncertainty. Whether it’s staying in an unfulfilling job, avoiding tough conversations, or making questionable business bets, our perception of risk shapes our careers and lives more than we realize.

Cindi and Geoff break down the hidden forces that drive our appetite for risk (or lack thereof) and offer practical strategies to make smarter choices. They discuss why we cling to bad decisions, how loss aversion influences workplace dynamics, and the difference between reckless risks and strategic moves.

Tune in to learn how to rethink risk, avoid costly mistakes, and make smart bets on yourself.

 

Episode Highlights:

• Why we notice losses more than gains—and how that impacts our decision-making
• The hidden psychological traps that cause us take bad risks
• How to improve our risk assessments
• Why leaders and employees reflexively think change is risky and how to overcome the belief
• A simple framework to make more confident, calculated decisions

 

Watch this episode on You Tube: https://youtu.be/mRdTOfpVCmQ

 

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In this episode of Management Muse, hosts Cindi Baldi and Geoffrey Tumlin dive into the challenges of co-leadership, where two bosses manage the same people or department. With insights from their 19 years of consulting, they share real-life stories of co-CEO arrangements gone wrong, revealing how role conflict, ambiguity, and lack of clear responsibilities create inefficiency and division. Learn why these setups rarely work, how they lead to inefficiency, and why employees often end up placating the more demanding boss.

 Whether you're an organizational leader or part of a team, this episode offers valuable advice on navigating and improving co-leadership dynamics.

 

Episode Highlights:

• See how co-CEO and co-boss setups often lead to unforeseen challenges that seriously harm organizations.
• Learn why unclear responsibilities in co-leader roles create confusion that slows down team efficiency.
• Discover why employees gravitate toward the stricter boss in shared leadership situations and how that impacts team dynamics.
• Get actionable strategies to prevent management overlap and keep your team functioning smoothly.
• Explore how having two bosses in charge can trigger lasting organizational dysfunction and conflict.

 

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In this episode of Management Muse, hosts Cindi Baldi and Geoffrey Tumlin explore the crucial role of innovation, diversity, and women in entrepreneurship with Marla Shapiro, the visionary founder of HERmesa. Marla shares her inspiring journey from the corporate world to startups, where she launched an angel investment group to support women-owned businesses. Marla highlights how diversity fuels successful innovation in all companies and addresses complex challenges, stressing the need for more women in early-stage investing to break the male-dominated status quo. This episode offers valuable insights and practical advice for managers and entrepreneurs on fostering a culture of innovation, embracing risk, and amplifying diverse voices. Through real-world examples of startups like Byway Travel and Code First Girls, Marla provides vital wisdom on how to solve pressing problems and drive meaningful change in today’s business landscape.

 

In this episode you will learn / Episode Highlights: 

• Discover how diversity fuels successful innovation in startups and established companies.
• Learn why increasing women's participation in early-stage investing is key to finding unconventional founders with unique solutions
• Understand the importance of fostering a culture that embraces risk-taking and tolerates failure to fuel innovation.
• Gain insights on how to identify and solve "hair-on-fire" problems that address urgent customer needs.
• Learn practical strategies for managers to elevate diverse perspectives and create lasting impact within their organizations.

Marla Shapiro is the founder of HERmesa, an angel investment group investing in women led startups in the UK & Europe.  After a career spent in male dominated spaces such as Wall Street, MIT, and tech startups, Marla resolved to change the status quo and give women a seat at the table as investors and founders

Her work with HERmesa has created a thriving community of operators-turned-angels that bridges the gender gap in early stage investing and fosters innovation in the startup ecosystem.

Learn more about HERMesa here - www.hermesa.co.uk

 

Resources: 

Culsure - www.culsure.com

On-Demand Leadership - https://www.ondemandleadership.com/

 

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In this episode of Management Muse, hosts Cindi Baldi and Geoffrey Tumlin dive into the complex dynamics of high-status organizations and their potential to create toxic workplace cultures. They explore how a steady influx of eager talent can lead to exploitative practices, why instability at the leadership level often creates fear and distrust, and how unchecked competition undermines collaboration. Drawing insights from diverse industries like tech, entertainment, and the military, this episode reveals the hidden costs of prestige and provides actionable strategies to build healthier, more supportive workplaces.

Tune in to learn how to recognize and address toxic behaviors, create a culture of trust, and promote sustainable success in competitive environments.

 

Episode Highlights:

• The paradox of prestige and how it can cause harmful workplace dynamics.
• Why employee fear and leadership instability are often fellow travelers of toxic work cultures.
• How organizational toxicity develops and ways to prevent its growth.
• Strategies for leaders to build supportive and sustainable work environments.

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What really drives midlife crises and how can you navigate one without it upending your life? 

In this episode of Management Muse, Cindi Baldi and Geoffrey Tumlin talk about the psychology of midlife crises, from the unexpected sadness that can follow major achievements to the dissonance that arises when life feels out of sync. They explore common triggers behind midlife crises like career plateaus and, counterintuitively, achieving key goals. They also discuss why moments like these often lead to big and bad decisions. Cindi and Geoff share strategies to help you avoid—or at least minimize—midlife crises and avoid overcorrecting in response to temporary uncertainty.

Tune in to uncover how to transform midlife challenges into growth and renewal.

 

Episode Highlights:

 

• How goal achievement can unexpectedly trigger feelings of loss.
• Why cognitive dissonance often fuels midlife crises.
• How career plateaus and unmet expectations  are destabilizing.
• How to find your next purpose without overreacting.
• Insights on navigating change thoughtfully to avoid unnecessary upheaval.

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Have you ever wondered about starting a side hustle? In this episode of Management Muse, hosts Cindi Baldi and Geoffrey Tumlin dive into the world of side hustles, exploring their potential to provide financial stability, personal growth, and career transformation. Cindi and Geoff discuss how side hustles can be a launchpad for entrepreneurship, a way to rediscover joy in work, or a vital release valve when a full-time job feels stagnant. They also examine the challenges of balancing side hustles with full-time responsibilities and share practical tips for making side hustles work without becoming overwhelming.

 

Join us in this episode to learn how side hustles can enhance your career, bring renewed purpose to your work, and help you take control of your professional path.

 

Episode Highlights:

• Understand how side hustles can foster creativity and lead to entrepreneurial opportunities.
• Discover the hidden risks of side hustles and how to avoid burnout while balancing priorities.
• Learn key strategies to ensure your side hustle aligns with your long-term career goals.
• Learn how pursuing a side hustle can lead to unexpected career opportunities.

 

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In this episode of Management Muse, hosts Cindi Baldi and Geoffrey Tumlin explore the value of failure with academic and author Spencer Fraseur. Spencer shares insights from his book Failing Upward and his dissertation research, emphasizing how failure is a crucial part of success and the significance of resilience, passion, and continuous learning. He offers actionable strategies for reframing failure as an iterative process, much like engineers approach problem-solving. Whether you're navigating setbacks in work or life, this episode provides tools for using failure as a stepping stone to growth and innovation.

Tune in for actionable strategies on how to embrace failure, pivot with purpose, and ultimately find success through perseverance and self-awareness.

 

Episode Highlights: 

• Learn how failure is a stepping stone to success rather than a stopping point.
• Discover how personal failures can lead to significant growth and new opportunities.
• Understand why success often requires learning through multiple failures.
• Explore when quitting may be the right choice based on passion and adaptability.
• See how career pivots can be guided by valuable lessons learned from setbacks.
• Find out why having a "sparring partner" for constructive feedback is essential for progress.
• Learn the importance of documenting failures to avoid repetition and uncover unexpected opportunities.

 

Spencer Fraseur is an academic and author of Failing Upward, a book that challenges the traditional views of failure and offers a new framework for embracing it as part of the journey toward success. Spencer is currently preparing to defend his dissertation at the University of Texas at Arlington, where he continues to explore themes of resilience, learning, and personal development. His passion for teaching and helping others reframe their setbacks into opportunities makes him a sought-after speaker and mentor. His first book, The Irrational Mind, won the Royal Dragonfly Book Award in 2020.

 

Order Spencer's Books: https://www.amazon.com/Spencer-Fraseur/e/B08BKSFTFX

Connect with Spencer:

LinkedIn: https://www.linkedin.com/in/spencerfraseur

 

Resources Mentioned: 

• Fraseur, S. (2023). Failing upward: The secret ingredient to success. Great Failure Press.
• Mark Rober's quote: "Failure is not a bug; it’s a feature."
• Dweck, C. S., & Molden, D. C. (2005). Self-theories: Their impact on competence motivation and acquisition. In A. Elliot & C. Dweck (Eds.), Handbook of competence and motivation (pp. 122-140). The Guilford Press.

Do you ever feel like you’re falling behind because you’re constantly measuring yourself against others? Is FOMO causing you to do dumb stuff? In this episode of Management Muse, hosts Cindi Baldi and Geoffrey Tumlin dive into the hidden power of reference points—the mental benchmarks we use to measure our success. Spoiler alert: we often have inaccurate comparisons that degrade our work performance, impair our financial decisions, and reduce our overall satisfaction and quality of life in ways we don’t realize. Cindi and Geoff discuss why traditional incentives, like money and titles, don’t always motivate people the way we expect and how upbringing and parental achievements shape our personal benchmarks. They also reveal the dangers of inaccurate comparisons and how choosing the right reference points can lead to a more productive and more fulfilling path.

Tune in to learn how to break free from unhelpful comparisons and set mental benchmarks that truly drive growth and success.

 

Episode Highlights:

• How hidden comparisons shape your motivation, choices, and happiness.
• Why some people aren’t very motivated by money and how to find what drives them.
• The ways that childhood and family influence your markers of success.
• How the wrong comparisons can derail your confidence and progress.
• Practical strategies to set benchmarks that help you grow.

 

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In this episode of Management Muse, Cindi Baldi and Geoffrey Tumlin explore the pitfalls of leading by example, a simple and popular leadership style that is more problematic than it seems. They discuss the potential for misinterpretations and confusion when managers believe that leadership by example is all they need to motivate their people. They also talk about the difficulty in people understanding exactly what lessons they should take from a leader’s behavior. Finally, Cindi and Geoff emphasize the importance of pairing exemplary behavior with formal systems to build a high-performing organizational culture.

Tune in to discover why leading by example is a necessary, but not sufficient, tool for your managerial toolkit.

 

Episode Highlights:

• The influence of a leader’s actions on team behavior and workplace culture.
• Common pitfalls of relying too much on leading by example, including misinterpretations and confusion about appropriate lessons.
• The importance of formal systems in reinforcing positive behaviors and practices.
• How to bridge the gap between managerial intentions and team perceptions.
• Practical advice for building a strong, sustainable organizational culture.

 

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What if the way something ends matters more than almost everything that came before it? In this episode, hosts Cindi Baldi and Geoffrey Tumlin explore the peak-end effect, a cognitive shortcut that explains why we overemphasize endings and why that matters. Whether it’s a performance review, a job departure, or a major project, people don’t remember the details, they hang on to the standout moments, high or low, and they remember the end.

Cindi and Geoff break down how the peak-end effect impacts performance evaluations, employee retention, workplace culture, leadership decisions, and more. They discuss why companies often misjudge performance, how final impressions can make or break opportunities and relationships, and why organizations must focus on generating consistently positive experiences and recovering from service lapses.

If you want to better influence how your management and your work are remembered, this episode will show you how to do it.

 

Episode Highlights:

• Why endings shape how people remember experiences and decisions
• The peak-end effect and how it impacts careers and relationships
• How companies may unintentionally rewrite an employee’s legacy based on their exit
• Strategies for leaders to improve employee evaluations and retention
• The surprising ways people misremember their workplace experiences

 

Watch this episode on You Tube: https://youtu.be/HffpqOdRH5M

 

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In this episode, hosts Cindi Baldi and Geoffrey Tumlin delve into the challenges of having ethically sensitive individuals at work and the impact they have on teams. Through an engaging story about a friend who almost blew-up an important work relationship over a perceived ethical breach, Cindi and Geoff illustrate the challenges that come with highly ethically sensitive people. They explore why ethically sensitive people are important for maintaining organizational integrity, but they also require extra patience and consideration.

Tune in to this episode for actionable insights on managing ethically sensitive people and for tips on building a culture of integrity.

Episode Highlights:

• Real-life examples of how ethical sensitivity can create workplace challenges.
• The role of ethically sensitive colleagues as early detectors of potential issues.
• Strategies for managers to support the strengths of ethically sensitive people.
• Advice for ethically sensitive people to constructively voice their concerns.
• Tips on maintaining balance between high ethical standards and workplace harmony.

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Why is giving feedback so difficult? And why do so many managers avoid it? In this episode of Management Muse, Cindi Baldi and Geoffrey Tumlin break down why people resist criticism and how leaders unintentionally dilute their messages. They uncover common feedback mistakes, like sugar coating, delaying, or failing to provide a path for improvement.

Cindi and Geoff share strategies to help managers deliver feedback that drives real change without triggering defensiveness. They explore the importance of follow-up, provide tips on timing, and give strategies to foster a workplace culture where constructive feedback feels natural and productive.

Tune in to learn how to make feedback a powerful tool for growth and success.

 

Episode Highlights:

• Why feedback feels uncomfortable—and why most people avoid it
• The biggest mistakes managers make when delivering feedback
• How sugarcoating weakens feedback and leads to confusion
• Simple strategies to make feedback more constructive, effective, and actionable.

 

Watch this episode on You Tube: https://youtu.be/zCVe9sM80TU

 

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In this episode of Management Muse, hosts Cindi Baldi and Geoffrey Tumlin dive into the challenges of running a family business with management legend Barry Couch. Barry shares his experience of building a company with his son, Brant, and his lessons learned from blending family and work. From setting boundaries to earning respect and managing different leadership styles, Barry offers practical insights for navigating the complex dynamics of family in a professional setting.

Whether you’re part of a family business or interested in leadership, this episode provides valuable takeaways for balancing personal relationships with business success.

Episode Highlights:

• Discover how Barry and his son Brant transformed their family business while maintaining a strong personal bond.
• Learn the crucial boundaries that kept their family relationships intact while scaling the company.
• Explore how contrasting leadership styles can sometimes create a powerful force for positive change.
• Find out how role-playing tough scenarios helped Barry and Brant avoid common family business pitfalls.

Barry Couch is the Chair and Founder of HealthSure, a company specializing in insurance, risk management, and quality programs for healthcare organizations. With decades of experience, Barry has redefined self-insurance through innovative strategies, helping hospitals and medical groups across America manage complex risks. Known for his strategic thinking and people skills, Barry is a sought-after consultant and speaker on leadership and effective management. His expertise has guided companies across the United States.

 

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Are you unknowingly limiting your choices when making important decisions? In this episode, Cindi and Geoff uncover the dangers of narrow framing, a mental shortcut that causes us to reflexively limit our decisions. Whether it’s choosing between two job offers, deciding whether to take a promotion, or making high-stakes business choices, the way we frame our options can show us new possibilities or potentially limit us with narrow alternatives.

Cindi and Geoff break down common decision-making pitfalls and offer practical strategies to help leaders, managers, and employees expand their thinking. They discuss how to spot when you’re falling into the trap of "this or that" thinking, how to generate better alternatives, and why the best decisions often come from broadening your perspective.

Tune in to learn how to think bigger, make better choices, and create opportunities you didn’t realize were possible.

 

Episode Highlights:

• The dangers of narrow framing in decision making and how it limits your choices
• The three types of narrow framing and how to quickly recognize them
• How to break free from the "this or that" thinking trap
• A mindset shift that helps you expand your options and find better alternatives
• How leaders and teams can make better decisions by broadening their perspectives
• How to use broader thinking to improve decision making in promotions, hiring, and business strategy

 

Watch this episode on You Tube: https://youtu.be/vSvW4Jq6dNg

 

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Is burnout silently draining the energy and productivity of your team? In this episode of Management Muse, hosts Cindi Baldi and Geoffrey Tumlin tackle the challenges of workplace burnout and its impact on even—and perhaps especially—your most loyal employees. Cindi and Geoff explore burnout’s three-part progression, discuss ways to recognize the early warning signs of exhaustion, and talk about the role managers play in fostering a healthier, more balanced workplace.

 

Tune in to gain practical insights to recognize and reduce burnout early, support your team effectively, and build a workplace culture that includes both well-being and high performance.

 

Episode Highlights:

• Discover the stages of burnout and learn why high achievers are especially at risk.
• Identify the red flags of burnout.
• Discover the connection between loneliness, burnout, and employee morale.
• Find out how leaders can break the burnout cycle and promote lasting success.

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