How can we change the default assumptions we make? How do we start creating better ones to build trust and ultimately, better organizations? In the Season 2 finale of Good Company, we’re talking about the impact of assumptions at work. Drew starts us off with a recent experience that opened his eyes to the hidden assumptions quietly shaping our relationships. Next, we explore how having trouble remembering people’s names might point to a different set of skills rather than a lack of care. Our conversation also touches on setting a vision for your workplace and explores the impact of common assumptions on workplace relationships, and what we could train ourselves to think instead. When you stop looking for faults, you find solutions, and this episode will equip you to reframe your thinking to be more compassionate and ultimately, more productive.

Key Points From This Episode:

• The theme covered in this Season 2 finale: changing the default assumptions we make at work. [0:00:00]

• Experiences that led Drew to focus on the pivotal role of assumptions. [0:05:05]

• How Drew’s difficulty remembering names illustrates the problem of making incorrect assumptions. [0:08:16]

• Default assumptions and expectations that hurt our ability to understand each other. [0:14:40]

• How defining your vision for your workplace can reframe what you want in a way people can deliver. [0:21:36]

• The challenge of having management buy into a new way of thinking about assumptions. [0:27:18]

• Unpacking Kathryn Schulz’s three assumptions. [0:30:35]

• Busting the myth that becoming aware of a bad assumption is bad for us. [0:39:02]

• Considering the impact of our assumptions on other people. [0:46:06]

Quotes:

“If there [were] one question that really got to the heart of the current trust level in an organization, it [is], how generous are your collective assumptions?” — Drew Dudley [0:03:11] “If we could live in a world where we just didn’t hold expectations linked to these traditional assumptions, how much better [could we] understand each other, lead each other, and work with each other?” — Drew Dudley [0:13:39]

“When we evaluate people’s motivations with the assumption that they’re doing it for the same reason I would, [we’re] closing off any option that wouldn’t occur to us, and [that’s] dangerous.” — Brett Elmgren [0:14:55]

“We stifle our interesting in an effort not to be annoying.” — Drew Dudley [0:21:48] “You need to build relationships with people so that they make better assumptions of your intentions.” — Brett Elmgren [0:34:01]

Links Mentioned in Today’s Episode:

Kathy Bates’ Mom’s Reaction To Her Oscar Win

Being Wrong

Strengthsfinder

Drew Dudley | Everyday Leadership

Brett Elmgren | Axom Leadership

Today on the Good Company Podcast, we continue our overarching theme of creating better workplaces by exploring how to build (and keep) respect at work. Drew and Brett unpack taking ownership and accountability to gain influence, how to build trusting relationships, workplace behaviors that build and break trust, best practices for receiving bad news as a leader, and why there are no winners in the blame game. Tuning in, you’ll also learn about safety culture, the reasons certain negative events recur, the perils of the human condition, and how to garner trust and respect at work. To close, Drew and Brett explore the art in your work and how silence can often lead to new and better discoveries.

Key Points From This Episode:

• How their colleagues have won their respect, and why this matters. [0:03:09]

• Ways that ownership and accountability influence respect in the workplace. [0:08:55]

• Comparing workplace behaviors that build and break trust. [0:16:22]

• Best practices for receiving bad news as a leader: regulating your emotions. [0:25:20]

• Why blame never solves any problems. [0:34:49]

• Safety culture, and why certain behaviors repeat when others don’t. [0:41:43]

• How many of our shortcomings are the result of the human condition. [0:45:03]

• Important advice for garnering trust and respect at work. [0:51:15]

• Finding the art in work. [0:56:22]

Quotes:

“When you shut up, people will ask you stuff. – When you constantly talk, people get tired of hearing what you have to say.” — Drew Dudley [0:03:45]

“Leadership comes in all shapes and sizes. You don’t have to be in – formal senior executive leadership to demonstrate it.” — Brett Elmgren [0:08:17]

“Something that naturally wins respect is when somebody is self-aware [enough to] acknowledge their weaknesses, is open about that, and willing to actually improve upon it. We build trust so much quicker that way.” — Brett Elmgren [0:09:00]

“Most people are going to be harder on themselves than you are going to be on them.” — Drew Dudley [0:15:17]

“One of the best ways of building trust is demonstrating trust.” — Drew Dudley [0:24:37]

“Blame has never solved any organizational problem ever.” — Brett Elmgren [0:35:46]

“‘I don’t know’ are the three most powerful words in leadership.” — Drew Dudley [0:55:36]

“Even if you’re an analytical person, recognize the art in your work. – Make sure that there is emotion in your intellect and intellect in your emotion.” — Drew Dudley [0:56:21]

Links Mentioned in Today’s Episode:

CEO Excellence

The Alchemist

SafeStart

Drew Dudley | Everyday Leadership

Brett Elmgren | Axom Leadership

What if your boss isn’t actively doing harm, but they’re not doing quite enough either? In this episode, we tackle a listener question about how to manage up when a well-meaning new leader is missing opportunities to support the team. What’s the best way to offer constructive feedback without overstepping? We kick things off with a conversation about first impressions, authenticity, and the challenge of reading a room when you’re trying to make a positive impact. That leads us straight into how to influence without authority. We explore practical strategies, including how to ask for permission to give feedback, why clarity beats courage, and how to avoid gossip-fueled resentment. We also touch on why compassion, not judgment, is key when dealing with imperfect leadership. Tune in to pick up real-world tools that make managing up feel a little less risky and a lot more achievable!

Key Points From This Episode:

• Reflections on first impressions and adaptive authenticity at work. [0:03:10]

• A listener question introduces the theme: how to influence without formal authority. [0:08:33]

• Why you can’t fix behavior if you don’t know it’s a problem. [0:10:21]

• How to invite feedback conversations in a supportive, non-defensive way. [0:14:46]

• Tips for making it easier for leaders to lead and listen effectively. [0:23:39]

• Using “I” statements and curiosity to navigate tough dynamics. [0:28:40]

• The accept-or-change framework for stuck workplace relationships. [0:35:32]

• Practical tools for influencing up and building trust with your manager. [0:47:33]

• The pre-requisites of influence and trust: credibility, experience, and relationships. [0:53:35]

• To influence up, start by genuinely caring about your manager’s success and challenges. [0:58:34]

Quotes:

“You can never expect someone to correct problematic behavior if they are unaware of that problematic behavior.” — Drew Dudley [0:11:25]

“Once you have permission for the feedback, don't be wishy washy about it. Clear is kind, as Brené Brown always says.” — Brett Elmgren [0:17:10]

“The one thing we never talk about is, ‘How easy do we make it for our leaders to lead us?’ And we sit around and complain and vent and become resentful. But what have we done to help that leader lead us?” — Brett Elmgren [0:25:04]

“I am feeling frustrated at this. Do you think that's fair? That's such a great way of letting someone know there's a frustration, but that you haven't already made up your mind.” — Drew Dudley [0:30:24]

“Don't demand trust when you haven't earned it.” — Brett Elmgren [0:53:25]

“Do you care about your manager? Do you give a crap? Because if you don't, where do you get off expecting them to give a crap about you?” — Drew Dudley [0:59:00]

“You know what caring about your manager means? It means caring about their growth and their development as much as you demand that they care about yours.” — Drew Dudley [00:59:59]

“We have to always remind ourselves [that], generally speaking, nobody does anything from a bad place of intention.” — Brett Elmgren [01:00:47]

Links Mentioned in Today’s Episode:

Drew Dudley | Everyday Leadership

Brett Elmgren | Axom Leadership