In this quick, yet critical episode, Tammy J. Bond tackles a fundamental leadership challenge: ensuring you have the right people in the right seats on your organizational "bus". Prompted by a leader struggling with under-delivery (not under-performance), Tammy challenges the common impulse to start with people. Instead, she provides a strategic framework to audit your organization, starting with the needs of the business before assessing the talent you have. This episode is imperative for leaders planning their success for the upcoming year and looking to replace disfunction with intentional structure.

• The Performance Gap: If team members are doing "solid work" but lacking creativity or "anything extra," the problem likely isn't the person's effort—it's the position's fit or a lack of clarity from the leader.

• The Strategic Bus Audit: Don't start with the Who (people). Start with the What (the seats/positions needed) to achieve your goals.

• • What: Define the positions, expectations, and goals required for the next level of growth.

  • How: Determine the model or required competencies for success in those seats.

  • Who: Then look at your team members to see who possesses the qualities and qualifications to fill the defined seats.

• Hope is Not a Strategy: Relying on the hope that someone will "figure it out" or move on is like "throwing a dart blindfolded." Action is required to align people with position expectations.

• Beyond the Resume: Many leaders hire based on the resume, not the heart or true organizational need. Hiring for impressive qualifications without clearly defining the position leads to mismatched talent.

• Audit Your Team's Energy: Use the Working Genius Model (by Patrick Lencioni), or similar tools, to discover what parts of the job give your team members energy versus what leaves them feeling frustrated. Align their roles to maximize energy and momentum.

• Know Their Place on the Bus: Ask your team members what they want more of, what they want less of, and what truly lights them up about their job.

• The Avoidance Trap: If you're avoiding the conversation, you're wearing the avoidant behavior hat. You must have the conversation to clarify how the individual can win at their current position.

Leader, lead yourself well first. Get your expectations clear. Be intentional about taking your organizational "bus" apart and putting it back together based on the needs of the growth model, not the people you currently have. You might discover your bus should become a spaceship!
(Discover Derek Gorse's artwork - spaceman art reference from episode)

What other bold conversations would you like to know how to navigate?
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Chapters
00:00 Assessing Team Dynamics and Leadership Roles
08:19 Identifying the Right Seats on the Bus
09:34 The Importance of Intentional Leadership Conversations

Leaders, you might call it flexibility, but your team calls it chaos. Tammy J. Bond cuts through the "hybrid fantasy" that believes simple Slack chats can replace connection, clarity, and collaboration. She exposes the silent culture split created by hybrid models, arguing that failure is rooted not in location, but in disconnection and unstable leadership. This episode provides the strategic framework for leaders to start intentionally engineering trust to make hybrid work successful.

• The Hybrid Fantasy: The belief that a few Zoom calls and Slack channels can organically thread connection and clarity is false. Studies show this level of casual connection does not suffice.

• The Culture Split: Hybrid work creates division. Office workers resent remote workers (assuming they work less), and remote workers feel invisible and disconnected from impromptu "hallway decisions."

• The Core Problem: Hybrid teams fail because of disconnection, not location. Leaders often confuse visibility (screen time) with actual productivity and meaningful engagement.

• The Unstable Wi-Fi is You: "It's not the Wi-Fi that's unstable in their work environment, it's your leadership connection to them."

• The Danger of Over-Accommodation: Leaders often say yes to every schedule to "keep the peace," under-communicate, and mismanage accountability, leading to performance issues and the language of assumption ("I thought you meant," "I assumed").

• Friendship is Not a Strategy: Leader, you haven't changed you yet. Simply offering a hybrid model won't work if you haven't sharpened your own leadership skills in setting clear expectations.

1. Re-establish Shared Rhythm (Not Just Scheduling): Replace random meetings with rituals (e.g., Monday Momentum check-ins, Friday Feedback sessions, a 30-second Praise Celebration). Use communication tools for quick, bottom-line check-ins, not endless dialogues.

2. Define Outcomes, Not Hours: If you are measuring success by online status or screen time, "you're running a daycare, not a business." Clarify what "done well" and "complete" looks like, using the simple SBI+E Model (Situation, Behavior, Impact, Expectation) for performance feedback.

3. Rebuild Connection Intentionally: Hybrid trust must be engineered on purpose. This involves celebrating small wins out loud, pairing up office/remote partners, and creating non-meeting connection moments (like a remote "Drink and Think").

4. Stop Letting Convenience Replace Courage: You must have the bold conversations. Ask what's working/not working, and if a hybrid worker claims higher productivity, tie it to an objective desk audit of project updates, timelines, and KPIs. Shut up and listen, then ask the next best follow-up question.

Your job this week is to define the rules of your Hybrid Sandbox before chaos defines them for you:

1. Audit your team's rhythms.

2. Clarify expectations in one single conversation. Have your team email you back what they heard you say and what you can count on them for.

3. Create one connection moment that does not involve another meeting (e.g., a team "drink (coffee/tea) & think" session).

Tammy J. Bond shares her frustration after hearing a story from a middle manager dealing with a chaotic environment. The core issue: senior leaders are prioritizing being liked and showing misplaced "compassion" over actual leadership, accountability, and clear expectations. This episode is a fierce examination of how this dynamic demoralizes middle managers, promotes a culture of mediocrity, and actively destroys team trust and performance. Tammy challenges both senior leaders to put on the "boss hat" and middle managers to lead down and courageously speak up.

• Chaos is Contagious, and so is Mediocrity: When leaders above the middle manager avoid difficult decisions (like performance termination), they model that mediocrity is acceptable, frustrating the rest of the high-performing team.

• Friendship is Not a Strategy: Prioritizing feeling liked or showing "compassion" in a performance issue is a destructive leadership failure. Compassion for hurt is necessary; compassion for unacceptable performance is enabling.

• The Cost of Circumvention: When a senior leader oversteps a middle manager (e.g., going directly to the employee or giving them assignments) it shows a break in trust, a lack of respect, and a disconnect that breaks down the entire organizational structure.

• The 90-Day Rule: Leaders must be slow to hire and quick to fire. Performance issues should be addressed and resolved (via performance plan or termination) well within the initial 90-day evaluation period.

Middle managers are often stuck: managing up, communicating down, and balancing two sides with no support. Here's how to navigate the tension:

1. Lead Down and Pull People Closer: When the top is failing, focus your energy on your team. Allow a three-minute "whine 101" for them to voice frustration. Acknowledge, "Heard, understood," and then ask, "And now what?" to shift to solution mode.

2. Courageously Manage Up: Do not suffer in silence. Use curiosity to address boundary violations with your boss. Try framing your question like this:
   "I'm just curious, help me understand what's missing in my management style that's causing you to go around me directly to my staff? Here's what it feels like, and here's how it impacts the team."

3. Know When to Escalate: If the unhealthy and destructive behavior of your superior continues, you have a right to go to HR to have a conversation about the negative impact on the team and your ability to lead.

A word from Tammy: I unapologetically ask bold questions and challenge assumptions to help leaders rethink what they thought was true! If this episode resonates with you and you need help having this conversation with your boss, reshare this episode, tag me in your post, and I will reach out to discuss a role-play strategy.