Been There, Done That...and Still Learning

Everyone wants to move faster. Faster decisions. Faster execution. Faster transformation.

But what if the things we do in the name of speed are actually slowing us down?

In this episode of Been There, Done That, and Still Learning, Matt Marcotte and Kevin Ertell challenge the organizational obsession with speed and explore why moving quickly without clarity and alignment often creates more confusion, rework and friction downstream.

They unpack the difference between urgency and haste, why “ready, fire, aim” rarely delivers the advantage leaders expect, and how slowing down at the right moments can actually accelerate execution.

The conversation explores what it takes to create real alignment without requiring consensus, why people need time to make meaning before they can make change, and how leaders can build the clarity, capacity and commitment that allow teams to move independently without becoming disconnected.

Because speed without alignment is just faster fragmentation.

Sometimes the fastest way forward is to go back and create the alignment you skipped.

Most accountability problems are not accountability problems. They are clarity, authority, capacity, or coordination problems in disguise - and if you keep adding dashboards, meetings, and check-ins, you may be making ownership worse, not better.

Matt Marcotte and Kevin Ertell unpack the trap leaders fall into when they try to solve low follow-through by tightening control. Instead of creating more accountability, they explain how overreporting, micromanagement, and blame-heavy checkpoints can train people to hand ownership back.You'll discover why the real fix starts with matching accountability and authority, how cross-functional work needs layered ownership, and why people support what they help create.

Matt and Kevin also break down the difference between compliance and commitment, and why one leads to "tell me what to do" while the other creates people who can bring answers, not just problems.They also dig into the language leaders use, from asking "who's accountable?" to asking "what's getting in the way?" and "what would you recommend?" - small shifts that change the entire mindset of a team. Along the way, they explore procedural justice, green masking, and the danger of making ownership feel unsafe.

If you lead a team, own an initiative, or are tired of hearing "we need more accountability" without ever fixing the system behind it, this episode is for you. The takeaway is simple but powerful: stop demanding accountability as an outcome - start building the environment where it can actually happen.

How do smart leaders end up making bad decisions?

Usually not because they're bad leaders.

It's because the higher you rise, the easier it is to become disconnected from the people, customers, and day-to-day realities that should be shaping your decisions.

In this episode of Been There, Done That... and Still Learning, Kevin Ertell and I unpack the hidden cost of executive isolation, why reports can never replace real conversations, and how the best leaders stay curious enough to challenge their own assumptions before they become strategy.

If you've ever heard someone say, "Leadership just doesn't get it," this episode is for you.

And, as always, we wrap things up with What We're Still Learning. This week Kevin shares why adults secretly love stickers (yes, really), and I talk about what I've been learning from acupuncture, including why the needle often isn't placed anywhere near where the pain actually is.

I think you're going to enjoy this one. Let us know what resonates most.

You communicated it.

You sent the email.
Held the town hall.
Shared the slides.
Everyone nodded.

So why is everyone doing somethingdifferent three weeks later?

Because one of the biggest mistakesleaders make is believing that because something was said, it was understood.

In the newest episode of Been There, Done That... and StillLearning, Kevin Ertell and I tackle TheCommunication Illusion andwhy creating clarity is one of the most important, and most underestimated,jobs of a leader.

We talk about:

🎙️Why communication is an outcome, not an activity
🎙️ The “curse ofknowledge” and why leaders dramatically overestimate how much clarity exists
🎙️ Why silence and headnods are terrible measures of understanding
🎙️ How “signal fade”quietly kills execution
🎙️ Why repeating yourselfdoesn’t mean repeating the same words
🎙️ And the simplequestion every leader should ask to find out whether their team is actuallyaligned

Plus, Kevin explains what teenagerssleeping until noon have to do with saving humanity from predators, and I shareperhaps the most compelling AI use case yet: choosing the right bottle of wine.

We contain multitudes…

Check out the newest episode of Been There, Done That... and StillLearning. 🎧

In this episode, Matt and Kevin explore the difference between cultures of compliance and cultures of commitment.

Using real stories from restaurants, doctors’ offices, and leadership teams, they unpack why people often do exactly what is required, but nothing more, and what leaders can do to build deeper ownership, belief, and discretionary effort.

They discuss why commitment is emotional before it is operational, how purpose and involvement drive stronger execution, and why employees are more likely to support what they help create.

Listeners will walk away with practical ways to connect work to purpose, involve people earlier, create ownership, and ask a powerful question: Are your people as invested in the vision when you are not in the room?

This episode explores the disconnect between leadership perceptions and employee engagement, emphasizing the importance of genuine belief, psychological safety, and effective communication in fostering alignment and commitment within teams.

 Key  topics

The disconnect between leader perceptions and employeereality

The importance of psychological safety for honest dialogue

Strategies to invite disagreement and foster trust

The difference between compliance and commitment

Cultural and generational influences on communication

Chapters

00:00 The Disconnect Between Leaders and Employees

03:15 Understanding Agreement vs. Alignment

06:14 The Importance of Psychological Safety

09:12 Facilitating vs. Presenting in Meetings

12:18 Recognizing Compliance vs. Commitment

12:39 Creating Space for Disagreement

15:10 Inviting Constructive Criticism

16:47 The Nature of Human Connection

19:20 Generational Differences in Leadership Expectations

22:24 Alignment vs. Commitment in Teams

25:37 Emotional Challenges of Leadership

27:14 Learning from Leadership Mistakes

29:41 Creating a Culture of Open Communication

30:28 The Importance of Connection in Leadership

In this episode, hosts Matt Marcotte and Kevin Ertell discuss the key themes from Kevin's new book, 'The Strategy Trap.' They explore the reasons why strategies often fail, emphasizing the importance of execution over mere planning. The conversation delves into the 6C system for effective execution, the necessity of commitment over compliance, and the role of psychological safety in leadership. They share personal insights and lessons learned throughout their careers, highlighting the importance of creating conditions for success and the value of diverse perspectives in problem-solving.

Takeaways

• Most strategies fail due to poor execution.
• The 6C system is essential for effective execution.
• Leaders must slow down to speed up execution.
• Commitment is more important than compliance.
• Creating conditions for execution involves clear communication.
• Psychological safety is crucial for team success.
• Leaders should invite detractors to improve strategies.
• Alignment between beliefs and actions is vital.
• Effective communication requires multiple iterations.
• Diversity of thought enhances problem-solving.