I Have Some Questions...

🧠 Erik’s Take

This short review mattered because it challenged a habit Erik has seen in leadership and in himself: focusing on what’s being said while ignoring whether the other person is willing and able to participate. He feels Molly’s lens cut through the “better communication will fix everything” storyline. What stuck is the shift from persuasive accuracy to relational conditions, where honest exchange depends on both a speaker’s skill and a listener’s openness.

🎯 Top Insights from the Interview

• Communication is not just about accuracy, it is about being heard, in the moment, by the person in front of you.
• You can build skill, but you still cannot force participation, alignment, or value from the other side.
• Organizations often mistake shared access to data for an accurate shared reality that includes human experience.
• A simple pivot like asking what the other person is hearing can reveal misalignment before decisions get made.

🧩 The Personal Layer

Erik keeps returning to his own pre-departure corporate meeting story, where his intention to “charge the hill” collided with the reality that his boss could not receive what he was trying to express. He recognizes that even when he recruits allies and feels energized, he still has to do the slower work of translating intent into something the other person can actually take in. He also sees how easy it is to invest energy into being understood, without first being clear about Me.

🧰 From Insight to Action

• After important conversations, ask: “What are you hearing?” Then clarify what’s off before moving to decisions.
• Run a quick “deserves you” check: is this a difficult conversation that can be had, or an environment that is consistently unwilling to engage?
• Practice Me You We as a pre-frame: clarify values and feelings (Me), genuinely take in their experience (You), then name what you can build together (We).
• When teams rely on tools for shared truth, also create space for shared reality by surfacing both facts and lived experience, explicitly.

🗣️ Notable Quotes

• “You can't defy gravity.”
• “Communication requires participation from both sides.”
• “Having access to the same information isn't necessarily the same thing as having an accurate, shared understanding.”
• “When you've explained something important, stop and ask the other person what they're hearing.”

🔗 Links & Resources

• Listen to Molly Tschang's Episode

🧠 Erik’s Take

Erik reflects on how the conversation with Jason Lauritsen landed because it challenges a very familiar leadership pattern: treating “connection” like something that happens after work starts, rather than something leaders design before performance expectations are set. What stuck is the inversion. If connection drives motivation, then building relationships and meaning is not a soft add-on. It is upstream management. Erik also feels the discomfort of how often leaders measure what is easy to measure, then run out of space to do what actually creates momentum.

🎯 Top Insights from the Interview

• Connection should be treated as upstream of performance, not a byproduct of working well together.
• Highly connected employees reported 6.7x more motivation, suggesting the conditions for motivation can be intentionally created.
• Engagement is the degree to which people are willing and able to perform now, while connection can shape engagement before the results show up.
• Organizational resonance, the link between purpose and day-to-day work, correlated most strongly with outcomes and is least frequently experienced.

🧩 The Personal Layer

Erik contrasts his own instincts about management with what the research implies. He admits he has often thought in calendars and deliverables first, then hoped relationships would grow “along the way.” This episode reframed that hope into a leadership responsibility. It also surfaces a tension: Erik agrees that connection takes intention, not necessarily more time, but he recognizes how hard it is for leaders to show up differently without adding a new task list. The uncomfortable part is realizing the work may be less about doing more and more about doing the same things with different depth

🧰 From Insight to Action

• Rework one recurring leadership touchpoint (check-in, 1:1, team meeting) to include a deliberate connection prompt and a clearer intention.
• Audit how the organization connects purpose to execution: ask whether people can explain how their work advances direction, not just what the mission says.
• Experiment with small practices that target connection types: a question of the day for interpersonal connection and specific shoutouts for recognition.
• When engagement is low or flat, shift the question from “How do we raise scores?” to “What conditions are we failing to create that would increase motivation and willingness?”

🗣️ Notable Quotes

• “Maybe it isn’t something we do after we’ve taken care of the important business activities. Maybe it itself is one of the important business activities.”
• “Engagement is largely a trailing indicator. It tells you how people feel about the experience they’ve already had.”
• “Connection gives us something we can work on to improve what happens next.”
• “Most organizations have some version of a mission, vision, or values, but employees often don’t have a meaningful connection between those words and what they actually do every day.”

🔗 Links & Resources

• Listen to Jason Lauritsen's Episode

Erik and Molly dive into the real skill behind “speaking up” and why organizations fail: they don’t have an accurate shared reality—essential to actually make the best decisions, execute, and deliver great outcomes. Molly shares a simple, flexible framework that all professionals can apply: “Me–You–We” and explains how leaders and teams can create mutual understanding, hear tough truths, and turn communication into trust and faster execution.

👤 About the Guest

Molly Tschang is a founder of Abella Ventures and Say It Skillfully. With 80+ M&A experiences at Cisco and US Filter, she helps senior teams “Win as One.” Through Say It Skillfully, she teaches people at every level how to communicate with clarity, compassion, and confidence. She co-authored Say It Skillfully: Speak Up, Make Your Words Matter, Win Together and is a TEDx speaker and podcast host.

🧭 Conversation Highlights

• Molly’s origin: shyness, then noticing how silence creates disconnect and friction across organizations.
• “Accurate shared reality” as the foundation for decisions, speed, and execution, built by skillful speech and mutual hearing.
• Skillful means both content and delivery, with positive intention, curiosity, and a focus on hard facts.
• Leaders choose how to create receptivity: culture starts at the top, and communication capability must be built, not assumed.

💡 Key Takeaways

• Accurate shared reality is not about tools; it requires human participation and skillful communication.
• The Me–You–We framework to skillfully use your voice involves 1) dropping ego/emotion in your way and setting your intention, 2) walking in the other’s shoes with empathy and connecting as human beings, and 3) best serving the whole, be that a couple, team, or entire organization.
• Trust grows when leaders make it part of everyone’s job to surface information, including the “unpopular”, as in the tough feedback or bad news.
• AI can accelerate work, but organizations still need to teach communication so change is understood and adopted.

❓ Questions That Mattered

• What does “skillful” actually mean when your message could be heard differently than you intend?
• How do teams stop being stuck in opinions and instead bubble up the hard facts that drive decisions?
• When leaders say they want input, but decisions are already made, how should the system be communicated transparently?
• How should organizations talk to employees about AI and prevent confusion from becoming a new shared disconnect?

🗣️ Notable Quotes

• “An accurate shared reality is about being on the same page about the hard facts, AND the human experience.”
• “You don’t need to run around and try to unearth what everyone’s thinking, if your people to realize it’s their job to be speaking up.”
• “People complain about self-interest, and the reason they get away with it is because no one says anything.”
• “When you say it skillfully, the people around you rise—and so do you.”

🔗 Links & Resources

• Follow Molly Tschang on LinkedIn
• Check out Molly’s Website ‘Say It Skillfully’
• Explore the Me-You-We Framework

Erik and Jason Lauritsen dig into what “connection” really means at work, what drives it, and how it translates into motivation, performance, and retention. Jason shares findings from the Human Connection Study, including why “resonance” with purpose can matter more than human-to-human rapport.

👤 About the Guest

Jason Lauritsen is CEO of Connected Performance Group and an advisor to leaders who refuse to choose between results and people. He developed Connected Performance Systems and helped publish the Human Connection Study, based on 286,000+ employee responses across 1,600+ organizations. He also authored Unlocking High Performance and speaks on cultivating high performance through connection.

🧭 Conversation Highlights

• Connection is defined as meaningful engagement with something that matters to the person, not merely relationships
• The study found two distinct types of connection, with resonance connection showing stronger correlation to performance outcomes
• Connection acts as a leading indicator for motivation and engagement, while engagement is more of a trailing indicator
• Organizational resonance and manager skills are key levers, and the “fully on-site” group reported the lowest connection

💡 Key Takeaways

• If you want impact, focus on moving people from moderately connected to highly connected, not obsessing over the most disconnected group
• Investing in connection is a cultivation shift, not a short-term tactic, and it can be implemented in everyday management moments
• Engagement and connection are related but not the same, and connection is upstream of engagement
• Physical proximity does not automatically create connection, so leaders must design connection conditions intentionally

❓ Questions That Mattered

• What is connection, really, and how do you measure it without assuming you already know?
• Why does the data show non-human-to-human “resonance” can drive work outcomes more strongly?
• What should leaders stop doing, and what should they reprioritize, to make connection possible at work?
• How can managers hold people accountable without breaking trust or turning accountability into fear?

🗣️ Notable Quotes

• “Connection is an experience of meaningful engagement with something that matters to you.”
• “Connection seems to be more of a leading indicator… engagement is on the output.”
• “It’s not an argument for remote work, it’s just evidence that physical proximity does not automatically create the conditions that connection requires.”

🔗 Links & Resources

• Follow Jason Lauritsen on LinkedIn
• Check out Jason’s Website
• Reach out to Jason via email at [email protected]
• Download the Human Connection Study Report
• The Future of Management by Gary Hamel

🧠 Erik’s Take

Erik framed the episode as a leadership question, not a political one: how to lead people who genuinely disagree without losing the thread of what actually matters. He kept coming back to a quiet but demanding discipline, holding convictions while staying curious enough to notice what his own first instincts miss. He also noticed how often organizations confuse novelty for progress, especially in education, and how that pattern can steal attention from fundamentals like reading, math, and attendance.

🎯 Top Insights from the Interview

• Michael’s school-improvement philosophy centers on fundamentals and individual student support, not chasing constant new initiatives.
• The goal “make school board meetings boring again” signals a shift from show to outcomes, so educators can do their work.
• Political tension can function as quality control in purple districts, forcing negotiation and better information into decisions.
• Bridge-building starts with interrupting reaction and choosing curiosity, treating frustration as a signal that something important is missing.

🧩 The Personal Layer

Erik connected Michael’s approach to his own parenting and leadership instincts. As a dad, he wants the basics handled well before layering on more priorities, and he sees the same pattern in organizations that feel compelled to announce change rather than prove improvement. He also reflected on how easy it is to treat disagreement as dysfunction, when it may actually be a system feature. The most personally resonant contrast was Michael’s ability to disagree firmly without turning people into enemies, based on how you treat others when you do not need their agreement.

🧰 From Insight to Action

• Audit the “fundamentals first” layer: list the outcomes you claim to care about, then check whether your current initiatives reliably support them.
• Create a standing practice for disagreement: ask what tension might be protecting from a bad decision, and invite the opposing view to contribute evidence.
• Adopt a curiosity interruption habit when triggered: pause, assume you are missing something, and ask one sincere question before defending your position.
• Strengthen trust through fair process: treat minority voices with real seriousness now, not only when you are guaranteed to win.

🗣️ Notable Quotes

• “The board’s job isn’t necessarily to be the center of attention.”
• “Make school board meetings boring again.”
• “Disagreement can operate as a quality-control mechanism.”
• “When somebody reacts in a way that doesn’t make sense to him, he tries to remind himself, ‘I’m missing something.’”

🔗 Links & Resources

• Listen to Michael Summers's Episode

🧠 Erik’s Take

Erik treats this episode as a strategy debrief, not a tech demo. The part that stayed with him is that AI adoption often fails when businesses chase automation before they diagnose the real bottleneck. He also reflects on how consulting handoffs, while efficient at scale, break down for founder-led companies. That framing leads to his bigger, more vulnerable point: leadership change is about redesigning work without accidentally taking away the experiences people need to grow, make judgment calls, and build trust.

🎯 Top Insights from the Interview

• Smaller businesses should resist the “separate strategist and implementer” consulting model and instead look for enough generalist depth to solve the problem end-to-end.
• AI value shows up as one of three outcomes: increase revenue, decrease costs, or improve quality, and “saving time” is often only a mechanism.
• Before automating, businesses should ask what actually blocks performance, then check whether people, processes, or existing tools are the real constraint.
• Resistance to AI is frequently not fear of technology but grief over lost inefficiencies that people have come to equate with their value and identity.

🧩 The Personal Layer

Erik recognizes a tension he sees in himself and in others: it is easy to get excited about the capability of tools and forget to measure whether the whole system improves. He also hears a leadership warning in the examples: if AI speeds up communication and decisions, the organization must still preserve the human situations where leaders learn. In his view, the goal is not to remove friction everywhere, but to remove the wrong friction so people can spend more time on judgment, relationships, and meaningful work.

🧰 From Insight to Action

• Audit one business process end-to-end to find where time is actually lost, and verify whether AI reduces the true bottleneck or just compresses the visible steps.
• Replace “strategy then implementation” thinking with a forward-deployed approach where a single person can understand the business problem and build the solution.
• Prioritize AI only after diagnosing people and process constraints, including whether training, role design, or feature adoption is the missing piece.
• Communicate the human “why” of changes: explain how automation will shift value toward judgment and growth, and protect the feedback and trust-building moments leaders need.

🗣️ Notable Quotes

• “The goal isn't to implement more AI. It's to build better businesses.”
• “Saving time isn't necessarily the outcome. It's one of the mechanisms that gets you there.”
• “The person who understands the problem can increasingly be the person who solves it.”
• “Efficiency and development aren't necessarily the same thing.”

🔗 Links & Resources

• Listen to Drew Mehta's Episode

Michael Summers shares how he went from professional musician and third-generation business owner to a politics-and-education leader, and why his north star is replacing fear with wisdom. From school board chairing during COVID to running for Oregon House District 53, he argues that bridge-building, disciplined priorities, and the “main thing” mindset can help communities disagree well and deliver better outcomes.

👤 About the Guest

Michael Summers is a Central Oregon business owner and community leader with deep ties to Redmond. Before politics, he played drums professionally and has led a third-generation flooring business. He chaired the Redmond School Board through COVID, focusing on consensus, “science of reading,” attendance, and student outcomes. He and his wife, Ally, raise four daughters and he is now a candidate for

🧭 Conversation Highlights

• How politics often rewards fear and incentives instead of wisdom, and why he treats fear as a warning light
• Bridge-building as a practice: curiosity, treating people as whole humans, and protecting relationships
• Why “purple” participation and moderation can improve legislation, not weaken it
• What worked at Redmond Schools: keep the main thing the main thing, focus on math and reading, and improve attendance through knowing every student

💡 Key Takeaways

• Fear can be useful as a warning, but it should not drive decisions
• Disagreement is healthy when opponents feel heard and champions are in the ring
• Education gains come from basics, focus, and accountability, not culture-war distractions
• Integrated leadership means boundaries, delegation, and bringing your family into the mission in meaningful ways

❓ Questions That Mattered

• What does it actually feel like to notice fear in the moment and choose wisdom instead?
• What is the root cause of people’s sense that politics is “rigged” against good faith?
• How do you tactically maintain curiosity when emotions and assumptions are running hot?
• What specifically helped Redmond schools improve by keeping math and reading prioritized?

🗣️ Notable Quotes

• “Fear is a warning… not there to drive the vehicle.”
• “Every man sounds correct until another man speaks.”
• “Let’s make school board meetings boring again.”
• “I wanna mess up the really nasty political system… get back to where we disagree and then go grab a beer.”

🔗 Links & Resources

• Follow Michael Summers on LinkedIn
• Check out Michael’s Website: electsummers.com
• The Righteous Mind by Jonathan Haidt

Drew Mehta explains why so many “AI strategies” fail in practice, and why owner-operators need end-to-end workflow decomposition, not deck-first consulting. We dig into the difference between consultants and builders, the “garbage equation,” and why AI should be used to fix weeks-long process bottlenecks, not just minutes of work.

👤 About the Guest

Drew Mehta is an AI and product builder with 20+ years of experience creating data, analytics, and AI products for Major League Baseball, KKR, and PepsiCo. He founded ThinkFraction to help small owner-operated businesses ship AI-enabled improvements by decomposing workflows, measuring impact, and pairing advisory with implementation and education.

🧭 Conversation Highlights

• How consulting incentives (deck deliverables, time and materials) can create a strategy-to-execution gap in enterprises
• Why AI “faster garbage” happens when leaders optimize the wrong thing, leaving queue time and handoffs untouched
• The emerging FDE (forward deployed engineer) mindset, and why AI makes that hybrid role more valuable. It’s basically what the technical product manager role has been at many firms for many years. New name, a few distinctions playing the same game. 
• Leadership and learning: cheap signals get cheaper with AI, but trust and development still require real human feedback and mentorship

💡 Key Takeaways

• If AI only speeds up the minutes, but the process still takes weeks, you did not fix the problem.
• Consulting and building need different incentives: decks don’t equal shipped ROI.
• Decompose workflows first, then decide what to change across people, process, and technology.
• AI can force better self-diagnosis, but leadership still depends on high-quality human signals and feedback.

❓ Questions That Mattered

• Why do large companies so often split strategy from implementation, and how does that mismatch harm outcomes?
• What does it mean to avoid “the garbage equation” when adopting AI?
• How should owners and leaders think about governance vs guardrails when using AI with sensitive data?
• As AI cheapens communication signals, what becomes the risk to trust and leadership development?

🗣️ Notable Quotes

• “Broken process plus AI equals faster garbage.”
• “If AI cuts the work from 60 minutes to 30 minutes, but it still takes 22 days, that’s the problem.” (Credit to CEO of Varick Agents)
• “The deliverable for a consultant is a deck. The builders ship and demonstrate quantifiable impact.”
• “A review is qualitative, not just quantitative.”

🔗 Links & Resources

• Follow Drew Mehta on LinkedIn
• Check out ThinkFraction’s Website

Erik walked away from his conversation with Shawn Busse thinking less about technology itself and more about what it actually takes to create something new inside a business.

Shawn described business as “the hardest art project ever,” and the idea stuck. Artists create through experimentation: they make something, react to it, change it, throw pieces away, and keep going. Businesses call those same behaviors prototyping, testing, iteration, and product-market fit.

The tension is that businesses eventually become very good at doing something else: execution. They optimize processes, improve margins, create predictability, and protect what already works.

Erik’s question coming out of the conversation is a provocative one: Have companies gotten so good at operating businesses that they’ve gotten worse at creating them? 

🎯 Top Insights from the Interview

• Creation and execution require different muscles. Optimization rewards consistency and predictability. Creation requires curiosity, taste, experimentation, and making decisions without complete information.
• Your org chart is a statement about power. Training, quality, R&D, innovation, brand, and other long-term capabilities can be called “strategic,” but their position in the organization reveals how much influence they actually have.
• Technological disruption isn't necessarily something you can wait out. Shawn contrasted recessions, where disciplined businesses may be able to preserve cash and ride out the cycle, with disruption like AI, where companies may have to innovate their way through it.
• Innovation needs multiple survivable bets. Don’t make a bet that kills the company if it fails. Make more than one bet. Learn what’s true before becoming overly committed.
• Outside perspective matters. Shawn’s memorable version: “Your mom might not be right.” Innovation needs people willing to tell you which ideas have legs—and which ones need to die. 

🧩 The Personal Layer

What Erik keeps returning to is the emotional difficulty of being wrong once you’re invested.

It’s easy to say companies should test ideas and kill the ones that don’t work. It gets much harder after someone has spent money on the idea, attached their reputation to it, or publicly announced that it represents the future.

At that point, learning has a social cost.

That makes genuine experimentation as much a leadership challenge as an innovation challenge. Leaders need to create enough separation between “this idea failed” and “I failed” that people can respond to evidence instead of defending their identity.

And there’s another tension: the people optimizing today’s machine and the people imagining tomorrow’s machine are doing fundamentally different work. As Erik puts it, the R&D lab can’t really live on the factory floor. Both functions matter—but forcing creation to follow the rules of optimization too early can kill promising ideas before the organization discovers what they could become. 

🧰 From Insight to Action

• Look at your org chart as a map of power. Which capabilities actually influence strategy—not just appear in company messaging?
• Separate creation from optimization. Give experimentation enough room to operate before demanding the efficiency and predictability expected from mature operations.
• Build a portfolio of survivable bets. Instead of staking everything on one “big idea,” run smaller experiments that generate useful information without creating existential risk.
• Get comfortable killing ideas. Decide what evidence would cause you to stop an experiment before ego, money, and reputation become attached to it.
• Find someone who isn’t your mom. Build relationships with people who can challenge your assumptions without needing to protect your feelings or validate your ideas. 

🗣️ Notable Quotes

• “Business is the hardest art project ever.”
• “An org chart isn’t just a reporting structure. It’s a statement about what has power.”
• “If the people with the most power are primarily responsible for protecting revenue, controlling cost, and keeping the existing machine running, it shouldn’t surprise us when the business gets very good at operating the present, but has trouble inventing the future.”
• “Agility isn’t just speed. It’s the ability to learn without putting the company at existential risk.”

🔗 Links & Resources

• Listen to Shawn Busse's Episode

Shawn Busse argues that “growth marketing” hits an inherent ceiling when it becomes a commoditized, copyable process. He uses Hotelling’s law and the “Google beach” to explain why competitors converge, prices collapse, and differentiation fades. The antidote is creative, cross-functional marketing that also shapes product, pricing, and delivery.

👤 About the Guest

Shawn Busse is the founder of Kinesis, a Portland growth studio helping businesses compete on creativity instead of conformity. A former sculptor and art professor, he later built businesses through making, teaching, and practicing creative problem-solving. His contrarian thesis: most companies over-rely on predictable channels and under-invest in true innovation.

🧭 Conversation Highlights

• Hotelling’s law: rational competition drives companies to converge on the same “middle beach,” especially in digital channels.
• Commoditization turns marketing effort into a race to the bottom; creativity and radically different value are harder to copy.
• Silos kill creativity: innovation requires collaboration across functions and top-level sponsorship.
• New opportunity emerges when the market becomes “ready” and technology catches up, making previously “unbuyable” ideas viable.

💡 Key Takeaways

• When a tactic becomes repeatable and widely accessible, it commoditizes and its value compresses.
• Differentiation must be product-level and delivery-level, not just messaging on existing channels.
• Creativity is a practice and a muscle, not a weekend workshop.
• Go-to-market and customer readiness matter as much as the idea itself.

❓ Questions That Mattered

• What happens to a product or process once it becomes commoditized and competitors converge?
• Where should marketers stop playing defense on the “Google beach” and move to a different field?
• How do companies build a sustainable creative practice without burning out or reverting to best-practice optimization?
• How do founders maintain flexibility and learn product-market fit early enough to avoid painful pivots?

🗣️ Notable Quotes

• “The job of marketing generally is to differentiate.”
• “The really sneaky part is that the number of beaches vavailable to customers is actually reducing.”
• “Creativity is done in collaboration and across functions.”
• “What has changed where there’s now opportunity and where the market aligns with you?”

🔗 Links & Resources

• Follow Shawn Busse on LinkedIn
• Americana: A 400-Year History of Capitalism by Boo Srinivasan
• Great by Choice by Jim Collins
• Antifragile by Nassim Taleb