Learn how to diagnose the real drivers of underperformance and build the conditions that produce lasting results.

When performance is lagging, most leaders jump straight to managing outputs: reviewing numbers, setting tighter expectations, and increasing reporting. This episode challenges that instinct and draws a clear line between performance as an outcome and the conditions that shape it.

Lee covers a practical five-part framework, looking at clarity, capability, energy, trust, and feedback, alongside the structural factors that no performance dashboard will ever show you. He also addresses why this distinction becomes even more critical during periods of major change or AI adoption, where the drivers of performance are most volatile and most likely to be ignored.

Accountability still matters. This episode makes the case for doing both halves properly: diagnosing the environment first, then holding people to realistic, well-supported standards.

CHAPTERS

00:00:00: Introduction: performance vs. its drivers

00:02:00: Why managing outputs alone fails

00:04:00: What overmanaging performance looks like

00:05:00: Accountability without support is just pressure

00:06:00: The five drivers: clarity, capability, energy, trust, feedback

00:09:00: Structural drivers and broken systems

00:09:30: What good diagnostic leadership looks like in practice

00:11:00: Why complex change makes this even more critical

00:13:00: Key takeaway and one action to take this week

RESOURCES MENTIONED

Enhanced Leadership by Lee Whitmore: referenced in the discussion on trust and psychological safety. Available at https://mybook.to/EnhancedLeadership

KEY TAKEAWAYS FOR LEADERS

Performance is a lagging indicator. The drivers, clarity, capability, energy, trust, feedback, and systems, are what you can actually influence. Diagnose before you prescribe. Accountability without first examining the environment is pressure, not leadership. During change programmes, the drivers become more volatile, making this discipline more important, not less.

KEY TAKEAWAYS FOR COACHES

Clients presenting performance challenges in their teams are often describing symptoms. Use the five-driver framework as a diagnostic lens. The trust point is particularly relevant: people need psychological safety before they will be honest about what is really getting in the way.

Thank you for watching/ listening.

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This episode is licensed under Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International. 

To view a copy of this license, visit https://creativecommons.org/licenses/by-nc-nd/4.0/

Learn how to separate decision quality from outcome quality so you can lead with confidence, build a process you can defend, and stop letting hindsight rewrite your record.

A well-reasoned decision can still produce a poor outcome. When it does, two powerful psychological biases, outcome bias and hindsight bias, distort how you and everyone around you evaluate what happened. The result is a narrative where failure feels inevitable, warning signs feel obvious, and the decision maker feels foolish, none of which is usually accurate.

This solo episode examines both biases in depth, drawing on original research by Barron and Hershey and Baruch Fischhoff, and brings the theory to life through two landmark real-world cases: Tesco's failed US expansion with Fresh and Easy, and IBM's $5 billion System 360 gamble under Thomas Watson Jr. The episode then makes a critical distinction between a single bad outcome, which may simply reflect the complexity of the world, and a pattern of bad outcomes, which demands genuine scrutiny.

The practical focus is on building a decision-making process that is visible, auditable, and defensible, not to avoid accountability, but to protect the integrity of your reasoning when the outcome disappoints.

CHAPTERS

00:00:00: Introduction: when good decisions go wrong
00:01:30: Outcome bias and hindsight bias explained
00:04:00: The research: Barron, Hershey, and Fischhoff
00:07:30: Annie Duke and the concept of resulting
00:09:00: Case study: Tesco's Fresh and Easy
00:12:00: Case study: IBM's System 360
00:14:00: Judging decision quality through process, not outcome
00:16:00: Making your reasoning visible and auditable
00:18:00: Single bad outcome vs pattern of bad outcomes
00:19:30: Grounded confidence in your own judgement

RESOURCES MENTIONED

Thinking in Bets by Annie Duke: framework for separating decision quality from outcome quality using poker as a lens

KEY TAKEAWAYS FOR LEADERS

Outcome bias and hindsight bias work in tandem: one says a bad result means a bad decision; the other says the result was always obvious. Neither is reliable, and together they make it harder to learn from experience or sustain the confidence to act decisively

Decision quality can only be fairly evaluated using the information available at the time the decision was made. Documenting your reasoning before you know the outcome is not defensiveness; it is honest leadership practice.

A single bad outcome, even a significant one, is not a verdict on your judgement. A pattern of poor outcomes is. Knowing the difference shapes how you carry failure and how you build from it.

The antidote to outcome bias is not caution or over-process; it is a clear, time-efficient decision-making approach that you can stand behind and genuinely learn from.

Thank you for watching/ listening.

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© 2026 LevelUp.

This episode is licensed under Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International. 

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Discover how to reframe a hidden difficulty as the source of your strongest leadership capability, and what it means for the neurodiverse talent on your team.

Every year on the third Thursday of May, Global Accessibility Awareness Day asks a direct question: who is being left out by the way we design things? This episode takes that question into the workplace and makes it personal.

Lee shares the story of Theo Paphitis, the Dragon's Den entrepreneur who credits his dyslexia as the foundation of his business instinct: the ability to problem-solve verbally, make fast decisions, and trust pattern recognition over text. Then Lee reflects on his own journey, from the panic of the workshop flip chart to consistently volunteering to present, and how a strategy built entirely around avoiding writing ended up shaping a career in communication and leadership coaching.

The episode closes with a direct challenge to leaders: when you mandate the method, you design out the people whose thinking doesn't move in straight lines. Ask for the outcome. Define it clearly. Then get out of the way.

CHAPTERS

00:00:00: What is Global Accessibility Awareness Day and why it matters
00:01:30: Theo Paphitis: building a business empire while navigating dyslexia
00:03:30: Lee's story: struggling to write and what that quietly built
00:06:00: The workshop pattern: always volunteering to present
00:08:00: The leadership challenge: method vs outcome
00:09:30: How to unlock the superpowers in a neurodiverse team

KEY TAKEAWAYS FOR LEADERS

The workarounds people build to navigate difficulty often become their most transferable skills. When you mandate the method, report, slide deck, written update, you frequently design out the people whose thinking works differently but whose output could meet or exceed your standard. Separating outcome from method is one of the most practical inclusion moves a leader can make, and it costs nothing.

KEY TAKEAWAYS FOR COACHES

Clients who have spent years managing a hidden difficulty may not have connected their strongest capabilities to that difficulty. Exploring the 'workarounds' they built, rather than the difficulty itself, can surface a more accurate and energising account of how their skills actually developed. This episode is a useful prompt for that conversation.

Thank you for watching/ listening.

#ad Editing my podcast used to be the most time-consuming part of my week. I now use Descript to edit my audio and video by simply deleting words from a transcript. It allows me to create my YouTube Shorts and TikTok clips in a fraction of the time.

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Podcast Background Track: https://pixabay.com/users/poorartistt-45918667/

Guitar Jingle: https://pixabay.com/music/introoutro-guitar-intro-ident-151972/

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Disclaimer.

LevelUp and the podcast host do not endorse, verify, or take responsibility for any products, services, views, or claims presented by guests during podcast episodes. Any opinions or statements made by podcast guests are their own and do not necessarily reflect the views or  positions of LevelUp or its representatives.

© 2026 LevelUp.

This episode is licensed under Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International. 

To view a copy of this license, visit https://creativecommons.org/licenses/by-nc-nd/4.0/

Find out how to identify vanity productivity in your organisation and build a culture that rewards genuine collective value over quick, visible wins.

The 'work smarter, not harder' image is a leadership fixture. But the person rolling a stone ball didn't find a smarter method; they destroyed a useful block, generated waste, and left the consequences for others. That pattern, prioritising the visible quick win over genuine value, is what this episode calls vanity productivity.

Lee examines why organisations inadvertently reward the wrong behaviours, where the incentive to look clever overrides the obligation to deliver collective value. He offers three diagnostic questions to help you audit your team's culture, reconnect recognition with real outcomes, and create the conditions where genuine smart working can thrive.

CHAPTERS

00:00:00: The ball roller story and what is wrong with it
00:05:00: Vanity productivity and how it corrupts culture
00:07:00: What genuine smarter working actually looks like
00:10:00: Three questions to audit your team culture
00:12:00: Closing challenge for leaders

RESOURCES MENTIONED

• Enhanced Leadership by Lee Whitmore: Lee's book on purpose and authentic leadership, available on Amazon https://mybook.to/EnhancedLeadership

  
  

KEY TAKEAWAYS FOR LEADERS

The visible quick win that ignores project context can cost far more than it saves. Prevention, planning, and coordination rarely generate applause, but that is where genuine smart working lives. Ask three questions: what do you celebrate when someone goes above and beyond; how clearly is success defined at system level, not just task level; and is your culture safe enough for people to raise downstream concerns without being seen as a blocker. The person voicing a slow, systematic worry is often your most strategically astute voice.

KEY TAKEAWAYS FOR COACHES

Use the ball roller metaphor as a coaching prompt to surface the tension between local optimisation and system-level thinking. Explore with clients where recognition structures may be quietly misaligned with actual organisational value, and what it would take to shift that.

Thank you for watching/ listening.#ad Editing my podcast used to be the most time-consuming part of my week. I now use Descript to edit my audio and video by simply deleting words from a transcript. It allows me to create my YouTube Shorts and TikTok clips in a fraction of the time.If you want to try it for your own projects, you can sign up here: https://get.descript.com/LevelUpUsing this link costs you nothing extra, but the small commission I receive helps support the work I do on my podcast and articles. Its a great way to support the channel!Music, jingles, and images - attribution.Podcast Background Track: ⁠https://pixabay.com/users/poorartistt-45918667/⁠Guitar Jingle: ⁠https://pixabay.com/music/introoutro-guitar-intro-ident-151972/⁠Images: ⁠https://gemini.google/overview/image-generation/⁠ & ⁠https://www.perplexity.ai/⁠© 2026 LevelUp.This episode is licensed under Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International. To view a copy of this license, visit https://creativecommons.org/licenses/by-nc-nd/4.0/

Global Accessibility Awareness Day is on 21 May.

I'm Lee, a dyslexic author and leadership coach, and I'm dedicating a full episode of LevelUp Leadership to the topic closest to my heart: how AI has made reading, writing, and leadership accessible to me in ways I never thought possible.

The full episode drops in time for GAAD on 21 May.

Follow the podcast now so you don't miss it, and share this with anyone who needs to hear it.

levelupleadership.uk

Learn how to diagnose and redesign team structure so your groups consistently outperform collections of individual talent.Most leaders coach the individual when the real problem is the group.

Dr Colin Fisher, Associate Professor at UCL School of Management and author of The Collective Edge, argues that composition, goals, tasks, and norms determine team performance far more than the talent of the people in the room.

If your meetings have fifteen people, your reward systems are zero-sum, and your team members are spread across too many projects, you already have a structural problem that no amount of individual coaching will fix.

Colin draws on his background as a professional jazz musician and decades of organisational research to show leaders where the real leverage lies.This episode covers meeting size, the cognitive limits of multi-team membership, healthy versus destructive competition, and why the Hogwarts sorting hat is a warning for any leader who sorts people into boxes and leaves them there.

CHAPTERS

00:00:00: Why too many people in meetings is your first structural problem

00:10:30: The four forces that determine whether teams succeed or fail

00:15:00: The cognitive cost of being on too many teams

00:21:30: Healthy competition versus the kind that quietly destroys culture

00:28:30: Why the sorting hat is the real villain in Harry Potter

00:33:00: Balancing conformity and dissent: the constant leadership act

00:37:00: Mike Macdonald, Seattle Seahawks, and defence-led team leadershipR

ESOURCES MENTIONED

The Collective Edge by Colin M. Fisher: Colin's book on the science of group dynamics, published by Simon & Schuster

colinmfisher.com: Colin's website, linking to his free Substack newsletter and book details

IDEO: Design firm used as a research case study for well-structured project teams

Richard Hackman: Foundational researcher in group and team dynamics, referenced by Colin

Teresa Amabile: Harvard social psychologist whose work on creativity influenced Colin's research direction

GUEST BIOGRAPHY

Dr Colin Fisher is Associate Professor of Organisations and Innovation at UCL School of Management. A former professional jazz trumpet player, he completed his PhD at Harvard working with Teresa Amabile and Richard Hackman, and has spent his career studying the conditions under which groups thrive.

His book The Collective Edge: Unlocking the Secret Power of Groups is published by Simon & Schuster.

Thank you for watching/ listening.

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LevelUp and the podcast host do not endorse, verify, or take responsibility for any products, services, views, or claims presented by guests during podcast episodes. Any opinions or statements made by podcast guests are their own and do not necessarily reflect the views or positions of LevelUp or its representatives.

© 2026 LevelUp.T

his episode is licensed under Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International. To view a copy of this license, visit https://creativecommons.org/licenses/by-nc-nd/4.0/

Learn how to lead long-term organisational change without letting visible progress anxiety override the foundational work that actually makes it stick.

When someone asks how long your transformation will take, the honest answer might be 'I don't know.' This episode explores why that answer can reflect strong leadership rather than a weak strategy.

Lee unpacks the difference between meaningful progress and visible progress, why leaders skip foundational work under pressure to show momentum, and what disciplined, incremental change actually looks like in practice. The episode also addresses the specific challenge of leading long-term strategy in an AI environment where the tools keep changing but the direction of travel must stay fixed.

CHAPTERS

00:00:00: Introduction: how long is this going to take?
00:01:00: The keynote moment and the honest answer
00:02:00: Foundations versus visible progress
00:03:00: Outcomes over optics: defining the territory
00:04:00: What strong foundations actually require
00:05:00: The anxiety of visible progress and why it costs you
00:06:00: Cultural change versus operational programmes
00:07:00: Reversible and irreversible decisions under pressure
00:08:00: Purposeful progress: the difference from just being cautious
00:09:00: Leading long-term strategy in an AI environment
00:10:00: Closing question: pace or direction?

RESOURCES MENTIONED

• Enhanced Leadership by Lee Whitmore: Lee's book covering AI strategy, leadership foundations, and long-term transformation; available at https://mybook.to/EnhancedLeadership

KEY TAKEAWAYS FOR LEADERS

• Visible progress and meaningful progress are not the same thing; confusing them is costly

• Strong foundations require genuine clarity of purpose, not just a strategy document or a mission statement

• Under pressure to show momentum, leaders stop tracking which decisions are reversible and which ones are not

• In AI transformation, decouple your strategy from specific tools; your direction must outlast any platform or vendor update

• The right question is not 'how long will this take?' but 'are the foundations right, and is the progress real?'

KEY TAKEAWAYS FOR COACHES

• Clients who are uncomfortable with timeline ambiguity often conflate personal credibility with having a fixed delivery date; explore where that pressure originates

• The distinction between cautious leadership and purposeful progress is worth probing: is your client slowing down strategically, or avoiding commitment?

• Use the two-way door framework as a coaching tool to help clients distinguish which decisions warrant more scrutiny and which can be tested and reversed

Thank you for watching/ listening.#ad Editing my podcast used to be the most time-consuming part of my week. I now use Descript to edit my audio and video by simply deleting words from a transcript. It allows me to create my YouTube Shorts and TikTok clips in a fraction of the time.

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Using this link costs you nothing extra, but the small commission I receive helps support the work I do on my podcast and articles. Its a great way to support the channel!Music, jingles, and images - attribution.Podcast Background Track: ⁠https://pixabay.com/users/poorartistt-45918667/⁠Guitar Jingle: ⁠https://pixabay.com/music/introoutro-guitar-intro-ident-151972/⁠Images: ⁠https://gemini.google/overview/image-generation/⁠ & ⁠https://www.perplexity.ai/⁠© 2026 LevelUp.This episode is licensed under Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International. To view a copy of this license, visit https://creativecommons.org/licenses/by-nc-nd/4.0/

Learn how to build a team where different strengths are a feature, not a problem, using the principles that make great jazz bands consistently outperform groups of equally talented individuals.

Most organisations build teams as if similarity is a strength. Dr. Colin Fisher, Associate Professor at UCL School of Management and author of The Collective Edge, argues the opposite: difference is the point. Drawing on his background as a professional jazz trumpet player, he explains why the structure, roles, and norms that jazz musicians take for granted are exactly what most leadership teams are missing.

The research is clear. High-performing groups tend to sit between three and seven members. Yet most organisational meetings have ten, fifteen, or twenty people in the room, expected to contribute meaningfully in short bursts. If there is one thing Fisher has seen consistently across organisations, it is that too many people in the room is the problem leaders are least likely to name.

This clip is a preview of the full conversation. Subscribe now to catch the full episode at levelupleadership.uk when it drops

GUEST BIOGRAPHY

DR. COLIN FISHER: Colin is Associate Professor of Organisations and Innovation at UCL School of Management, PhD Programme Director, and a former professional jazz trumpet player. His book, The Collective Edge, draws on decades of research into group dynamics, creativity, and improvisation to explain why some teams consistently outperform others.

Learn how to lead courageous conversations that clear tension, sharpen performance, and build a culture where honesty becomes the norm.

Most leaders know the conversations they're avoiding. The unaired tension with a colleague, the performance truth that keeps getting softened, the feedback that's been delayed so long it's almost irrelevant. This episode examines McKinsey's 2026 article 'Courageous Conversations: How to Lead with Heart' and unpacks what it actually demands of working leaders.

Lee explores the four patterns McKinsey identifies: legitimising dissent, surfacing withholds, delivering performance truths with both clarity and humanity, and reframing feedback as feedforward. He also examines the seasonal model of leadership courage and why the habits that serve you in one phase of your tenure can work against you in another. The episode closes with a single practical challenge that will surface exactly where your own work lies.

CHAPTERS

00:00:00: Introduction and opening questions

00:03:10: Why courage starts with the word itself

00:06:45: The research context and key statistics

00:11:20: Pattern one: legitimising professional dissent 00:17:00: Pattern two: surfacing withholds

00:22:30: Pattern three: performance truths, hardware and software

00:28:00: Pattern four: feedback and feedforward

00:33:45: The seasonal model of leadership courage

00:40:10: What this means in day-to-day practice

RESOURCES MENTIONED

McKinsey, 'Courageous Conversations: How to Lead with Heart' (2026): the primary article examined in this episode

'A CEO for All Seasons' by McKinsey: source of the seasonal leadership model discussed

Enhanced Leadership by Lee Whitmore: explores authenticity, the alignment between belief, speech, and behaviour — available at mybook.to/EnhancedLeadership

KEY TAKEAWAYS FOR LEADERS

Your tone in unscripted moments sets the cultural norm more reliably than any values document or strategy presentation. Unresolved tensions carry a measurable performance cost; McKinsey's data suggests collaborative output can drop by 30 per cent when relational friction is left unaddressed. Clarity in performance conversations is an act of respect, not harshness. Vague feedback delays difficulty and compounds it. The seasonal model reframes courage as contextual: what the role requires in year one is not what it requires in year six. Start with one conversation you have been putting off.

KEY TAKEAWAYS FOR COACHES

The hardware/software distinction in performance conversations is a useful coaching frame: most difficult conversations fail not because the leader lacks the facts, but because the delivery is misaligned. The shift from feedback to feedforward, from what happened to what is possible, changes the entire orientation of a development conversation. Use the seasonal model diagnostically: ask your client what season they are in and whether their habitual expression of courage still fits the context.

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Learn how to delegate decision-making rights without creating dependency or losing accountability across your organisation.If every decision in your organisation requires your sign-off, you haven't built a team, you've built a dependency.

Lee and returning guest Chris March cover why leaders struggle to let go, how to set clear delegation frameworks, and where decision authority should actually sit.

They explore the escalation triggers that should involve senior leadership, the difference between one-way and two-way door decisions, and why psychological safety is the foundation of genuine delegation. Chris shares a practical framework: clear outcomes, defined timelines, and mutual accountability. And through it all, both make the case that human connection remains your sharpest edge in an AI-driven world.

CHAPTERS

00:00:00: Introduction and episode overview

00:03:00: What Chris is learning: AI, Claude, and digital marketing

00:08:00: AI ethics, trust, and keeping your own voice

00:12:00: Bridging the gap between frontline and executive decision making

00:20:00: Reverse mentoring and closing the information gap

00:26:00: Why leaders struggle to delegate and how to fix it

00:32:00: Delegation framework: outcomes, timelines, accountability

00:38:00: One-way vs two-way door decisions

00:43:00: Psychological safety and the great mistake register

00:48:00: Cross-cultural leadership: seen, heard, and valued

00:54:00: AI as an amplifier, not a replacement

00:57:00: Chris's three leadership tips: critical thinking, communication, health

RESOURCES MENTIONED

Dan Martell's 'come with a solution' approach: framework for reducing upward dependency

Jeff Bezos two-way door concept: distinguishing reversible from irreversible decisions

Vinh Giang: Australian keynote speaker and former magician; practical tips on communication via self-recording

Enhanced Leadership by Lee Whitmore: available at mybook.to/EnhancedLeadership

GUEST BIOGRAPHY

Chris March is an executive coach and strategic advisor working with founders, executives, and leadership teams across Australia, North America, and Europe. He is the founder of Chris March Coaching, specialising in organisational scaling and leadership development.

Connect with Chris on linkedin.com/in/christopherrmarch/ or at chrismarchcoaching.com

Thank you for watching/ listening.

Ad. Editing my podcast used to be the most time-consuming part of my week. I now use Descript to edit my audio and video by simply deleting words from a transcript. It allows me to create my YouTube Shorts and TikTok clips in a fraction of the time.

If you want to try it for your own projects, you can sign up here: https://get.descript.com/LevelUp

Using this link costs you nothing extra, but the small commission I receive helps support the work I do on my podcast and articles. Its a great way to support the channel.

Music, jingles, and images - attribution.

Podcast Background Track: https://pixabay.com/users/poorartistt-45918667/

Guitar Jingle: https://pixabay.com/music/introoutro-guitar-intro-ident-151972/

Images: https://gemini.google/overview/image-generation/ & https://www.perplexity.ai/

Disclaimer.

LevelUp and the podcast host do not endorse, verify, or take responsibility for any products, services, views, or claims presented by guests during podcast episodes. Any opinions or statements made by podcast guests are their own and do not necessarily reflect the views or positions of LevelUp or its representatives.

© 2026 LevelUp.

This episode is licensed under Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International.

To view a copy of this license, visit https://creativecommons.org/licenses/by-nc-nd/4.0/