The Manager Lab

Gallup's research shows AI adoption is rising: more employees are using AI personally than organizations have formally integrated it. The biggest productivity gains come when people use AI in multiple, specialized ways and when managers actively support and guide that use.

In this episode Greg Gillum explains why managers—not just technology—determine whether AI leads to better work. He shares four practical actions: put AI into one-on-ones, pick one workflow to experiment with, share wins with the team, and measure outcomes rather than AI usage. Try a simple experiment this week to help your team turn AI into real improvements.

New research highlighted in Harvard Business Review argues that workers who change organizations frequently often become faster at adapting and reaching peak performance in new environments. This episode explains why managers should stop assuming mobility equals disloyalty and instead evaluate what candidates learned from each move.

Practical takeaways include hiring for adaptability, asking interview questions that probe how candidates navigate new cultures, and tailoring onboarding to show how your organization actually works. The episode encourages managers to view some resumes as evidence of repeated, valuable practice entering and performing in new settings—not automatic red flags.

This episode explores a Harvard Business Review warning that AI can homogenize managers' voices and weaken leadership if misused. It explains why a manager's unique judgment, empathy, stories, and presence remain the competitive advantage in the AI era.

Practical takeaways include using AI for drafts not decisions, protecting your leadership voice, never outsourcing empathy, widening your thinking with AI, and applying simple habits (like the 80/20 rule) to keep AI from flattening your style.

This episode explores the idea of "invisible work" — the unrecognized mentoring, coordination, and problem‑solving that keeps teams running but rarely appears in job descriptions.

Learn how managers can spot and value that hidden labor by asking better questions, making contributions visible in reviews, rotating responsibilities, and protecting high performers to prevent burnout and strengthen the whole team.

This episode explains why AI alone doesn't determine junior employee performance, drawing on a Harvard Business Review study that shows top contributors combine AI with judgment, curiosity, and verification.

Managers are given five practical actions — review thinking, reward better questions, verify routinely, coach decision-making, and celebrate human insight — to build teams that know when to trust, question, and improve AI output.

What if your next big solution is already in the hands of people doing the work? This episode reviews a Harvard Business Review piece that shows frontline employees see problems early and often have practical fixes.

It gives managers concise actions—ask weekly improvement questions, spend time where work happens, make it easy to contribute ideas, close feedback loops, and celebrate small wins—to build psychological safety and continuous improvement.

In this episode of Manager Lab we explore John Maxwell's Law of Legacy: leadership is measured by succession. Learn why developing leaders, not dependence, matters and discover three core lessons and four practical actions managers can use now to build long-term strength.

We cover identifying successors, delegating growth opportunities, transferring knowledge, and scheduling development conversations to ensure your team's success continues after you leave.

In this episode of Manager Lab we unpack John C. Maxwell’s Law of Explosive Growth: leading followers adds growth, but developing leaders multiplies it. We examine why relying on one leader creates a bottleneck and why investing in leadership development expands organizational capacity.

Key takeaways include stop being the team’s hero, spot leadership potential early, delegate ownership (not just tasks), and measure success by how many leaders you develop. Practical steps: identify three future leaders, assign someone real ownership, and coach them to think and decide rather than solving every problem for them.

Ultimately, your highest value as a manager is making yourself less indispensable by creating leaders who can sustain and multiply results long after you’re gone.

In this episode of The Manager Lab we explore how leaders recover when mistakes become public, focusing on ownership, separating failure from identity, and turning errors into system improvements.

Listeners will learn five practical actions—communicate early, focus on facts, create prevention plans, stay visible, and earn trust through small wins—to rebuild credibility and strengthen their teams.

In this episode of Manager Lab we explore John Maxwell's Law of Timing — the idea that when you act is as important as what you do. Using Franklin D. Roosevelt's early leadership during the Great Depression as an example, we show how timing can turn good decisions into breakthroughs or failures.

Key takeaways include learning to read your team's readiness, avoiding confusing activity with progress, and spotting brief windows of opportunity when change is easiest.

Actionable tips cover four timing questions to ask before decisions, how to build readiness through communication and trust, and the importance of observing your team to sense momentum and resistance.