The Well-led Podcast

By WRKdefined Podcast NetworkBusiness Technology Management

The Well-led Podcast episodes

May 12How will I know?
Accountability is often treated like punishment or oversight, but in practice, it is much more connected to clarity, consistency, trust, and personal responsibility. In this episode of The Well-led Podcast, Kate Johnson shares reflections from two contributors with very different leadership experiences and perspectives. Together, they explore how accountability changes across roles, relationships, and seasons of life, why leaders lose credibility when expectations are inconsistently enforced, and how internal accountability shapes both leadership and personal effectiveness. The conversation also examines company policy, consequences, motivation, and the tension between supporting people and maintaining standards.

Guest Information, listed alphabetically
ANISHA JENNINGS is an engineer, educator, tech empowerment partner, podcast host and the founder of Jennings Tech Corner. With more than 10 years of experience in IT, web development, systems optimization and teaching, she helps founders, coaches, mentors and small business owners bring their stories to life through beautifully designed, strategic and conversion driven websites. She also hosts Your American Dream with Anisha, a podcast dedicated to amplifying the voices and journeys of immigrant women and women of color entrepreneurs across the United States.
LinkedIn profile: https://www.linkedin.com/in/anisha01/

Business website (if any): https://jenningstechcorner.com/

Podcast: https://www.youtube.com/@anishajennings

KRISTIE SCHOONOVER serves as the Director of Talent and Learning Development for pep, LLC, a marketing operations firm. She is an active member of the local HR and Talent community, with expertise in leadership development, performance management, strategic planning, and workforce upskilling. Kristie is also an innovator who is building her AI acumen and leading internal programs to integrate generative and other tools into her organization’s talent efforts.
LinkedIn profile: https://www.linkedin.com/in/kristie-schoonover-0123956/

About pAper©
pAper© is a practical analog method for personal effectiveness designed to help you build a simple, personalized system for managing your priorities, time, and responsibilities. Instead of relying on pre-designed planners or productivity apps, the pAper© approach teaches you how to create your own tools using handwritten practices.
The goal isn’t to become more organized. The goal is to become more effective—connecting your daily work to the results that matter most.
Learn more about the pAper© learning experience at: www.one23ltd.com/paper

Key Takeaways
Accountability requires clarity about expectations, ownership, and follow-through

Leaders lose credibility when standards are enforced inconsistently

Trust changes how leaders monitor and support people

Holding people accountable is different from micromanaging them

Team members pay close attention to what leaders allow or ignore

Company policies should be explained clearly and reinforced consistently

Good performance in one area does not erase responsibility in another

Internal accountability becomes more important as personal freedom increases

Accountability evolves across different stages of life and leadership

Effective leadership requires balancing support, responsibility, and consequences

Timestamps
00:00 – Introduction & theme of accountability
01:19 – Defining accountability in leadership
02:40 – Learning to lead and hold others accountable
06:15 – Consistency, policy enforcement, and credibility
09:15 – “Good nurse, but…” and organizational alignment
10:49 – Introduction of Anisha Jennings
11:24 – Accountability, motivation, and personal responsibility
15:17 – How accountability changes across life stages
16:50 – Internal versus external accountability
19:15 – Closing reflections, toolkit, and pAper©

Keywords
leadership accountability, accountability at work, leadership credibility, company policy, personal responsibility, internal motivation, leadership expectations, accountability examples, leadership communication, effective leadership
21 min
May 05Accountability begins at the beginning
What does accountability really mean in leadership—and why does it so often feel like punishment? In this episode, Kate Johnson reframes accountability as an essential leadership process that supports performance, rather than a reaction to failure. You’ll learn how accountability connects directly to clarity, why it must be established before work begins, and how leaders can sustain it through observation, feedback, and follow-through. This episode offers a practical model for designing the conditions that allow people and teams to succeed.
If you would like practical tools that accompany conversations like this one, you can request the current free leadership toolkit at https://www.one23ltd.com/toolkits Subscribers to the onetwentythree ltd newsletter receive these resources automatically each month.

About pAper©
pAper© is a practical analog method for personal effectiveness designed to help you build a simple, personalized system for managing your priorities, time, and responsibilities. Instead of relying on pre-designed planners or productivity apps, the pAper© approach teaches you how to create your own tools using handwritten practices.
The goal isn’t to become more organized. The goal is to become more effective—connecting your daily work to the results that matter most.
Learn more about the pAper© learning experience at: www.one23ltd.com/paper

Key takeaways
Accountability is often misunderstood as punishment, but it is actually the foundation of performance.

“Holding people accountable” is reactive and often too late to be effective.

True accountability exists when trust, transparency, and communication are present.

Accountability begins with clear expectations set before work starts.

Leaders must stay engaged during the work through observation and feedback.

Measurement is essential for understanding results and managing performance.

Consequences are neutral—they simply reflect what follows an action.

Accountability is a continuous process: before, during, and after the work.

Leaders initiate and sustain accountability systems; they cannot delegate this responsibility.

Performance is the natural result of well-designed accountability.
Timestamps
00:00:00 — Why accountability is misunderstood / problem with “holding people accountable”
00:00:20 — Accountability within the Well-Led framework
00:02:10 — Five principles of accountability
00:02:38 — The accountability process explained (before/during/after, Venn model)
00:03:41 — Blueprint and expectation-setting
00:04:49 — Observation and feedback in action
00:06:03 — Follow-through and consequences
00:08:29— Real-world leadership applications (new hire, special project, performance improvement)
00:13:28— Accountability as daily leadership practice

Keywords
accountability in leadership, performance management, leadership expectations, workplace accountability, leadership communication, employee performance, feedback and accountability, leadership development, management skills, organizational performance
19 min
April 28What does clarity look like?
Clarity is one of the most important leadership skills—and one of the most overlooked. In this episode, you’ll learn what clarity actually looks like in practice, when it matters most, and how to apply it before work begins, at the start of work, and during times of change. You’ll walk away with simple, repeatable actions that improve focus, reduce stress, and help your team perform at a higher level.

If you would like practical tools that accompany conversations like this one, you can request the current free leadership toolkit at https://www.one23ltd.com/toolkits . Subscribers to the onetwentythree ltd newsletter receive these resources automatically each month.

About pAper©
pAper© is a practical analog method for personal effectiveness designed to help you build a simple, personalized system for managing your priorities, time, and responsibilities. Instead of relying on pre-designed planners or productivity apps, the pAper© approach teaches you how to create your own tools using handwritten practices.
The goal isn’t to become more organized. The goal is to become more effective—connecting your daily work to the results that matter most.
Learn more about the pAper© learning experience at: www.one23ltd.com/paper

Key Takeaways
Clarity is not a one-time communication—it’s an ongoing leadership discipline

Most leadership problems are actually clarity failures upstream

Leaders must define purpose, communication, and relationships before work begins

Clarity starts with thinking, not speaking

“Who does what by when” is the simplest way to set expectations

Lack of clarity creates “swirl”: rework, hesitation, and second-guessing

Clear expectations reduce stress and improve employee well-being

Clarity creates autonomy—it does not restrict it

Communication must be filtered, organized, and relevant—not just shared

Psychological safety depends on leaders explicitly inviting questions

Timestamps
0:00:02 — What clarity actually means in leadership
0:01:44 — Before work begins: defining purpose, communication, relationships
0:04:47 — At the start of work: setting clear expectations
0:06:30 — How clarity impacts employee well-being
0:09:26 — During change: why clarity matters more
0:11:45 — Why communication alone doesn’t create clarity
0:14:20 — Three simple practices to apply immediately

Keywords:
leadership clarity, setting expectations at work, leadership communication skills, clarity in management, team alignment, workplace productivity, change management communication, leadership effectiveness, employee engagement, role clarity
18 min
April 21Green square to green square
Leadership clarity is one of the most practical skills a leader can develop—but it’s also one of the most overlooked. In this conversation, Kate Johnson explores what clarity really means in leadership with Kristie Schoonover, a learning and development leader who works daily with managers trying to align teams, communicate expectations, and support employees through change. Together, they examine how unclear direction creates confusion, burnout, and misaligned work, and why clarity requires deliberate thought work from leaders. You’ll hear practical examples of how team charters, communication norms, and purposeful messaging help leaders connect daily tasks to organizational purpose. The episode also explores how AI tools can support leaders in summarizing information, testing communication, and preparing for different audience reactions.

If you would like practical tools that accompany conversations like this one, you can request the current free leadership toolkit at https://www.one23ltd.com/toolkits
Subscribers to the onetwentythree ltd newsletter receive these resources automatically each month.

About pAper©
pAper© is a practical analog method for personal effectiveness designed to help you build a simple, personalized system for managing your priorities, time, and responsibilities. Instead of relying on pre-designed planners or productivity apps, the pAper© approach teaches you how to create your own tools using handwritten practices.
The goal isn’t to become more organized. The goal is to become more effective—connecting your daily work to the results that matter most.
Learn more about the pAper© learning experience at: www.one23ltd.com/paper

Key takeaways
Leadership clarity connects daily tasks to a larger organizational purpose.

Lack of clarity from leaders can stall teams and lead to burnout.

Team charters and team norms help create shared expectations about how work gets done.

Leaders must create time for “thought work” to develop strategy and direction.

Clarity is different from transparency—clarity organizes information so people can act on it.

Timestamps
[0:00:06] – Setting the Stage: Leadership, Care, and Clarity

[0:01:06] – Christy’s Path: From Marketing Ops to Learning & Development

[0:03:22] – Returning from Leave: Double Change and Deep Ambiguity

[0:05:52] – Personal Life, Positive Stress, and the Cognitive Load of Change

[0:07:30] – The Green Square: How Messages Get Distorted in Transit

[0:10:15] – When Leaders Lack Clarity: Burnout, Purpose, and Team Direction

[0:13:46] – Team Charters: Making Ways of Working Explicit

[0:19:44] – Jazz Band Leadership: Roles, Strengths, and Psychological Safety

[0:29:46] – Thought Work: Putting Thinking Time on the Calendar

[0:38:34] – Using AI for Clarity: Summarizing, Tailoring, and Testing Messages

Keywords
leadership clarity

clear expectations at work

team charter leadership

leadership communication skills

psychological safety teams

thought work leadership

clarity vs transparency leadership

team norms workplace

AI tools for leaders

leadership purpose alignment
49 min
April 15Stuck in the swirl
Clarity is one of the most practical leadership skills, yet its absence is often felt before it is recognized. In this Other Voices episode, two experienced leaders reflect on moments when unclear expectations and conflicting direction disrupted their work. Their insights illustrate how a lack of clarity can affect focus, productivity, confidence, and even personal wellbeing.

Through real examples from healthcare leadership and consulting work, this conversation explores the emotional and practical consequences of unclear expectations, shifting priorities, and inconsistent direction from multiple leaders. The episode also highlights the leadership responsibility to create clear frameworks, align expectations with peers, and communicate priorities in ways that allow employees to work with both focus and autonomy.

Listeners will come away with a deeper understanding of why clarity is foundational to effective leadership—and how leaders can reduce confusion, improve productivity, and foster healthier work environments through clear expectations and communication.

About pAper©
pAper© is a practical analog method for personal effectiveness designed to help you build a simple, personalized system for managing your priorities, time, and responsibilities. Instead of relying on pre-designed planners or productivity apps, the pAper© approach teaches you how to create your own tools using handwritten practices.
The goal isn’t to become more organized. The goal is to become more effective—connecting your daily work to the results that matter most.
Learn more about the pAper© learning experience at: www.one23ltd.com/paper

If you would like practical tools that accompany conversations like this one, you can request the current free leadership toolkit at https://www.one23ltd.com/toolkits Subscribers to the onetwentythree ltd newsletter receive these resources automatically each month.
Guest Information, listed alphabetically
Amy Stockman is a seasoned healthcare executive with a reputation for achieving results in the midst of complex change. She thrives in highly collaborative environments and is often seen as the go-to leader when there is a need to create entirely new programs, processes, and connections.

Michele Wilson is an expert in change leadership, healthcare operations, and storytelling. She has worked in patient-facing roles, served as a change practice leader and master facilitator, overseen the operation of multi-site physician practices, and now works as a leader within a consulting firm to guide the success of teams and large-scale change initiatives.
Michele Wilson | LinkedIn

Key takeaways
Unclear expectations often lead employees to feel stuck, distracted, or unsure how to move forward.

Conflicting direction from multiple leaders is one of the most disruptive forms of unclear leadership.

Lack of clarity can affect productivity, focus, emotional wellbeing, and confidence in work.

Clear frameworks or roadmaps help employees stay motivated and oriented toward goals.

When priorities change, leaders should clearly explain the reason for the shift.

Leadership clarity often begins with alignment between leaders before direction reaches the team.

Resetting expectations is essential when circumstances or goals change.

Clarity is not micromanagement; it helps define autonomy and responsibility.

Reflection on leadership experiences helps leaders improve clarity in communication.

Teams perform better when expectations are visible, shared, and reinforced consistently.
Timestamps
[0:00:00] – Opening & Theme Introduction
[0:01:30] – Amy’s Introduction
[0:02:40] – Three Forms of Lack of Clarity
[0:03:45] – Conflicting Directions from Multiple Leaders
[0:06:13] – Michele’s Introduction
[0:07:10] – Clarity as Framework/Roadmap
[0:08:30] – Emotional & Productivity Impact
[0:10:21] – Kate’s Takeaways on Clarity & Leadership

Keywords
leadership clarity, clear expectations leadership, workplace communication, leadership productivity, management communication, employee autonomy, leadership frameworks, organizational leadership, team productivity, leadership reflection
15 min
April 07Clarity, the Mother Skill
Clarity is one of the most practical leadership skills because it turns ideas into action. In this episode, Kate Johnson explores why clarity is the starting point for supporting employees and enabling performance. She explains how leaders create clarity in three key areas—purpose, communication, and relationships—and how doing so helps teams understand priorities, connect to their work, and move forward with confidence.

The latest companion toolkit is available to request at https://www.one23ltd.com/toolkits and subscribers receive new resources automatically each month via the one23ltd newsletter.

Key takeaways
Clarity is the “mother skill” that allows other leadership skills to function effectively.

Leadership development begins with care, but supporting performance requires practical clarity.

Leaders must make purpose visible and actionable—not just talk about it conceptually.

A simple question can unlock clarity of purpose: What is the purpose of what?Leaders need clarity about their own role, their organization’s mission, and their team’s contribution.

Clear communication requires internal consistency between words, values, and actions.

Employees experience communication as trustworthy when it is straightforward and reliable.

Many workplace engagement issues trace back to a lack of clarity from leadership.

Relationship clarity includes boundaries, connections, and organizational channels.

When leaders illuminate purpose, communication, and relationships, they create the conditions for team success.
Timestamps
[0:00:02] – Introduction of clarity as the “mother skill” in leadership.
[0:00:46] – Link between vulnerability (care) and clarity (support); preview of accountability and feedback.
[0:01:53] – Identification of the podcast: “This is the Well Led Podcast, and I’m your host, Kate Johnson.”
[0:02:21] – Etymology: clarity / claritas = brightness, metaphor of a leader “turning on a light.”
[0:03:29] – Introduction of clarity of purpose and the question: “The purpose of what?”
[0:05:15] – Practical exercise: three questions to clarify leader, company, and team purpose.
[0:06:14] – Shift to clarity of communication and the two kinds of consistency (internal and experienced).
[0:10:09] – Introduction of clarity of relationships (boundaries, connections, channels).
Keywords
leadership clarity, clarity in leadership, leadership communication, leadership purpose, employee engagement, leadership transparency, organizational communication, leadership effectiveness, workplace relationships, leadership development
14 min
March 31Relationships are how we get work done
Why do relationships matter so much at work?
In this quarterly synthesis episode of The Well-led Podcast, Kate Johnson reflects on the leadership competency of demonstrating care. Drawing on the past three months of conversations about vulnerability, empathy, and good humor, she explores how these skills combine to build trust, deepen understanding, and create consistency in leadership. Through a candid discussion with her husband Nate—who brings a different leadership background including scouting, military service, and private industry—the episode examines practical leadership questions:
Where vulnerability should have boundaries,

How empathy works in real workplace situations, and

Why good humor can reset difficult moments.
Together they explore how relationships enable leaders to connect people, solve problems, and move work forward across teams and organizations.

The latest companion toolkit is available to request at https://www.one23ltd.com/toolkits, and subscribers receive new toolkits automatically.

Key takeaways
Demonstrating care is built from three leadership skills: vulnerability, empathy, and good humor.

Vulnerability means acknowledging your humanity while maintaining appropriate boundaries.

Trust begins when leaders show they are human and imperfect.

Empathy requires listening and dialogue to understand other perspectives.

People can interpret the same situation in dramatically different ways.

Good humor is the ability to respond thoughtfully to difficulty.

Consistency in leadership behavior strengthens workplace relationships.

Strong relationships help leaders connect people and remove barriers to work.

Apologies are one of the most powerful tools leaders have.

Leaders can model human leadership even when it is not modeled above them.
Timestamps
[0:00:00] Setting the Stage: Leading Like a Human
[0:02:55] Meet Nate: Real-World Leadership Perspectives
[0:05:07] Vulnerability: Making Humanity Visible
[0:13:03] Vulnerable, Not Naked: Finding the Line
[0:17:33] A Common Example: Practicing Appropriate Disclosure
[0:20:01] Empathy on a Jury: Many Views, One Experience
[0:23:45] Empathy vs. Consensus: Boundaries and Roles
[0:25:45] Good Humor in Action: A Story
[0:27:35] Scaling Care: From Small Shops to Large Organizations
[0:37:40] The Power of Apology and Closing Reflections
Keywords
human leadership, leadership vulnerability, empathy in leadership, good humor leadership, mindset, healthy workplace relationships, trust in leadership, organizational effectiveness, leadership emotional intelligence, leadership communication, demonstrating care leadership skill
44 min
March 24Choose your starting point
This episode explores how leaders can actively choose a more balanced, effective mindset—what Kate calls “good humor,” also understood as equanimity. You’ll learn how to recognize unhelpful thinking patterns, replace them with more constructive perspectives, and apply simple practices to stay calm, curious, and intentional—even under pressure. The episode also connects mindset work to real leadership behaviors like giving feedback, managing stress, and repairing missteps.

The latest companion toolkit, “Leading with Empathy: Practical Techniques for Sustainable Leadership,” is available now. Visit https://www.one23ltd.com/toolkits to request your free copy. When you subscribe, you’ll automatically receive future leadership tools and resources from onetwentythree ltd.

Please visit these resources, created by The Conscious Leadership Group:
Locating Yourself - A Key to Conscious Leadership (video)

Locating Yourself: Above or Below? (handout)

Conscious Breathing (meditation)

Key takeaways
Good humor is a practiced leadership skill, not a personality trait

Equanimity means staying calm, aware, and engaged under stress

Mindsets shape leadership behavior more than intentions alone

Writing down your thoughts helps expose limiting beliefs

Replacing—not arguing with—unhelpful thoughts creates change

Feedback avoidance is often a mindset problem, not a skill issue

Visualization and imagination can reshape leadership habits

“Above the line” thinking supports curiosity and openness

Simple reflection practices can shift your state in real time

Recovery after failure requires reflection, grace, and repair

Timestamps
[0:00:00] Equanimity: The Deeper Meaning of Good Humor in Leadership
[0:01:30] Are Leaders Born This Way? Reframing “Natural” Leadership
[0:03:00] Tax Season Truths: A Personal Case Study in Mindset Shifts
[0:04:00] From “I’m Failing” to “Part of the Story”: Rewriting the Money Narrative
[0:05:00] “I’m Bad at Feedback”: The Sneaky Mindset Holding Leaders Back
[0:06:30] Four New Feedback Beliefs: Kindness, Practice, and Growth
[0:07:49] Above or Below the Line? Locating Your Leadership Mood
[0:09:00] More Than Two Possibilities: Staying Open, Curious, and Kind
[0:10:30] Play, Rest, and Peak Performance: Caring for the Whole Team
[0:12:30] When Good Humor Misses the Mark: Reflection, Repair, and Grace

Keywords
leadership mindset, equanimity at work, emotional regulation leadership, giving feedback as a leader, leadership self-awareness, mindset shift techniques, conscious leadership above the line, leadership reflection practice, managing stress at work, leadership development tools
17 min
March 17We always have a choice
Most of the time, we lead in workplaces filled with pressure, uncertainty, and constant change. Do leaders have to approach these circumstances with stress and anxiety? Or is there a different, better choice?

In this episode, Kate Johnson is joined by guest Michele Wilson to explore the role of good humor as a leadership capability. Rather than forced positivity or ignoring difficult realities, good humor is described as the ability to face challenges honestly while choosing care, kindness, and constructive action. Leaders who model this mindset help teams navigate difficult decisions, maintain professionalism, and bring their best selves to work even when circumstances are demanding.

The latest companion toolkit, “Leading with Empathy: Practical Techniques for Sustainable Leadership,” is available now. Visit https://www.one23ltd.com/toolkits to request your free copy. When you subscribe, you’ll automatically receive future leadership tools and resources from onetwentythree ltd.

Michele Wilson is an expert in change leadership, healthcare operations, and storytelling. She has worked in patient-facing roles, served as a change practice leader and master facilitator, overseen the operation of multi-site physician practices, and now works as a leader within a consulting firm to guide the success of teams and large-scale change initiatives.
Michele Wilson | LinkedIn

Key takeaways
Good humor is not about jokes or constant positivity—it is a leadership attitude grounded in choice.

Leaders must acknowledge reality without catastrophizing difficult situations.

Every employee always has choices at work, even if they do not like the available options.

Treating employees like adults creates trust and accountability.

Leaders influence workplace culture through the attitude they bring to daily interactions.

Teams repeatedly cycle through forming, storming, norming, and performing as circumstances change.

Leaders must consider both workplace challenges and the personal realities employees bring with them.

Assuming positive intent reduces conflict and improves collaboration.

Global stress and uncertainty have made grace and patience especially important leadership behaviors.

Leadership ultimately centers on helping others bring their best selves to the work.

Timestamps
[0:00:39] Introduction of the focus on good humor and leadership, and setting the intention for a deeper conversation about attitude and choice.
[0:03:59] Working definition of good humor: not forced positivity or denial, but an attitude that embraces both difficulty and capability, grounded in choice.
[0:05:21] Exploration of balance: avoiding both catastrophizing and over‑reliance on humor as deflection; recognizing that some situations are serious.
[0:08:29] Connection between good humor, choice, and leaders demonstrating care by helping people see and navigate their real options during change.
[0:13:09] Explanation of adult‑to‑adult communication in organizations, using return‑to‑office decisions to illustrate how to present expectations and choices.
[0:17:54] Example of using a daily gratitude practice (“three things we’re grateful for”) to structure attitude during a disruptive office move.
[0:22:25] Discussion of the recurring forming–storming–norming–performing cycle and how changing circumstances and life events repeatedly reshape teams.
[0:29:18] Framing recent years as a period of “perpetual amygdala hijack” and the argument for extending grace and lowering reactivity in leadership.
[0:39:24] Final mindset takeaway for leaders: the role is to support the people doing the work, centering their success rather than self-focus.

Keywords
leadership mindset, good humor leadership, leadership attitude, workplace culture leadership, leadership choices, change management leadership, team dynamics leadership, empathy in leadership, leadership communication, bringing your best self to work
42 min
March 10Choosing hopefulness and calm
What does it mean to go to work in good humor—especially when the workplace feels heavy or demanding? In this Other Voices episode of The Well-led Podcast, two experienced leadership practitioners reflect on the role of good humor in leadership. They explore how humor is not simply about laughter, but about a mindset leaders bring with them: a balance of perspective, calm, openness, and humanity. Through personal stories and thoughtful frameworks, the contributors describe how leaders can choose steadiness over reactivity, remain hopeful without ignoring reality, and create environments where people feel safe to engage honestly. This episode offers practical insight into why good humor matters for leadership effectiveness and how leaders can cultivate it in everyday work.

The latest companion toolkit, “Leading with Empathy: Practical Techniques for Sustainable Leadership,” is available now. Visit https://www.one23ltd.com/toolkits to request your free copy. When you subscribe, you’ll automatically receive future leadership tools and resources from onetwentythree ltd.

And special thanks to this month’s contributors. Read on to learn more about them.

Jackye Clayton is a writer, podcaster, and HR Tech people leader with 15+ years of experience in talent acquisition, recruiting leadership, and inclusive hiring. She helps leaders and organizations stop guessing and start building high-performing teams with clear, compassionate, and curiosity-driven talent strategies.
Jackye Clayton ♕ - People in Squares | LinkedIn
Jackye Clayton
People Puzzles

Katharine Manning is a speaker, author, and trainer who has spent more than 25 years working at the intersection of trauma and leadership. Her book, The Empathetic Workplace, provides clear direction and support for leaders who want to respond to trauma on the job with compassion, calm, and confidence.
Katharine Manning - Blackbird | LinkedIn
Blackbird
Katharine Manning

Phil Wagar is a seasoned leader with extensive experience in all components of organizational development. He is a master facilitator, specializing in the subjects of leadership, learning, and change, whose strengths lie in ideation, adaptability, and forming deep connections with others.
Phil Wagar | LinkedIn

Key takeaways
Good humor at work is a deliberate mindset, not simply a moment of laughter.

Leaders can choose their emotional posture before entering a meeting or beginning the workday.

Maintaining perspective helps leaders avoid reacting impulsively to everyday frustrations.

A calm and hopeful disposition allows leaders to remain open to feedback and new ideas.

Humor and lightness can make difficult work more manageable without minimizing its seriousness.

When leaders operate without good humor, workplaces can become tense, closed, and overly reactive.

Focusing on purpose and the human impact of work helps sustain a positive leadership mindset.

Cultivating curiosity and learning keeps leaders grounded during challenging situations.

Recognizing the absurd or unexpected aspects of workplace life can help leaders maintain perspective.

Good humor strengthens connection, trust, and resilience within teams.

Timestamps
[0:00:04] – Framing the episode
[0:02:16] – Why good humor at work matters
[0:03:30–0:04:40] – Choosing your stance
[0:05:40–0:06:30] – The cost of humorless leadership
[0:06:30–0:07:09] – Good humor as a leadership competency
[0:07:09–0:09:00] – Volunteering-in-the-rain story
[0:09:00–0:10:16] – Grief, joy, and “grief camp”
[0:10:16–0:13:30] – Definition of good vs. ill humor
[0:13:30–0:19:42] – Four practices for good humor
[0:20:22–end] – Synthesis and call to action

Keywords
leadership humor, good humor at work, leadership mindset, emotional intelligence leadership, workplace culture leadership, leadership emotional regulation, positive leadership habits, workplace perspective and resilience, human leadership, leadership communication
23 min

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