Work of Fiction

Pete "Maverick" Mitchell has been recalled to Top Gun—but this time, as a teacher. Can he overcome his maverick tendencies to turn the newest hot shot pilots into a team? Join NOBL as we discuss:

- If leadership can be taught (1:04)

- Special considerations for leading a team of high-performers (5:00)

- When to get involved and when to let go as a leader (10:30)

- Helping individuals get into their growth zone(17:30)

Coming this Sunday: an all-new episode exploring what it means to lead a high-performing team, as depicted in Top Gun: Maverick. We'll debate whether leadership can be taught, when to grip and when to let go as a leader, and more. Don't miss out—subscribe to get the latest updates!

To work at mysterious corporation Lumen, Mark Scout has undergone a “severance” procedure: when he’s at work, he only remembers what happens work, and when he’s at home, he only remembers what happens at home. But when a former coworker shows up at his home, Mark starts to questions what exactly he’s doing during his 9-5. In other words, it’s the perfect scenario to examine:

- The return to the office (1:45)

- What it means to bring your “whole self” to work (6:33)

- Psychological safety and vulnerability in the workplace (10:06)

- Opting in and out of sharing at work (13:07)

- Work-life balance and burnout (15:17)

- Company purpose, meaning, and impact (19:03)

- Leaving a legacy at work (22:54)

A team consisting of a half-man/half-shark, a woman who controls rats, and a man who wields polka dots as a weapon… what better opportunity to discuss diversity, equity, and inclusion in organizations? The Suicide Squad provides surprisingly insightful commentary into what it means to create a working environment where everyone—supervillain or otherwise—can do their best work. Our guest Paloma Figueroa from The ReadySet joins to discuss:

- The role language plays in an equitable and inclusive environment (3:15)

- Assessing “real” diversity on a team and the evolution of the “business case” for DEI (7:16)

- The differences between diversity, equity, and inclusion (13:04)

- Dealing with discomfort about DEI as leaders (17:20)

- Intention vs. impact (21:35)

- Navigating “cancel culture” and accountability (24:47)

Hosted by Paula Cizek, Paloma Figueroa, and Daria Lombroso

Credits:

The Suicide Squad. Dir. James Gunn. Perf. Idris Elba, Margot Robbie, John Cena. Warner Bros. 2021.

"Work of Fiction" Theme Song: Matt Garza

Warring colleagues, shrinking budgets, low morale: TV producer Becky has only a few weeks to turnaround a troubled morning show before it’s cancelled. If she’s going to make it, she’ll have to quickly learn:

- How to cope with sudden change

- How to convince others to try doing things differently

- Deciding if it’s time to walk away

- The pros and cons of making dramatic changes early

- Motivating colleagues and enlisting allies in change

- Role modeling change

Ever felt like getting change started in your organization would take a full-blown revolution? In Snowpiecer, Curtis leads the underclass as they fight from the back of the train to control the engine at the front. Aside from the apocalyptic frozen wasteland outside, the story has a lot in common with change movements within teams, including:

- The importance of creating a vision for change

- Knowing when an organization is ready to change

- The role of rituals and storytelling in change movements

- Overcoming failure and sabotage

- Building momentum for lasting change

When they’re not harassing customers, playing hockey on company time, or debating the risks of working on the Death Star, Dante and Randall serve as clerks at the Quick Stop Grocery and video rental store. This classic portrayal of Gen X “slackers” offers a surprisingly insightful look at:

- Stereotypes of Gen X in the workplace

- “Selling Out” vs. “Finding Your Passion” at work

- Negativity, disengagement, and absenteeism

- Front-line management and the need for self-regulation

- Purpose and motivation in employees

- The role of work and personal brands

When American football coach Ted Lasso is brought over to England to coach “football” football, no one—not the fans, the players, or even his boss—expect anything but a complete fiasco. But the “Lasso Way” slowly wins people over, and in fact serves as the perfect blueprint for any leader trying to transform a team. This episode’s highlights:

- Leading when you’re new to the field (3:45)

- Building trust with a new boss (8:00)

- Getting executive support for change (14:25)

- Turning skeptics into champions of change (17:24)

- Managing star players who aren’t team players (21:39)

- Overcoming your first failure (27:56)

- Maintaining your own sanity when navigating change (32:47)

As a newly promoted manager at San Francisco startup SPRQPoint, Zoey must build team spirit, placate a demanding boss, and navigate office relationships—all while people break into song and dance around her, expressing their innermost thoughts and desires. Whether you’re stepping into a leadership role for the first time, stepping up into a new role, or managing a new leader, you’ll learn:

- How to transition from a peer- to leader- relationship with former colleagues (2:47)

- Where to find training and coaching for leaders (16:10)

- How to manage a first-time manager (20:35)

- How to retain great talent on your team (31:40)

- How to come back from a big, public mistake (34:24)

- Ways to identify leadership potential (42:36)

When Mae gets a job at Amazon/Google/Facebook stand-in The Circle, her work quickly becomes her life: constant customer feedback tracks her performance, tiny cameras follow her every movement, and her social profile keeps her engaged with other employees. As companies demand ever more from their employees, it’s a chance to discuss:

- Customer-centric teams and feedback (2:18)

- Building trust and the “trust triangle” (10:35)

- The problems with “mandatory fun” at the office (15:21)

- The line between employee engagement and cult-like culture (24:27)

- Increasing accountability on your team without increasing surveillance (27:50)

- Dealing with micromanagers (29:37)