The Fault Line: Stop Starting, Start Finishing
It's easy to decide what to do next. It's much harder to decide what to stop. In this episode of The Fault Line, Kim Scribner and Gary Lancina dig into why we keep piling more onto our plates and why "busy" has become a badge of honor. They cover the habits and false urgency that keep us doing work that no longer matters, the burnout risk for high performers who keep getting handed more, and the emotional pull of staying fully loaded — plus the weekly report nobody read and the zombie project that kept coming back. Along the way they share practical ways to create space: pausing instead of quitting, reducing frequency, separating glass balls from rubber balls, and asking "what's changed since we last said yes?"
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The Fault Line: Accountability Without Decision Authority
What happens when you're held accountable for a result but can't make the decisions that drive it? Or when you hand someone accountability and forget to give them the authority to act on it? In this episode of The Fault Line, Kim Scribner and Gary Lancina look at both sides of accountability without decision authority. They untangle accountability from responsibility and talk about how leaders set people up to succeed: clear success measures, guardrails like spending limits and check-in cadence, and the autonomy to act within them. Along the way they share stories from their own careers — a leader who believed every decision was important enough for him to make, a workshop where a leader told her team "I trust you" and meant it, and a cake made with powdered sugar that makes a surprisingly good case for delegating by default. They also cover mutual accountability in cross-functional and agile teams, why it's hard when reviews and raises are written for individuals, and what to do if you're on the receiving end: play back what success looks like, find where the boundaries are, and check whether the accountability and authority actually fit.
- 5 min read
From Report to Results: Turning Leadership Assessments into a Learning Agenda
An assessment creates value only when leaders can use the findings to decide what to practice, where to apply it, and how they'll know anything is changing.
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