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Teamwork Tuesdays: Ron Clark — Who’s Moving the Bus?

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In his book, Move Your Bus , Ron Clark uses a simple metaphor to describe the different ways people show up on a team: Runners, Joggers, Walkers, Riders, and Drivers. Runners are your all-stars who bring energy, take initiative, and consistently push the team forward. They don’t wait to be told what needs to be done — they see it, act, and go above and beyond. Joggers are dependable. They contribute, do their jobs well, and keep a steady pace. They may not always lead the charge, but they help keep the bus moving. Walkers do what is expected but rarely go beyond it. They need more direction, encouragement, or accountability to increase their impact. Riders are passengers. They benefit from the team’s success without contributing much to it. They may be along for the ride, but they aren’t helping move the bus. And then there are Drivers — the MVPs responsible for steering the bus. They create the vision, set the direction, and help everyone understand where the team is going. Every...
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Mindset Mondays: Alex Hutchinson — Endure

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How Much Is Left in the Tank? Have you ever felt like you had nothing left — only to discover you could keep going? In Endure , journalist and endurance athlete Alex Hutchinson explores a fascinating question: What actually causes us to stop? For years, we’ve thought of fatigue as a simple physical limit. Your muscles get tired, your body runs out of energy, and you have to stop. But Hutchinson’s research suggests it’s more complicated. The brain plays a major role in deciding when an effort has become too difficult to continue. That doesn’t mean fatigue is imaginary. It means our perception of effort matters. Think about the fourth quarter of a close game. Your legs are heavy. Your breathing is hard. Your mind starts telling you, I’m done. But sometimes, when the stakes rise, you find another gear. That’s the lesson: Feeling exhausted and being incapable are not always the same thing. The next time your mind tells you that you can’t go any further, don’t automatically believe it. P...
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Teamwork Tuesdays: Richard Hackman — The Five Conditions for Team Success

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What makes a team successful? Is it talent? Leadership? Chemistry? Richard Hackman’s research suggests that great teams are less about finding a magic formula and more about creating the right conditions for people to succeed together. Hackman identified five conditions that increase the likelihood of team effectiveness: A Real Team — Team members know who is on the team, understand their roles, and depend on one another. A Compelling Direction — Everyone understands where the team is going and why the goal matters. An Enabling Structure — Roles, responsibilities, expectations, and team norms make it easier—not harder—for people to work together. A Supportive Environment — The team has the resources, information, support, and systems necessary to succeed. Expert Coaching — Teams need coaching that helps them solve problems, improve their teamwork, and take advantage of opportunities. The important lesson for coaches and leaders is this: Your job isn't simply to motivate your p...
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Mindset Mondays: Dr. Sian Beilock — Choking Under Pressure & Explicit Monitoring

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Do you ever perform worse when the moment matters most? Dr. Sian Beilock’s research helps explain why. We often assume choking happens because an athlete suddenly “loses confidence.” But Beilock’s research suggests something more specific can happen: we can interfere with skills we have already learned automatically. Think about a skilled golfer standing over a short putt. In practice, the stroke happens naturally. Under pressure, however, the athlete may start thinking: Keep your head down. Keep your elbow straight. Don’t miss. This is called explicit monitoring — consciously focusing on the individual steps of a skill that normally runs automatically. Research by Beilock and colleagues found that pressure can disrupt well-learned motor skills when performers begin consciously monitoring their execution. The leadership lesson is powerful: More thinking isn't always better thinking. Coaches should help athletes build skills through repetition, then teach them to trust their prepa...
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Team Tuesdays: Susan Wheelan — The Integrated Model of Group Development

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Susan Wheelan’s Integrated Model of Group Development (IMGD) explains how teams mature over time. The key idea is simple: great teams aren’t created overnight — they develop through predictable stages. Stage 1: Dependency & Inclusion. Team members are figuring out where they fit, what is expected, and who is leading. People often look to the leader for direction and may hesitate to disagree. Stage 2: Counterdependency & Fight. As people become more comfortable, differences emerge. Team members challenge ideas, roles, processes, and sometimes the leader. Conflict isn't necessarily a sign of a bad team — it can be a necessary step toward becoming a better one if managed effectively. Stage 3: Trust & Structure. The team learns how to disagree productively. Trust increases, communication becomes more open, and members clarify roles, responsibilities, goals, and expectations. Stage 4: Work & Productivity. The team is operating at a high level. Members have greater a...
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Mindset Mondays: David Goggins — The 40% Rule & The Governor

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David Goggins is known for pushing himself far beyond what he thought was possible. One idea he often talks about is the 40% Rule : when your mind tells you that you’re done, you may actually have much more left to give. Think about the last time you were running, practicing a sport, studying, or doing something difficult. Your brain might have said, “I can’t do this anymore.” But sometimes, your body still has more to give. The challenge is learning how to recognize the difference between being truly unable to continue and simply feeling uncomfortable. Goggins describes the Governor as the part of your mind that tries to protect you. When something becomes difficult, the Governor sends you signals to slow down, stop, or stay comfortable. It’s not necessarily trying to hurt you — it’s trying to keep you safe. The goal isn't to ignore pain or put yourself in danger. The goal is to learn that discomfort doesn't always mean you should quit . The next time your mind says, “I can...
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Teamwork Tuesdays: Dr. Gary Klein — The Premortem Strategy

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Most teams spend a lot of time asking, “How can we make this plan succeed?” Dr. Gary Klein suggests asking a different question: “Imagine this plan has failed. What went wrong?” This is the premortem strategy . Before launching a project, making a major decision, or beginning an important initiative, the team imagines that it is several months or years in the future and the project has been a complete failure. Then, instead of defending the plan, everyone identifies the reasons they believe it failed. This approach is powerful because teams often become overly optimistic once they commit to an idea. People may hesitate to point out weaknesses because they don't want to be negative, challenge the leader, or slow things down. A premortem gives people permission to identify potential problems before they become real problems. For leaders, the goal isn't to create fear or convince everyone that the plan will fail. It's to uncover blind spots, risks, assumptions, and unintended...
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