What does your behavior teach your team when the pressure rises?

In this episode of Leadership Limbo, Josh Hugo and John Clark examine emotional regulation through a highly visible example from college football. After Alabama coach Kalen DeBoer criticized a player’s emotional mistake at the end of a close game, Josh questioned whether DeBoer’s own sideline reaction modeled the emotional maturity he expected from his team.

That observation unexpectedly reached tens of thousands of people on LinkedIn, generating everything from thoughtful disagreement to personal attacks. Responding to that reaction gave Josh an opportunity to practice the same emotional regulation his post addressed: remaining open to disagreement without becoming defensive, overly agreeable, or reactive.

Josh and John emphasize that emotional regulation does not mean eliminating emotion. Emotions provide information, influence decisions, and connect us to other people. The leadership challenge is to keep emotion in the vehicle without allowing it to take control of the steering wheel.

They also explore how pressure within a system influences individual behavior. Leaders remain responsible for their choices, but those choices are shaped by the expectations, anxiety, and emotional energy surrounding them. A leader’s visible frustration can also contribute to the conditions in which others become dysregulated.

Using contrasting examples from Kalen DeBoer and Notre Dame coach Marcus Freeman, Josh and John discuss how leaders can maintain accountability while acknowledging their own imperfect reactions. The goal is not perfection. It is choosing an approach that changes behavior, preserves connection, and demonstrates the self-awareness expected from everyone else.

Emotional regulation does not require leaders to suppress or eliminate emotion.

Emotions provide valuable information, but thoughtful principles should guide what a leader does next.

A leader’s behavior under pressure establishes expectations for how others may respond.

The emotional environment surrounding a leader can influence that leader’s behavior, just as the leader’s behavior influences the team.

Leaders can hold someone accountable while also examining how their own actions contributed to the situation.

The ability to demand better from others does not require perfection, but it does require a visible commitment to improving your own behavior.

When choosing how to hold someone accountable, ask whether your approach changes the behavior and preserves trust and connection.

Publicly acknowledging an overreaction can strengthen credibility without diminishing the original expectation.

00:00 – Football, Fandom, and Emotional Regulation

03:55 – The LinkedIn Post That Unexpectedly Went Viral

09:08 – What the Post Was Actually Trying to Say

13:00 – Practicing Emotional Regulation During Online Pushback

15:24 – Why Emotions Matter in Decision-Making

18:14 – Keeping Emotion in the Passenger Seat

20:06 – How Pressure and Systems Shape Leaders

24:15 – Holding Others Accountable Amid Your Own Imperfections

27:48 – Two Different Responses to Losing Your Cool

32:05 – Does Your Accountability Approach Work?

35:16 – The Emotional Environment Leaders Create

37:38 – Owning Your Reaction and Rebuilding Connection

Think about a recent moment when pressure affected your response. What did your behavior teach others was acceptable?

If you missed your own standard, acknowledge it and decide how you want to respond the next time pressure rises.

The Social Animal by David Brooks

Antonio Damasio’s research on emotion and decision-making

Josh Hugo’s LinkedIn post about emotional regulation in leadership

What happens when two people avoid addressing a problem between them and redirect their anxiety toward someone—or something—else?

In this episode of Leadership Limbo, Josh Hugo and John Clark introduce the concept of emotional triangles: relationship patterns in which tension between two people gets redirected toward a third party. That third point might be another employee, a supervisor, a child, a union, senior leadership, or an entire organization.

Using examples from families, schools, and workplace relationships, Josh and John explore how triangles allow people to avoid difficult conversations and shift responsibility away from themselves. Two colleagues may bond over their frustration with a shared enemy rather than address the conflict between them. A manager may bring an employee problem to a supervisor seeking agreement or rescue instead of taking responsibility for managing it.

Supervisors can unintentionally reinforce these patterns. They may join the manager in criticizing the third person or immediately prescribe a solution, bypassing the manager’s responsibility to think, act, and develop as a leader.

Recognizing a triangle creates an opportunity to slow the pattern down and restore responsibility to the people who can actually address the problem. Rather than absorbing someone else’s anxiety or solving the issue for them, leaders can ask questions that return attention to the person’s choices, actions, and influence.

This episode introduces the framework and helps listeners identify where triangles may already be operating in their teams. A future conversation will explore additional ways leaders can respond to them.

An emotional triangle forms when tension between two people is redirected toward a third person, group, or problem.

Triangles are a natural feature of human relationships, but they can become dysfunctional when they allow people to avoid direct conversations.

Two people may strengthen their relationship by blaming a shared third party without resolving the actual problem between them.

Managers sometimes bring employee problems to their supervisors seeking affirmation, rescue, or a prescribed solution.

When supervisors solve a manager’s problem for them, they may unintentionally weaken that manager’s authority and development.

Questions can help return responsibility to the person who owns the relationship and the problem.

Asking what someone is gaining from an unresolved problem can reveal why the pattern continues. Avoidance may provide comfort, preserve status, or protect someone from an uncomfortable conversation.

Recognizing a triangle is not an invitation to judge yourself. It creates a chance to pause, reclaim your agency, and respond more deliberately.

00:00 – Introductions, Naps, and Podcast Updates

03:10 – When Managers Model the Problem They See in Others

05:30 – What Is an Emotional Triangle?

07:48 – How Triangles Develop in Families

11:07 – When Coworkers Unite Against a Shared Problem

14:15 – How Supervisors Get Pulled Into Managers’ Problems

18:24 – Using Questions to Restore Responsibility

20:18 – What Are You Gaining From the Problem?

23:46 – Why Leaders Need to Recognize Triangles

25:45 – Listener Homework

Think of one unresolved workplace relationship. Where might a third person, group, or problem be absorbing attention that belongs between the two people involved?

Identify your part, then consider what direct conversation or action would return responsibility to the right place.

A Failure of Nerve by Edwin H. Friedman

Images of Triangles, as discussed on show