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Team Lab

Team Lab

De : Angela Migliaccio and Cori Caldwell
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Team Lab: Reimagining the Way We Work—a podcast dedicated to exploring the power of teams, the science and art of collaboration, and the magic of thriving relationships at work. Hosted by Angela Migliaccio and Cori Caldwell, who've spent years coaching and empowering leaders across the tech industry and beyond, Team Lab invites you to rethink teams—not as hierarchical machines, but as vibrant, living ecosystems. Each episode features relatable conversations, honest insights, and practical wisdom from pioneering leaders, systemic team coaches, and innovative changemakers. We'll uncover how successful teams build trust, foster alignment, navigate complexity, and unlock creativity. We even weave in listener submitted challenges and provide practical advice on how to move forward. Whether you're a team leader, team member, coach, or facilitator, you'll walk away inspired and equipped with fresh perspectives on teamwork and collaboration. **SUBMIT YOUR 'STICKY' TEAM DYNAMIC CHALLENGES HERE for a chance to hear us unpack it on one of our future episodes: https://form.typeform.com/to/SxbDaK2n **Angela Migliaccio and Cori Caldwell Economie Management Management et direction
Épisodes
  • Flatter Org, Clearer Charter: Reimagining The Human Layer After Restructuring

    Flatter Org, Clearer Charter: Reimagining The Human Layer After Restructuring
    Oct 20 2026
    What happens to the work a middle manager carried when their role gets eliminated from the org chart? How do you make the most of a move from people leader to individual contributor? How does a team find its footing when a layer of management is stripped out and everyone has to work in a different formation?In this episode of Team Lab, Angela Migliaccio and Cori Caldwell take on the trend of flattening organizations. Companies continue to explore cutting layers of management for reasons that sound familiar: cost, speed, and AI. We skip the debate over why, and focus on what comes after the announcement: The middle layer served as the translator between strategy and the people doing the work. And when these roles disappear, how can we reimagine how an organization moves forward with more clarity? They look at the situation as a system through four personas: the leader who moves from leading people to individual contributor, the team around them, the leader left with a broader span of control, and the leader who made the decision. Along the way, they cover why people need time to grieve and let go, how to recommission a team with a team charter, how to rebuild decision rights when the middle layer is gone, and why every decision needs an “empty chair” for the stakeholders no one has thought about yet.You’ll leave with a set of questions to bring to your team on Monday morning, plus ideas for the 1% change that any person in the system can make.Actionable TakeawaysMake time to let go. People change at human speed. Name what is ending before asking anyone to embrace what comes next.Recommission your team. After a restructure, gather your team to answer five questions: Are we a team, and what can we do together that we cannot do alone? What is our purpose now? What are our shared goals? Who decides what? How do we treat each other when the pressure is on?Host the conversation. Run the charter session as a generative brainstorm and agreement session with your team rather than writing your own version for them.Set rules of engagement with green and red cards. Draw a line down a flip chart and list the behaviors that work and the behaviors to avoid when deadlines and stress hit.Build a team canvas. Capture named decision owners using RACI (responsible, accountable, consulted, informed) and have everyone contribute so every voice is in the room.Use peer accountability. Decisions the team agrees on together tend to follow through better than assignments handed down from leadership.Replace the middle layer’s role with creative formats. In a flatter organization, involve enough people in recommissioning meetings that everyone can say, “I helped build this.”Pull up an empty chair. Before making and communicating a decision, consider the ripple effect on other teams, customers, and future generations of customers.Start a community of practice. Gather a small group of supportive colleagues who see the benefit of the change and let them help lead it.Choose your 1% change. Step back, look at the whole web of relationships in the organization, and bring people together to reimagine the purpose of the team and/or the larger organization.Resources & LinksLearn more about Team Chartering with Distinctive Teams Related episode: Team Lab conversation with Jack Swift on leadership in the era of AIMentioned: Bayer’s reduction of its manager ranks to speed up decision makingMentioned: Amy Edmondson’s work on peer accountability in decision makingBook a discovery call with Distinctive TeamsAbout Team LabTeam Lab explores the power of teams, the science and art of collaboration, and the magic of thriving relationships at work. Hosted by Angela Migliaccio and Cori Caldwell, this podcast brings you inspiring stories and insights to help you build trust, foster alignment, and unlock creativity in your teams.Follow us on LinkedIn and subscribe/follow to never miss an episode!
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    29 min
  • Why It's Time to Shift from People Leader to Team Coach

    Why It's Time to Shift from People Leader to Team Coach
    Oct 6 2026

    What if the friction on your team has nothing to do with personalities? What's the real difference between a team full of talented people and a team with genuine collective intelligence? How does a leader coach a team when they're also carrying a full individual workload?

    In this episode of Team Lab, Angela puts Cori Caldwell in the guest seat to explore the leader as team coach. Cori brings her experience as a former people leader, individual and team coach to the middle managers who sit inside highly matrixed tech organizations, absorbing ambiguity from every direction while keeping their teams moving.

    Most leaders learn to coach one person at a time — schedule the 1-on-1, develop the individual, and support them in meeting their goals, repeat. That model breaks down the moment a leader realizes that there’s a bigger impact to be had once they can tap into the collective intelligence of not only their team, but that of their stakeholders across the organization.

    In this solo episode, Angela and Cori unpack what it actually means to coach a team who are a critical part of a larger system, not simply a collection of individuals. They cover the shift from an individual to collective intelligence, why a clash between two people often points to a potentially larger issue in the system, the reality of coaching while still carrying a full project load, and the clear signals that tell a leader it's time to bring in outside support.

    You’ll leave with a few simple practices you can implement with your team this week.

    Key Takeaways

    • Look at the system around the individuals. Recurring problems such as duplicated work, exclusion from strategic meetings, and finger pointing point to how the work is connected across the organization.

    • Coach the relationship. When two people clash, bring in the other team members and ask what the wider system is calling the team to solve collectively.

    • Start outside-in. Learn what stakeholders and partner teams need from you, align on shared KPIs, then bring that clarity to your team so everyone moves in the same direction.

    • Have the hard conversation. Ask the stakeholder who causes your team the most dread, "How can we partner better together?" One conversation can reset the relationship.

    • Check your hub and spoke. Look at how communication and decisions flow on your team. Does everything route through you, or do people talk to each other to decide?

    • Build short reflection habits. Run a 15-minute after action review at the end of a project or launch, and add a pre-reflection before a big meeting.

    • Know when to call in an outside coach. Signals include being too close or implicated, a team that does not see you as objective, a pattern that repeats despite your efforts, and a team that keeps falling back on you for every answer.

    • Point your 20% at the highest leverage. With limited bandwidth, focus on purpose, clarity, and the team's relationship with each other and with key stakeholders.

    Resources

    • Take the Team Doctor assessment (8 questions, mapped to the eight foundations of healthy teams)

    • Center for Creative Leadership stat on new-manager training, via Wharton Executive Education

    • "7 Habits of Healthy Teams" self-check infographic

    • Related episode: Navigating Polarities (on repeating patterns and structural tension)

    • Book a discovery call with Distinctive Teams


    About Team Lab

    Team Lab explores the power of teams, the science and art of collaboration, and the magic of thriving relationships at work. Hosted by Angela Migliaccio and Cori Caldwell, this podcast brings you inspiring stories and insights to help you build trust, foster alignment, and unlock creativity in your teams.Follow us on LinkedIn and subscribe/follow to never miss an episode!
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    30 min
  • Surrender to Lead: Dr. Jessica Kriegel on the Belief SHIFT Every Leader Needs To Consider Right Now

    Surrender to Lead: Dr. Jessica Kriegel on the Belief SHIFT Every Leader Needs To Consider Right Now
    Sep 15 2026

    How do you identify the one belief that's blocking a team's results?

    Why do departments typically compete instead of collaborate, and what breaks the pattern?

    Dr. Jessica Kriegel joins Team Lab to unpack these questions and we dig into the central paradox of her book Surrender to Lead: that letting go of control is what actually produces it. She explains how the very human pattern of controlling outcomes to avoid discomfort shows up in how leaders manage their teams. She also covers the steps to dissolving the department rivalry (SILOS!) that shows up in nearly every organization.

    Our conversation moves through her SHIFT model for decision-making and a live walkthrough of how beliefs (not actions) are the real lever leaders can pull. Jessica shares that a leader's REAL JOB is designing the experiences that move a team toward the belief that drives the result.

    Dr. Jessica Kriegel is a change activation expert at Culture Partners and the #1 USA Today best-selling author of Surrender to Lead, co-written with Culture Partners CEO Joe Terry. Her previous book, Unfairly Labeled, challenged the conventional wisdom on generational stereotypes in the workplace.

    A regular contributor to CNN, CNBC, and Fox Business, Kriegel researches how leaders can trade command-and-control management for results that actually last. She also publishes This Week in Culture on LinkedIn and co-hosts The CEO Daily Brief, a five-minute daily podcast briefing executives on what they need to know.


    Resources & Links

    Books: Surrender to Lead | Unfairly Labeled

    Culture Partners — culturepartners.com

    Jessica Kriegel — jessicakriegel.com

    This Week in Culture newsletter — LinkedIn

    The CEO Daily Brief podcast
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    45 min
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