Use this 4-question framework to determine which decisions require your authority: (1) Does this require information only I have? (2) Does this set precedent or carry significant risk? (3) Am I holding onto this for the right reasons? (4) Who is best positioned to make this call?

Most leaders spend their days buried in operational decisions while their teams wait to be told what to do. The problem isn't bad decision-making—it's that leaders don't know how to determine which decisions are actually theirs to make.

In this episode, you'll learn:

• The 4 questions that instantly tell you whether a decision belongs on your desk
• Why most decisions fail the "Do I have unique information?" test
• The self-reflection question that separates good leaders from great ones
• What to do when the problem isn't the decision—it's the person
• How to hand decisions back to your team without creating chaos

Common questions answered in this episode:

• How do I know which decisions I should make versus delegate?
• When should a leader make a decision versus empowering their team?
• How can I stop being a bottleneck as a leader?
• What if I don't trust my team member to make the right decision?

Key takeaway: If you're making every decision, you're not leading. You're just really busy.

Connect with Colby:

• Website: nxtstepadvisors.com
• LinkedIn: Colby Morris

Colby works with organizations through keynote speaking, executive coaching, and leadership training to build people-first cultures that get results.

• Colby's LinkedIn Profile
• Things Leaders Do Instagram

How do you onboard new employees effectively? Don't leave it all to HR. While HR handles paperwork and compliance, leaders must own the relationship-building aspects of onboarding. Stay in contact before Day 1, ensure workspace and tools are ready, conduct weekly one-on-ones for the first 90 days, and teach culture through real stories instead of just handing someone a handbook.

Episode Description

Your HR department is great at what they do. They handle paperwork, benefits, compliance training.

But they can't make someone feel like they belong on your team. That's your job.

Most managers think onboarding is HR's responsibility. So they stay hands-off until Day 1—or worse, Week 2. And by Month 3, they're wondering why their new hire is disengaged.

In this episode, you'll learn:

• What to do before Day 1 to build excitement and connection
• How to make Day 1 seamless instead of awkward
• Why weekly one-on-ones are non-negotiable for the first 90 days
• How to teach culture through stories, not slides

Because HR can handle the paperwork. But building belonging? That's on you.

Resources Mentioned

• Dan Collard quote: "Culture can't just hang on the walls. It has to walk the halls."

Connect with Colby Morris

LinkedIn: linkedin.com/in/colbymorris
Website: nxtstepadvisors.com

Coming Soon (April 2026)

• Second weekly podcast episode featuring interviews with leaders
• YouTube version of The Things Leaders Do podcast

Remember: HR can handle the paperwork. But you have to handle the belonging.

• Colby's LinkedIn Profile
• Things Leaders Do Instagram

How do you avoid making bad hires? Stop interviewing for skills and start interviewing for character using Patrick Lencioni's Humble, Hungry, and Smart framework. Ask specific behavioral questions that reveal these three virtues, watch for red flags like excessive charm or similarity bias, and use the first 90 days—especially your one-on-ones—to assess whether the person truly fits your team culture.

Episode Description

74% of employers admit they've hired the wrong person. The average cost? $14,900. And 28% of new employees quit within the first 90 days.

Why? Because we're interviewing for skills instead of character.

In this episode, you'll learn:

• The specific interview questions that reveal Humble, Hungry, and Smart
• Colby's alternative to "What's your greatest weakness?" that actually works
• Four red flags you're probably ignoring
• How to use the first 90 days and your one-on-ones to catch issues early

Stop hiring people who interview well but underperform. Start hiring for character.

Resources Mentioned

• "The Ideal Team Player" by Patrick Lencioni

Connect with Colby Morris

LinkedIn: linkedin.com/in/colbymorris
Website: nxtstepadvisors.com

Coming Soon (April 2026)

• Second weekly podcast episode featuring interviews with leaders
• YouTube version of The Things Leaders Do podcast

Remember: 74% of employers have made a bad hire. But it doesn't have to be you.

• Colby's LinkedIn Profile
• Things Leaders Do Instagram

How do you know when someone needs more coaching versus when you've made a hiring mistake? Look for three signs: (1) They're missing one of Patrick Lencioni's core virtues (Humble, Hungry, or Smart) and it's not improving, (2) You're having the same coaching conversation on repeat with no change, and (3) Your high performers are asking pointed questions about this person. If it's a hiring mistake, handle the transition with dignity: be clear about the decision, own your part, focus on what's next, and communicate to your team only after the person has left.

Episode Description

How do you know if someone just needs more coaching, or if you made a hiring mistake? When should you stop giving them "more time" and acknowledge it's not a fit? And how do you handle the transition without creating legal liability?

Most leaders wait too long on bad hires because they don't want to give up on people. They keep coaching, keep hoping, keep giving "one more quarter" for things to turn around. But here's the truth: You can coach skills, but you can't coach culture fit, intrinsic motivation, or fundamental character traits.

In this episode, Colby breaks down the critical difference between performance issues (fixable) and hiring mistakes (not fixable). You'll learn Patrick Lencioni's Humble, Hungry, Smart framework for identifying when someone is missing a core virtue, why Kim Scott's "Ruinous Empathy" explains why we avoid these decisions, and Brené Brown's principle that "clear is kind" when it comes to transitions.

Plus, the exact four-step framework for handling the transition with dignity while protecting yourself legally.

Key Takeaways

• The difference between performance issues (what someone does) and hiring mistakes (who someone is)
• Patrick Lencioni's three virtues every team player needs: Humble, Hungry, and Smart
• The three signs it's a hiring mistake, not a performance issue
• Why "Ruinous Empathy" keeps us coaching too long on bad hires
• The four-step framework for transitioning someone out with dignity
• Critical legal consideration: Don't communicate to your team until after the person has left

Who This Episode Is For

Middle managers and executives who've been coaching someone for months with no improvement, who are wondering if they should keep trying or acknowledge it's not a fit, and who need a clear framework for making the call and handling the transition professionally.

Connect with Colby

• Website: nxtstepadvisors.com
• LinkedIn: linkedin.com/in/colbymorris

Coming in April 2026: A second weekly episode featuring interviews with leaders sharing actionable tools they've learned throughout their careers. Plus, the YouTube version of The Things Leaders Do podcast!

• Colby's LinkedIn Profile
• Things Leaders Do Instagram

How do you actually have a performance conversation with an underperforming team member? Use a six-step framework: (1) Schedule it without drama, (2) Start with specific observations, (3) Listen to understand the root cause, (4) Name the impact clearly, (5) Create a specific plan together, and (6) End with a clear recap. Then follow up the next week—not when you remember, but when you said you would. The conversation without follow-up is just theater.

Episode Description

What do you actually say in a performance conversation? How do you start without putting someone on the defensive? How do you know if it's a skill issue, a resource issue, or a motivation issue—and why does that matter?

Most managers know they need to have the conversation, but they have no idea what to say. They end up going too soft (nothing changes) or too hard (the person shuts down). Neither works.

In this second part of a two-part series, Colby walks through the exact six-step framework for having the early intervention conversation. You'll learn what to say to start it, how to listen for what's actually wrong, how to create a clear plan together, and—most importantly—how to follow up so the course-correction actually sticks.

If you haven't listened to Part 1 yet, start there to learn when to have this conversation and why addressing issues immediately matters.

Key Takeaways

• The six-step framework for having the performance conversation
• How to schedule it without making it feel like they're getting fired
• What to listen for: skill issue, resource issue, priority issue, motivation issue, or personal issue
• Why you need to name the impact clearly (not just the behavior)
• How to create a specific plan with specific deadlines
• The follow-up strategy: check in next week, look for progress not perfection
• When to escalate vs. when to keep coaching (3-4 weeks is the timeframe)

Who This Episode Is For

Middle managers who know they need to have a performance conversation, who want the exact words to use so they don't go too soft or too hard, and who need a follow-up strategy that actually works.

Connect with Colby

• Website: nxtstepadvisors.com
• LinkedIn: linkedin.com/in/colbymorris

Missed Part 1? Go back and listen to learn when to have the conversation and why early intervention is the kindest thing you can do.

• Colby's LinkedIn Profile
• Things Leaders Do Instagram

Quick Answer

When should you have a performance conversation with an underperforming team member? Address it immediately the first time you notice an issue—not the third or fourth time. The first time, approach it with curiosity: "What happened?" The second time, express concern and document the conversation. Waiting only makes the problem worse for everyone involved.

Episode Description

How do you know when it's time to address underperformance? What are the early warning signs that someone's struggling? Why does waiting to have the conversation make everything worse?

Most managers wait too long to address performance issues—hoping the problem will fix itself or waiting for the "perfect time" to bring it up. But waiting doesn't help. It just lets small issues escalate into formal performance problems.

In this first part of a two-part series, Colby shares the four signs that tell you it's time to have the conversation, why you need to address issues immediately (the first time, not the third), and why early intervention is actually the kindest thing you can do for someone who's underperforming.

This episode sets the foundation. Next week, Part 2 will give you the exact framework for what to say and how to follow up.

Key Takeaways

• The four signs that tell you it's time to have a performance conversation
• Why you should address issues the first time you notice them—not wait for a pattern
• The immediate intervention approach: first time with curiosity, second time with documentation
• Why waiting makes the problem worse (the timeline of doom from Week 1 to Week 12)
• Why early intervention is actually kinder than avoiding the conversation
• Key statistics: Employees are 3.6x more likely to do outstanding work with daily vs. annual feedback (Gallup)

Who This Episode Is For

Middle managers who've noticed someone on their team underperforming, who want to know when to intervene, and who need the confidence to address issues early instead of waiting until they become formal HR problems.

Connect with Colby

• Website: nxtstepadvisors.com
• LinkedIn: linkedin.com/in/colbymorris

Don't miss Part 2 next week where Colby walks through the exact six-step framework for what to say in the conversation and how to follow up to make sure it sticks.

• Colby's LinkedIn Profile
• Things Leaders Do Instagram

What should you do when your January plans fall apart? Acknowledge what slipped, identify why it happened, and make one small adjustment to get back on track. This episode shares a three-step recovery process refined over 20+ years of leadership—because leadership isn't about perfect execution, it's about recovery.

Episode Description

What happens when your January plans fall apart by Week 2? How can you recover when you've already slipped back into old habits? What's the difference between perfect execution and sustainable leadership?

Most leaders are already behind by mid-January. They set goals, had a great first week back, and then reality hit. In this final episode of the Year-End Leadership Survival Guide series, Colby shares a personal story about a January that didn't go as planned—and the three-step recovery process he's refined over 20+ years in leadership and operations.

This isn't about perfect execution. It's about recovery. If you've already missed one-on-ones, if you've already fallen back into reactive mode, or if you're wondering how to maintain momentum beyond January, this episode is for you.

Key Takeaways

• A personal story about slipping in Week 2 of January (even after 15+ years in leadership)
• Your weekly rhythm for all four weeks of January—what to protect and what's negotiable
• The three-step recovery process when you're off track: acknowledge it, identify the pattern, make one adjustment
• How to spot you're drifting (usually happens in Week 3)
• What should be in place by end of January to enter February with momentum
• Why leadership is about recovery, not perfect execution—and how to course-correct quickly

Who This Episode Is For

Middle managers and team leaders who've already slipped on their January goals, who want to know how to recover without starting over, and who need sustainable leadership habits that work in the real world.

Connect with Colby

• Website: nxtstepadvisors.com
• LinkedIn: linkedin.com/in/colbymorris

• Colby's LinkedIn Profile
• Things Leaders Do Instagram

What should leaders do in the first week of January to set their team up for success in 2026? How can middle managers use the first week back to re-engage their teams and set the tone for the entire year?

Most leaders waste the first week of January drowning in email and attending pointless meetings. But the first week of January isn't about catching up—it's about resetting. In this episode, Colby breaks down the specific conversations leaders need to have, why one-on-ones are non-negotiable, and how to build leadership habits that actually stick.

If you've been struggling with team engagement or haven't been doing one-on-ones consistently, this episode will give you the framework to start 2026 strong.

Key Takeaways

• Why the first week of January is the most important week of the year for leaders
• The three critical conversations every leader needs to have with their team in the first week back
• What the data says about one-on-one meetings and employee engagement (the numbers might surprise you)
• A vulnerable framework for admitting you haven't been doing one-on-ones—and how to start
• The Start/Stop/Continue framework for resetting your leadership in 2026
• How to set a leadership rhythm that prevents you from falling back into old habits by March

Featured Statistics

• Only 23% of employees globally are engaged at work (Gallup, 2024)
• Employee disengagement costs $8.9 trillion globally
• Employees who meet one-on-one with leaders weekly are 1.5x more likely to be highly engaged (Work Human, 2024)
• 70% of variance in team engagement is attributable to the manager (Gallup)

Who This Episode Is For

Middle managers and team leaders who want to start 2026 strong, re-engage their teams after the holidays, and build sustainable leadership habits that actually stick.

Connect with Colby

• Website: nxtstepadvisors.com
• LinkedIn: linkedin.com/in/colbymorris

• Colby's LinkedIn Profile
• Things Leaders Do Instagram