The Leadership Line

Tammy Rogers and Scott Burgmeyer
  • 5.0 (6)
  • Management
  • Updated Weekly

Leading people, growing organizations, and optimizing opportunities is not for the faint of heart. It takes courage, drive, discipline and maybe just a dash of good fortune. Tammy and Scott, mavericks, business owners, life-long learners, collaborators and sometimes competitors join forces to explore the world of work. They tackle real-life work issues – everything from jerks at work to organizational burnout. And while they may not always agree – Tammy and Scott’s experience, perspective and practical advice helps viewers turn the kaleidoscope, examine options and alternatives, and identify actionable solutions. 

  1. 3d ago

    Doing Change Right

    Change is everywhere right now, but the real question is what separates the teams that steady themselves from the teams that spiral. We lean into what we are seeing organizations do well when change is thrust on them, especially when they cannot control the timing or the stakes. One of the biggest patterns: leaders who do not panic. They spend less time reacting, move faster into problem solving, and use any runway they have to plan farther out than the next few weeks.  We also get practical about what “doing change” actually looks like. We talk about naming change champions, putting real resources around transformation, and using an impact map to think through every role, every reporting line, and the reactions you can predict before they blow up your rollout. Then we go straight at a post-COVID reality many workplaces are navigating: clearer boundaries, more direct expectations, and honest conversations about whether this is still someone’s home. Done with respect, that clarity can be healthy for both the organization and the individual.  To close, we bring it down to the personal level with a tool that works in leadership and in life: decision criteria. From job offers to board-level tech choices, a short list of must-haves cuts through emotion and brings back a sense of control, which is exactly what people crave in the middle of change. If you want calmer change management, stronger leadership communication, and a more intentional culture, press play, and subscribe.

  2. Sep 23

    If You Don’t Trust Leadership Ask Why

    A small moment like moving a kid into a dorm can reveal a bigger truth: a lot of us are out of practice at sharing space, sharing control, and dealing with everyday friction. That shows up at work as touchiness, quick offense, and a constant tug-of-war over preferences, boundaries, and “my rights.” We dig into what’s behind that shift and why it can poison teamwork even in otherwise healthy organizational cultures. From there, we get practical about workplace conflict and emotional intelligence. We talk about the basics we’re supposed to learn early on: you’re not the only person in the room, you take turns, you share, and you don’t escalate every irritation into a battle. Then we zoom in on the hard part: balancing employee needs with client needs and the organization’s needs without turning everything into a scorecard. Fairness is real, but it rarely feels perfectly even on any single day. We also challenge the default story people tell themselves about leadership. If you don’t trust your boss or your executives, what keeps you there, and what would it look like to find a workplace you can respect? And before you assume the worst, we offer a simple move that changes everything: ask to understand. Sometimes leaders truly can’t share context because of legal, regulatory, or confidential constraints. Sometimes they think they explained it and it didn’t land. Either way, curiosity builds maturity, as long as it’s not being used to stall, punish, or “rip apart” a decision.

  3. Sep 16

    Performance That Actually Matters

    If your workplace performance metrics reward “busy,” you can end up with lots of motion and very little progress. We sit down to unpack why so many teams confuse activity with performance and how that mistake quietly corrodes results over time, from for-profit companies chasing the wrong KPIs to grant-funded organizations that can report meetings all day but still miss the outcomes funders actually want.  We share a simple, practical performance management framework we keep coming back to: behavior plus activity plus work product equals outcome. That structure helps us diagnose what is truly broken when results slip. Is the work product below the competence standard? Is the activity inefficient or aimed at the wrong target? Or is behavior undermining everything through conflict, unreliability, or the kind of “walk on eggshells” dynamic that slows the whole system down. We also talk about why focusing only on outcomes can create toxic shortcuts, and why behavior often operates like a multiplier in real team performance.  Then we get personal and practical: how leaders can set expectations early across all the buckets, not just technical quality, and how employees can regain control by focusing on what they can actually change. We dig into perfectionism, overengineering, and “wasted excellence,” including why delivering far beyond the requirement can drain capacity and even create problems for customers and teammates.

  4. Sep 9

    Stop Blaming Age Groups And Start Solving Work

    “I don’t want to stereotype, but…” is usually the start of a workplace mess. We dig into why so many teams blame Boomers, Gen X, Millennials, or Gen Z when things feel tense, even though the real friction is often about values, expectations, and lived experience. We’re honest about the uncomfortable part too: everyone judges. The question is whether we act on that judgment or use it as a signal to have a better conversation. We talk about what people believe they “owe” an organization and what an organization owes back. Does promotion require proving you can do the next job before you get it, or is that just unpaid labor dressed up as hustle? Why do younger employees want growth now, and why do long-tenured employees sometimes push back on change? Instead of turning those differences into insults, we focus on what’s right in each group: energy, innovation, optimism, historical context, and better decision-making when you put it together. Then we go practical with modern workforce strategy. If the talent landscape is shifting, what should leaders change to attract and retain great people? We challenge the 40-hour work week, explore 30–32 hour schedules, and debate “outcomes over hours,” including where that works and where customer-facing reality sets limits. We even pull in real-world scheduling examples from nursing and healthcare to prove flexibility can be designed. If you want less finger-pointing and more solutions, hit play, then subscribe, share with a leader on your team.

  5. Sep 2

    How To Disagree At Work Without Damage

    “No conflict here” sounds like a compliment, but it can be a warning sign. We dig into what healthy conflict actually looks like inside an organization, why so many teams confuse peace with progress, and how fear of volatility can train people to stay quiet even when they see real problems. If you have ever held back in a meeting, replayed an argument in your head, or felt like disagreement automatically equals disrespect, this conversation is for you. We talk about the psychology behind conflict avoidance, including how past experiences at work and at home shape the stories we tell ourselves. Then we get concrete: the language that keeps things productive, the difference between saying “I see that differently” and launching blame, and why the words you choose can either open a real dialogue or trigger defensiveness. Tammy shares a candid moment where she felt fully escalated, chose to pause, asked what outcome she wanted, and turned that energy into a long, honest problem-solving conversation instead of a blowup. From there we move into practical leadership and team tools: shifting your intention from “win” to “solve,” generating real options instead of rushing to the one “right answer,” and using an outcome-first mindset to prevent positional battles. We also connect it to decision-making at every level, from frontline staff to the C-suite, because healthy conflict is not a nice-to-have, it is how organizations learn and make tough calls.

  6. Aug 26

    Capacity Is Not The Problem

    “I’m out of capacity” can sound like a fact, but it often acts like a shield. We kick off with birthday-level honesty and then dig into what overload really means at work: not just too many tasks, but unclear priorities, fuzzy definitions of performance, and a habit of confusing motion with value. We talk about why capacity studies and time tracking can be misleading when the biggest time drains never get written down, from “chewing the fat” to distraction and context switching. Then we pivot to a more grounded approach: look at a normal week on your calendar, find the unscheduled hours, and ask what outcomes that time actually produced. If you cannot explain where the time went, you do not have a capacity problem, you have a focus problem. We also unpack “wasted excellence,” where a person’s quality bar (like checking the same work four times) quietly eats the day without improving results. From there, we zoom out to organizational priorities that evolve over time, including the hard truth that some work people love simply stops being valuable. Finally, we connect it to the bigger reality: change is speeding up, and adaptability is no longer optional. If you want practical, no-nonsense insight on capacity planning, time management, prioritization, and high performance, press play.  Check out the WLB Assessment here.

  7. Aug 19

    Getting Comfortable Being Bad

    The Leadership Line

  8. Aug 12

    From Team Lead To Organization Leader

    Managing up sounds like a political game until you realize it is mostly a thinking game. We talk about the moment leaders get promoted and suddenly discover that running a productive team is not enough. Influence now requires calm brain control, strong questions, and the courage to bring a well-reasoned point of view to peers and bosses without turning it into a fight. We dig into the difference between panic mode and logic mode at work: nodding along while you disagree, quietly refusing to follow through, or reacting defensively when a leader pushes a direction you do not like. Instead, we walk through how we prepare for a tough conversation by getting clear on what success looks like, exploring options, weighing upside and downside, and then inviting dialogue with “What do you think?” That shift turns “managing up” into real stakeholder management and executive communication. We also challenge a popular leadership story: “I’m going to take care of my people no matter what.” We unpack why caring for your team starts with delivering the right results for the organization and growing people for the future, not shielding them from every hard ask today. Along the way, we talk about expanding your view beyond your vertical, using curiosity to learn how the business works, and why the behavior some call “brown nosing” is often just relationship-building before you need it. If you want to lead beyond your job title and influence decisions without ego or drama, press play. Subscribe, share this with a new manager, and leave a review telling us: what is the hardest part of managing up for you?

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5
out of 5
6 Ratings

About

Leading people, growing organizations, and optimizing opportunities is not for the faint of heart. It takes courage, drive, discipline and maybe just a dash of good fortune. Tammy and Scott, mavericks, business owners, life-long learners, collaborators and sometimes competitors join forces to explore the world of work. They tackle real-life work issues – everything from jerks at work to organizational burnout. And while they may not always agree – Tammy and Scott’s experience, perspective and practical advice helps viewers turn the kaleidoscope, examine options and alternatives, and identify actionable solutions. 

Information

  • Creator
    Tammy Rogers and Scott Burgmeyer
  • Years Active
    2021 - 2026
  • Episodes
    268
  • Rating
    Explicit
  • Copyright
    © 2026 The Leadership Line
  • Show Website
    The Leadership Line