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jasonleduc

@jasonleduc

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USAF Veteran 🇺🇸
Founder, CEO, and Leadership Strategist @leducleadership 👍🏻
Host, The Leader’s Mindset Podcast 🎥 🎙️
Las Vegas 📍
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Fast decision making under pressure: the OODA loop, in four moves. Observe, Orient, Decide, Act. Colonel John Boyd built it for fighter pilots. It works just as well on the call you have been avoiding since Thursday. Observe — write down only what you actually know, not what you suspect. Orient — ask what has changed since the last time you looked. Decide — say the call in one sentence a new hire could repeat back. Act — put a date on when you will check whether you were right. That last step is the one everybody skips, and skipping it is what makes deciding feel so heavy. A decision with a review date is a draft. A decision without one feels permanent, so you stall on it. This is most of the job when you are leading before you feel ready. You will never have more information than you have right now. You will only have less time. Send this to someone who has been sitting on a call for a week. What decision have you been circling? Onward and Upward 🚀 See the whole episode on YouTube
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Why high performers quit: the performance problem you are avoiding frustrates your best people most. It is one of the loudest quiet signals there is. In this clip, Bill Benjamin of the Institute for Health and Human Potential turns the problem around. Avoiding the conversation feels like a kindness aimed at the person underperforming. It is actually a bill, and your strongest people pay most of it. They absorb the slack, re-check the work, and stay late on the Thursday. They also have the most options. So the order people leave in is exactly backwards from what the avoidance was meant to protect. And they will not complain about it, because complaining about a peer looks political and they know it. Instead they stop volunteering for anything that involves that person, and they go quiet in the meeting where it would come up. Name the problem you have been working around for over a month. Ask who has been absorbing it. Then have the conversation inside two weeks. Save this, and send it to the manager who has been putting one off. Which one are you avoiding? Onward and Upward 🚀 See the whole episode on YouTube
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A high performer's dip is rarely the seasonal slump - and treating it as weather is how a quiet signal gets missed. In this clip, Raquel Durden on The Leader's Mindset names what is actually going on. The seasonal explanation is attractive because it asks nothing of you. It is temporary by definition, it blames nobody, and it comes with an end date, so the correct response is to wait. A real seasonal dip has a shape. It shows up across the team, it tracks the calendar, and it lifts on schedule. The other kind is specific to one person, starts on a date you can almost name, and does not lift. Three checks before you accept it. Who else dipped - if nobody, it is not the season. When exactly did it start, and what happened that week. And which fell first, the output or the engagement. That last one matters most. Engagement moves before output does. Shorter replies, fewer questions, no opinions in meetings. Save this before your next pipeline review, and send it to the manager who is waiting it out. What have you been calling seasonal? Onward and Upward 🚀 See the whole episode on YouTube
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When a whole management layer starts at once, nobody has a veteran to copy - and the playbook does not exist yet. A plant opens. A hospital opens. A company promotes an entire director tier in one month. Everybody above you is new to the job too. The instinct is to wait for the standard to come down from somewhere. It will not. And while everyone waits, each of you invents your own version, and eighteen months on there are nine different ways of running a one-to-one and nobody knows how that happened. So write it yourselves. Pick one, write it, argue it. Pick the one mechanic that has to be the same - how a handover gets documented, what goes in a one-to-one, what gets escalated and to whom. Write the first version and circulate it unfinished, because a polished document invites silence and a rough one invites edits. Then meet to argue about where it broke this week, not to give status updates. The part nobody mentions: a layer with no veterans also has no bad habits. You are the first draft. Save this for your next peer meeting, and send it to someone in a brand-new management team. What would you write down first? Onward and Upward 🚀
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Leading friends who now report to you means closing the side door - and that one is a quiet signal you send, not one you miss. In this clip, tactic three of five: your friends still text you the way they always did, so they hear things first. From the inside nothing happened. From the outside, two people learned about the change at lunch on Tuesday and everyone else heard it Thursday. A decision got settled over coffee that the rest of the team would have had to book a meeting to influence. Nobody was excluded on purpose. They were excluded by geometry. Your team is not tracking your intent. They track who knew first, whose idea survived, who gets the benefit of the doubt. Three data points in the same direction and people stop arguing for their own work. How to close it: move work conversations out of one-to-one channels before you answer, announce decisions in one place at one time, and say the rule out loud to everyone including the friends. Save this one, and send it to someone newly promoted over their team. Where does your side door open? Onward and Upward 🚀 See the whole episode on YouTube
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What to say when an employee says they are fine - name what you noticed, then ask one open question. These are the quiet signals, and this is the script. In this clip: the two-move response, in about eight seconds. Skip "are you okay." That question has one socially acceptable answer and everyone knows it. Name the observable thing instead. You have been off camera the last three stand-ups, and you usually drive those. Your replies have gotten a lot shorter this week. You passed on the Harper account, and that is not like you. Then: what is going on with that? Then say nothing. The first answer is the polite one. The second, four or five seconds later, is the real one. Three rules so it does not backfire. Observation, never interpretation - a verdict gets defended. One thing, not a list, because a list is an ambush. And do not solve it in the same breath, or you have told them you were closing a ticket. Save this for your next one-on-one, and send it to a manager who needs it today. What have you noticed and not said? Onward and Upward 🚀 See the whole episode on YouTube
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Work-life balance advice for founders usually misses this: your problem isn't the engine. It's the anchor. ⚓ Kevin Voisin coaches leaders across five areas — fitness, faith, family, finance, and fun — and his rule is simple: the lowest one sets the ceiling for everything else. So the founder who's crushing finance and fitness while family quietly sinks? More effort on the first two does nothing. The boat's still anchored. Here's the part that makes it doable — you don't have to turn your worst area into a strength. Take it from bad to neutral and the drag comes off. 🙌 Which of the five is yours? Full episode on YouTube — link in bio Onward and Upward 🚀
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Rigidity in a business usually belongs to a rule, not to the people enforcing it - and it mutes the quiet signals you need. In this clip: a conversation about teaching a team to set boundaries with clients. To say no, out loud, to a request that does not fit. Here is the catch. Somebody got burned once, a policy went up, and three years later people are still enforcing a decision whose reason has left the company. You notice it by what stops arriving. Nobody brings you the awkward client request. Nobody mentions that the process adds a day for no reason. Silence reads like alignment right until the week it does not. Try this. Pick one rule your team enforces weekly and ask who made it and what it protected. If nobody knows, it is a habit wearing a policy's clothes. Then give one person permission to say no this week, and back them publicly when they use it. That part is the only part your team will actually believe. Save this for your next team meeting, and send it to the manager who inherited a rulebook. Which rule can nobody on your team explain? Onward and Upward 🚀 See the whole episode on YouTube
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Leading former peers is the bind nobody prepares you for - on Friday they were your friends at lunch, on Monday you are their boss. Most new managers handle it by hoping nobody brings it up. That is the one approach that loses both. Here is what happens in the silence. Your friends keep treating you the way they always did, so they hear things first. Everybody else watches and decides the outcome was settled before the meeting started. And your friends are getting less of you than they used to and cannot say so, because now it sounds like asking for special treatment. Nobody behaved badly. Everyone is worse off. The Monday Sentence, in three beats. Say it out loud: our working relationship changed Monday, our friendship did not. Move decisions into the room - if work starts in a private message, move it before you answer. And keep the friendship on its own clock, off hours and genuinely protected. Step one is the one people skip because it feels like making a big deal of nothing. Your team is already running that calculation. You are deciding whether they run it with your input. Save this, and send it to someone who just got promoted over their friends. What did you say in your first week? Onward and Upward 🚀
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Building team trust starts with one question you ask before you form an opinion. In this clip: assume good intent, then lead with curiosity. The script is short. When something lands wrong, ask - what would make that a reasonable thing to do? Then stop talking. Most of the time the answer is a constraint you did not know about. A system that times out. A customer who called twice. A rule someone handed them last month that nobody ever retired. The catch: curiosity is not a softer way to deliver a verdict you already reached. Your team can hear the difference immediately, and if they hear it, they stop bringing you anything unfinished. That is how quiet signals stay quiet. When the answer shows you a real obstacle, fix the obstacle in front of them. That is the proof the question was real. Save this before your next hard conversation, and send it to the manager who is about to have one. What do you ask before you decide? Onward and Upward 🚀 See the whole episode on YouTube
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When your team doesn't respect you yet, it is not a likability problem 👀 You say something in a meeting and it lands flat. Someone else says the same thing ten minutes later and the room nods. So you try harder to be liked — and it gets worse. Gallup reports only about 21% of U.S. employees strongly agree they trust their organization's leadership. Your team didn't start neutral on you. They walked in at one in five on leaders generally. In this week's Leadership TTP episode, Jason LeDuc breaks down how respect actually gets built 👇 1️⃣ Liked is how people feel in the room. Respected is whether they'd bet on your judgment when you're not in it. 2️⃣ Make one visible decision: "I'm calling it. Here's why. If I'm wrong we fix it in thirty days." 3️⃣ Take the job nobody wants — quietly. 4️⃣ Keep the small promises. Said Thursday? Send it Thursday. 5️⃣ Defend them once, publicly: "That call was mine." Bonus: say "I was wrong" before you have to. Watch the full episode — tap the link in bio 🔗 Onward and Upward 🚀
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Startup and shutdown rituals are how a manager catches the quiet signals they would otherwise miss. In this clip: two ten-minute routines that bracket your workday. The startup: three outcomes that have to be true by 5pm, the one person whose week is hardest, and whatever you promised yesterday and have not done. The shutdown: what actually happened, what felt off today, and the first thing you will touch tomorrow. That middle line of the shutdown is the one that matters. A three-word reply. A camera that stayed off. Someone who went quiet in a meeting where they normally talk. Write it down without deciding what it means. One observation a day is fifty a quarter. Fifty is a pattern. A pattern is something you can still do something about. Most managers run the startup and skip the shutdown, so they plan every day and notice nothing. Save this for tomorrow morning, and send it to the manager whose week is already away from them. What goes on your shutdown list? Onward and Upward 🚀 See the whole episode on YouTube
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