In this episode, Josh and John unpack a deceptively simple but powerful truth: communication is both transmission and reception — and most leaders focus too heavily on the former. Drawing from the Communication Codeframework by GiANT Worldwide, they explore how intention, clarity, and receptivity shape every conversation — at work, at home, and in the spaces in between.

They open with reflections on personal rhythms, learning events, and the importance of walking (for knees and for clarity) before diving into the art of setting conditions for effective communication. John shares insights from Simon Sinek’s “Know Your Why” and The Atlantic’s piece on distracted parenting, illustrating how modern distractions erode our ability to truly listen and receive.

Josh introduces the five core intentions of communication — to care, celebrate, critique, clarify, and collaborate — and how naming these purposes can transform meetings, relationships, and team culture. Together, they break down how misalignment between intention and perception can derail trust, and how explicit communication framing helps teams stay connected and emotionally attuned.

• Communication is not complete without both transmission and reception.

• Setting the conditions for communication (minimizing distraction, clarifying intent) is foundational.

• The five communication codes—Care, Celebrate, Critique, Clarify, Collaborate—help leaders name the whybehind what they say.

• Explicitly naming your communication intent improves trust and reduces misinterpretation.

• Celebration and care are often undervalued but essential forms of communication that sustain team health.

In your next team meeting or 1:1, name the type of communication you’re using:

• Are you collaborating, clarifying, or critiquing?

• Are you showing care or celebration?

Use this awareness to align your intent with how others receive it. And for an extra challenge — find a way to intentionally celebrate someone or something this week.

How often do you name your intention before communicating — and how might doing so change the way your message lands?

• Simon Sinek – “Know Your Why” (video clip)

• The Atlantic (2018) – “The Dangers of Distracted Parenting”

• The Communication Code – Jeremie Kubicek & Steve Cockram, GiANT Worldwide

“Your job as a leader isn’t just to say what you mean — it’s to make sure it lands with your team.” – Josh Hugo

In this episode, Josh and John take a second pass at one of leadership’s most defining skills — communication. Moving beyond what we say to how and why we say it, they explore the motives, tendencies, and patterns that shape our words and impact our teams. Through real examples and archetypes, they help listeners identify what drives their communication habits and how self-awareness transforms connection and clarity.

• Motives and tendencies: Awareness doesn’t erase them, but it helps leaders recognize and redirect them.

• Patterns and behavior: You can’t always change your wiring, but you can change your actions.

• Communication archetypes: The visionary, the perfectionist, and the over-talker — and what they reveal about leadership motives.

• Transmission and receiving: Great communication is both speaking and listening with intention.

• Be interested, not interesting: Curiosity builds trust more than charisma ever will.

• “Are you trying to be more interesting or more interested?”

• “Your motives aren’t going anywhere — but your patterns can change.”

• “You can’t delegate responsibility and still hold all the authority.”

• “Communication equals transmission plus receiving.”

Take ten minutes this week to reflect — and write it down.

1. Name one behavior you notice in the way you communicate (talking over, holding back, over-explaining, etc.).

2. Ask yourself why: What’s the motive beneath it? What are you afraid of, avoiding, or trying to prove?

3. Get feedback: Ask one trusted colleague or friend to describe how they experience your communication.

4. Set an intention: Choose one way to practice being more interested than interesting in your next conversation.

In this episode of Leadership Limbo, Josh and John dive into one of the most foundational—and often overlooked—skills of leadership: communication. Picking up from their exploration of performance and management, they shift focus to the ways leaders communicate with their teams, their peers, and their managers.

The conversation unpacks a simple but powerful formula:

Communication = Transmission + Reception.

It’s not enough to just speak or listen—both have to work in tandem for true understanding.

Josh and John frame today’s tension as the gap between accidental communication and intentional communication. Too often, leaders over-invest in the intentional while overlooking how much influence their “accidental” moments - or overall lack of self-awareness and intentionality about their communication - can have on team trust, alignment, and culture.

Along the way, they share personal reflections on their own communication gaps—Josh’s tendency to over-talk as a verbal processor, John’s habit of letting facial expressions betray his thoughts—and highlight why building self-awareness is essential.

They also introduce practical tools, linked below:

• Blindspotting – A model for uncovering motives and tendencies that drive leadership behaviors.

• The Five Voices – A personality-based framework for understanding your natural communication style and how others receive it.

The big takeaway? Leaders need to narrow the gap between formal and informal communication by increasing self-awareness and choosing intentionality in both. Communication is the foundation of alignment, execution, and trust—and without it, even the best strategies fall flat.

Resources:

• Free 5 Voice Assessment and Report: Click Here
• Blindspotting: Click Here

In this episode of Leadership Limbo, Josh and John reflect on the central thesis of their podcast—leadership is about navigating polarities, not choosing sides. From transparency versus discretion to friendship versus professionalism, they dig into the tensions leaders constantly toggle between and how these dynamics shape team culture and effectiveness.

Josh shares insights from Edwin Friedman’s A Failure of Nerve and the concept of self-differentiation, while John highlights the practical realities of leading through both collaboration and decisive direction. They also explore the Sherpa mentality from The 100X Leader, reframing leadership success as helping others reach the summit rather than chasing individual achievement.

The conversation surfaces four key relational tensions managers face with their teams:

• Transparency vs. Discretion

• Friendship/Friendliness vs. Professionalism

• Collaboration vs. Decision-Making

• Advocacy vs. Directive Management

Josh and John remind listeners that effective leaders don’t settle on one side of these spectrums—they learn to toggle with intentionality. The episode closes with a reflective exercise using two “thermometers”: one measuring how well you’re performing, and the other how well you’re leading performers. The challenge: notice gaps and identify where your leadership toggle might need to shift.

Resources Mentioned:

Feel free to check out two books referenced in this episode, as well:

• A Failure of Nerve, by Edwin Friedman
• The 100x Leader, by Steve Cockram and Jeremie Kubicek

In this episode of Leadership Limbo, Josh Hugo and John Clark continue their multi-part series on identity shifts in leadership. Building on last week’s focus on how stepping into management reshapes relationships, today’s conversation zeroes in on one of the most critical dynamics for any middle manager: your relationship with your own manager.

Josh and John explore what makes this relationship healthy and productive, starting with the foundation of trust and moving into practical elements like:

• High Support + High Challenge: Creating a liberating environment through balanced accountability and encouragement.

• Intentional Two-Way Communication: Ensuring not just that information is transmitted, but also truly received and understood.

• Autonomy + Accountability: Striking the right balance between independence and responsibility to your boss.

• Mutual Belief: Not just expecting your manager to believe in you, but actively showing belief in them.

• Managing Up: Bringing forward the realities of your team so your manager has the visibility needed to lead effectively.

They also highlight common pitfalls that can derail this relationship—like unclear communication systems, falling into a “what have you done for me lately” mindset, or passively waiting to be developed—and offer strategies to avoid them.

The episode closes with practical reflection tools for listeners:

1. Conduct a two-way communication audit to identify and close gaps.

2. Apply the Red-Yellow-Green framework to your current projects to clarify decision-making authority and opportunities for growth in autonomy.

Several helpful resources were referenced in this episode. See the links below for more information:

Cory Scheer's book: Closing the Trust Gap.

Patrick Lencioni's book: The Advantage.

In this episode of Leadership Limbo, Josh and John dive into one of the most significant transitions leaders face: the shift in identity that comes with moving into management. Building on last week’s discussion around vision and internalization, they explore how stepping into leadership changes relationships with yourself, your peers, and your work.

The conversation covers four key dynamics:

• The weight of authority – how new leaders experience both the responsibility and temptations of positional power.

• Stress and tendencies – why under pressure, managers often revert to old habits, and how intentional development can prevent missteps.

• “TIDKWIDT” (The I Don’t Know What I Did Today challenge) – the common struggle of defining success when the work shifts from doing tasks to guiding people.

• Vertical shifts in relationships – the reality that becoming “the manager” alters how peers and teams perceive and engage with you.

Josh and John offer practical tools to navigate these changes, including the “Leader Mirror” (a framework for reflecting on reactivity, intentionality, and consistency) and the importance of building a trusted circle to provide honest feedback. They also invite listeners to share their own experiences with identity shifts in leadership, setting up future episodes on relationships with managers and direct reports.

As always, the episode blends lived experience with practical strategies, making space for the tension of leadership while equipping mid-level leaders to grow with awareness and purpose.

In this episode of Leadership Limbo, Josh and John explore the role of vision in leadership, especially for middle managers who often inherit rather than create vision. They emphasize the importance of fully internalizing and integrating vision into daily practices, even when you are already aligned.

The conversation dives into the tension that arises when managers don’t fully agree with a vision. Josh shares a framework for self-reflection through the lens of self-preservation behaviors: asking What am I afraid of losing? What am I trying to hide? What am I trying to prove? John introduces the principle of “disagree and commit,” highlighting how leaders can create space for healthy debate, then unite in full commitment once a decision is made.

The episode closes with four practical takeaways for managers:

1. Internalize your organization’s vision so you can teach it.

2. Integrate vision into daily conversations and priorities.

3. Reflect on self-preservation tendencies that may cause resistance.

4. Disagree and commit to build trust, alignment, and follow-through.

In this episode of Leadership Limbo, John and Josh explore what it means to lead from the middle—especially when the word manager often carries a negative connotation. After sharing the backstory of the podcast’s rebrand (and a trademark dispute that nudged them into “Leadership Limbo”), they dive into how leaders can reclaim management as a powerful and positive form of leadership.

Drawing from Gallup’s First, Break All the Rules, they unpack the metaphor of the manager as a catalyst—someone who accelerates growth by connecting people’s talents to organizational goals. They challenge leaders to:

• Reframe “manager” not as a lesser version of leadership, but as a distinct and powerful form of it. Too often, the term carries negative baggage, but John and Josh argue that great management is an active, catalytic force that turns vision into reality.

• Prioritize knowing people’s strengths rather than over-focusing on weaknesses.

• Distinguish between managing versus doing, resisting the urge to “just do it yourself” or create clones of your own style.

The conversation is both practical and reflective, with reminders that turnover is costly, management is active, and leaders must be intentional about setting their teams up to thrive.

The episode closes with a reflection challenge: Identify 2–3 people on your team, name their strengths without condition, and ask yourself whether their current work fully leverages those strengths in service of your organization’s goals.

Because in the end, being a manager isn’t about being stuck in limbo—it’s about catalyzing people and purpose.

You can find copies of First, Break All of the Rules here on Amazon or wherever else you purchase your books!