What happens when the world around you feels like it is falling apart—but people are still looking to you to lead?

In this episode of Leadership Sucks, Larry Moss explores what crisis leadership demands when information is incomplete, emotions are high, and every available option seems difficult.

Using the aftermath of 9/11 as the backdrop, Larry examines how leaders can remain grounded, protect their people, simplify the mission, make decisions without certainty, and stay aligned with their values under pressure.

This episode covers seven practical crisis-leadership disciplines:

• Face reality

• Stabilize before you optimize

• Simplify the mission

• Stay visible and grounded

• Put people before the machine

• Take the next right step

• Hold onto your values when the options are bad

Because leadership in crisis is not about pretending you have all the answers. It is about creating enough clarity, stability, and trust for people to keep moving forward.

If you have ever had to lead through uncertainty, disruption, loss, or a season where there were no easy choices, this episode is for you.

Holding people accountable sounds simple until the person missing the mark is someone you respect, care about, or know is going through a difficult season.

In this episode of Leadership Sucks, we explore the tension between empathy and expectations, why leaders often avoid accountability, and what that avoidance costs the rest of the team.

We talk about why accountability should never be a surprise, how unclear expectations create unfair consequences, and why dependable employees should not become the safety net for people leaders refuse to address.

Most importantly, we look at accountability as more than discipline. Done well, accountability is an act of care. It gives people clarity, ownership, and the opportunity to improve.

Because sometimes the most caring thing a leader can do is stop making excuses, have the conversation, and hold the standard.

Holding people accountable sucks.

But avoiding it usually costs even more.

Giving difficult feedback is one of those parts of leadership that almost everyone understands—and almost everyone wants to avoid.

In this episode of Leadership Sucks, we dig into why leaders delay hard conversations, what that avoidance quietly costs the team and organization, and how to deliver honest feedback without destroying trust.

We explore the difference between clarity and cruelty, why vague feedback creates defensiveness, how empathy and accountability can exist at the same time, and why waiting too long often makes the conversation far worse.

If there’s a conversation you know you need to have but keep putting off, this episode is for you.

Because difficult feedback may suck—but avoiding it usually sucks more.