Why Your Team May Enjoy My Rant: Leadership Development is a Waste of Time and Money

September 12, 2023

I had a very respectable campus leader (let’s call her Maria) candidly share that she was not excited about the opportunity to leave several high-priority tasks to attend an executive team kick-off retreat last month.

“This is not about you, Joe. I’m just saying that I have never found these types of events impactful to the work. In fact, I generally believe leadership training and leadership development is a total waste of time and money.”

I raise a glass to toast Maria in this month’s post. I will put myself out there and say, I agree with you, doc!

Hear What I Am Not Saying

Seriously… Don’t bother. I am not saying LEADERSHIP is a waste of time. I am saying the development, or more specifically, the way we currently train leaders is a waste of time and money if you draw a tight circle around the return (results) on the investment.

If you prefer to avoid my rant and simply get something practical, skip to the end of this post. I list seven questions you should answer in the affirmative before doing any leadership team development.

Otherwise, commence rant…

The past decade has been a struggle for me. I have failed to create an overwhelmingly “plug-and-play” leadership guide for all humanity to change the trajectory of campus performance.

I have developed fancy models, checklists, bold statements, processes, principles, fortune cookie sayings, and so much more over the last ten years.

But, no… I have not created anything I believe has helped executive teams (and their teams) put more points on the board. Much of what I have taught and coached has helped deepen the Lead Measures and the reliability of Systems to put more points on the board, but my focus of this post is on leadership.

I have taken the position that leadership is skill-based. You either have it or you don’t. If a campus leader applies a set of skills competently and consistently, they will effectively evolve into a leader worth following.

I also hold the position that leadership is contextual. In other words, successfully navigating situations makes the leader (more confident and competent). However, please note that none of these sticks-in-the-sand have produced better leaders.

The problem is that if I want to teach people to be better leaders as a consultant, coach, and trainer, I must teach it as a linear truth with little tolerance for variation. This would be taught as a best practice or a standard, right?

But, alas, I don’t think leadership is teachable as a best practice or a standard. Leaders are born and then made by circumstances, struggles, pain, and setbacks, seasoned with a healthy dose of mentoring via genuine relationships along the way.

Oh, and the successful ones must tip their hat to a boatload of luck (GRACE) if they are honest.

In other words, my programs don't yield what they are hyped-up to deliver — Leaders.

Honestly, I observe my colleagues doing similar work yielding no better results.

Leadership is kind of a skill, but mostly an art form developed over a lifetime of modeling, trial, and error, reflection, and adaptation.

As the boss, you define leadership. Your choice - the good kind or the wrong kind. Over time, this becomes your leadership culture. If you define leadership as a set of behaviors, you then teach your people the importance of those behaviors. However, just because you define leadership as a set of behaviors does not mean that applying those behaviors yields LEADERSHIP.

You also must define leadership outcomes to follow those behaviors, and you must see that those behaviors yield those outcomes all the time to claim that they reliably give you LEADERSHIP.

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According to Google, there are thousands and thousands of hits for the word leadership. I am pretty sure, without analyzing them all that there is no common application of the word, which leaves us with the problem identified above… How do you define LEADERSHIP in a helpful way to teach it uniformly and scale it consistently?

It has been argued that many focused hours of practice can help develop one into an expert.

This argument is missing one of the critical components of the original research. (In fact, in his book, Outliers, often overlooked when people reference it, Malcolm Gladwell says the same thing.) That talent must also be present, and the talented person must have a support system in place to allow them to develop their innate talent (and skill) while they practice.

Innate talent is essential. When I teach leadership skills, it either sticks or does not stick based on the talent the leader already has. Working to apply leadership skills on a doofus will still be inadequate leadership no matter how extensive the practice, development, or weighty the experience.

You can lead wherever you are is a paradigm held across most campuses across the country. This ideal is honorable, and I believe that all people have the ability to influence across their spheres of influence. The question is, with what potency (results-based impact)?

Campuses across the country spend millions of dollars in conferences, seminars, team trainings, and the like, to raise up leaders, but rarely, if at all, do any of these systems run a return on the investment on these interventions.

“Working to apply leadership skills on a doofus will still be inadequate leadership no matter how extensive the practice, development, or weighty the experience.”

Or, if one breaks down the skills into a set of skills or best practices, rarely do they align to a universal set of skills needed to get the work done to the next level. Rather, leadership has become just another word for launching initiatives, project management, and supervision of your division of employees.

From what I have studied, the great leaders of history (Lincoln, Alexander, Gandhi, Martin Luther King, Jr., Genghis Khan, Charlemagne, Steve Jobs, Henry Ford, et al.) never were (fill in the blank) award winners. They didn’t have certificates of completion nailed to their office walls indicating they were “in sessions” to become better leaders.

And, if we did an analysis of all the countless participants in your system who enrolled in training programs or leadership development initiatives, how many of them have become great as a direct result of those initiatives? For those who did, would they have achieved their success regardless of the training? In many ways, I would argue a big Fat YES.

Is this a valid argument?

Great leaders historically did not advance their influence and impact using the methods incorporated in the training and development industry space (which is quite lucrative). With the advent of social marketing tactics, we are being bombarded by consultants and trainers who utterly believe their training methods produce GREAT LEADERS.

Prove it.

Show the return, and I will eat my left sock and come to work as your senior director of sales.

Leadership is an ability, that requires a set of circumstances, that requires luck, and that requires followers who are inspired. Analyses of historical leadership have never produced the same set of criteria between leaders. In other words, no two leaders are the same. Great books providing comparative analyses of leaders are found in plenty and rarely profess similar conclusions.

So, it is with conceit that we believe leadership is universally teachable via a shiny product or program that can be boiled down to a simple set of standards or best practices. It is even with greater hubris that we think the same leadership ability is within all of us. In my work, I encounter loads and loads of leaders (in title) who are not LEADING (results).

Just sayin.’

Here’s my challenge to you. The next time you are fixin’ to bring in someone to do leadership development, ask yourself the following questions. They are in no particular order.

Why? What are you hoping leadership development will do for you? Really answer this question as explicitly and specifically as possible. The more specific you can be, the more likely you will identify the true training opportunity or the true organization development problem that needs solving.
Is there something, or a situation in the organization that requires transformation? In other words, is there an opportunity to totally reinvent your success system?
Do you want your people to actually lead? According to James MacGregor Burns, leadership is defined as mobilizing a group of people from point A to point B. Is there a vivid Point B to move people toward?
Do your people have the innate talent to become leaders? Do they have good character, chemistry, competence, and credibility? Do they have hunger, humility, and smarts?
Does the organizational structure and culture allow your people to lead? Is the structure set up to allow leaders at lower levels in the organization to actually lead? If not, why bother?
Should you be developing all, or a few of them who (in turn) will lead the rest?
Do you have a framework for quality leadership? What common tools, language, and methodologies can be used to multiply these ideals across your system?

My guess is that most of the questions above may be answered with hope and a shoulder shrug.

Good News!

The development that followed my encounter with Maria had all 5s in the following categories:

The development experience treated leaders as engaged learners.
1, 2, 3, 4, 5
The topic focus was deep enough to provide tools to immediately impact our practice.
1, 2, 3, 4, 5.
Follow-up support and discussion questions were made available to reinforce the learning.
1, 2, 3, 4, 5.
The development session allowed team time to focus the learning on a team challenge with opportunities to coach each other to problem solve.
1, 2, 3, 4, 5.
The development session provided measures of team accountability by asking how previous session tools had been applied in common practice.
1, 2, 3, 4, 5.
The development session was geared to equip our team with the tools, language, and methodology to advance our performance objectives as results.
1, 2, 3, 4, 5.

Wrap Up

Yes, many leaders may want to fist-bump Maria because they have experienced a myriad of wasted time, resources, and productivity due to poor executive PD. The good news is that there are many great examples out there where Executive Team Coaching moved campus leaders to become system influencers who raised the standard of organizational culture, organizational clarity, and overall performance improvement.

Let’s turn those instances (from best practice to Better Practice) into the new status quo.

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Whether it's leading results-based teams, communicating with success, improving your engagement, increasing influence, refreshing your vision, building trusting communities, or many other challenges we face as campus leaders, you'll know exactly what steps to take to generate momentum for your community.

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Higher Performance Insights | ACADEMIC INTEGRITY - SENIOR LEADERSHIP TEAM EDITION

By HPG Info • October 7, 2026

This fall, a student in your district or on your campus will get caught letting ChatGPT write an essay. There will be a meeting, a policy citation, maybe a zero. That same week, someone in your cabinet will let ChatGPT write a board memo. That one gets a thank-you. We built entire academic integrity policies on one simple idea: if you didn't do the thinking, you don't own the work. Then we quietly exempted ourselves. Try this before your next cabinet meeting. Pull up the last recommendation someone on your team sent you: the budget reduction scenarios, the enrollment projection summary, the draft revision to the attendance policy. Ask the person who wrote it to walk you through the reasoning behind their second option, from memory, with the document closed. If they hesitate, you've found something your AI rollout plan never measured. Your team is getting faster at producing work it can no longer explain. All fall, I've been asking superintendents and college presidents the same question as they plan for 2027: what are your people carrying into this year that no training or workshop seems to touch? The first answer keeps coming back as one line. Convince me this is still worthy work. The second answer, more often than I expected, is AI. Leaders can feel the work speeding up and their own grip on it loosening. In a 2025 MIT Media Lab study , researchers put EEG caps on 54 people and had them write essays. The group using ChatGPT showed the weakest brain connectivity of anyone in the study. Minutes after finishing, most of them couldn't accurately quote a single sentence from the essay they had just turned in. The researchers named the pattern cognitive debt: you save effort today and pay it back later in thinking you can no longer do. It's a small study, and the researchers themselves asked people to stop calling it proof that AI makes anyone dumb. Its message for leaders is simpler. Every prompt that does your thinking for you is a small withdrawal from the one asset your board actually hired. Every cabinet I know is using AI more this fall. Very few are getting smarter because of it. The Irony Nobody at the Board Table Has Named Both halves of our profession are under the same public question right now: can the people we serve still think? In Gallup's latest annual education poll , Americans rated K-12 schools worst on critical thinking out of the six areas measured. Twenty percent called the job schools do there excellent or good. Forty-seven percent called it poor. Presidents hear their own version from employers, legislators, and parents writing tuition checks, all asking whether a degree still proves a graduate can reason through a hard problem. Now picture the same week inside a typical cabinet. The strategic plan update was drafted by a chatbot and lightly edited for tone. The enrollment memo came back from AI, got a quick read, and went to the board. The accreditation narrative or the state report got the same treatment. Someone asked the tool which of three budget scenarios to recommend, and the recommendation it gave is now the cabinet's position. We are asking our schools and colleges to teach students to think while the adults at the top quietly hand their own thinking to a tool that has no stake in whether the institution succeeds. (Nobody at the table would say it out loud. It's awkward to admit the drafts got better while your ability to defend them got worse.) Lee Lambert , who leads the Foothill-De Anza Community College District , told me on Season 1 of The PROOF that he thinks of AI as his tenth Supreme Court justice. He won't panic about it, and he won't ignore it. That's the posture I want for every cabinet, K-12 or higher ed. Give the tool a seat at the table. Keep the gavel. A 2025 study from Microsoft Research and Carnegie Mellon , based on a survey of 319 knowledge workers, found the same pattern at work. The more people trusted generative AI to handle a task, the less critical thinking they reported putting into it. Confidence in the tool went up. Effort in the human went down. Here's the part that should reach you personally. When the tool thinks for an individual, the damage stays in one head. When it thinks for a cabinet, the damage spreads. Five people defer to the same draft, nobody owns the reasoning, and the meeting turns into a line edit of a document nobody built. I've spent years in the chair and have since sat in many presidents' cabinet rooms, and the lesson holds in both: a cabinet that can't explain its own decision will eventually be unable to defend it. (This is the gap THE TEAM INSTITUTE was built to close. Every vendor will train your people on the tool. We help cabinets build the collective judgment the tool is supposed to serve, so AI multiplies what your team already thinks. More on that in a moment.) TQ = IQ × EQ × PQ. AI can push the IQ side of your output up fast. It can't supply the EQ your team needs to disagree well, or the PQ, the perceptual accuracy, that tells you when a polished draft is wrong for the people in front of you. Let those two drift toward zero and every gain on the IQ side gets multiplied by almost nothing. The Human Intelligence Protocol Call this the Human Intelligence Protocol. Five practices that turn AI into a sparring partner. Each works for one leader and gets stronger when a whole cabinet runs it. Protect the Genius Hours. Sort all of your team's work into two zones. The compression zone is anything large, messy, or repetitive that needs to become smaller and clearer: meeting notes, update memos, survey comments, three conflicting reports on the same program. AI is excellent here. The contribution zone is where your judgment comes in: deciding what matters, reading the room, noticing the issue nobody has said out loud, and knowing that an answer can be technically correct and still wrong for this community. The mistake is handing AI the contribution zone because it can produce something that looks finished. A better prompt before your next cabinet meeting: "Organize these notes and updates into key decisions, risks, unresolved questions, and missing information. Do not make a recommendation." The tool organizes the landscape. The room still chooses the direction. Climb the Brief Ladder. Most leaders use AI like a drive-through window: "Write my board update." Vague request, average answer, polished and forgettable. The ladder has five rungs. The request says what you want. Context says who it's for and where it will land. The outcome says what it must accomplish. Constraints set the boundaries, like length, tone, and what to avoid. The standard shows what good looks like: an example, a rubric, your own best past work. The brief ladder is also the skill of delegating to a vice president, a provost, or an assistant superintendent. If you can't brief the tool clearly, you probably haven't briefed your team clearly either. (The quality of your prompt is a pretty honest mirror of the quality of your thinking.) Seat a Board of Minds. A good board asks the hard questions. Left alone, AI tends to tell you your idea is wonderful. So give it other seats at the table. The stakeholder board: "Name the five groups most affected by this decision. For each, tell me what they want, what they fear, and what they'll resist." (Parents, teachers, and the union in one chair. Faculty senate, students, and donors in the other.) The time board: "What does this decision look like after one week, one year, and five years?" The opposition board, which matters most: "I believe this is the right strategy. Build the strongest possible case that I'm wrong. Name my false assumptions and the conditions that would make this plan fail." This one has a team payoff most leaders miss. In a cabinet, dissent carries a social cost, so it often goes unspoken. When the tool plays the dissenter, nobody has to spend political capital to raise the hard objection, and the room can argue hard about the idea while the relationships stay intact. One rule stays firm: AI states wrong facts with total confidence. When a decision rests on facts, ask for sources and verify the important ones yourself. Build a Pressure Lab. Pilots train in simulators. Emergency teams run drills before the crisis. Most leaders walk into the budget hearing, the tense board work session, the faculty senate meeting, or the hard personnel conversation having rehearsed nothing but their talking points. Use AI as the simulator. "Act as a skeptical board member reviewing our proposed program cut. Ask one question at a time. Push back on vague answers and raise the difficulty as I respond. Don't coach me until we're done." Afterward: "Evaluate my answers for clarity, evidence, and conciseness. Show me where I sounded defensive." Then run it again. The same works for learning. Ask for friction on purpose: "If I get stuck, give me the smallest useful clue." Letting the tool remove every difficulty is like having a friend lift your weights at the gym. Use the Beginner Advantage. The higher leaders climb, the more expensive it feels to say "I don't understand." So they nod through the fund balance discussion, the CIO's pitch about AI agents, the retention dashboard, or state assessment data nobody has explained since the last accreditation visit. Then they search for the answer later, or never. AI gives you a private place to go back to basics. "Explain this with no assumed background, in plain language, with one example from a school district or a college." "What are the five terms I need before anything else makes sense?" "What do beginners usually get wrong?" Then run the teach-back test. Close the window, explain the idea out loud in your own words, and ask the tool what you got wrong. Tell it to help you repair your explanation without rewriting it. When the boss does this openly and says so in cabinet, basic questions become normal for everyone. What This Looks Like in a Real Team This is a composite, drawn from patterns across our 987 teams. I've watched it play out in district offices and in presidents' suites, and the only real difference is the vocabulary. A cabinet had three weeks to bring a painful reduction plan to its board. (In the district version, two programs were on the table. In the campus version, two academic programs were up for sunset review, and the faculty senate was already asking questions.) The first draft came from AI in an afternoon. It was clean, confident, and organized. In the first internal review, the board chair's likeliest question ("Why this program and not the other one?") got four different answers from four different senior leaders. So they changed the process. AI compressed six months of budget data into a two-page briefing with the open questions labeled. The cabinet argued out its own recommendation before any tool saw the problem. Then they seated the opposition board, asked for the strongest case against their plan, and found two assumptions they couldn't support. Finally, the top leader and the CFO each spent twenty minutes in a pressure lab with an AI playing their toughest board member. On the night of the vote, the board chair asked the hardest question, and every cabinet member who spoke gave the same answer in their own words. The next morning, the team could explain the plan to the people it affected. Same tool. Same people. What changed was the order: think first, then let the machine argue with you. Bad Season or Wrong Seat? Some of what leaders are feeling this fall is the AI speed-up. Some of it is older than any chatbot. When the work gets heavy, most of us carry one question we rarely say out loud: is this a bad season, or did I take the wrong seat? Season 1 guests of The PROOF answered that question on camera. Rick Cobb waited out a bad year, and the next one became one of his best. Amy Diaz, EdD saw that the problem was the shape of her role and stepped sideways into work that fit. Chris Lindholm runs the district with the longest school bus ride in America. In Everton, Missouri, 91% of Will Darter, Ed.D students live in poverty, and his campus tripled in size while enrollment dropped. On Wednesday, October 7 at 10:30 AM CT, Season 1 guests join our P2P Roundtable to talk it through live. One hour, peers only, no presentations, 30 seats, open to anyone leading systems and people in education. The question sounds the same in both chairs. You'll leave inspired, challenged, and equipped to lead as a BUILDER (not a climber, dreamer, or coaster). Save your seat: higherperformancegroup.com/p2p-page Bring your closed-document test result with you. It's a good place to start the conversation. Monday Morning Here's what to do Monday morning (assuming you're not already mid-crisis, in which case bookmark this and do it Tuesday). Step 1: Run the Zone Audit (20 minutes). Pull up last week's cabinet agenda. Mark each item C for compression or J for judgment. If yours looks like most, a big share of the meeting goes to C items: updates, report-outs, summaries of things people could have read. Now do the math: minutes spent on C items each week × people in the room × 40 meeting weeks. A cabinet of eight spending 45 minutes a week on report-outs burns 240 leader-hours a year, six full work weeks of senior judgment spent listening to things that could have been a pre-read. Step 2: Flip One Meeting (15 minutes of prep). Move every C item into an AI-organized pre-read with decisions, risks, and open questions labeled. Spend the entire meeting on J items. Watch who talks more when the report-outs disappear. (It's often the person who has been quietly waiting for a real conversation.) Step 3: Seat the Opposition (15 minutes, next cabinet meeting). Pick the decision you're most confident about. Put the opposition prompt on the screen and read the strongest case against your plan out loud as a team. Then ask one question: "Which of these objections can we answer, and which ones can't we?" "We don't have time to use AI more carefully." You're already spending it in the second meeting, where the plan gets rebuilt because nobody could defend the first version. Fifteen minutes with the opposition board is cheaper than one decision you have to take back in public. "My team won't use AI this way. They just want the draft." Of course they do. The draft is visible, and the thinking isn't. So make the thinking visible. Start one meeting a month with a single rule: nobody brings an AI draft until the room has built its own answer first. The Maturity Shift Immature leaders think: "AI makes us faster, so we should use it for everything." Mature leaders think: "AI makes us faster at whatever we already are. We'd better make sure what we are is worth speeding up." Immature leaders ask the tool for the answer. Mature leaders ask it for the landscape, the opposition, and the hardest question in the room, then decide for themselves. Every district and every college can buy the same software. The advantage goes to the cabinet that uses it to sharpen its judgment and widen what it can see. That is how the work stays worthy. Your turn: think about the last major recommendation your cabinet made. How much of the reasoning could the team still explain with the laptop closed? Bonus points if you run the closed-document test in your next meeting and tell us what happened. Most cabinets lack a clear read on the collective judgment underneath all those polished drafts, and whether the team can still think together with the tool turned off. That's the gap THE TEAM INSTITUTE closes. We measure how your cabinet thinks, decides, and perceives as a team, grounded in the TQ research behind IQ × EQ × PQ across 987 leadership teams. Cabinets that closed gaps like this saw performance improve roughly 3x, engagement rise 29%, and outcomes improve 27%, with no increase in burnout. If AI is about to multiply whatever your team already is, would it help to know exactly what that is first? Objectively? Get Started Here with the Team Intelligence Baseline Assessment Help another leader protect their team's thinking before the tools quietly take it over. Repost this with the practice you're trying first. Tag a leader whose cabinet is rolling out AI this fall. Or drop a comment with what the closed-document test turned up. P.S. If you plan a conference or member program for 2027, I built a keynote around that "convince me this is still worthy work" question. It's called The PROOF: higherperformancegroup.com/the-proof Follow DR. JOE HILL and Higher Performance Group

Higher Performance Insights | THE BELONGING GAP: TALKING IS NOT TRACKING

By HPG Info • September 29, 2026

Before your next leadership team meeting, try something uncomfortable. For each of your direct reports, name one person on the team who would notice if they went quiet for two weeks. Someone who would actually pick up the phone. If a name didn’t come right away for at least one of them, you just found the reason your next resignation letter will blindside you. Eighteen months before it’s written. Most superintendents and presidents have never run this check. Nothing on your dashboard measures it. Evaluations measure output. Board reports measure outcomes. Strategic plans measure progress against a timeline. All of it is a lagging indicator, proof of something that already happened. One layer underneath every number you track sits a leading indicator. It measures whether anyone on your cabinet belongs to anyone else on your cabinet. The best explanation I’ve found for it started in evolutionary psychology. Stick with me. It gets specific fast. Schools Already Measure This. For Fifteen-Year-Olds. Gallup’s newest numbers, released this month, put Americans’ satisfaction with K-12 education at 32%. That’s the lowest in 27 years of tracking, and down 11 points in two years. It’s the mood your board members carry into every meeting. Here’s the part almost nobody covered. The OECD’s PISA 2025 results landed the same month, and buried inside them is a finding that cuts the other way. In 39 education systems, more students now say they belong at school than in 2022. In 48, fewer say they feel lonely. And bullying, the clearest belonging-killer PISA tracks, is associated with lower performance. The people studying fifteen-year-olds treat belonging as a performance indicator worth measuring at scale. Nobody has told the people running cabinets full of grown adults that the same logic applies to them. Now look at your own cabinet. You already know its shape. Two or three people you’d call close. One or two you can’t quite read. And at least one who’s technically “on the team” and functionally on an island: capable, compliant, and quiet in exactly the way that gets mistaken for fine. Here’s the part nobody puts in the org chart. The isolated one is usually your best individual performer. High competence reads as self-sufficiency. Self-sufficiency reads as “doesn’t need checking on.” Call it Competence Camouflage The better someone is at the job, the less anyone asks how they’re actually doing. (Which means the person most likely to be running on empty is the one least likely to get asked.) Robin Dunbar’s research on relationship layers has taken some hits on its exact numbers. The layered structure has held up better than the math: roughly 150 people you know, 50 you’d call friends, 15 you’d call close, and at the center, about 5 you actually rely on. Strip away the precise figures and one finding survives every challenge. The number of people we lean on for real support is small, and it does not grow with the number of people we know. (This is the question THE TEAM INSTITUTE was built to help cabinets answer: does everyone have someone? We map the actual relational structure of a cabinet the way good schools already map it for kids, then help build the one or two structural fixes that close what the map finds. More on that in a moment.) This is the part where I’m supposed to tell you to build more team culture. You’ve already tried the retreat, the trust falls, and the personality assessment binder gathering dust on someone’s shelf. What you have is a measurement gap. You’ve been tracking IQ and output, the two variables everyone measures, and skipping the one that decides whether either shows up. That’s PQ: how accurately your team reads each other, including who’s quietly running on empty. IQ × EQ × PQ = Team Intelligence . Leave PQ near zero and the whole product lands near zero, no matter how good the other two look on paper. The One-Name Test Call this the One-Name Test. It’s simple enough that you don’t need a consultant to run it, which is probably why almost nobody does. 1. Run the Census. Most leaders assume their cabinet is connected because meetings happen and nobody’s complained. Quiet tells you nothing about connection. So run the actual census: for each direct report, name one other person on the team who would notice if they went quiet for two weeks. A blank is your first isolated node, and possibly your next resignation letter, eighteen months early. (This is why “we didn’t see it coming” is almost never true. Someone saw it. Their role just didn’t make noticing count.) 2. The Bar Is One. Dunbar’s layers get quoted for the big number, 150. The number that moves retention on a cabinet is the smallest one. A cabinet member doesn’t need five people. They need one: someone who asks a second time when the answer is “fine.” A single reliable connection is something you can build on purpose, on a Tuesday, with no retreat budget. 3. Build Proximity on Purpose. Every school does this for kids. Advisories, teams, lunch tables. The whole architecture of a building is a belonging machine, whether anyone says so out loud. Cabinets stop doing it for adults the day everyone gets a title. Standing 1:1s that skip the status update. Co-owned projects that put two people in a room who wouldn’t otherwise talk. A rotating pair for the hard conversations, so the same two people aren’t always carrying the room. This is structural work, and structure survives a bad quarter. This is a composite, drawn from patterns across our 987 teams, not one specific leader. A university cabinet: six vice presidents, all strong, all overcommitted, all evaluated individually, all scoring well. The quietest one ran the tightest division in the institution and hadn’t taken a real day off in over a year. Nobody flagged it. Her numbers were fine. Then she resigned, gave the standard reasons, and left the president genuinely confused. Six months later, that cabinet ran its first belonging census. Two more vice presidents had no named connection. The president hadn’t known. Neither had they, until someone asked directly. The fix took three standing 1:1s and one reshuffled project pairing. In the cabinets where we see this pattern, a fix that small is usually enough. What changed? Someone finally noticed who had nobody, and acted before the resignation letter instead of after. Gallup has tracked this for years: only about two in ten U.S. employees strongly agree they have a best friend at work. The ones who do are more engaged and less likely to leave. Look around your cabinet table and count how many of your people could say yes with confidence. Monday Morning Here’s what to do Monday morning (assuming you’re not already mid-crisis, in which case bookmark this and do it Tuesday). Step 1: Run the Census (20 minutes). List every direct report. Next to each name, write one other person on the team who would notice if they went quiet. If you don’t know, leave it blank. Don’t guess to make the page look better. The blanks are the whole point. Step 2: Start With the Loneliest Node (30 minutes). Whoever has the most blanks gets the first fix. That’s usually your highest performer, which is exactly why they keep getting skipped. Build one standing connection this week: a pairing, a recurring 1:1, or a co-owned project with someone they don’t already talk to. Step 3: Ask the Discovery Question (10 minutes, next cabinet meeting). Skip “how’s everyone doing.” Ask: “Is there anyone on this team who’d notice if you disappeared for two weeks?” Let the silence sit. Someone will answer honestly. That’s your opening. “We don’t have time for relationship-building.” Do the math on the alternative. Replacing a cabinet-level leader is commonly estimated at 1.5 to 2 times salary once you count the search, the interim, and the months of lost momentum. On a $180,000 vice president, that’s $270,000 to $360,000. The census takes twenty minutes. That’s less time than the last meeting that could have been an email. “My team is professionals, not middle schoolers who need a buddy system.” Professionals are exactly who this is for. The buddy system works on ten-year-olds because it’s honest about what humans need. Adults just got better at hiding when it’s missing, which is why it takes a census to find it instead of a glance across the cafeteria. The Maturity Shift Immature leaders think: “My cabinet has a performance problem, so we need better goals and clearer accountability.” Mature leaders think: “My cabinet might have a belonging problem wearing a performance costume, and accountability can’t catch what connection was supposed to.” Immature leaders treat isolation as a personality trait: some people are just private, just independent, just built that way. Mature leaders treat it as a structural gap, the same one they’d flag for a kid with no lunch table. It’s the same gap in a suit. Dunbar made 150 famous. The number that matters on your cabinet is one. Building a single connection for one person may be the highest-leverage thing you do this month, because if you don’t design it on purpose, you’ll find out by accident, usually in an exit interview. Your turn: pull up your cabinet roster right now. Whose name can’t you pair with anyone? Bonus points if you knew before you finished reading and just hadn’t said it out loud. If that name came to you fast, you already have what you need to start. What you probably don’t have is a structured way to find the ones you’re missing before one of them hands you a resignation letter. That’s the gap THE TEAM INSTITUTE closes. We map who’s connected and who isn’t across your whole cabinet, grounded in the TQ research behind IQ × EQ × PQ across 987 leadership teams. Cabinets that closed gaps like this saw performance improve roughly 3x, engagement rise 29%, and outcomes improve 27%, with no increase in burnout. If you already suspect someone on your team has nobody, would it help to know for certain, and to find the ones you’ve missed? Start here: THE TEAM INTELLIGENCE ASSESSMENT Whether or not this week is the right one for that, help another leader catch this before it costs them someone. Repost this with the one step you’re taking this week. Tag a fellow superintendent or president who needs to run this census. Or drop a comment with where your belonging plan stands. Follow DR. JOE HILL and Higher Performance Group .