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.

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.