Chapters00:57 Exploring ‘Surrounded by Bad Bosses’15:01 The Importance of Communication Styles19:29 Leadership Dynamics and Trust22:26 The Power of Admitting Uncertainty25:27 Understanding Leadership and Management29:30 The Role of Self-Awareness in Leadership32:43 The Need for Purpose in Leadership36:08 Cultural Expectations of Leadership40:22 The Disconnect Between Expertise and LeadershipSummaryIn this second part, the focus shifts to *Surrounded by Bad Bosses* and the everyday psychology of working with - and being - a boss. Thomas traces the path from his earlier books to a “two‑books‑in‑one” format that helps managers and employees understand each other’s realities. He argues most bad bosses aren’t malicious - they’re unaware - and makes the case that self‑awareness is the best predictor of leadership effectiveness because it unlocks people skills and clear communication. Using practical analogies (you need two points on the map to plan any journey), he explains why leaders must know their own pace and adapt up or down to meet others. The discussion covers trust, clarity, and accountability; why expertise doesn’t automatically translate into leadership; how to map a team’s colour mix to anticipate friction (Excel vs PowerPoint people); and why leaders must still lead - listening deeply without abdicating decisions. The hosts connect Thomas’s views to their 3 A’s (Awareness, Acceptance, Action), and the group explores creating conversations that seek causes over blame, so issues get solved rather than recycled.KeywordsThomas Erikson, Surrounded by Bad Bosses, leadership, management, trust, communication styles, team dynamics, self-awareness, purpose, clarity, servant leadership debate, mapping team styles, adaptation, psychological safety, expectations, accountability, expertise vs leadership

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