The Weekly UNLOK
Your weekly guide to where organizational performance meets human potential. Practical thinking for leaders who believe the way we work has to change.
Every week, Laura and Jason write about the patterns showing up inside real organizations, the ones that appear long before anyone names them. Drawn from 30,000 career conversations, 30 years of building companies, and the work happening with leadership teams right now.
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What you'll get
The pattern behind the problem
Every performance gap has a tell. We write about how to spot it early — in your team's behavior, in your own decision-making, in the space between what people say in meetings and what they do afterward.
What operators actually do
The specific moves that come from running companies, building leadership pipelines, and sitting in the rooms where the real conversations happen.
A cleaner read on your own organization
The leaders who read this consistently tell us the same thing: they start seeing things they'd been looking at for months without naming. That's the goal every Friday.
last updates
☀️ The three conditions that determine whether people give you their best
Why the performance problems that keep coming back usually aren't people problems, and what to look for instead.…
READ NOW☀️ The backyard confession
What six people at a backyard party revealed about the way many companies think about performance.…
READ NOW☀️ The Weekly UNLOK starts now. And it took both of us to get here.
How this partnership started, who Jason is, and what we believe together that neither of us could prove alone.…
READ NOWDisengaged employees always send warning signals before they leave — and the most expensive conversation in most organizations is the one that stopped happening long before anyone noticed.
The version of themselves they brought on day one
Organizations don't lose their best people all at once — they lose them in layers, starting the moment belonging begins to erode.
She Had The Answer The Whole Time
When people are held accountable for outcomes they don't have the authority to move, they stop deciding anything. The hesitation you see isn't a people problem, it's a receipt.
