In this episode of Root Issue Radio, Jill Young and Sue Hawkes explore what happens when leaders stop focusing only on problems and start paying attention to hunches, glimmers, and possibilities. They talk about the “issue under the issue,” the difference between a trigger and a glimmer, and why good leaders need to create space for ideas before rushing to solutions.

Jill and Sue discuss how teams can open up the discussion phase of IDS by asking better questions like “What else?” “What if?” and “What would great look like?” They explain why the first answer is not always the best answer, and how slowing down can help teams see more options, more creativity, and better long-term outcomes.

Jill also introduces the idea of calibrating intuition, describing intuition as pattern recognition outside conscious awareness. Together, they encourage leaders to trust their hunches, ask the harder questions, and give voice to ideas that might otherwise get dismissed too early

Listener takeaway:

When a team feels stuck, it may be time to PAUSE — Perhaps Another Unseen Solution Exists. Slowing down long enough to create space can open up better ideas, deeper thinking, and the kind of team conversation that leads to real breakthroughs.

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In this episode of Root Issue Radio, Jill Young and Sue Hawkes unpack the powerful question: what are you pretending not to know? They explore why this question gets to the root of what’s really happening in teams, how ego and habit can keep people from naming the truth, and why safety matters when hard things need to be said.

Jill and Sue discuss how unspoken cues, silence, and “the meeting after the meeting” often reveal more than what is said out loud. They explain how leaders can create space for honest conversation, move issues into the open, and help teams build the trust needed for stronger results.

The conversation also covers the difference between withholding and protecting, why confidentiality has to go both ways, and how permission-based coaching can help people speak into what they already know. Jill and Sue close by noting that not every issue is friction; some are hunches, ideas, and opportunities that deserve a place on the issues list too.

Listener Takeaway:

Sometimes the thing blocking progress is not what’s being said, but what everyone is pretending not to know. Notice the unspoken, get curious about the root issue, and create enough safety for honest conversation to happen.

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In this episode of Root Issue Radio, Jill Young and Sue Hawkes explore disciplined thought and why creating space is essential for clear leadership. They discuss how leaders can slow down, think more clearly, and make room for better questions, better decisions, and better problem-solving. The conversation also connects disciplined thinking to the EOS Clarity Break and the practice of intentionally stepping back to create space for insight.

Jill shares how small changes in calendar structure, like building in 15-minute breaks, can create room for reflection, movement, and clearer thinking. Sue adds that leaders often need to “create the space to have the space to create,” and explains how overpacked schedules can block creativity, resilience, and presence.

The episode also highlights the power of questions, including Sue’s issues-focused question deck, which is designed to help teams create trust when truth is present but unspoken. Jill and Sue close by contrasting disciplined thought with worry, explaining that worry often lives in the “how,” while disciplined thought stays focused on the real root issue.

Listener Takeaway

Disciplined thought is not about doing less; it’s about creating enough space to think clearly, ask better questions, and find the real issue before rushing to solve the wrong one

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In this episode of Root Issue Radio, Jill Young and Sue Hawkes continue their conversation on the five leadership abilities, focusing on predicting as a key part of healthy issue solving. They explore how leaders can think clearly about both short-term and long-term needs without overwhelming the team or turning every idea into an immediate action item.

Jill and Sue talk about the difference between what is urgent now and what belongs on a future rock, highlighting the discipline needed to keep the 90-day focus clean and manageable. They share how leaders often overestimate what can be done right now and underestimate what is possible over time, which can create burnout and scatter team energy.

The conversation also introduces the idea of a “pocket rock,” where a leader takes on a future-sized project that really belongs in the long-term plan. Jill and Sue use this as a reminder that good prediction protects focus, preserves energy, and keeps teams aligned on what matters most right now.

Listener Takeaway

Strong leadership means knowing what to solve now, what to defer, and what to hold for the future. When teams predict well, they stay focused, protect energy, and solve the right issues at the right time

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In this episode of Root Issue Radio, Jill Young and Sue Hawkes explore why capable leaders sometimes start to feel like the “wrong person in the wrong seat.” They dig into how overcommitting, taking on too many “coulds,” and failing to delegate can drain energy, cloud judgment, and create burnout.

Jill and Sue unpack the shift from being a highly capable doer to becoming a leader who must ask for help, delegate well, and focus on what truly belongs in their genius zone. They also discuss how psychological safety, simplicity, and self-awareness help leaders stay grounded and solve issues with more clarity and less frustration.

Listener Takeaway

Great leadership is not about doing more; it is about doing the right things, at the right level, with the right support. When leaders simplify, delegate wisely, and stay in their energy zone, they create more clarity, more joy, and better results.

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In this episode of Root Issue Radio, Jill Young and Sue Hawkes unpack psychological safety and how it shows up in teams. They explore why structure, consistency, and a shared process like IDS can help people feel safe enough to speak honestly and solve issues together.

Sue opens by looking at what is not safe in a team room, pointing out that body language, silence, tone, and behavior often reveal more than words. Jill connects that observation to the structure of EOS, explaining that agreed-upon meeting rhythms and clear expectations create a sense of safety that helps teams stay focused and collaborative.

The conversation also highlights the role of optimism. Jill and Sue discuss how teams that believe problems can be solved tend to be more open, more creative, and more willing to engage in the work, while teams driven by pessimism or deficit thinking often shut down the room

Listener Takeaway
Psychological safety is not just about being nice; it is built through structure, consistency, shared expectations, and a belief that the team can solve hard things together. When leaders follow the process and create space for honest conversation, the room becomes safer, clearer, and more effective.

Get your copy of the Issues Book here!