The Episodes
How Founders Build Trust
Trust is built through consistency between what we say and what we do.
In this episode, I explore the relationship between trust, consistency and leadership behaviour, and why alignment between our words and actions matters so much in how trust is built.
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Employees observe patterns in leadership behaviour over time. Our decisions, actions and responses shape how we are experienced as leaders.
I also explore the role of personal, team and organizational values as anchors for leadership judgment, particularly when navigating situations where there is no simple or black-and-white answer.
Using an example involving a difficult performance decision, I unpack the tension leaders can experience between empathy for an individual and responsibility to the broader team. I discuss fairness, making exceptions, the ripple effect of tolerating poor performance, and the importance of addressing difficult situations in a way that is both responsible and human.
I also share a preview of the themes I will be exploring at DisruptHR GTA North on September 24, 2026, where I am speaking about trust in organizations. Tickets
Why EleventhRoot?
Why the root? And why eleven?
I get asked about the name EleventhRoot a lot. The truth is, there was never one neat answer. It came from a mix of how I think about people, business growth, systems, human behaviour and intuition, with a little competitive founder energy thrown in.
Somewhere along the way, that became: "You know what? F*** it. Make it eleven."
In this episode, I unpack the story behind the name, what the root represents, why eleven stuck, and how it all connects back to the way I think about people, businesses and the outcomes we see.
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The root is about looking underneath the outcomes a business can already see, including turnover, performance, engagement, conflict, growth and even revenue, and asking what systems, behaviours and decisions are actually creating them.
And eleven? There is a little more to that story, including growth, intuition, entrepreneurship and, surprisingly, some legitimate math.
Because when we understand what is happening at the roots of a business, we are much better positioned to grow, scale, navigate change and create meaningful, sustainable results.
Repair Often. Manage the Damage.
Inspired by How to Work with Almost Anyone by Michael Bungay Stanier
What happens when leaders avoid the small conflicts because dealing with them feels uncomfortable?
In this unscripted leadership conversation, I pull How to Work with Almost Anyone by Michael Bungay Stanier off my bookshelf, flip to a random section, and talk through where it takes me. We landed on: "Repair often. Manage the damage."
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From there, I explore what that looks like in practice: regulating before communicating, helping employees feel heard even when the answer is no, using process to create fairness, and recognizing when avoiding discomfort today could create a much bigger organizational problem tomorrow.
I also get into the idea of a Pyrrhic victory, winning the immediate battle but creating enough damage that you ultimately lose the war. Using compensation conversations as a practical example, I talk about why clear processes, accountability and values matter so much when leaders are navigating difficult people decisions.
Because good leadership isn't about avoiding conflict, and it isn't about winning. It's about getting it right.
More episodes are on the way.
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A conversation with EleventhRoot is a structured working session, not a pitch. Bring us the friction, and we'll bring a candid read.