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The Leader Lab: Core Skills to Become a Great Manager, Faster
What if you could become a great manager, leader, and communicator faster?
The Leader Lab is a high-speed leadership intensive, equipping managers with the Swiss Army Knife of skills that help you handle the toughest situations that come your way.
Through painstaking research and training over 200,000 managers, authors Tania Luna and LeeAnn Renninger, PhD (co-CEOs of LifeLabs Learning) identified the most important skills that distinguish great managers from average. Most importantly, they've discovered how to help people rapidly develop these core skills. The result? You quickly achieve extraordinary team performance and a culture of engagement, fulfillment, and belonging.
Too often, folks are promoted without any training for the countless crucial responsibilities of the modern being part coach, part player, part therapist, part role model. The Leader Lab serves as your definitive guide to what it means to be a great manager today - and how to become a great leader faster. This book is based on LifeLabs Learning's wildly successful workshop series. It combines research, tools, and the playful, fluff-free style that's made LifeLabs the go-to professional development resource for over 1,000 innovative companies around the world.
You'll learn how
Quickly improve performance and engagement Handle tough conversations with confidence Identify and resolve the underlying issues holding your team back Create a culture of inclusion Spark innovation Reduce stress and burnout Finetune your coaching, productivity, feedback, one-on-one, strategic thinking, meeting facilitation, people development, and leading change skills Learn the same high-leverage skills that new managers at the world's most innovative organizations are using to create impactful change in business and in life This interactive, accessible, and brain-friendly resource will help you and your team ramp up and reach the tipping point of managerial greatness fast.
The Leader Lab is a high-speed leadership intensive, equipping managers with the Swiss Army Knife of skills that help you handle the toughest situations that come your way.
Through painstaking research and training over 200,000 managers, authors Tania Luna and LeeAnn Renninger, PhD (co-CEOs of LifeLabs Learning) identified the most important skills that distinguish great managers from average. Most importantly, they've discovered how to help people rapidly develop these core skills. The result? You quickly achieve extraordinary team performance and a culture of engagement, fulfillment, and belonging.
Too often, folks are promoted without any training for the countless crucial responsibilities of the modern being part coach, part player, part therapist, part role model. The Leader Lab serves as your definitive guide to what it means to be a great manager today - and how to become a great leader faster. This book is based on LifeLabs Learning's wildly successful workshop series. It combines research, tools, and the playful, fluff-free style that's made LifeLabs the go-to professional development resource for over 1,000 innovative companies around the world.
You'll learn how
Quickly improve performance and engagement Handle tough conversations with confidence Identify and resolve the underlying issues holding your team back Create a culture of inclusion Spark innovation Reduce stress and burnout Finetune your coaching, productivity, feedback, one-on-one, strategic thinking, meeting facilitation, people development, and leading change skills Learn the same high-leverage skills that new managers at the world's most innovative organizations are using to create impactful change in business and in life This interactive, accessible, and brain-friendly resource will help you and your team ramp up and reach the tipping point of managerial greatness fast.
335 pages, Kindle Edition
Published August 25, 2021
114 people are currently reading
432 people want to read
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July 29, 2022Fast, simple ways to become a better manager.
Tania Luna and LeeAnn Renninger are leadership experts. Over the years, they’ve studied the behavior of countless managers and analyzed their skills. The best managers tend to have some pretty obvious things in common. Good listening skills, a knack for feedback, and so on.
But what may surprise you is just how easy it is to develop these skills. Easy, and quick. There are simple tips and tools that anyone can use.
And that includes you, whoever you are. If you’re new to management, this book will be particularly useful. And if you’re a manager with decades of experience, and you think you know it all . . . think again.
You can become a better manager today, starting right now. So take a deep breath – you’ll find out why that matters in just a moment . . . and let’s begin.
---
Sometimes the best thing to do is to do nothing.
It’s time for a quick break. Take a deep breath in . . . and out . . .
No, this isn’t a glitch. You’re still reading the The Leader Lab, not some guide to meditation. But pausing – as you did just now – is another effective technique that good managers use. It leads to better results, increasing productivity and creativity.
Also, did you know that pausing is one of the best ways to resolve conflict? The psychologist John Gottman discovered that pausing is a strong predictor of successful marriages. Couples who pause and de-escalate during moments of conflict are much more likely to stay together.
The same thing goes for workplace interactions. You’re not married to your coworkers, but you might spend more time with them than with your partner. So as a manager, you need to know how to handle relationships and deal with conflict.
Let’s say your team member Olivia is upset. She says to you, “I can’t believe I was left out of the meeting.”
What do you do? That’s right. You pause . . . just wait a moment.
There’s no need to respond immediately. Just pause. Let Olivia say more, or calm down. The situation will de-escalate much more quickly and you can potentially avoid an argument.
Other kinds of pauses can be beneficial too. For instance, give your team short breaks. It can make them more productive in the long run and encourage innovative thinking.
Pausing is great, but it doesn’t come naturally. And in moments of stress or conflict, we’re more inclined to panic than pause.
But pausing is something you can practice, and turn into a habit. To become a good manager faster, the authors recommend planning your pauses.
For example, pause every morning, and decide what you want to achieve that day.
Or choose a time and place in your office for pausing. The authors interviewed a senior leader who regularly spent an hour at his desk just sitting and thinking. He did this not only for himself but also to show his team how important it is to pause.
So, before we move on to the next chapter, let’s practice what we’ve learned. Pause. Take a moment to reflect, and let everything sink in.
---
To improve your coaching skills fast, use the “SOON” framework in conversations.
So far, we’ve been focusing on techniques – Q-stepping, playback, pausing, and extraction. But to be a truly great manager, you need something more. You need to develop your core skills.
Skills are a little more complex than techniques and take longer to learn. Even so, developing certain skills is easier and quicker than you might think.
To finish off, we’re going to focus on two of the most important skills – coaching and feedback.
First, coaching. For the authors, it’s the number one skill managers need to master.
In just a moment, we’ll give you some tips, and a framework for coaching. But first, let’s clarify exactly what coaching is, and what it isn’t.
When you hear the word coach, what do you picture? Maybe you imagine a sports coach yelling from the sidelines. Or you associate coaching with words like directing or advising.
In the modern workplace, coaching is something else entirely. A coach is someone who helps people to develop capacity and insights so they can achieve results. A coach catalyzes insight in other people.
Okay, but how, exactly? Well, a good start is to look for coaching opportunities.
If someone comes to you with a complaint or problem, for example, that’s the perfect moment to coach. Grab the opportunity as soon as you spot it, so you can become a better coach – and a better manager – quickly.
During the conversation, try using a framework. It’s called the “SOON” framework. You’ll see why in a moment.
Let’s say Olivia has come to you with a problem. It’s the team project again – she feels it could be done better.
When you talk to Olivia, start by asking Success questions. For example, What’s your idea of success? or, What do you want to achieve?
Once you’ve established a definition of success, it’s time to ask Obstacle questions. What are the obstacles? What’s worrying you?
Next, ask about Options. Something simple like, What are the options? or, What have you already tried?
As you discuss this, be patient. Pause, and wait for Olivia to come up with ideas before you suggest your own.
To finish the conversation, ask about Next steps. For particularly complex problems, you may not be able to reach this stage in a single conversation. That’s okay. You can pause again. Suggest continuing the discussion later.
But if things are going well, wrap up with some questions. Again, it can be really simple: So, what are the next steps? Or, What’s the first small step you can take?
And that’s it – the framework for successful coaching.
Before we move on, here’s a quick recap. Ask questions in these categories in this order – Success, Obstacles, Options, Next steps. S, O, O, N. Soon. As in, “soon, you’ll be a better manager.”
If you find yourself in the middle of a coaching opportunity and you forget the framework, don’t worry. There’s a handy short-cut – Q-stepping. Remember that technique from earlier? Simply ask your team member lots of questions.
Asking questions – that’s the secret to great coaching and management.
---
To become a great manager quickly, make a habit of certain techniques, like Q-stepping, playback, pausing, and extraction. You can develop essential skills like coaching and feedback by asking the right questions in the right order. When you manage in this way, you help your team to succeed and you become a role model of excellent leadership.
And here’s some more actionable advice:
Use specific language when talking to your team.
To avoid miscommunication, think carefully about the language you’re using, and try to be as precise as possible. For instance, phrases like “ASAP” and “some point this week” are ambiguous. Instead, be specific. Phrases such as “by 5:00 p.m. today” are much clearer. According to a study in the journal Group Dynamics, talking about time in this way can improve time awareness and job performance.
Tania Luna and LeeAnn Renninger are leadership experts. Over the years, they’ve studied the behavior of countless managers and analyzed their skills. The best managers tend to have some pretty obvious things in common. Good listening skills, a knack for feedback, and so on.
But what may surprise you is just how easy it is to develop these skills. Easy, and quick. There are simple tips and tools that anyone can use.
And that includes you, whoever you are. If you’re new to management, this book will be particularly useful. And if you’re a manager with decades of experience, and you think you know it all . . . think again.
You can become a better manager today, starting right now. So take a deep breath – you’ll find out why that matters in just a moment . . . and let’s begin.
---
Sometimes the best thing to do is to do nothing.
It’s time for a quick break. Take a deep breath in . . . and out . . .
No, this isn’t a glitch. You’re still reading the The Leader Lab, not some guide to meditation. But pausing – as you did just now – is another effective technique that good managers use. It leads to better results, increasing productivity and creativity.
Also, did you know that pausing is one of the best ways to resolve conflict? The psychologist John Gottman discovered that pausing is a strong predictor of successful marriages. Couples who pause and de-escalate during moments of conflict are much more likely to stay together.
The same thing goes for workplace interactions. You’re not married to your coworkers, but you might spend more time with them than with your partner. So as a manager, you need to know how to handle relationships and deal with conflict.
Let’s say your team member Olivia is upset. She says to you, “I can’t believe I was left out of the meeting.”
What do you do? That’s right. You pause . . . just wait a moment.
There’s no need to respond immediately. Just pause. Let Olivia say more, or calm down. The situation will de-escalate much more quickly and you can potentially avoid an argument.
Other kinds of pauses can be beneficial too. For instance, give your team short breaks. It can make them more productive in the long run and encourage innovative thinking.
Pausing is great, but it doesn’t come naturally. And in moments of stress or conflict, we’re more inclined to panic than pause.
But pausing is something you can practice, and turn into a habit. To become a good manager faster, the authors recommend planning your pauses.
For example, pause every morning, and decide what you want to achieve that day.
Or choose a time and place in your office for pausing. The authors interviewed a senior leader who regularly spent an hour at his desk just sitting and thinking. He did this not only for himself but also to show his team how important it is to pause.
So, before we move on to the next chapter, let’s practice what we’ve learned. Pause. Take a moment to reflect, and let everything sink in.
---
To improve your coaching skills fast, use the “SOON” framework in conversations.
So far, we’ve been focusing on techniques – Q-stepping, playback, pausing, and extraction. But to be a truly great manager, you need something more. You need to develop your core skills.
Skills are a little more complex than techniques and take longer to learn. Even so, developing certain skills is easier and quicker than you might think.
To finish off, we’re going to focus on two of the most important skills – coaching and feedback.
First, coaching. For the authors, it’s the number one skill managers need to master.
In just a moment, we’ll give you some tips, and a framework for coaching. But first, let’s clarify exactly what coaching is, and what it isn’t.
When you hear the word coach, what do you picture? Maybe you imagine a sports coach yelling from the sidelines. Or you associate coaching with words like directing or advising.
In the modern workplace, coaching is something else entirely. A coach is someone who helps people to develop capacity and insights so they can achieve results. A coach catalyzes insight in other people.
Okay, but how, exactly? Well, a good start is to look for coaching opportunities.
If someone comes to you with a complaint or problem, for example, that’s the perfect moment to coach. Grab the opportunity as soon as you spot it, so you can become a better coach – and a better manager – quickly.
During the conversation, try using a framework. It’s called the “SOON” framework. You’ll see why in a moment.
Let’s say Olivia has come to you with a problem. It’s the team project again – she feels it could be done better.
When you talk to Olivia, start by asking Success questions. For example, What’s your idea of success? or, What do you want to achieve?
Once you’ve established a definition of success, it’s time to ask Obstacle questions. What are the obstacles? What’s worrying you?
Next, ask about Options. Something simple like, What are the options? or, What have you already tried?
As you discuss this, be patient. Pause, and wait for Olivia to come up with ideas before you suggest your own.
To finish the conversation, ask about Next steps. For particularly complex problems, you may not be able to reach this stage in a single conversation. That’s okay. You can pause again. Suggest continuing the discussion later.
But if things are going well, wrap up with some questions. Again, it can be really simple: So, what are the next steps? Or, What’s the first small step you can take?
And that’s it – the framework for successful coaching.
Before we move on, here’s a quick recap. Ask questions in these categories in this order – Success, Obstacles, Options, Next steps. S, O, O, N. Soon. As in, “soon, you’ll be a better manager.”
If you find yourself in the middle of a coaching opportunity and you forget the framework, don’t worry. There’s a handy short-cut – Q-stepping. Remember that technique from earlier? Simply ask your team member lots of questions.
Asking questions – that’s the secret to great coaching and management.
---
To become a great manager quickly, make a habit of certain techniques, like Q-stepping, playback, pausing, and extraction. You can develop essential skills like coaching and feedback by asking the right questions in the right order. When you manage in this way, you help your team to succeed and you become a role model of excellent leadership.
And here’s some more actionable advice:
Use specific language when talking to your team.
To avoid miscommunication, think carefully about the language you’re using, and try to be as precise as possible. For instance, phrases like “ASAP” and “some point this week” are ambiguous. Instead, be specific. Phrases such as “by 5:00 p.m. today” are much clearer. According to a study in the journal Group Dynamics, talking about time in this way can improve time awareness and job performance.
October 24, 2022
I wish I had had this book when I was a manager. Obviously I'm biased, working for LifeLabs, but truly, this information is accessible and easy to understand.
November 22, 2021
Very clear insights into effective Behavioral Units (BU) that can be immediately implemented. A lot of good notes came out of this one but learning about Extraction and it's underutilization was where I found the most value.
March 16, 2022
Absolutely fantastic book on management. I particularly liked short tips at the beginning that anyone can apply, either at work or at home. It makes good management accessible to everyone. When you learn how to manage (like me!), you really need such tips to build momentum and not get intimidated. What makes this book super practical is a collection of lab reports you can fill out to brainstorm how to implement your learning. I enjoyed the good/bad conversation play outs comparisons to demonstrate lessons. I started applying the tips straight away at work and I started noticing how my team use/don’t use some of the recommended practices. The audible narrator is amazing and made me laugh multiple times. The book also covers change management, people development and strategic thinking among others. Really recommended!!
March 25, 2022
Good book. Highly recommended.
Full of tips and techniques for almost everything a leader should do.
(Though some will say most of the things this book mentions we already knew... one way of another.)
Easy to digest and apply. Not too long and detail and not too much theoretical explanation.
(Though, references are provided for further studies.)
I've tried some techniques and they seem to be working (...at least in this beginning.)
Full of tips and techniques for almost everything a leader should do.
(Though some will say most of the things this book mentions we already knew... one way of another.)
Easy to digest and apply. Not too long and detail and not too much theoretical explanation.
(Though, references are provided for further studies.)
I've tried some techniques and they seem to be working (...at least in this beginning.)
April 2, 2022
Ideas, concepts, and strategies are clearly articulated. The vocabulary is not fancy such that people will need to purposefully look it up. With that said, I learned a lot reading this book because although communication is vital within a company, it is important how to properly go around it. The tone deliverance, the context of what is to be delivered, and interaction amongst different people are essential to the success of a department or a company as an entity.
articles
July 29, 2022To become a great manager quickly, make a habit of certain techniques, like Q-stepping, playback, pausing, and extraction. You can develop essential skills like coaching and feedback by asking the right questions in the right order. When you manage in this way, you help your team to succeed and you become a role model of excellent leadership.
June 2, 2024
A wonerful combination of valuable learning and entertainment opportunities at once. You can learn important principles of effective leadership as well as very practical tips to actually implement those priciples in your organisation, while having fun and enjoying great fiction novel!
Highly recomend.
Highly recomend.
January 21, 2024
Saya sudah menulis review panjang tapi mendadak aplikasi goodreads keluar sendiri dan tidak menyimpan apa yang sudah saya tulis!
Intinya: buku ini menarik! Bacalah untuk menambah persepsi kamu tentang pemimpin atau manager!
Intinya: buku ini menarik! Bacalah untuk menambah persepsi kamu tentang pemimpin atau manager!
September 11, 2022
Really enjoyed this and appreciated the exercises.
December 30, 2022
A easy to comprehend, useful guide on skills to manage people better. I thought it was was well written, packed with lots of research, examples, and opportunities for interaction
Read
April 21, 2023I used every chapter in the book. It has helped me for more than 2 years now to give feedback, for one on one meetings and coaching as a leader
October 24, 2023
This book is amazing, packed with numerous valuable techniques for becoming an effective manager and a skilled listener in general.
October 11, 2025
ferlatte rec
July 13, 2025
This is a fantastic resource full of clear, actionable, practical techniques.
Displaying 1 - 15 of 15 reviews