In this Mind Over Masculinity episode Sana sits down with leadership strategist Ed Tyson to call out a hard truth. Many executives and managers are promoted for doing the work then left to guess at the work of leading. The result is burnout at the top disengagement at the bottom and a trust gap in the middle.
Ed breaks down why heroic leaders who keep jumping into the weeds become bottlenecks instead of builders. He walks through his Leadership SOPs model where leaders stop winging it and start structuring operating and perfecting a real community of effort. If you are a founder executive or new manager who feels overpaid overwhelmed and under prepared this conversation gives you language tools and a way out that is more system than self blame.
About the Guest:
Ed Tyson is a leadership architect and former healthcare executive who spent over sixteen years inside complex organizations watching well intentioned leaders quietly break under pressure. Drawing on his early Marine Corps experience and large scale healthcare work he developed the Leadership SOPs framework and the Leader Allegion platform to help leaders stop improvising and start leading with clear repeatable operating procedures that serve both people and performance.
Key Takeaways :
Most leaders are promoted for being expert doers not for understanding the work of leading. Without a clear leadership operating system they default back to doing the team’s work which erodes performance and burns them out.
Real leadership starts when you commit to an objective you cannot achieve alone. Your job shifts from personal output to cultivating a community of effort that can actually hit the target without you being the hero every time.
Ed frames leadership as three core SOPs. Structure the community of effort you need. Operate that system as designed. Then continually perfect it so willingness capability and sustainability stay high across the team.
Delegation is not dumping. It is development. When leaders hoard the hardest work and all the decisions they rob people of growth opportunities and also make themselves non scalable and non promotable in the process.
Trust rises when leaders extend trust first. Refusing to delegate or empower signals low trust and creates a psychologically unsafe environment. Gradual calibrated delegation builds both competence and confidence for everyone involved.
Chaotic leaders who show up differently every week force teams to manage their moods instead of the mission. Consistent leadership SOPs work like practiced plays on a field so everyone knows their role and can execute under pressure.
If this episode feels like a mirror that discomfort is data not weakness. Shifting from solo improv to a visible craft of leading in public is how you stop pretending things are fine and start building systems that actually are.
Connect With Ed Tyson
Leadership SOPs App: Search Leadership SOPs in Apple App Store or Google Play
Web: Visit LeadershipSOPs.app to explore the app and Early Access
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