Dr. David Burkus
@davidburkus.bsky.social
Helping Teams Do Their Best Work Ever | Bestselling Author | Keynote Speaker | Organizational Psychologist
The reward for great work shouldn’t be more work.
But that’s what most leaders do.
They see a high performer and say:
“Let’s give it to Sarah. She always delivers.”
So Sarah gets all the urgent projects.
All the tough assignments.
All the pressure.
But that’s what most leaders do.
They see a high performer and say:
“Let’s give it to Sarah. She always delivers.”
So Sarah gets all the urgent projects.
All the tough assignments.
All the pressure.
November 28, 2025 at 2:01 PM
The reward for great work shouldn’t be more work.
But that’s what most leaders do.
They see a high performer and say:
“Let’s give it to Sarah. She always delivers.”
So Sarah gets all the urgent projects.
All the tough assignments.
All the pressure.
But that’s what most leaders do.
They see a high performer and say:
“Let’s give it to Sarah. She always delivers.”
So Sarah gets all the urgent projects.
All the tough assignments.
All the pressure.
Helping someone grow beyond your team isn’t a loss.
It’s leadership.
When people know you’re fighting for their future, not just for your headcount…
They’ll give you everything they’ve got while they’re here.
It’s leadership.
When people know you’re fighting for their future, not just for your headcount…
They’ll give you everything they’ve got while they’re here.
November 27, 2025 at 2:03 PM
Helping someone grow beyond your team isn’t a loss.
It’s leadership.
When people know you’re fighting for their future, not just for your headcount…
They’ll give you everything they’ve got while they’re here.
It’s leadership.
When people know you’re fighting for their future, not just for your headcount…
They’ll give you everything they’ve got while they’re here.
How to spot high performers on your team (before someone else does):
Here are 4 questions I ask leaders when they’re trying to find their best people:
1. Who makes everyone else’s job easier?
Not just helpful—but high leverage.
Here are 4 questions I ask leaders when they’re trying to find their best people:
1. Who makes everyone else’s job easier?
Not just helpful—but high leverage.
November 26, 2025 at 2:02 PM
How to spot high performers on your team (before someone else does):
Here are 4 questions I ask leaders when they’re trying to find their best people:
1. Who makes everyone else’s job easier?
Not just helpful—but high leverage.
Here are 4 questions I ask leaders when they’re trying to find their best people:
1. Who makes everyone else’s job easier?
Not just helpful—but high leverage.
Want to retain top talent?
Ask yourself:
1. Am I giving them clarity?
2. Do they have autonomy?
3. Is their work meaningful?
High performers don’t need micromanaging.
They need leaders who remove friction.
Ask yourself:
1. Am I giving them clarity?
2. Do they have autonomy?
3. Is their work meaningful?
High performers don’t need micromanaging.
They need leaders who remove friction.
November 25, 2025 at 2:04 PM
Want to retain top talent?
Ask yourself:
1. Am I giving them clarity?
2. Do they have autonomy?
3. Is their work meaningful?
High performers don’t need micromanaging.
They need leaders who remove friction.
Ask yourself:
1. Am I giving them clarity?
2. Do they have autonomy?
3. Is their work meaningful?
High performers don’t need micromanaging.
They need leaders who remove friction.
Great teams play chess, not checkers.
November 24, 2025 at 2:03 PM
Great teams play chess, not checkers.
The loudest voice in the room is rarely the most valuable.
In many teams, visibility gets mistaken for performance.
The one who talks the most in meetings.
The one who floods your inbox with updates.
In many teams, visibility gets mistaken for performance.
The one who talks the most in meetings.
The one who floods your inbox with updates.
November 21, 2025 at 2:03 PM
The loudest voice in the room is rarely the most valuable.
In many teams, visibility gets mistaken for performance.
The one who talks the most in meetings.
The one who floods your inbox with updates.
In many teams, visibility gets mistaken for performance.
The one who talks the most in meetings.
The one who floods your inbox with updates.
Most leaders think recognition and appreciation are the same.
They’re not.
Recognition celebrates what we do.
Appreciation celebrates who we are.
Teams need both.
They’re not.
Recognition celebrates what we do.
Appreciation celebrates who we are.
Teams need both.
November 20, 2025 at 2:02 PM
Most leaders think recognition and appreciation are the same.
They’re not.
Recognition celebrates what we do.
Appreciation celebrates who we are.
Teams need both.
They’re not.
Recognition celebrates what we do.
Appreciation celebrates who we are.
Teams need both.
Different skills are wasted if nobody knows who does what. Leaders must align two questions: What’s the goal? Who owns each step?
November 19, 2025 at 2:04 PM
Different skills are wasted if nobody knows who does what. Leaders must align two questions: What’s the goal? Who owns each step?
Big wins matter. But small wins, celebrated authentically, build the culture that produces the big ones.
November 18, 2025 at 2:04 PM
Big wins matter. But small wins, celebrated authentically, build the culture that produces the big ones.
Mission statements don’t inspire people.
Stories do.
Stories do.
November 17, 2025 at 2:05 PM
Mission statements don’t inspire people.
Stories do.
Stories do.
If you think you can do it better—step up.
That was the challenge on a sign I saw recently:
“If you feel you can do their job better, we’re accepting applications.”
A little cheeky, but also deeply true.
Too many people are quick to criticize and slow to contribute.
That was the challenge on a sign I saw recently:
“If you feel you can do their job better, we’re accepting applications.”
A little cheeky, but also deeply true.
Too many people are quick to criticize and slow to contribute.
November 15, 2025 at 2:21 PM
If you think you can do it better—step up.
That was the challenge on a sign I saw recently:
“If you feel you can do their job better, we’re accepting applications.”
A little cheeky, but also deeply true.
Too many people are quick to criticize and slow to contribute.
That was the challenge on a sign I saw recently:
“If you feel you can do their job better, we’re accepting applications.”
A little cheeky, but also deeply true.
Too many people are quick to criticize and slow to contribute.
5 Things Every Cross-Functional Team Needs to Succeed
1. 🎯 Clear Goals
Don’t assume alignment. Define success together.
1. 🎯 Clear Goals
Don’t assume alignment. Define success together.
November 14, 2025 at 2:02 PM
5 Things Every Cross-Functional Team Needs to Succeed
1. 🎯 Clear Goals
Don’t assume alignment. Define success together.
1. 🎯 Clear Goals
Don’t assume alignment. Define success together.
Silence doesn’t mean your team agrees.
Too often, a quiet room gets mistaken for alignment.
But on cross-functional teams, silence is rarely a sign of trust.
It’s a sign of fear.
Fear of stepping on toes.
Fear of being wrong.
Fear of sounding like “just the marketer” or “just the engineer.”
Too often, a quiet room gets mistaken for alignment.
But on cross-functional teams, silence is rarely a sign of trust.
It’s a sign of fear.
Fear of stepping on toes.
Fear of being wrong.
Fear of sounding like “just the marketer” or “just the engineer.”
November 13, 2025 at 2:04 PM
Silence doesn’t mean your team agrees.
Too often, a quiet room gets mistaken for alignment.
But on cross-functional teams, silence is rarely a sign of trust.
It’s a sign of fear.
Fear of stepping on toes.
Fear of being wrong.
Fear of sounding like “just the marketer” or “just the engineer.”
Too often, a quiet room gets mistaken for alignment.
But on cross-functional teams, silence is rarely a sign of trust.
It’s a sign of fear.
Fear of stepping on toes.
Fear of being wrong.
Fear of sounding like “just the marketer” or “just the engineer.”
Disagreement isn’t a threat. It’s a chance to uncover hidden assumptions. That’s how teams turn conflict into clarity.
November 12, 2025 at 2:05 PM
Disagreement isn’t a threat. It’s a chance to uncover hidden assumptions. That’s how teams turn conflict into clarity.
You’ve been asked to lead a team…but no one reports to you.
Different departments. Different priorities.
Maybe even different definitions of success.
Sound familiar?
That’s the messy beauty of a cross-functional team.
Different departments. Different priorities.
Maybe even different definitions of success.
Sound familiar?
That’s the messy beauty of a cross-functional team.
November 11, 2025 at 2:03 PM
You’ve been asked to lead a team…but no one reports to you.
Different departments. Different priorities.
Maybe even different definitions of success.
Sound familiar?
That’s the messy beauty of a cross-functional team.
Different departments. Different priorities.
Maybe even different definitions of success.
Sound familiar?
That’s the messy beauty of a cross-functional team.
Stop obsessing over your “why.”
Simon Sinek was mostly right.
But the most meaningful question isn’t “why.” It’s “who.”
Who benefits from what you do?
Because purpose doesn’t start with introspection.
It starts with impact.
Simon Sinek was mostly right.
But the most meaningful question isn’t “why.” It’s “who.”
Who benefits from what you do?
Because purpose doesn’t start with introspection.
It starts with impact.
November 10, 2025 at 2:05 PM
Stop obsessing over your “why.”
Simon Sinek was mostly right.
But the most meaningful question isn’t “why.” It’s “who.”
Who benefits from what you do?
Because purpose doesn’t start with introspection.
It starts with impact.
Simon Sinek was mostly right.
But the most meaningful question isn’t “why.” It’s “who.”
Who benefits from what you do?
Because purpose doesn’t start with introspection.
It starts with impact.
Clarity is rare.
Most leaders assume they’ve been clear because they said the words.
But clarity isn’t about what you say.
It’s about what people understand.
Clarity tells them:
✔ What matters.
✔ Why it matters.
✔ How their work fits in.
Most leaders assume they’ve been clear because they said the words.
But clarity isn’t about what you say.
It’s about what people understand.
Clarity tells them:
✔ What matters.
✔ Why it matters.
✔ How their work fits in.
November 8, 2025 at 8:31 PM
Clarity is rare.
Most leaders assume they’ve been clear because they said the words.
But clarity isn’t about what you say.
It’s about what people understand.
Clarity tells them:
✔ What matters.
✔ Why it matters.
✔ How their work fits in.
Most leaders assume they’ve been clear because they said the words.
But clarity isn’t about what you say.
It’s about what people understand.
Clarity tells them:
✔ What matters.
✔ Why it matters.
✔ How their work fits in.
Want to keep your team accountable? Phase the work: 30 days → 90 days → 6 months → 1 year. Review, pivot, celebrate. Repeat.
November 7, 2025 at 2:05 PM
Want to keep your team accountable? Phase the work: 30 days → 90 days → 6 months → 1 year. Review, pivot, celebrate. Repeat.
Leading a cross-functional team? Do this in your first meeting:
🧭 1. Clarify Goals
Start by asking: What are we trying to achieve together?
You’d be surprised how many teams skip this.
🧭 1. Clarify Goals
Start by asking: What are we trying to achieve together?
You’d be surprised how many teams skip this.
November 6, 2025 at 2:02 PM
Leading a cross-functional team? Do this in your first meeting:
🧭 1. Clarify Goals
Start by asking: What are we trying to achieve together?
You’d be surprised how many teams skip this.
🧭 1. Clarify Goals
Start by asking: What are we trying to achieve together?
You’d be surprised how many teams skip this.
Delegation: “Who’s best now?”
Development: “Who could be best with a chance?”
Great leaders balance both.
Development: “Who could be best with a chance?”
Great leaders balance both.
November 5, 2025 at 2:04 PM
Delegation: “Who’s best now?”
Development: “Who could be best with a chance?”
Great leaders balance both.
Development: “Who could be best with a chance?”
Great leaders balance both.
75% of cross-functional teams are dysfunctional.
Let that sink in.
These teams are supposed to break down silos. Drive innovation. Accelerate progress.
But most of them?
They stall. They miss deadlines. They underperform.
Not because the people aren’t talented.
Let that sink in.
These teams are supposed to break down silos. Drive innovation. Accelerate progress.
But most of them?
They stall. They miss deadlines. They underperform.
Not because the people aren’t talented.
November 4, 2025 at 2:03 PM
75% of cross-functional teams are dysfunctional.
Let that sink in.
These teams are supposed to break down silos. Drive innovation. Accelerate progress.
But most of them?
They stall. They miss deadlines. They underperform.
Not because the people aren’t talented.
Let that sink in.
These teams are supposed to break down silos. Drive innovation. Accelerate progress.
But most of them?
They stall. They miss deadlines. They underperform.
Not because the people aren’t talented.
Telling people “Don’t come to me with problems—come with solutions” doesn’t make you a better leader.
It makes you an unapproachable one.
It makes you an unapproachable one.
November 3, 2025 at 2:02 PM
Telling people “Don’t come to me with problems—come with solutions” doesn’t make you a better leader.
It makes you an unapproachable one.
It makes you an unapproachable one.
“Trust is earned.” Well, not on high-performing teams.
On great teams, trust is reciprocated.
You show up vulnerable, honest, accountable—
And others do the same.
Trust flows when someone chooses to go first.
On great teams, trust is reciprocated.
You show up vulnerable, honest, accountable—
And others do the same.
Trust flows when someone chooses to go first.
October 31, 2025 at 1:05 PM
“Trust is earned.” Well, not on high-performing teams.
On great teams, trust is reciprocated.
You show up vulnerable, honest, accountable—
And others do the same.
Trust flows when someone chooses to go first.
On great teams, trust is reciprocated.
You show up vulnerable, honest, accountable—
And others do the same.
Trust flows when someone chooses to go first.
New manager? Stop oversharing with your old crew.
What used to be bonding now looks like favoritism.
✅ Be friendly
❌ Don’t gossip
✅ Support everyone equally
Leadership isn’t a popularity contest. It’s a responsibility.
What used to be bonding now looks like favoritism.
✅ Be friendly
❌ Don’t gossip
✅ Support everyone equally
Leadership isn’t a popularity contest. It’s a responsibility.
October 30, 2025 at 1:05 PM
New manager? Stop oversharing with your old crew.
What used to be bonding now looks like favoritism.
✅ Be friendly
❌ Don’t gossip
✅ Support everyone equally
Leadership isn’t a popularity contest. It’s a responsibility.
What used to be bonding now looks like favoritism.
✅ Be friendly
❌ Don’t gossip
✅ Support everyone equally
Leadership isn’t a popularity contest. It’s a responsibility.
Venting to your team about senior leadership?
Feels good—for a moment.
But it lights a fire you can’t put out.
Negativity spreads fast.
And it burns your credibility with it.
Feels good—for a moment.
But it lights a fire you can’t put out.
Negativity spreads fast.
And it burns your credibility with it.
October 29, 2025 at 1:06 PM
Venting to your team about senior leadership?
Feels good—for a moment.
But it lights a fire you can’t put out.
Negativity spreads fast.
And it burns your credibility with it.
Feels good—for a moment.
But it lights a fire you can’t put out.
Negativity spreads fast.
And it burns your credibility with it.