Transforming Work with Sophie Wade 159: Matt Poepsel - Leading Through Entropy: Building Cohesive, Human-Centered Teams
Matt Poepsel, PhD is author of "Expand the Circle: Enlightened Leadership for Our New World of Work", VP of Talent Optimization at The Predictive Index, and part-time faculty at Boston College. Matt discusses how leaders must prioritise human systems to adapt their approaches amid ongoing turbulence and disruption. Drawing from his military background and psychology expertise, Matt breaks down how to shift from control to connection, fostering hope, mutual trust and commitment. He offers clear guidance on managing through volatility, aligning teams in hybrid settings, exploring how to sustain motivation, rethink productivity, and embrace the opportunities.
KEY TAKEAWAYS
CHAPTER 1: Psychology, Empathy, and the Foundation of Leadership
[01:19] During a Marine deployment, Matt is drawn to human behaviour and psychology.
[02:49] For high performance and intense situations, military entities have psychology wired in.
[03:37] Empathy and cohesion are underappreciated drivers of military agility and effectiveness.
[05:15] High stakes work recognise 'softer' factors. Employers often miss the essential social glue.
CHAPTER 2: Transitioning to Human-Centred Tech-based Coaching
[06:21] Matt leaves the military focused on product but is drawn to team leadership dynamics.
[07:27] After a PhD on technology-assisted coaching, Matt starts a company to scale the concept.
[08:05] Early coaching efforts centred on behaviour change, connection building and achievement orientation.
[08:40] Millennials', and later Gen Zers, arrival highlighted need for new leadership approaches.
[09:12] Even early technologies held innovation possibilities to improve human connection.
CHAPTER 3: Technology Acceleration and the Human Impact
[10:45] Today's technology has increased convenience and productivity as well as disassociation.
[13:10] Mandated and mismanaged tech rollouts generate fear and resistance in employees.
[13:55] Leaders can push productivity too fast, miss reactions showing people aren't yet on board.
[15:37] First Principles are vital to understand actionable and effective priorities.
[16:10] Leaders need to counter employees withdrawing and reverting to self-interest.
CHAPTER 4: Core Leadership Strategies for Unstable Times
[17:05] Hope acts as social gravity for leaders to bring teams back together.
[18:58] Mutual understanding and trust between employers and employees needs cultivating.
[20:35] Empathising with others reduces people the misjudgement of motives that increase fear.
[22:40] Hierarchical org structure and career progression are outdated and block upward mobility.
[24:00] Organisations need to be creative, evolve structures and upskill workers for adaptability.
[25:03] Commitment to shared goals builds cohesion and counters fragmentation
[28:45] Leadership training must emphasize empathy and collaboration skills
[30:47] Leaders who aren't supported must proactively learn and adapt.
CHAPTER 5: Building Cohesive Teams in a Fragmented World
[31:50] Synchrony—aligned workflows—strengthens team connection and performance
[32:52] Poor communication and decisions often isolate rather than unify
[34:54] Redesigning how work gets done can restore belonging and efficiency
[35:56] Leaders must assess cohesion and identity to guide 2026 planning
[36:58] Focus on collective progress as the pace of change increases
[38:00] Strong teams come from intentional connection, not just output
IMMEDIATE ACTION TIP: "To manage successfully through 2026, first take stock of your team, You need to know how things are. Then focus on cohesion because the way you're going to get through it is together."
RESOURCES
Matt Poepsel on LinkedIn
Matt's Book "Expand the Circle: Enlightened Leadership for Our New World of Work"
QUOTES
"We can't succumb to the transactionalisation, the reductionism that's affecting the modern workplace. Because there are real economic consequences in terms of performance, but also human consequences in terms of our lived experience."
"The only way out is through."
"We have to take our people with us."
"I have to be the magnet rod that kind of draws us all back together through the way that I show up, the way that I diagnose problems, the way that I provide my coaching."
"Our human systems evolution is falling woefully behind our technology evolution."
"Let's try to get more creative… Let's emphasize those things that AI can't do and let's help our employees remain competitive and more valuable as a result."
"We have to check in with our teams and basically do that temperature check."