by Dan Jaskot
Great leadership looks, sounds, and feels different based on the leader and the situation. However, there are common threads that connect all tremendous leaders. Our goal is to connect with leaders who are in the trenches each day leading themselves and others; to learn about their unique leadership style, explore their leadership practices, and to provide our listeners with inspiration to lead.
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Publishing Since
3/31/2020
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June 11, 2026
<p>The Empower Leadership Podcast episode #17 focuses on the Pipeline activity, a foundational team-building initiative used to teach leadership, collaboration, trust, and accountability.</p> <h3><strong>Activity Overview</strong></h3> <p>The primary objective of Pipeline is for a group to transport an object (typically a golf ball) from a starting line into a finishing bucket using sections of halved PVC tubes.</p> <p>● Group Size: Ideally suited for teams of 6 to 12 people.</p> <p>● Setup: The distance between the start and finish must be greater than the total length of the tubes combined, forcing participants to move and reconnect their sections.</p> <p>● Standard Rules:</p> <p>● Each participant receives one tube.</p> <p>● While the ball is in their tube, a participant can rotate their upper body but cannot move their feet.</p> <p>● The ball cannot stop, roll backward, or fall.</p> <p>● The ball may only touch the inside of the tubes or the bucket.</p> <p>● Any rule break requires the entire team to restart at the beginning.</p> <h3><strong>Common Mistakes and Facilitation Points</strong></h3> <p>The speakers highlight several common behavioral patterns that emerge during the activity, which serve as key teaching moments:</p> <p>● Speed vs. Control: Teams often rush, creating a "rocket launcher" effect that makes the ball impossible to catch. Facilitators use this to teach that control and visibility are often more important than raw speed.</p> <p>● The "Observer" Mentality: Participants often watch the ball roll past rather than immediately moving to the end of the line. This highlights a lack of trust and a failure to perform one's specific role.</p> <p>● Failure to Plan the Finish: Groups frequently plan for the transport but neglect the actual drop into the bucket, often overshooting it due to excitement or crowding.</p> <p>● Credit vs. Team Success: Sometimes an individual will try to "steal the glory" by inserting their tube at the last second, often causing a failure. This leads to discussions on whether the individual's accolades or the team's success is the priority.</p> <h3><strong>Modifications and Variations</strong></h3> <p>The activity is highly flexible and can be adjusted for different difficulty levels:</p> <p>● Terrain: Adding slopes or slalom courses with cones increases the challenge.</p> <p>● Objects: Using balls with more friction (whiffle balls) makes it easier, while smaller or faster objects (marbles, super balls) make it harder.</p> <p>● Pipeline Pandemonium: A competitive version using multiple objects and targets with varying point values.</p> <p>● DIY Options: For those without PVC, the activity can be replicated using pool noodles cut in half or even manila folders.</p> <h1><strong>Episode Timeline:</strong></h1> <p>● Introduction to Pipeline: The speakers introduce "Pipeline" as a staple team-building activity they have referenced many times in previous episodes. (00:01)1</p> <p>● Activity Setup: The goal is to transport an object, usually a golf ball, from a start line to a finish bucket using sections of PVC pipe cut in half. (03:45)2</p> <p>● Core Rules: Participants cannot move their feet while holding the ball, and the ball must never stop, roll backward, or touch anything except the tube. (05:24)3</p> <p>● The "Speed" Trap: A common initial mistake is groups trying to go too fast, which often leads to losing control of the ball. (06:51)4</p> <p>● Trust and Observation: A lack of trust is shown when players watch the ball instead of moving immediately to the end of the line to extend the pipeline. (09:18)5</p> <p>● Operational Breakdowns: Failures at the end of the line are often a result of how the ball was handled earlier in the pipeline, rather than just the last person's fault. (14:56)6</p> <p>● Planning the Finish: Groups frequently fail because they plan for the start and transport but do not coordinate how to actually drop the ball into the bucket. (18:08)7</p> <p>● Distance and Terrain Mods: The difficulty can be adjusted by changing the distance (from 30 feet to 200 yards) or using sloped terrain. (26:47)8</p> <p>● Equipment Variations: Using different objects like marbles (faster/harder) or tennis balls (slower/easier) can scale the challenge. (31:22)9</p> <p>● Pipeline Pandemonium: A competitive version involves multiple targets and objects with different point values to introduce strategy. (33:18)10</p> <p>● DIY Pipeline: The activity can be replicated cheaply using pool noodles cut into sections or even manila folders in an office setting. (36:47)11</p> <p>● Conclusion: The speakers emphasize that the game's value lies in teaching individual accountability, focus, and setting teammates up for success. (41:24)</p> <p>Find out more at <a href="https://lead-with-empower-podcast.pinecast.co" rel="nofollow">https://lead-with-empower-podcast.pinecast.co</a></p> <p>This podcast is powered by <a href="https://pinecast.com" rel="nofollow">Pinecast</a>.</p>
June 11, 2026
<p>The 16th episode of the Lead with Empower podcast, recorded just before Memorial Day weekend, features hosts Dan and Zack discussing the nuances of designing team-building experiences.</p> <h3><strong>Determining Difficulty Levels</strong></h3> <p>Finding the "sweet spot" for a group's challenge level is described as an art that requires significant inquiry during the sales and design process. Key factors used to gauge the appropriate level of difficulty include:</p> <p>● Group Size: Larger groups often face more internal conflict due to "too many cooks in the kitchen". To manage this, facilitators may break a large group of 50 into smaller lanes of eight or nine people to ensure everyone remains engaged.</p> <p>● Physical Exertion: Programs are tailored to the group's daily activity levels; for example, a high school sports team would receive a more physically demanding program than a corporate group that is typically sedentary.</p> <p>● Age and Wiring: Adults tend to overthink and strategize extensively before acting, whereas younger participants often dive into problems immediately without a set strategy.</p> <p>● Desired Outcomes: Facilitators ask whether a client wants pure fun (an outing), professional skill development, or a mix of both to determine the program's structure.</p> <h3><strong>Stages of Group Development</strong></h3> <p>The hosts reference Bruce Tuckman’s research on group dynamics to explain how they adjust activities based on a team's current stage:</p> <p>● Forming: New groups with social barriers are given low-complexity icebreakers (e.g., favorite hobbies) rather than deep personal sharing.</p> <p>● Storming: Teams experiencing power struggles or conflict are given collaborative tasks without competition to avoid creating further division.</p> <p>● Norming: As people settle into roles, activities with clearly defined, different roles are used to highlight how individual strengths contribute to team success.</p> <p>● Performing: Groups that are "firing on all cylinders" are given more challenging levels to prevent complacency.</p> <h3><strong>Facilitation Tactics</strong></h3> <p>● Frontloading: To maintain trust, facilitators inform groups at the start if there are multiple tiers of difficulty or if an activity might be modified to build momentum after a struggle.</p> <p>● Managing Mistakes: Facilitators use "nickel and dime" rule enforcement as a tool for difficult or uncooperative groups. Conversely, for groups showing high effort and positive growth, facilitators may overlook "hustle mistakes" near the end of a program to ensure the experience concludes with a sense of accomplishment.</p> <p>● Core Objectives: Every program aims to achieve three things: Engagement, Challenge, and Accomplishment.</p> <h1><strong>Episode Timeline:</strong></h1> <p>● Never Quit Mentality (03:01): The speakers emphasize giving 100% effort until the "clock hits zero," using the New York Knicks' historic 22-point comeback as a prime example.</p> <p>● The Difficulty "Sweet Spot" (06:51): Facilitators must find the right challenge level; too hard leads to participants giving up, while too easy results in "dead air" and disengagement.</p> <p>● Inquiry-Based Sales (08:22): A program's success starts during the sales process by asking if a client wants pure fun, a mix of learning, or intensive skill development.</p> <p>● Large Group Friction (13:10): Groups of 30 often take twice as long as groups of five because "too many cooks in the kitchen" can cause members to work against each other.</p> <p>● Adult vs. Youth Problem Solving (16:01): Adults frequently overthink and delay action to find a "perfect" answer, whereas youth often dive into tasks without any plan or strategy.</p> <p>● Tuckman's Stages of Development (20:56): Facilitators use the four stages—forming, storming, norming, and performing—to assess group dynamics and choose appropriate activities.</p> <p>● Avoiding Storming Competition (25:13): For groups in the "storming" phase of conflict, facilitators avoid competitive tasks that could "feed the fire" of existing internal power struggles.</p> <p>● The Power of "Frontloading" (28:17): To maintain trust, leaders should inform groups ahead of time if an activity has multiple tiers or harder levels rather than using a "sneak attack" challenge.</p> <p>● Strategic Rule Enforcement (32:16): Facilitators may overlook minor "hustle mistakes" for engaged teams but strictly enforce rules (a "nickel and dime" approach) for difficult or argumentative groups.</p> <p>● The Ultimate Goal (35:16): Team building's purpose is for participants to leave feeling positive and confident, ready to apply lessons to their real-world environments.</p> <p>● Selecting a Partner (39:00): Organizations should choose partners who ask deep questions about group outcomes and physical exertion levels rather than offering a "cookie-cutter" approach.</p> <p>Find out more at <a href="https://lead-with-empower-podcast.pinecast.co" rel="nofollow">https://lead-with-empower-podcast.pinecast.co</a></p> <p>This podcast is powered by <a href="https://pinecast.com" rel="nofollow">Pinecast</a>.</p>
May 7, 2026
<p>This episode of the Lead with Empower podcast discusses the common frustration of individuals </p> <p>feeling that their ideas are not being heard within a group. The speakers explore how both leaders </p> <p>and individual participants can improve communication dynamics to ensure every voice has an </p> <p>opportunity to be shared.</p> <p>Strategies for Leaders and Facilitators</p> <p>Leaders can proactively create environments that encourage diverse participation and mutual </p> <p>respect:</p> <p>● Establish Clear Communication Standards: Consistently enforce expectations, such as allowing </p> <p>only one person to speak at a time and encouraging others to be active listeners</p> <p>● Utilize Structured Tools: Implement physical objects, like a “talking tool,” where only the </p> <p>person holding the object is permitted to speak</p> <p>● Active Facilitation: Explicitly call on different group members to share their ideas to ensure </p> <p>quieter individuals are not overlooked</p> <p>● Encourage Stepping Out of Comfort Zones: Challenge naturally vocal members to step back and </p> <p>listen, while encouraging quieter members to speak with confidence</p> <p>● Promote the “80/20 Rule”: Remind participants that since they have four senses for intake (two </p> <p>eyes and two ears) and only one for output (the mouth), they should aim to listen and observe 80% </p> <p>of the time and speak only 20% of the time</p> <p>Strategies for Individual Participants</p> <p>Individuals who feel unheard can use self-reflection to improve how they present their ideas:</p> <p>● Evaluate Tone and Delivery: Avoid aggressive, sarcastic, or demanding tones, as these often </p> <p>cause others to “mute” or ignore the speakers</p> <p>● Communicate with Confidence and Reason: State ideas clearly and always follow up with a “why” to </p> <p>provide context and rationale for the suggestion</p> <p>● Practice Reciprocity: Reflect on how you treat others’ ideas; if you dismiss or “steamroll” </p> <p>teammates, they are likely to reciprocate that behavior when you try to speak</p> <p>● Respond Gracefully to Rejection: Avoid reacting negatively or becoming “dead weight” if the </p> <p>group chooses a different strategy, as a poor reaction</p> <p>can discourage the group from listening to you in the future</p> <p>Find out more at <a href="https://lead-with-empower-podcast.pinecast.co" rel="nofollow">https://lead-with-empower-podcast.pinecast.co</a></p> <p>This podcast is powered by <a href="https://pinecast.com" rel="nofollow">Pinecast</a>.</p>
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Great leadership looks, sounds, and feels different based on the leader and the situation. However, there are common threads that connect all tremendous leaders.
Our goal is to connect with leaders who are in the trenches each day leading themselves and others; to learn about their unique leadership style, explore their leadership practices, and to provide our listeners with inspiration to lead.
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