What happens when a team is deeply engaged—but underperforming?

In this episode, I sit down with Greg Pickering, Senior Manager at the Australian Financial Complaints Authority (AFCA), to explore what it really takes to lead complex, emotionally demanding teams toward high performance—without losing sight of trust, fairness, or being human.

Greg brings a rich blend of leadership experience, personal insight, and even a touch of theatrical flair from his life in arts and podcasting. Together, we unpack how he led a cultural transformation inside one of AFCA’s teams—turning friction into flow, and resistance into results.

Whether you're managing change, leading other leaders, or committed to building psychological safety at scale, this conversation offers practical insight and honest reflection on the messy, human side of leadership.

In this episode, we cover:

(00:00) – Introduction

(07:36) – Why 100% employee engagement doesn’t always mean high performance

(11:32) – How unconditional positive regard can unlock trust and candor

(15:21) – Using data not just to measure—but to listen and understand

(17:13) – What it takes to reestablish fairness in complex team dynamics

(24:53) – How Greg balanced care and accountability to shift team performance

(34:38) – What vulnerability, clarity, and psychological safety look like in action

(37:12) – Leadership lessons from transforming a high-resistance, high-impact team

(47:58) – Final Thoughts

What struck me most was how Greg uses data not just to inform—but to connect. By digging into the deeper story beneath performance and engagement, he uncovered insights that reshaped team dynamics in powerful, lasting ways. His approach shows that setting clear expectations and holding people accountable isn't harsh—it’s one of the most respectful things we can do when we lead with care.

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