Membership Geeks Podcast with Mike Morrison

462 - How I Try to be a Good Boss to my Membership Team

Feb 24, 2026

A candid look at leadership humility and admitting you do not have all the answers. A focus on measuring outputs rather than hours worked. Policies that combine flexible schedules with clear availability rules. Regular transparency through meetings and updates. A culture built on compassion, calm problem-solving, and tangible rewards for growth and wellbeing.

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INSIGHT

Founder Humility Beats Authoritarian Leadership

Mike Morrison avoids the boss-on-high mindset by admitting he doesn't have all the answers and remaining open to feedback.
He contrasts being a founder with being a manager in a big company and stresses staying grounded and receptive to team input.

ADVICE

Measure Results Not Hours

Do focus on outputs over inputs by measuring work on results, quality, deadlines, and member satisfaction rather than hours logged.
Mike explicitly tells staff he doesn't care how many hours they work if they deliver high-quality results on time.

ADVICE

Use Flexibility With Clear Availability Rules

Do offer flexible schedules as long as operational needs are met, like fixed live calls and customer support windows.
Mike allows varied start times, long breaks, and asymmetrical workdays while requiring availability for scheduled events.

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In this episode, I dive into what it really means to try and be a good boss to my membership team.

I share my personal experiences, challenges, and the mindset shifts that have shaped my approach to leadership in a growing and virtual business.

You'll get a behind-the-scenes look at how I balance flexibility, accountability, and compassion with my team, plus the practices and policies that keep us running smoothly.

Whether you already manage a team or are just curious about what goes into building a positive work environment, this one’s for you.

In this episode:

How do I balance being a leader without falling into the trap of thinking I have all the answers or micromanaging my team?
What approach do I take to measuring and rewarding team performance—do I value outputs over hours worked?
How can flexibility and compassion be integrated into daily team management while still maintaining high standards and results?
In what ways do I foster a transparent, supportive, and growth-oriented environment for my team members?

Thank You For Listening

I really appreciate you choosing us and for supporting the podcast.

What's your next step?

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And if you found this episode valuable, I'd be eternally grateful if you would leave an honest review and rating for the show. They're extremely helpful when it comes to reaching our audience, and I read each and every one!

Key Quotes & Takeaways:

"I focus almost entirely on outputs rather than inputs. I don't want people showing up for their 35 hours, being chained to their desk from nine till five every day, and me using that as the measure of them doing a good job."

"I very openly encourage people if they've got questions about anything, even if it's not related to their particular area and the business, to just come, just ask."

"You shouldn't be reaming someone out ruining their day, making them fearful for their job because they made an honest mistake. And I think defaulting to the stance that nobody wakes up in the morning thinking, I'm going to screw up today."

"Every time I do a staff review, I always end up making the comment of like, this feels like it should be harder. It feels like I should have stuff to tell you off for or stuff to tell you you need to improve, but you're doing incredible work. You're such a great asset to the team."