Let’s be honest: most managers don’t know how to solve problems.

They spend their days firefighting issues they don’t understand, slapping on plasters, and praying the next disaster waits until they are on holiday. Enter Ed Wells, Chief Strategy Officer of What Caused This, who’s here to explain why your organisation’s approach to problem-solving is probably as effective as the proverbial chocolate teapot.

This episode explains the messy, often ignored world of root cause analysis—not just as a buzzword, but as a way to stop repeating the same mistakes. Ed breaks down why complexity isn’t going away, why your quick-fix mentality is costing you more than it’s saving, and why the "five whys" method is just the start.

Ed explains to Jimmy and James, ever the sceptics, that this is just for specialists and pointy heads. Whether you’re dealing with a train company blaming "lack of staff" for delays (while ignoring the fact they sacked half the workforce) or a football club sacking managers like it’s a hobby, the lesson is clear: if you don’t dig deep, you will never understand the causes of your problems.

Key points:

• Complexity isn’t a trend—it’s the new normal, and your old problem-solving habits won’t cut it.
• Root cause analysis isn’t just for disasters; it’s for preventing them (and maybe even improving things).
• The "golden four" criteria for solutions: Will it work? Can I do it? Can I afford it? Will it backfire spectacularly?
• Teams solve problems better than lone wolves—but good luck getting one when the budget’s been slashed.
• If you don’t track your fixes, you’re doomed to repeat the same mistakes.

So, if you’re tired of putting out fires only for them to reignite the second you turn your back, this is your wake-up call. Or, as Ed might say, your chance to stop being the hare and start being the tortoise—before the race ends.

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Ever been stuck delivering a message at work that makes you froth at the mouth like a rabid dog? Welcome to the club. This week on A Job Done Well, Jimmy and James tackle one of the most soul-crushing tasks a manager faces: delivering a decision you know is wrong.

From performance management systems designed by third-rate sportsmen to closing sites for arbitrary profitability targets, the hosts dissect the emotional toll, the credibility crisis, and the sheer absurdity of corporate life. They explore why it’s so stressful, and why some battles are just not worth dying in a ditch for.

But it’s not all doom and gloom. Jimmy and James also share hard-won wisdom on how to handle these situations without losing your mind, your credibility, or your job. Whether it’s picking your fights, translating corporate nonsense for your team, or knowing when to just suck it up, this episode is a masterclass in surviving the corporate madness with your sanity intact.

Five key points:

• Delivering a message you don’t believe in is one of the toughest asks of a manager—it’s emotionally draining and compromises your credibility.
• The stress comes from the emotional load, loss of control, and being accountable for someone else’s screw-ups.
• Bad coping mechanisms include checking out, passive resistance, blind compliance, and public meltdowns—all of which erode trust and effectiveness.
• Good strategies involve using data to argue your case, being honest with your team, and picking your fights wisely.
• Sometimes, protecting your integrity means knowing when to push back—and when to walk away.

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Bad bosses: the office equivalent of a microwave with a broken timer. It either leaves your career frozen in the middle or burns it to a crisp, and you’re never quite sure which setting it’s on today. In this episode of A Job Done Well, Jimmy Barber and James Lawther dissect the scourge of the workplace: the boss who turns a dream job into a daily grind. With a mix of war stories, dry humour, and hard-won wisdom, they explore why a bad boss can overshadow even the most rewarding roles, and—more importantly—what you can do about it.

From the hypocrites who preach morality while chasing bonuses, to the indecisive leaders who’d rather watch a business burn than make a call, Jimmy and James leave no stone unturned. They tackle the personal nature of bad boss experiences (one person’s nightmare is another’s mentor), the traps employees fall into (avoidance, bitching, disengagement), and the rare but glorious moments when understanding your boss’s pressures—divorce, imposter syndrome, or just being in over their head—can turn a toxic relationship into a tolerable one.

But let’s be clear: this isn’t a self-help seminar. Sometimes, the only solution is to wait it out, adapt, or—if all else fails—run for the exit. Because, as they remind us, no boss lasts forever. And if you’re lucky, neither will the damage they inflict.

Five key points:

• Bad bosses have a disproportionate impact on job satisfaction, often overshadowing even the most rewarding roles.
• Only about 10% of bosses are truly bad, but their influence can feel all-consuming.
• Common bad-boss traits include inconsistency, hypocrisy, indecisiveness, and lack of clarity.
• Employees often fall into traps like avoidance, reinforcing bad behaviour, or becoming cynical and disengaged.
• Practical solutions include understanding your boss’s pressures, improving communication, and knowing when to cut your losses and move on.

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