Magic in the Room #133: Favorites: Social-ecological Systems with Dr. Brooke Lahneman
December 19, 2022
This week on Magic in the Room Hannah shares one of her favorite episodes, Social-ecological Systems with Dr. Brooke Lahneman.
We all live on a planet with finite resources. As leaders, it is our responsibility to consider how our organizations impact the entire system. In this episode of Magic in the Room, Hannah, Luke, and Dr. Brooke Lahneman discuss the idea of social-ecological systems. In this way of analyzing business, leaders consider the impact of their business on a comprehensive and long-term scale and work to maximize good over time
Listen now on your favorite platform!
- Apple Podcasts
- Spotify
- YouTube
Find Brooke’s website at www.montana.edu/business/directory/2053270/brooke-lahneman, and on LinkedIn at www.linkedin.com/in/brooke-lahneman-4aa0316/
- Music by evangrimmusic.com
- This week’s episode of Magic in the Room was recorded at AUIDEO studio in Bozeman, MT. find them at www.auideo.com
- Support from
techblogwriter.co.uk

In this episode of Magic in the Room, Luke, Hannah, and Chris delve into the timely topic of hope versus cynicism in leadership, particularly in a world rife with uncertainty and negativity. The discussion focuses on whether hope alone is sufficient for transformational leadership or if, in environments steeped in cynicism, leaders must amplify their energy and intentionality, sometimes matching the intensity of cynics to move organizations forward. They examine the "hope recipe," which involves envisioning a better future, creating a pathway, and having agency. They also discuss the difficulty of maintaining agency when systems, culture, or fatigue threaten to sap it. They differentiate between strategically "letting go" and simply "giving up," emphasizing the importance of support, accountability, and self-awareness as antidotes to cynicism.

In this episode of "Magic in the Room," Luke, Hannah, and Chris unpack the difference between being busy and being truly impactful, exploring why organizations often get stuck in high-activity, low-impact cycles. They identify five common contributors: compliance-heavy environments, resistance to change, disconnected decision-makers, fear-driven “CYA” cultures, and firefighting systems that reward heroics over long-term strategy. From there, they highlight what creates real impact: clarity of purpose, agency, curiosity, intentionality, and the discipline to question assumptions and align action with a meaningful “why.” The conversation encourages leaders to build awareness of their strengths, design systems that support healthy impact, maintain congruence between their public and private influence, and cultivate the kind of presence that can genuinely move a room.
