The Leadership Podcast 1p3c59

Sibley Bacon is an applied researcher and functional artist, and shares how she blends creativity with structure to build more human-centered teams. Sibely describes what it means to be a "functional artist"—a leader who truly sees the big picture, connects deeply, and inspires through presence, not position. She reflects on lessons from her time at Google, where she worked on improving team dynamics and navigating the gap between theory and business reality. Sibley offers a new take on employee engagement: when people see their work as art, not just tasks, their connection to the purpose changes. She also shares why slowing down might be the most strategic move in a world driven by AI and speed—and why getting outside is more critical than ever. This episode challenges assumptions, invites deeper thinking, and offers a powerful mindset shift for anyone who wants to lead with heart and clarity. You can find episode 463 wherever you get your podcasts! We’re now on … please subscribe!   Key Takeaways [02:47] Jim asked about Sibley’s journey, being a child of two artists yet pursuing math and science. Sibley shared that her home was one of high standards and creative discipline. Her father was a sculptor; her mother, a classical singer. She said, “If you’re not doing art, what is the point of being alive?” For her, structure and excellence weren’t negotiable—they were the minimum. Sibley ed being asked about grad school at age nine. Her great-aunt had a PhD in Chemistry in 1935, so expectations were generational. That bar shaped her belief that nothing is off-limits if you approach it with discipline, humility, and openness. [05:54] Jim asked about what steered her toward tech. She recalled standing on a plaza at University of Maryland, looking around and realizing that “humans keep creating humans,” and data would need to be stored digitally. It wasn’t about ion—it was about self-reliance: food, shelter, and survival. That clarity fueled her path into software engineering. [07:29] Jan asked about being a functional artist. Sibley said being an artist is about seeing everything and feeling everything. Functional art, she said, is about creating elegant tools for mundane tasks—turning the ordinary into something purposeful and moving. “You have to absorb it all… and produce something people take note of.” [09:11] Jan brought up tone and intention in leadership. Sibley believes leadership starts with love. She cited John Madden’s wisdom—you have to know who needs encouragement, discipline, or nurturing. She said, “When your team knows you love them, and you’re doing everything you can to their creative success, they perform better.” [11:49] Jim asked about her work at Google. Sibley said she approaches team effectiveness as an art form. At Google, she was both responding to and initiating change. She credited Dave Duffield (founder of PeopleSoft and Workday) with teaching her how to connect dots between software and business execution. She added, “If you don’t want to learn and grow, you don’t want to work on my team.” [14:24] Jim explored what makes cultures thrive or struggle. Sibley noted that unclear missions and rules of engagement stall momentum. She contrasted Google’s abundance and academic culture with her own background rooted in lean business execution—underscoring how resource environments shape behavior and ability. [17:27] Jim asked about balancing creativity and discipline. Sibley explained that Google was designed for “starburst innovation”—parallel innovation across many disciplines. It took years, but she now sees how that environment was tailored for breakthroughs in AI, quantum computing, and neural networking. [21:26] Jan asked about negotiating engagement. Sibley flipped the phrase. “We need to go as slowly as we possibly can, as fast as possible,” she said. It’s not just poetic—it's tactical. Today’s emerging workforce, shaped by digital native neurology, requires deceleration to connect, adapt, and lead effectively. [24:50] Jan asked about adaptability. Sibley emphasized customizing leadership. Some thrive remotely, others need community. “You’re not leading static people,” she said. “Their lives are dynamic. How they need you changes.” To lead well, you must stretch your people—and stay one step ahead. [27:33] Jim asked how generations can collaborate. Sibley shared her commitment to being “a good ancestor.” It means grounding innovation in what's real—like gravity—and connecting high-tech tools to basic human needs. She’s working on building a “small business market exchange” to complement Wall Street with sustainability. [34:45] Sibley said humility was the hardest thing she’s worked for. “I was born a Leo, the year of the dragon, in Texas,” she laughed. “That doesn’t set you up for humility.” Her journey, she shared, is about making a living amends—and doing the work to serve others better. [36:02] And ...“Every child is an artist. The problem is how to remain an artist once we grow up.”-Pablo Picasso   Quotable Quotes “with a global computing infrastructure, I think we need to go as slowly as we possibly can, as fast as possible.” “Being an artist, you have to see everything. “ “It's not your job whether or not they like it or not. It's about that they think about it.” “Team execution effectiveness to business sustainability. That is my art form.” “Part of being a leader is being willing to negotiate.” “We need employees to be adaptable. Everything’s changing. At the same time, we need leaders to be adaptable.” “So I think to be a leader means adapting to every single one of the people on your team, as their lives are dynamic.” “I always want to be able to stretch people outside their comfort zone so that they can learn and grow.”   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Sibley Bacon Website | Sibley Bacon LinkedIn |  

Linda Ugelow is the author of “Delight in the Limelight: Overcome Your Fear of Being Seen and Realize Your Dreams.”  In this episode, Linda shares how fear often stems from past experiences, and how leaders can reframe internal narratives to demonstrate more confidence.  She dives into the power of self-acceptance and how it shapes leadership presence, especially in high-stakes situations. Linda shares how leaders can embrace strategic vulnerability—being open without oversharing—to build trust and credibility. If you’ve ever doubted your voice, this conversation will challenge your assumptions and offer a path forward to speak with clarity and confidence. You can find episode 462 wherever you get your podcasts!   Key Takeaways [01:29] Linda shared that before becoming a confidence coach, she was an organic farmer growing specialty vegetables for local restaurants. But ten years ago, she realized she was in the wrong business. She knew she wanted to make an impact, and rather than judge that desire as grandiose, she owned it and began her personal transformation journey. [03:10] Linda explains fear always has a reason. It stems from life experiences, cultural influences, and how we were raised. People might have been bullied, overlooked, or told to stay silent growing up—leading to ingrained beliefs like “It’s not safe to be seen.” Fear, she says, isn’t the enemy; it’s a messenger from the past. [06:16] Jim prompted the distinction between self-awareness and self-acceptance. Linda encouraged us to love the sound of our own voices—not to dominate but to take up space with intention. She frames presence as a balance between owning the moment and celebrating others' moments in the spotlight. [08:23] Leadership moments aren’t always obvious. Linda encourages leaders to view these moments as service, not performance. If your voice might help move things forward, step in. The environment matters too—leaders must foster psychological safety if they expect others to contribute meaningfully. [13:01] Though she has a background in expressive arts therapy, Linda identifies as a coach. She helps people resolve deep-seated fears using tools like EFT (tapping), creative visualization, and inner forgiveness. Her process isn’t traditional therapy—it’s based on what worked to dissolve her own fear of being seen. [20:28] Linda explained that vulnerability looks different depending on the context—on stage vs. team meetings vs. watercooler chats. Her own experiences showed that being human—forgetting a point during a talk or making a mistake—can deepen connection and make you more relatable and trustworthy. [24:05] Jan asked how Linda helps leaders shift from fixed to growth mindset. Linda shared she overcame her fear at age 60. Her advice: start small, build confidence with tiny wins, and remove what's blocking you. Once the fear is cleared, skill-building becomes easier. “This is your life,” she says. “Live it fully.” [26:59] Linda wrapped with a powerful reminder: be your own best er. Silence your inner critic and give yourself permission to speak. Slow down, enunciate, and let your voice reflect the value of your message. People want to hear you—believe that, and speak like you do. [29:08] And ...“We don't always have an accurate view of our own potential. I think most people who are frightened of public speaking and can't imagine they might feel different as a result of training. Don't assume you know how much potential you have. Sometimes the only way to know what you can do is to test yourself.” - Scott Adams Quotable Quotes “Fear is not the villain. Fear is a messenger.” “We need to not feel the pressure that we have to be a 10-year experienced speaker when we are just starting out.” “Self-expression and speaking is your human design.” “It's never too late. I overcame my fear of speaking when I was 60 years old.” “The world opens up to you when you remove all the blocks.” “Be your biggest advocate. Your staunchest er.” “If we’re going to bother to say it, let our words be heard.” “Perfect does not make us human.”   This is the book mentioned in this book   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Linda Ugelow Website | Linda Ugelow YouTube | Linda Ugelow TikTok | Annotated Speaker Preparation Checklist to feel grounded, focused, and energized when you speak. Delight in the Limelight podcast | Linda Ugelow Facebook | Linda Ugelow LinkedIn | Linda Ugelow Instagram |  

In this episode, Jim and Jan dive into the critical aspects of leadership and talent development in today’s fast-changing work environment. They discuss how companies often seek “unicorn” candidates with unrealistic expectations—and why focusing on core traits like emotional intelligence, curiosity, and continuous learning is essential. Jim and Jan explore how hybrid work is reshaping the workplace and why relationship-building, trust, and clear expectations are key to fostering strong teams. They also examine how job seekers and employers often set themselves up for failure by chasing perfection. Jim and Jan Jan also offer practical advice on how to set clear career and hiring expectations, why adaptability is critical, and how small shifts can create big growth opportunities. If you’re leading a team, looking to hire, or thinking about your own career moves, this conversation offers a practical, honest look at what really matters—and what doesn’t.     Key Takeaways [01:41] Jim explained that companies often search for "unicorns"—candidates who meet every requirement, even unrealistic ones. Jan emphasized that a core leadership responsibility is attracting, selecting, and developing talent—not just hunting for perfection on paper. [03:05] Jim and Jan agreed that many hiring managers are too focused on what candidates lack instead of what they bring. Jim pointed out that companies over-index on skills and miss out on key attributes like curiosity and a willingness to learn—traits that often matter more long term. [06:03] Jim noted that just like companies are looking for unicorn candidates, job seekers are hoping for unicorn employers. Jan laid out four traits to watch for in great talent: ion and purpose, a mindset of continuous learning, emotional intelligence, and the ability to build strong networks. [08:19] Jim talked about the difficulty of building relationships in a remote setting—especially without emotional intelligence and strong listening. Jan compared early career years to middle school: it's when people learn how to navigate politics, influence, and presence. That kind of social learning took a hit during the pandemic. [10:45] Jim predicted that smaller cities might thrive post-pandemic due to shorter commutes and easier transitions back to the office. He sees hybrid work staying, but believes 20-somethings still need in-person time to develop foundational business skills. Jan added that many teams are struggling with connection and ability. He emphasized that relationship-building can’t be hacked—it takes real time, trust, and personal conversations about more than just work. [14:31] Jim shared a story of young professionals rejecting work based on industry, pointing to unrealistic expectations. Jan reminded listeners that companies hire to solve problems, not to fulfill career wish lists. They discussed the importance of setting clear expectations upfront and embedding key traits like initiative into the hiring process. [16:46] Jan stressed that avoiding early-career sacrifices often limits options later on. Jim explained that career growth follows a narrative arc: in your 20s, your value is effort; in your 40s, it’s your experience; and later, it’s wisdom. Each stage requires a different approach. [20:08] Jim raised the issue of age bias in tech and why staying visible matters. Jan agreed—saying that visibility is key to growth. He advised looking at who gets promoted and understanding what behaviors and values those people have in common. [23:49] Jan recommended using the Topgrading method when hiring, which emphasizes past performance over future potential. He highlighted three key things to assess: impact, influence, and cultural fit. Setting clear expectations during interviews is critical. [26:45] Jan brought up a striking stat—the largest voting gap in the last election was between educated women and uneducated men. Jim clarified that he wasn’t suggesting anyone should “settle” in relationships. Instead, both agreed that knowing your non-negotiables is essential and that no partner—or hire—is perfect. [27:52] Jan explained that mismatched expectations usually come down to poor communication. Most people talk more than they listen, and few ask the right questions. Interviewing is a skill—one that both sides often fail to prepare for. [29:15] Jim encouraged listeners to focus on what really matters and avoid perfectionism. He warned that “perfect is the enemy of progress,” especially when making hiring decisions or career moves. Overthinking often leads to doing nothing. [30:14] Jan shared a coaching example where a leader needed to clarify expectations around initiative. Not everyone grows—and if they don’t, they may no longer be a fit. He pointed out that adaptability is critical, especially in today’s ever-changing, chaotic environment. Organizations evolve fast, and employees must be willing to shift with them. Jim agreed—saying that people who enter a company with their own fixed agenda often struggle to adapt. [32:54] And ...“A man travels the world over in search of what he needs and returns home to find it.” - George A. Moore   Quotable Quotes "One is to get results. Two is to behave and act according to the core values... But there’s a third leg and that third leg is to attract and select talent. And then once you have them, to develop and retain said talent." "People just aren’t finding what they’re looking for. But on the flip side, employees are also looking for the unicorn employer, you know, something that doesn’t exist." "If people aren’t able to develop power and influence in the organization, they are not going to get stuff done... They’re going to have to be able to negotiate and sell ideas." "There’s no hack to accelerate the development of relationships other than spending time with people." "The interview you're about to do is not about you. It's about their problem." "Everybody's hired for the same purpose. Get and keep customers." "A good life is lived in the service of other people." "You got to realize your value isn't from hard work, your value is from wisdom and knowledge and experience."  “what really transpires between people looking for the perfect person and people looking for the perfect company is there's misaligned expectations." "So, you know, for expectations to be aligned, you know, both sides have to do their homework and prepare, ask a lot of questions, be good listeners.” "Perfect is the enemy of Progress." “not every position needs a perfect person.”   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC |  

Susan Kelsey has authored four historical books and produced the award-winning documentary, “The Negotiator: Billy Caldwell.”   In this episode, Susan shares her journey of discovering Billy Caldwell, the "Great Negotiator" of early Chicago. She reflects on the leadership lessons she learned from both Caldwell and Native American leaders, focusing on values like moral courage, tenacity, and the importance of handling success and failure with grace. Through her work with Native American tribes, Susan has gained a deeper understanding of leadership—one rooted in respect, curiosity, and self-awareness. She talks about the vital role storytelling plays in leadership and how it can make complex ideas more relatable.  Driven by a lifelong curiosity, Susan shares how her hands-on experiences, like earning her pilot’s license and working on documentaries, continue to shape her perspective on leadership and learning.  Tune in to hear her insights on the wisdom of elders, the value of cultural understanding, and how these lessons inform modern leadership today.     Key Takeaways [04:06] Susan’s journey with Billy Caldwell began after noticing a plaque in her neighborhood. Over 30 years, she learned about Caldwell’s role as a negotiator between Native Americans and European settlers, shaping Chicago’s history. Caldwell’s unique position allowed him to influence key treaties, including the 1829 and 1833 Treaties, which played a major role in the region's development. [07:03] Susan described Billy Caldwell as the "ultimate glue guy," bridging cultural gaps between Native Americans, military settlers, and Europeans. His ability to understand both worlds helped him play a key role in negotiating important treaties for the Chicago area. His military background and unique perspective made him a crucial figure in shaping Chicago’s history. [09:29] Susan believes strong moral values and the willingness to stand for one’s beliefs, even at personal cost, set leaders apart. She emphasized that leaders like Billy Caldwell had the courage to take risks for the greater good. Moral leadership is key to achieving lasting change and making a positive impact. [10:53] Building trust with indigenous tribes took years of effort for Susan, including traveling to Kansas and embracing vulnerability. She learned that respect, curiosity, and open communication are essential in fostering meaningful relationships. Developing trust takes time, but it’s vital in working with diverse communities. [13:52] Susan’s persistence paid off when the Potawatomi tribe eventually approved her revised documentary. She learned that tenacity is key, especially when working through rejection. A surprising conversation with the tribe revealed that they didn’t see the loss of the Great Lakes as a loss, challenging Susan’s understanding of their culture. [15:28] Susan emphasized the importance of listening more than speaking in cultural interactions. She explained that silence is highly valued in indigenous communities, and actively listening can build trust. Reflecting back what’s heard fosters stronger relationships and a deeper understanding. [18:38] When Jan asked about her motivations, Susan revealed that lifelong curiosity drives her pursuits. She believes true learning comes from hands-on experiences, not just books or videos. Her curiosity led her to earn a pilot’s license to confront her fear of flying, highlighting her need to fully immerse herself in new experiences. [19:47] Susan never tires of filmmaking, as it allows endless creativity. She loves collaborating with Native American musicians to create meaningful soundtracks for her documentaries. Despite the high costs of filmmaking, she finds ways to fund her projects and emphasizes that the value of a story doesn’t depend on the budget. [21:07] Susan learned timeless wisdom from her work with Native American cultures, especially regarding grace in leadership. Handling both victories and defeats with dignity leaves a lasting impression. She learned this lesson through political mentors and experiences with Native American tribes, emphasizing grace as essential in leadership. [23:09] Susan explained that Native American cultures view leadership as more than survival—it’s about self-awareness. The Blackfoot Indians' perspective on Maslow’s hierarchy, which prioritizes self-awareness over basic needs, challenged Susan’s thinking. This worldview has shaped her understanding of leadership and personal growth. [24:57] Storytelling is a powerful leadership tool, helping leaders connect with others and make complex ideas relatable. Susan stressed that modern leaders should listen to elders, especially in uncertain times, for their valuable insights. Native American cultures offer wisdom that can guide today’s leaders through challenging situations. [27:07] When asked about becoming an elder, Susan shared that the title is a great honor in Native American cultures. Elders are respected for both their age and the wisdom they have gained over time. She contrasted this respect with how older generations are often treated in other societies, underscoring the value of experience. [28:26] Susan’s documentaries aim to spark meaningful conversations and encourage people to learn from one another. She highlighted the importance of curiosity and education in her work. Slowing down and reflecting on new ideas can provide valuable insights in today’s fast-paced world. [30:41]  And ...“When it comes your time to die, be not like those whose hearts are filled with the fear of death, so that when their time comes, they weep and pray for a little more time to live their lives over again in a different way. Sing your death song and die like a hero going home.” - Chief Tecumseh   Quotable Quotes "We just need to be curious about each other, learn about each other and respect each other and... and develop that trust where we can have a nice, healthy, honest conversation." "How you hold yourself and the grace that you have is what people will ." "We know who we are, we know where we came from, we know where we're going, and so we know if we know who we are, we can do anything. We can find food, we can find shelter, we can build community." "Slow down a little bit. You can back up, even put it down for a day, come back, look at it the next day. Perspective."   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Susan Kelsey Website | Susan Kelsey’s award-winning documentary, The Negotiator: Billy Caldwell. | Susan Kelsey Facebook | Susan Kelsey LinkedIn |  

Adam Contos is a former SWAT leader turned CEO, leadership advisor, and author of “Start With a Win: Tools and Lessons to Create Personal and Business Success.”  In this episode, Adam begins by defining a "win" in leadership not as just hitting KPIs or completing projects, but as creating momentum through small, daily victories.  Adam stresses the importance of fostering a culture of ability within teams, but without micromanaging. He explains that ability is about creating an environment where people can succeed, rather than policing behavior.  When discussing setbacks, Adam reminds us that challenges are inevitable, but it’s how leaders respond that defines them. Instead of reacting emotionally, strong leaders respond thoughtfully, seeing setbacks as opportunities for growth rather than roadblocks. Adam also discusses how to sustain momentum, and highlights how constant, small improvements drive long-term results.  Adam’s insights provide a fresh approach to leadership, showing that small, consistent actions over time can build lasting success. If you’re ready to implement these principles in your leadership journey, this episode is a must-listen.     Key Takeaways [05:22] Jan asks Adam to define a "win" in leadership. Adam clarifies that a win isn’t just about KPIs or project completions. Instead, he believes it’s about creating momentum. He calls them "micro wins," like waking up before the alarm. Small wins add up, laying the foundation for bigger successes down the road. [06:34] Jan asks what shifts momentum for a team. Adam points to emotional intelligence, learning from failures, and adjusting strategies. Leaders help create a culture of confidence and resilience, guiding their teams to focus on strengths and not dwell on setbacks. [07:59] Adam shares that successful leaders don’t leave their days to chance. They start by setting clear priorities, communicating expectations, and modeling discipline. Jan asks if leaders should set boundaries or let teams determine their own priorities. Adam says it’s a mix. Leaders need to define expectations and values, but also give teams the flexibility to make their own decisions. [11:39] Adam explains that ability isn’t about policing; it’s about creating an environment where people can succeed. Jan references a past guest who discussed the difference between what people want to do versus what they should do. He asks Adam how leaders can handle high-potential individuals who resist extra responsibility. Adam suggests challenging teams to grow while respecting their individual aspirations. Success isn’t a one-size-fits-all, and leaders must find the right balance between encouragement and autonomy. [15:16] Adam responds to the question about handling setbacks by saying that volatility and challenges are inevitable in all areas of life. What defines a person is how they respond. He reminds himself that each setback is just a chapter, not the whole story. Strong leaders see adversity as a stepping stone, not a stopping point. He stresses the importance of responding thoughtfully, not emotionally, to setbacks and learning from them for the future. [18:07] Adam explains that leaders are made, not born. Instead of testing people under stress, leaders should train them to handle pressure by gradually increasing their exposure to challenging situations. This builds the skills and confidence needed to handle future stress. [22:22] Jan asks how leaders balance confidence and humility. Adam says confidence without humility can lead to arrogance and failure. He explains that the balance shifts depending on the audience and context. For instance, sales teams may need more confidence, while executive teams might appreciate more humility. [24:18] Adam talks about executive presence, which is about gravitas, communication, and appearance. He shares how Jamie Dimon commands a room without saying a word, demonstrating the power of presence. Adam advises leaders to always show up prepared, look like they care, and deliver messages that resonate with their audience. [27:01] Adam explains that success creates momentum but warns that it can also lead to complacency if leaders think it will sustain itself. He stresses the need for continuous improvement to prevent stagnation. Adam points to Team Sky’s cycling success under Sir David Brailsford, where the focus was on constant, small improvements. Successful teams are driven by a mission, not just results. [34:58] Adam concludes by encouraging people to focus on creating wins every day. He emphasizes the importance of prioritizing actions that lead to positive results, rather than getting stuck on unproductive tasks. He advises adopting a proactive mindset and viewing daily tasks as opportunities, not obligations. [36:47]  And ...“ Victorious warriors win first and then go to war, while defeated warriors go to war first and then seek to win. ” - Sun Tzu   Quotable Quotes "A win isn't a KPI. A win isn't completing a project. A win more than anything is just creating momentum." "Successful leaders don't leave their day to chance." "If you walk in and sit down at the table in a meeting and you're pounding your fist and cussing things like that, guess what? The employees are going to do that. They're going to pound their fist and cuss at things when you're not in the room." "Great leadership starts before the first meeting. It's built in the moments of preparation and personal discipline." "I think you should allow people to spread their wings and fly as high and far and fast as they possibly can." "ability isn't about policing." "We need to create an environment where people can be as successful as they want to be." “volatility and setbacks have happened since the beginning of time. But ultimately you have to understand they don't define you. Your response to them is what defines you. “ "Great leaders really train themselves to see adversity as kind of a stepping stone and really not a stopping point in their career and their life.” “I think you can start putting pressures on people to see how they start to respond. And frankly, you can educate people. Leaders are made, they're not born." "Anyone can be taught, but it's hard to teach someone who doesn't want to learn." “if you have confidence without humility, it becomes arrogance, and that's when you get your butt kicked." "Know your audience, show up like a leader. I don't care where you're at, show up like a leader, look like you care and like you tried, and then deliver a message that resonates with your audience." “Success breeds complacency if you let it." "The best teams just don't work for results. They work for a mission. And if that mission is continuously developing and improving, they're probably going to continue to win because they're continuing to revitalize that momentum." "But the reality is the big guy started as a little guy at some point also, they just perpetually were able to ignore the losses that they were facing." "Set a culture, be a good person and live that culture. And if people like it, great. If they don't, great." "Focus on being better at a leader, as a leader, and focus on taking one more step towards your accomplishments."   This is the book mentioned in this book   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Adam Contos Website | Adam Contos | Adam Contos X (Twitter) | Adam Contos Facebook | Adam Contos LinkedIn | Adam Contos Instagram |  

Pippa Begg, is the co-founder and CEO of Board Intelligence and co-author of “Collective Intelligence: How to Build a Business that’s Smarter than You.”  In this episode, Pippa discusses the mindset shifts required for leaders to let go of control and empower others, emphasizing the dangers of hubris and the importance of questioning one's own authority. She also addresses the common struggle with delegation, advising leaders to trust their teams and ask powerful questions that drive innovation and collaboration. Pippa dives deep into the topic of communication, sharing a powerful example of how poor communication cost a brilliant opportunity. Pippa explains how AI can enhance decision-making in boardrooms by ing human intelligence and uncovering biases, rather than replacing human input.  When discussing power struggles in the boardroom, Pippa explained that they often arise from misalignment on what’s important, especially regarding value creation. Pippa talks about the importance of balancing focus with flexibility, and shares how organizations can continually assess their strategies, asking the right questions that allow the organization to adapt to dynamic markets.  This episode is especially relevant for senior leaders looking to develop resilient businesses that thrive in an ever-changing world.     Key Takeaways Quotable Quotes "The pace of AI development can call all of that out. So really the thing that's blocking progress here is not the pace of technology. It's the pace of human adoption." "Humans don't take perfect decisions. We know about unhelpful decision making heuristics that we use. We know about bias that we have." "We are better when we're being observed than when we're not being observed." "We rush to find the answer... and often what we're doing there is we end up rushing to find an answer to not quite the right problem." "Many amazing business successes. The idea did not come from the CEO or from the board." "Most of the time when there is border and power struggles, it's because there's misalignment on what's important." "If we are willing to expose our thinking, if we are willing to expose our writing, if we are willing to expose our conversations, then not only could we be prompted, but we can just hold a mirror and just see what we're doing, really reflect on it." "Focus is absolutely critical to an organization's success, but blind focus can be its downfall, as we saw with Nokia."   This is the book mentioned in this book   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Pippa Begg Website | Pippa Begg Recent Sunday Times profile (UK): Pippa Begg Recent research published into board effectiveness: Pippa Begg Latest BI fundraise: Pippa Begg LinkedIn |  

Giles Watkins—coach, speaker, and author of “Positive Sleep: A Holistic Approach to Resolve Sleep Issues and Transform your Life (Positive Wellbeing).” In this episode, he explores why quality sleep is essential for high performance, decision-making, and long-term success. He dives into sleep’s role in workplace culture—how it affects performance, decision-making, and even global business operations. Giles discusses how different cultures view sleep, how leaders can help their teams without overstepping personal boundaries, and why some companies are incorporating naps into the workplace.  If you’ve ever struggled with sleep, wondered how to optimize your rest, or lead a team that could benefit from better sleep habits, this episode is packed with insights.     Key Takeaways [02:34] Giles explains that while awareness around sleep has improved, people are still sleeping an hour less than they did 50 years ago. He attributes this to distractions like artificial lighting, phones, and technology. While the body can physically recover from lost sleep, the brain does not regain the same benefits, such as memory consolidation and emotional processing. [09:09] Jan asks Giles to define sleep, referencing Part 2 of his book. Giles shares a definition from Harvard Medical School, describing sleep as a reversible state where activity decreases, external responsiveness drops, and the brain undergoes essential restoration processes. He emphasizes that modern sleep science is still evolving, with ongoing debate about its full impact on cognition, learning, and mental health. [16:09] Giles explains that sleep needs gradually decrease with age, but the change is not dramatic. Factors such as genetics, environment, and personal habits play a role. Some people naturally need less sleep, while others struggle with shifting rhythms over time. He highlights that recognizing these differences is key for leaders managing diverse teams with varied sleep patterns. [23:37] Jan shares his experience in the military, where sleep deprivation was common, but he personally struggled with it. Giles confirms that while some individuals can push through exhaustion, it is not sustainable. He compares chronic lack of sleep to “social jet lag,” disrupting natural rhythms and leading to lower motivation, reduced focus, and diminished quality of work. [27:58] Giles recalls his first experience working in Vietnam, where employees would nap under their desks after lunch. Initially shocked, he later realized it was an effective way to recharge. He contrasts this with Western cultures, where working through lunch is often seen as a sign of dedication. Businesses with global teams need to be aware of these cultural differences to maximize productivity. [36:37] Giles highlights the importance of bedtime routines—consistent sleep schedules, limiting screen exposure, and wind-down activities. He notes that many adults with sleep issues lost their childhood sleep habits after leaving home. Encouraging good routines in children can set them up for long-term sleep success. [41:19] Giles states that 80% of sleep problems can be resolved with behavioral changes, such as reducing screen time before bed, avoiding alcohol late at night, and sticking to a consistent schedule. He advises leaders to treat sleep as a priority, just like diet and exercise, to enhance their performance. [43:14]  And , Sleep is that golden chain that ties health and our bodies together. - Thomas Dekker   Quotable Quotes “We’ve evolved as a species, but we haven’t evolved to sleep an hour less than we did 50 years ago.”  “Leaders assume their teams are like them. Some love breakfast meetings, some don’t. Some don’t mind late-night emails, others do.”  “The one long sleep is a post-industrial idea. Before factories, people often had two sleeps with a break in between.”  “The French have an expression that translates as ‘the bicycle in your head.’ To sleep well, you have to get off the bicycle.”  “You can survive with bad sleep, but you won’t thrive.”   This is the book mentioned in this book   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Giles Watkins Website | Giles Watkins LinkedIn |

Jamie Beaton is CEO of Crimson Education, helping students gain ission to top universities. A Harvard, Stanford, Yale, and Princeton graduate, he also founded Crimson Global Academy and authored “ACCEPTED! Secrets to Gaining ission to the World's Top Universities.” In this episode, Jamie reveals the mentors who shaped his leadership, including legendary investor Julian Robertson, and explains how to accelerate growth as an emerging leader. He discusses the challenges of leading a global company, how cultural differences impact leadership, and what truly defines top talent beyond credentials. He also dives into the “curiosity switch”—the key to staying relevant, inspired, and continuously learning. Jamie shares a pivotal moment in his leadership journey—balancing the demands of running Crimson while attending Stanford Business School, a decision that tested his resilience and investor relationships. He also provides insight into how leaders can build high-performance teams, manage ambition without burnout, and create a culture of excellence and execution. If you want to learn how to lead with curiosity, build a world-class team, and navigate high-stakes decisions, this episode is a must-listen.     Key Takeaways [02:43] Jamie shares his love for Warhammer, a strategy board game that takes him across the world to compete. He finds it a great way to disconnect from work and engage in a different kind of strategic thinking. [03:58] Jamie credits Julian Robertson, founder of Tiger Management, as a major influence. Julian took him under his wing, instilling confidence in his abilities and teaching him the balance between competitive drive and integrity. [08:58] Jamie’s experiences across countries like New Zealand, China, Singapore, and the U.S. have broadened his leadership perspective. He emphasizes that while leadership principles are universal, cultural differences impact styles, work ethics, and hierarchical structures. Leaders must adapt to these variations to be effective. [11:35] Jamie highlights styles as one major cultural difference. In places like Japan and China, direct can be seen as disrespectful, while in the U.S. and New Zealand, a blunt and fast-paced communication style is more accepted. Work ethic expectations also differ, with China’s 996 culture (9 AM – 9 PM, six days a week) contrasting with New Zealand’s emphasis on work-life balance. However, he believes that people everywhere are drawn to ambitious, high-performance teams. [15:01] Jamie introduces the "curiosity switch", explaining that some people are naturally driven to learn while others become complacent. He believes curiosity can be reignited by exposing yourself to new industries, ideas, and challenges. Leaders who continuously push themselves to learn remain relevant. [17:38] Jamie its that his rapid thinking once created chaos within his teams. Over time, he built a leadership team with specialized roles—some focused on executing ideas, while others thrived in early-stage innovation. By structuring his organization this way, he ensures creativity doesn’t disrupt operational stability. [21:09] Jamie values learning agility, ambition, and integrity over academic credentials. He shares a story about his co-founder, Fungzhou, who started with limited English at 18 and now manages hundreds of employees globally. He believes top talent is defined by their ability to adapt, seek , and push beyond their comfort zone. [25:43] Jamie acknowledges that in the early years, he wasn’t easy to follow. To improve, he surrounded himself with strong communicators who could translate his vision into clear, actionable steps for the team. Over time, he became more aware of how his leadership style impacted others, ensuring his team had the clarity they needed. [27:11] Jamie has learned that face-to-face time is irreplaceable. He prioritizes in-person interactions with his executive team and country managers, even flying 18 hours for a two-day event. He believes that an hour in person builds more trust than 30 hours on Zoom, making these investments critical for leadership success. [29:22] Jamie describes the tension of balancing business school at Stanford while leading Crimson. His investors were skeptical, fearing it would be a distraction, while his team worried about his physical absence. Despite these doubts, Jamie pushed through, believing the skills and networks he gained would ultimately help Crimson grow. [34:01] Jamie credits his responsibility to his team, ambition, and the of his co-founders as his guiding forces. He emphasizes that having trusted partners who can step in when needed is critical for sustaining leadership over the long haul. [37:02] Jamie explains that when your curiosity switch is on, work feels exciting and effortless. When it’s off, every task feels like a burden. To reignite curiosity, he advises evaluating your work, relationships, and digital habits, ensuring you remove anything that drains your energy. [39:26] And , “An investment in knowledge pays the best interest.” - Benjamin Franklin   Quotable Quotes “People love to be on a winning team.You know, I think if you have that fast-paced intensity, ambitious goals, the ability for fast career progression, fast learning, you know, that is addictive to people anywhere and that's definitely very infectious.” “You don't view as some sort of negative thing, but actually as sort of like this addictive fuel for more growth.” “When the curiosity switch is on, every day you're working, it doesn't feel like you're working. You know, it feels like this exciting, adrenaline-packed, exhilarating adventure.” “If you're in the wrong lane, staying there longer won't fix it.” “I think the most notable thing about different cultural backgrounds or a couple, but one of them would be how you give .”   This is the book mentioned in this book   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Jamie Beaton Website | Jamie Beaton LinkedIn | Jamie Beaton Instagram |  

Kasey D’Amato’s experience goes from launching a dermatology division and founding a global skincare brand to building a multi-seven-figure real estate portfolio. In this episode, Kasey shares her insights on how leaders can avoid burnout, overcome stagnation, and create a life that aligns with their true purpose.  She introduces her Holistic Leadership Mastery™ Framework, which breaks leadership into four essential quadrants and explains why so many leaders feel overwhelmed despite their achievements. We discuss why leaders should periodically disconnect, how to recalibrate every 90 days, and the importance of surrounding yourself with the right people. She also shares her personal story of career reinvention, going from a physician assistant to a business leader and leadership coach. Kasey emphasizes that many successful professionals eventually feel stuck, questioning, "What’s the point?" even when they have achieved financial success. She explains how leaders can overcome this by focusing on emotional intelligence, resilience, and self-awareness. Kasey also talks about how leaders can break free from self-imposed limitations. She also discusses the importance of regularly evaluating time and energy allocation, challenging leaders to reassess 20% of their calendars every 90 days.  Whether you’re thinking about a career pivot or struggling with burnout, this episode provides actionable insights to help you lead a fulfilling life.     Key Takeaways [02:12] Kasey and her husband rescue and rehabilitate large dogs with difficult pasts. She finds that this requires calm, confident leadership, much like business leadership. [04:20] Many leaders neglect their personal well-being, relationships, and joy. Kasey’s framework breaks leadership into four quadrants: business acumen, self-leadership, team leadership, and industry leadership. A strong leader balances all four. [06:58] Kasey agrees that leaders often misallocate time and energy. Most spend too much time on tasks that don’t drive results. She recommends reviewing time allocation every 90 days to ensure alignment with goals. [08:24] Leaders often focus solely on strengths but may ignore personal weaknesses that could limit them in the long run. Kasey believes that while focusing on strengths is good, leaders should also be aware of what they are neglecting and consciously decide how to balance priorities. [14:15] She felt she had mastered her previous roles and began asking, “Is this all there is?” She realized she wanted to impact others in a broader way, leading her to reinvention. [19:21] Kasey advises completely disconnecting from routine for at least a week (ideally out of the country) to gain clarity. It takes about five days for the mind to stop focusing on daily work and start thinking about bigger questions like “Am I happy?” [24:35] Leaders often avoid tough decisions or self-improvement. Kasey recommends surrounding yourself with three types of ability partners: mentors, peers, and direct reports. [28:34] Kasey plays the “What If” game with clients. If they say they don’t have time or money, she asks, “What if you did? What would you do differently?” This helps reverse engineer solutions and uncover creative options. [35:59] And , “When you have balance in your life, work becomes an entirely different experience. There is a ion that moves you to a whole new level of fulfillment and gratitude, and that's when you can do your best for yourself and for others.” - Cara Delevingne   Quotable Quotes “Am I happy? Is this the life I dreamed of?”  “We are our own problem. Look in the mirror.”  “If you don’t believe in yourself, no one else will.”  “You need to recalibrate your time and energy every 90 days.”  “The first step to resilience is awareness. Just being aware changes everything.”  “What if you did have time? What would you do differently?”  “I’m the queen of reinvention.”  “Confidence is critical. If you don’t believe in yourself, nobody else will.”    Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Kasey D’Amato Website | Kasey D’Amato Facebook | Kasey D’Amato LinkedIn | Kasey D’Amato Instagram | 

Dr. Hope Zoeller is the Founder and President of HOPE (Helping Other People Excel), LLC, a consultancy dedicated to helping organizations cultivate effective and impactful leaders.  In this episode, Hope shares why so many leadership programs fail and what companies must do to see real results. Drawing from her experience in corporate leadership, academia, and executive coaching, she unpacks the critical gaps between theory and practice, the hidden power of institutional memory, and why most organizations struggle with succession planning. Hope also challenges leaders to rethink how they engage their teams, emphasizing the importance of asking the right questions in 1:1 conversations and creating a culture of ability. She dives into why so many leaders today feel burned out and reactive—and what they can do to regain control and lead with intention.  If you’ve ever wondered how to build stronger leaders, make training stick, or future-proof your organization, this conversation is for you. Listen now and start leading differently.   Key Takeaways [04:19] Hope shares how her time in corporate America shaped her leadership perspective. She worked in training and development for years, but when she was pushed into a different role despite her ion, she knew it was time to make a change. "It wasn't about the benefits or the stock. It was about making a difference." [07:06] Leadership training often fails when it’s just a checkbox exercise. Hope emphasizes the need for intentional development tied to company values. "If you're just checking a box, you might be better off not checking it at all." [11:11] Institutional memory can be a roadblock to progress. Hope describes employees who are "keepers of the failure data"—they every past mistake but don’t help find solutions. She reframes the conversation: "You were here when it was bad—so what would it look like if it worked?" [20:42] Leaders often resist one-on-one meetings, seeing them as unnecessary, but Hope argues they are essential. "How many of your meetings are actually valuable? Wouldn't your time be better spent investing in your people?" [23:30] Many companies neglect succession planning because they haven’t felt the pain of not having a pipeline. Hope warns, "The pain train is coming." Organizations that fail to prepare will struggle as the workforce shrinks and leadership gaps widen. [29:41] Many leaders today feel burned out and disconnected from their workforce. Hope believes companies need to make it safe for leaders to talk about these challenges. "We have to make it okay to say, 'I'm tired. I need .' Otherwise, we risk losing our best people." [33:44] Hope shares a powerful analogy: "I can’t help every leader, but I can help some. If we all do that, think about the collective impact we can have." [35:58] And , “It is literally true that you can succeed best and quickest by helping others to succeed.” -  Napoleon Hill  Quotable Quotes "It wasn't about the benefits or the stock. It was about making a difference." "If you're just checking a box, you might be better off not checking it at all." "The pain train is coming. Are you ready?" "People don’t leave organizations. They leave people." "It’s not your people who quit and leave that you have to worry about—it’s the ones who quit and stay." "We’re not aiming for perfection. We’re aiming for progress." "I can’t help every leader, but I can help some. If we all do that, think about the collective impact we can have." “Coaching should not be punitive. It should be positive.” "I say as a leader, we need to be asking regularly how we're doing and be checking in.” "Keep showing up. Keep doing the work. Don't, you know, I've got a leader that right now she's so—she thought she was making progress. She got some , and it just set her back to zero. She's like, is this even worth it? And days are going to be hard, and they're going to be harder. I think we're not moving into easier times, we're moving into harder times. So keep showing up and know that you're doing the work, and it will eventually pay off. It will eventually pay off. It's a long game."   This is the book mentioned in this episode   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | HOPE LLC Website | Hope Zoeller Facebook | Hope Zoeller LinkedIn  | Hope Zoeller Instagram |  

Dr. Steven Stein, world-renowned clinical psychologist, best-selling author, and MHS founder, consults for military, corporate, and TV shows, specializing in psychological assessment and emotional intelligence. He also hosts the podcast Work Therapy. In this episode, Dr. Steven explores how EI has evolved since its early days and why some leaders still underestimate its impact. Steven explains what leaders often overlook when developing their emotional intelligence and why traits like empathy and self-awareness are more important than ever. He also reveals the hidden factors that differentiate high-performing leaders from those who struggle under pressure. Through real-world examples—including a fascinating case study with the U.S. Air Force—Steven demonstrates how improving EI can directly enhance leadership effectiveness and retention. He also addresses the challenges of maintaining emotional intelligence in high-stress situations and how leaders can foster resilience and adaptability within their teams. As the workplace continues to shift with remote work, AI-driven decision-making, and evolving company cultures, Steven shares actionable strategies for leaders to build trust, authenticity, and engagement in their organizations. Whether you’re a business leader, coach, or aspiring executive, this conversation is packed with valuable lessons on how emotional intelligence shapes leadership success.     Key Takeaways [02:22] Dr. Steven Stein shares that beyond his public achievements, he also leads a 12-piece jazz-rock band, highlighting the intersection of music and leadership. [03:55] Emotional intelligence (EI) has evolved significantly, moving from skepticism to a widely accepted concept influencing leadership, teamwork, and individual performance across various industries. [06:50] A critical aspect of leadership is developing empathy, actively listening, and understanding the emotions of those around you to enhance relationships and decision-making. [09:11] Under stress, leaders may become less empathetic and more directive, which can harm relationships and team dynamics. Maintaining emotional intelligence under pressure is crucial for effective leadership. [12:49] Resilient leaders and first responders thrive under high-stress situations by embracing the "Three Cs": Commitment (to a bigger purpose), Challenge (viewing obstacles as solvable problems), and Control (focusing on what can be influenced). [18:53] As AI and algorithms increasingly influence decision-making, emotional intelligence remains a crucial human advantage, offering insights and adaptability that machines cannot replicate. [22:51] A landmark study with the U.S. Air Force found that emotional intelligence training significantly improved recruiter retention rates from 50% to 92%, demonstrating the tangible impact of EI in the workplace. [29:20] Purpose-driven organizations with emotionally intelligent leadership experience significantly lower turnover rates, as employees feel valued and aligned with the company’s mission. [31:47] The shift to remote work has increased the need for authentic leadership. Employees are now more likely to leave companies rather than just their managers if they lack trust in organizational leadership. [33:44] Key leadership traits for retaining employees include authenticity, respect, clear communication, and allowing employees autonomy while offering guidance and . [38:07] Many leaders struggle to delegate due to a fear of losing control or a perfectionist mindset. Effective leaders recognize their strengths and empower others to handle areas where they are less skilled. [41:57] Leaders should be aware of employees’ personal struggles without trying to solve them directly, instead offering and resources to help them navigate challenges. [41:26] Closing quote: “Emotional intelligence is your ability to recognize and understand emotions in yourself and others and your ability to use this awareness to manage your behavior and relationships. ” —  Travis Bradberry   Quotable Quotes "Great leaders master the art of empathy." "Under pressure, emotional intelligence is often the first thing to slip. The best leaders stay self-aware and maintain composure, even in high-stress situations." "Resilience comes down to the 'Three Cs': Commitment to a greater purpose, viewing obstacles as challenges rather than threats, and focusing on what you can control." "Organizations thrive when leadership is authentic. Employees don’t just leave bad managers anymore—they leave companies that lack purpose and integrity." "Emotions play a crucial role in decision-making. The best leaders don’t suppress their emotions; they understand and use them to make better choices." "The best workplaces foster autonomy and respect. Give people ownership of their work, and you’ll see creativity, motivation, and engagement soar." "Leadership isn’t about having all the answers; it’s about empowering the right people to find the best solutions." "Delegation isn’t about losing control—it’s about recognizing where others can excel and trusting them to contribute their expertise." "The true test of leadership is how well you handle uncertainty. Those who adapt and evolve will always stay ahead." " your people, but don’t try to be their personal problem solver. A great leader provides resources and guidance without overstepping boundaries." “Emotional intelligence is your ability to recognize and understand emotions in yourself and others and your ability to use this awareness to manage your behavior and relationships. ” —  Travis Bradberry Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Dr. Steven Stein’s LinkedIn | Dr. Steven Stein’s Website | Dr. Steven Stein’s Facebook | Dr. Steven Stein’s Youtube | Work Therapy: When Work Sucks, How Can We Fix It? - 

Brandon Young and Blayne Smith are the authors of “Perseverance > Endurance: Lead with Resilience. Grow Through Adversity. Win Together,” and they bring a wealth of leadership experience shaped by their military backgrounds. Brandon, a former U.S. Army Ranger with four combat deployments in Afghanistan, and Blayne, a former Army Special Forces officer, advisory board member of GORUCK, and the first executive director of Team Red, White & Blue, co-founded Applied Leadership Partners in 2020 during the pandemic.  In this episode, they share hard-earned insights on fostering perseverance, embracing uncertainty, and guiding teams through adversity. They discuss how endurance is about surviving challenges, while perseverance is about thriving and growing through adversity.  They cover key leadership principles, including self-awareness, adaptability, and the importance of long-term thinking. They also explore how leaders can create sustainable work environments that encourage perseverance without leading to burnout. Listen in to learn how to differentiate between endurance and perseverance, build adaptability, and lead through uncertainty. This is a powerful conversation.   Key Takeaways [05:36] Brandon explains that endurance is about pushing through a defined hardship, while perseverance is essential for navigating long-term uncertainty and transformation. He shares how COVID-19 forced their business to pivot just three days after launching, leading them to develop a framework for perseverance. [09:43] Blayne describes endurance as a trap for high-performers, explaining that leaders must recognize their limits and ask for help when needed. He uses a baseball metaphor, comparing self-awareness to feeling the warning track before hitting the wall. [12:20] Jim suggests that endurance is like management—rationing resources to sustain effort—whereas perseverance is about leadership, making tough calls in uncertainty. Brandon agrees, adding that perseverance requires embracing the unknown and making the best possible choice at each step. [18:27] Brandon explains that no plan survives first . Leaders must plan, but they must also recognize that external factors will always play a role. Planning is about preparation, not prediction. He stresses that adaptability is crucial, as rigid plans often fail in dynamic situations. [22:08] Blayne emphasizes the importance of creating a culture where people feel safe making decisions. Leaders must set clear intent and boundaries while allowing flexibility. He warns that if leaders punish employees for making mistakes in earnest, they kill initiative across the team. [24:03] Brandon explains that pride is the enemy of growth. Leaders must be willing to acknowledge their blind spots and learn from failure. Blayne adds that having a "white belt mentality"—constantly seeking to learn—helps leaders grow and gain credibility with their teams. [29:39] Brandon shares that the hunger for excellence exists in all workplaces. Leaders must cast a clear vision, help employees see themselves in that vision, and create an environment where they can opt in or out. He emphasizes the importance of ability and allowing people to step up when needed. [35:41] Blayne recalls a time when he realized that leaders need to communicate proactively. He assumed his team knew where his head was at, but they didn’t. This experience taught him the importance of over-communicating and being transparent with his team. [39:10] Blayne suggests that leaders must model a sustainable pace. Transparency about work-life balance gives employees permission to do the same. Brandon adds that leaders should extend the time horizon—understanding that success comes in peaks and valleys and that employees need time to recharge to perform well over time. [44:04] And , “Perseverance is not a long race; it is many short races one after the other.” - Walter Elliot   Quotable Quotes "When you're enduring, you're holding on. When you're persevering, you're moving forward." "Self-awareness is knowing when you’re on the warning track before you hit the wall."  "The enemy gets a vote. No plan survives first , and that’s why adaptability is key."  "Pride is the enemy of growth. Perseverance payoff is growth."  "If you can’t take 60 minutes to step away, you’re setting yourself up for failure."  "It's not about less intensity, it's not about less excellence, it's about perspective. And if you can provide that for your people and model it, then you can get people to work really hard, really long and do really hard stuff knowing that it's okay that there's not an end. Because we can do this in a sustainable way."​  "Plans are necessary, but adaptability determines success."    This is the book mentioned in this episode   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Blayne Smith LinkedIn | Brandon Young LinkedIn | Website | The Applied Leadership Podcast can be listened to and watched at the following links: Spotify - Apple Podcasts - YouTube - Facebook | LinkedIn | Instagram |  

Elizabeth Lotardo, author of “Leading Yourself: Find More Joy, Meaning, and Opportunities in the Job You Already Have (Despite Imperfect Bosses, Weird Economies, Lethargic Coworkers, Annoying Systems, and Too Many Deliverables),” is also a LinkedIn Learning instructor. In this conversation, Elizabeth offers valuable insights on self-leadership, personal ability, and employee engagement, emphasizing the importance of taking ownership of your work experience rather than waiting for external circumstances to change. She unpacks the three essential traits of self-leaders, explores the dynamic between corporate and personal responsibility in fostering engagement, and highlights the critical role of emotional intelligence in professional development. Additionally, Elizabeth discusses the evolving impact of AI on the workforce, strategies for receiving and applying effectively, and the importance of strong networks for career growth. Listen in at The Leadership Podcast or wherever you get your podcasts to gain practical, actionable strategies to take control of your career and create meaningful, fulfilling work experiences.   Key Takeaways [04:03] Elizabeth wrote Leading Yourself after noticing how many professionals underestimate their power at work. People often focus on what they can’t control—like their boss or the economy—rather than what they can. She discovered that self-leadership is a predictor of both professional success and personal happiness. [06:00] While companies benefit from engaged employees, Elizabeth argues that individuals have personal responsibility for their engagement. Instead of waiting for leadership or HR to improve things, employees should develop tools to sustain their own engagement. “If you’re waiting to be engaged until your boss changes, you’re paying a personal price for that,” she says. [07:19] Self-leaders share three traits: Mastering their mindset – They create confidence and purpose instead of waiting for it. Elevating their behavior – They actively improve how they show up at work. Building intentional relationships – They expand their network inside and outside their organization. [12:45] Elizabeth highlights the importance of sitting with rather than immediately rejecting it. “We assume we must either accept or reject , but strong leaders take time to process it first,” she explains. She suggests looking for the “note behind the note” to understand the deeper insight behind criticism. [18:29] Elizabeth sees self-leadership and emotional intelligence as deeply connected. Leaders with high emotional intelligence understand themselves, navigate relationships effectively, and take ownership of their career. She predicts that these skills will become even more critical as AI and automation reshape work. [22:36] Elizabeth advises people to focus on what they can control, even in overwhelming situations. When handed a difficult goal, instead of fixating on external challenges, break it down into personal actions. “What do you uniquely own? That’s where your energy should go,” she says. [29:03] Building relationships should not be accidental. Strong self-leaders proactively expand their networks. This not only helps with career growth but also provides the right system when facing challenges. [32:42] Elizabeth dedicates her book to her son with the message: “You are never powerless.” She urges listeners to that while they can’t control everything, they always have the ability to control their response and mindset. [34:00] And , I count him braver who overcomes his desires than him who conquers his enemies; for the hardest victory is over self. - Aristotle  Quotable Quotes “If you’re waiting to be engaged until your boss changes, you’re paying a personal price for that.” “Self-leaders don’t wait for confidence, purpose, or permission—they create it.” “People assume must either be accepted or rejected. But strong leaders sit with it first, unpacking what’s behind it before deciding how to act.” “Being intentional about your relationships is just as important as being intentional about your work.” “The people who embrace AI and learn how to use it will have a competitive advantage. The ones who resist it will fall behind.”   This is the book mentioned in this episode   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Elizabeth Lotardo LinkedIn | Website |  

Kristel Bauer is a corporate wellness & performance expert, keynote speaker, TEDx speaker & the host of the Live Greatly podcast. She is the author of “Work-Life Tango: Finding Happiness, Harmony, and Peak Performance Wherever You Work.” Kristel shares a fresh perspective on work-life harmony, moving beyond outdated notions of balance. Using the metaphor of the tango dance, Kristel explains how leaders can move with the rhythm of their lives—adjusting, leading, and following at different moments.  She discusses how leaders can model self-care, create meaningful workplace connections, and foster a culture that prioritizes well-being without sacrificing performance. She also explores the power of small adjustments—what she calls "checkpoints"—to help leaders and teams navigate work and life with greater fulfillment.  If you’ve ever struggled with burnout, guilt about work-life boundaries, or felt pressure to “do it all,” this episode will offer a fresh perspective.     Key Takeaways [01:43] Kristel Bauer shares her background in integrative medicine and how her experience in psychiatry and functional medicine shaped her understanding of well-being. She discusses the importance of continuous learning and expanding one’s perspective. [04:41] Kristel explains that the traditional concept of work-life balance isn’t practical in today’s world, where technology blurs the lines between work and home. Instead, she envisions work and life as a dance—fluid, dynamic, and adaptable. The metaphor of tango captures the movement, energy, and ion needed to navigate both work and personal life successfully. [07:40] Kristel advocates for inner balance. She emphasizes that leaders should focus on making choices aligned with their values rather than achieving a perfect 50/50 split between work and life. [12:15] Kristel highlights that leaders must first take care of themselves before they can effectively their teams. She encourages leaders to model self-care, prioritize relationships, and create a culture where employees feel valued. Simple gestures—like checking in with team informally—can have a profound impact. [17:17] She advocates for informal check-ins between leaders and employees to foster trust and open communication. A simple five-minute conversation can help team feel valued and understood. [20:22]When addressing fairness in the workplace, Crystal suggests focusing on employee output rather than rigid work schedules. She acknowledges the challenges leaders face in maintaining fairness while ensuring productivity. [23:56] Kristel shares a real-life example of a leader adjusting an employee’s work schedule after learning about their struggles. She emphasizes that small changes can significantly improve employee well-being and performance. [30:07] She advises employees who are unhappy at work to focus on transferable skills and learning opportunities while seeking new opportunities. She encourages people to perform with integrity and intention, regardless of job satisfaction.  [34:17] The book introduces "checkpoints" to encourage self-reflection and intentional decision-making. Crystal believes that regularly assessing one's priorities can help people feel more empowered and aligned with their goals. [35:38] Closing quote: ,“Happiness is not a matter of intensity but of balance, order, rhythm, and harmony” —  Thomas Merton   Quotable Quotes "Work-life balance isn’t about a perfect split—it’s about finding harmony between what matters most to you." "Leadership isn’t just about managing tasks; it’s about showing up as your best self so you can inspire others to do the same." "Small moments of connection with your team can make a big impact—never underestimate the power of a five-minute conversation." "True balance isn’t about counting hours—it’s about aligning your work and life with your values." "If you don’t take care of yourself, you can’t show up fully for your team. Great leadership starts with personal well-being." "Success isn’t about avoiding challenges; it’s about learning how to navigate them with confidence and adaptability." "You don’t have to love your job to learn from it. Every role offers skills and experiences that can help you grow." "The best leaders create an environment where people feel safe to share, grow, and bring their best selves to work." "Instead of striving for perfection, focus on progress. Small adjustments can lead to big changes in how you feel and perform." "Leadership isn’t about having all the answers—it’s about listening, learning, and creating space for others to thrive." “Happiness is not a matter of intensity but of balance, order, rhythm, and harmony” —  Thomas Merton   This is the book mentioned in this episode   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Live Greatly Website | Live Greatly YouTube |   Live Greatly Facebook | Kristel Bauer LinkedIn | Kristel Bauer Instagram | Live Greatly X (Twitter)  |

Stuart Grazier is a full time entrepreneur and a retired Navy pilot. Stuart is also the co-founder and co-host of The Kinetic Man, a podcast to empower.  Stuart opens up about the flawed definitions of success that many people grapple with. He shares the transformative role of community, faith, and vulnerability in shaping a fulfilling life and career. Stuart delves into the importance of tribes, both in personal and professional contexts, and explains how clarity and intentionality can guide individuals toward meaningful growth. Through insightful anecdotes and lessons from his podcasting journey, Stuart provides actionable advice for leaders at all stages.      Key Takeaways [04:01] Stu opens up about the societal pressures that lead men to chase worldly definitions of success—power, money, and sex. He emphasizes the need to shift focus toward personal values and purpose, highlighting the loneliness epidemic and its ties to these flawed ideals. [06:55] Discussing life after the military, Stu describes the challenges veterans face in redefining their identity. Losing the structure and tribe of military life can leave veterans feeling isolated. He stresses the importance of intentionally finding new communities to belong to. [09:20] Humans are designed for connection, as seen in both religious teachings and research studies. Stu emphasizes that relationships are key to happiness and that intentional efforts to build community are vital. [14:05] Stu shares his journey of self-discovery through mentorship, reflection, and ability. He recounts how mentors helped him identify blind spots and guided him toward actionable steps to improve his life and leadership. [21:24] Stu shares small yet impactful habits learned from guests, like taking walks to spark creativity and creating a daily connection with family through shared rituals. [27:16] Stu discusses the evolution of his faith and why living authentically and sharing his beliefs openly is central to his leadership and personal philosophy. [32:40] Stu describes vulnerability as a superpower and explains how spending time in nature fosters deeper reflection and connection. He emphasizes the importance of outdoor activities in maintaining mental, emotional, and spiritual health. [36:32] Stu and the hosts discuss the value of serving others as a way to move through personal struggles. Stu explains that focusing on others can bring clarity, reduce stress, and create a sense of purpose. [39:16] And , People who add value to others do so intentionally. I say that because to add value, leaders must give of themselves, and that rarely occurs by accident. -  John Maxwell Quotable Quotes "If you don’t change anything, what does your life look like 10 years down the road?" "The shortest distance between two people is vulnerability." "You can’t find clarity without first facing the hard truths about yourself." "Community and purpose are not optional; they are essential." "Failing is okay. It’s how you learn and grow." "Let’s work on ourselves first, starting with tiny, incremental changes." "You never know who needs to hear your story. Holding it back is a missed opportunity." "Nature has a way of opening up the soul and creating space for growth." "Your identity isn’t your title; it’s who you are at your core." "Find your tribe. Life is better when you’re not doing it alone."   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Stu Grazier LinkedIn | The Kinetic Man Website | YouTube | Facebook | Instagram | Twitter | Podcast |  

Sarah Dalton is the co-author of “The Five Talents that Really Matter,” and in this episode, she breaks down the five core leadership talents: setting direction, harnessing energy, exerting pressure, increasing connectivity, and controlling traffic, explaining how they shape effective leadership. She emphasizes the importance of identifying rare, innate leadership qualities over relying on traditional resume markers. Sarah challenges common hiring biases, encourages structured selection processes, and advocates for building balanced teams through intentional talent optimization.       Key Takeaways [02:37] Sarah Dalton shares her background as a partner at Conchi Associates and discusses how her expertise in talent assessment and team development extends to mentoring children in their growth and self-awareness. [03:20] Sarah emphasizes her goal with The Five Talents that Really Matter—to prevent under qualified managers from being promoted by identifying rare and essential leadership talents. [04:54] She highlights common hiring biases, such as selecting candidates based on similarities to oneself, which often results in non-predictive decisions for future performance. [08:20] Sarah introduces the five core leadership talents: setting direction, harnessing energy, exerting pressure, increasing connectivity, and controlling traffic, emphasizing their diverse expressions in leadership styles. [10:07] She discusses the importance of balancing action orientation with reflective thinking, noting how successful leaders manage both qualities effectively. [14:20] Sarah explains the importance of structured selection assessments to avoid hiring decisions based on chemistry rather than true leadership potential. [16:11] About the book that includes specific interview questions designed to identify leadership potential and guidance on how to interpret responses effectively. [18:29] Sarah challenges the notion that a leader’s greatest strength can also be a weakness, emphasizing that the absence of balancing talents is the real issue. [22:19] She describes how the five talents can be applied to team dynamics, advocating for leveraging individual strengths while acknowledging no team is perfectly balanced. [26:24] Sarah stresses the importance of a clearly defined decision-making process to prevent team conflict, especially when one member naturally plays a more deliberative role. [35:26] Her top leadership takeaway: build strong, positive relationships with team and hold them to high standards by encouraging diverse perspectives and deeper thinking. [38:59] Closing quote: , "Talent wins games, but teamwork and intelligence win championships." — Michael Jordan Quotable Quotes “Great leadership isn't about promoting those most like us—it's about identifying rare talents that drive superior performance.” “True talent isn't just found on a resume. It's the enduring qualities of thought and character that define long-term success.” “A leader's strength isn’t their downfall—it's the absence of balancing qualities that creates blind spots.” “The most effective leaders know when to take decisive action and when to slow down and think critically.” “The best teams aren't perfectly balanced—they're optimized for the strengths they already possess.” “The quality of your leadership is reflected in how well you develop and empower those around you.” “Hiring decisions should be guided by talent assessments, not chemistry or personal bias.” “A strong leader builds relationships deep enough to understand what drives each individual’s success.” “When facing decisions, ask yourself: Who have I talked to? What have I learned? Have I considered more than one option?” “Leadership isn’t about being perfect—it's about holding yourself and others to a higher standard of thinking.” "Talent wins games, but teamwork and intelligence win championships." — Michael Jordan   This is the book mentioned in this episode   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Sarah Dalton’s LinkedIn | Sarah Dalton’s Website | Sarah Dalton’s Twitter |  

Dr. Debra Clary is a narrative scientist and author of “The Curiosity Curve.” In this episode, Debra discusses the transformative power of curiosity in leadership and organizational culture.  She shares her unconventional journey from aspiring stand-up comic to corporate executive at Fortune 50 companies, emphasizing the importance of self-awareness, persistence, and storytelling in leadership. Debra explains how curiosity can be learned and measured, highlighting its positive impact on leadership performance, employee engagement, and innovation.  She recounts experiences from her career and personal life, including her one-woman show “A Curious Woman,” which explored lessons from her corporate career with humor and vulnerability. Listen in to hear how you can foster curiosity in your teams, create psychological safety, and embrace as a tool for growth and transformation.     Key Takeaways [03:23] Dr. Debra Clary shares her background as a stand-up comic before transitioning into the corporate world. Her father encouraged her to pursue her dreams while also giving honest about her comedic talent, emphasizing the importance of self-awareness and persistence. [05:15] Debra highlights how curiosity can bridge divides, citing a personal experience on a train in Italy that made her realize Americans often prioritize speaking over listening. She emphasizes that genuine curiosity can help people understand different perspectives and reduce conflict. [08:16] Debra developed a curiosity assessment tool after being asked if curiosity is innate or learned. Her research found that curiosity can be developed and directly correlates with leadership performance, employee engagement, and innovation. [11:22] She discusses how societal norms often suppress curiosity, but it can be reignited through self-awareness and practice, like asking questions and exploring new ideas. Debra shares a case study where a CEO’s low curiosity impacted the entire company's innovation efforts. She stresses the importance of psychological safety and open to prevent leadership from stifling creativity. [22:23] She emphasizes the power of storytelling for leadership, noting that effective communication involves multiple touchpoints and a consistent message. [26:45] Debra performed a one-woman show, A Curious Woman, to share lessons from her corporate career with humor and storytelling, using vulnerability as a tool for connection and growth. [29:08] She pursued a doctorate while working full-time, driven by curiosity about leadership and organizational culture. She balanced her studies with her professional and personal responsibilities, demonstrating resilience and discipline. [37:06] Debra concludes by emphasizing that curiosity has the power to transform relationships, organizations, and even the world, urging listeners to embrace it as a tool for positive change. [37:53] Closing quote: , “Once we believe in ourselves, we can risk curiosity, wonder, spontaneous delight, or any experience that reveals the human spirit” —  E.E. Cummings   Quotable Quotes "Curiosity has immense power to transform relationships, families, teams, organizations, and even our world." "If we could truly listen to others without judgment, we could break through conflicts and divisions." "Curiosity can be learned, and it directly impacts leadership performance and employee engagement." "Negativity can kill curiosity, but positivity and curiosity can both be contagious." "A leader's role is to influence and inspire action through effective communication." "The most important thing a leader can do is have a compelling message that drives change." "We become conditioned to be incurious through societal norms and professional specialization." "Self-awareness and psychological safety are essential for fostering curiosity in teams." "Curiosity, paired with discipline, can be the driving force behind personal and professional success." “Once we believe in ourselves, we can risk curiosity, wonder, spontaneous delight, or any experience that reveals the human spirit” —  E.E. Cummings   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Debra Clary’s LinkedIn | Debra Clary’s Website | Debra Clary’s Twitter |  

Dr. Marie Helene Peltier is a leadership psychologist, and author of “The Resilience Plan: A Strategic Approach to Optimizing Your Work Performance and Mental Health.” In this episode, she unpacks the science and practical strategies behind resilience, offering insights into how mental health and leadership are deeply interconnected. From creating personalized resilience plans to building resilient teams, the conversation explores how leaders can thrive under stress and navigate challenges effectively. Dr. Peltier emphasizes actionable steps like tailoring stress management techniques to individual needs, integrating resilience into team discussions, and using strategic tools to balance professional demands with personal priorities. She also covers the importance of values-driven planning, the role of proactive resilience, and how leaders can “bounce forward” through adversity.      Key Takeaways [02:48] Dr. Peltier begins by discussing the deep connection between mental health and leadership. She explains that our thoughts, emotions, and behaviors influence how we lead, make decisions, and interact with teams. Resilience is critical for leaders to navigate demands effectively and sustain peak performance. [05:08] When addressing behavioral changes, Dr. Peltier advises distinguishing between coaching and psychological . Coaches should focus on actionable strategies while referring clients to specialists when deeper mental health issues arise. [08:35] She highlights the benefits of regular physical activity (cardio, strength training, meditative practices), nutrition, and time in nature. These actions create a strong foundation for resilience, but leaders often overlook them due to their demanding schedules. [12:51] Dr. Peltier advocates starting with values to prioritize actions and using tools like a SWOT analysis to identify gaps in resilience resources. She encourages leaders to create realistic, context-specific plans that align with their unique challenges and demands. [19:23] Resilience isn’t just individual—it’s systemic. Leaders should bring resilience into team discussions, proactively preparing for high-demand periods and creating strategies to handle stress collectively. [27:45] Dr. Peltier reframes resilience as both a decision and a plan. While the willingness to be resilient is essential, strategic preparation ensures that leaders have the tools to act when challenges arise. [34:23] Dr. Peltier advises leaders to prepare for increasing demands, including technological changes like AI integration, by strengthening their personal and team resilience. [35:47] And , Resilience isn't a single skill. It's a variety of skills and coping mechanisms to bounce back from bumps in the road as well as failures. You should focus on emphasizing the positive. Jean Chatzky   Quotable Quotes "Resilience is our ability to go through that adversity here, which could be acute or chronic, and come out even stronger." "A lot of the time, the ways in which we behave today don’t emerge randomly out of nowhere." "If resilience was a mathematical equation, these variables would for most of the variance." "Sometimes we can just learn a new way, experiment with it, it works, and that in itself will actually shift whatever was there internally." "Whatever works for you, assuming it’s healthy, do this. Let’s just start there." "Resilience isn’t just about individuals; there are actions we want to take as leaders, but we also want to focus on the team and organization." "We tend to just receive the demands here and then turn towards our team and do the work. That moment of saying, wait a second, let me ask my leader for help, is often missed." "Keep looking for what that resource could be for you. Don’t just say, well, I don’t have the finances, so not doing anything." "Resilience is a decision, but it’s also a plan. And just a decision to be resilient isn’t sufficient—it’s a great start, but insufficient." "Leaders must identify their values, look at demands and resources, and prioritize what actions will help them thrive." "As these things come up, we will need to face these demands and embrace them with even more resilience." "Resilience is our ability to grow through adversity and bring our best decisions and best thinking to the table."   This is the book mentioned in this episode   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Dr. Marie Helene-Pelletier Website | Dr. Marie Helene-Pelletier X | Dr. Marie Helene-Pelletier LinkedIn | Dr. Marie Helene-Pelletier Instagram | Dr. Marie Helene-Pelletier YouTube | Dr. Marie Helene-Pelletier Facebook |  

Jim and Jan dive deep into the concept of “Glue Guys” (or “Glue Gals”)—the individuals who often go unrecognized but are crucial in holding teams and organizations together. They explore the traits, roles, and impact of these unsung heroes across various settings, from sports to corporate environments. Jim shares insights into how these individuals contribute behind the scenes, and expands on this idea, explaining that in sports, captains who are not necessarily stars often embody these roles. This segues into a broader discussion on how these traits appear in organizations, emphasizing that leaders should identify and reward such individuals. They also touch on how glue people are essential in sales roles. Jim explains that great salespeople not only connect with customers but also navigate internal systems, exemplifying the characteristics of glue people by fostering trust and collaboration. Jan and Jim outline steps to identify glue people, understand their unique contributions, and create environments where they can thrive. By aligning their efforts with organizational values and acknowledging their often immeasurable impact, leaders can build stronger, more cohesive teams.     Key Takeaways [01:34] Jim explains the term "Glue Guy" as someone who may not be the leader but is critical in keeping a team united. These individuals often work behind the scenes to ensure harmony and productivity. Despite their importance, they are frequently overlooked for promotions or recognition. [03:49] Jan reflects on the Kansas City Chiefs, pondering who their glue player might be. Jim expands on how glue people in organizations often act as mediators, ensuring smooth communication and conflict resolution across departments or teams. [08:22] Jim recounts the story of Billy Caldwell, a historical figure known as a “Great Negotiator.” His ability to bridge cultural divides and foster trust among conflicting groups exemplifies the role of a glue person. [16:39] Jim highlights how sales professionals embody the qualities of glue people. They connect parties with different objectives, fostering long-term relationships and mutual success. [20:01] Jan suggests leaders actively identify these individuals within their organizations and assess the unique contributions they bring. Recognizing and rewarding their efforts is essential for sustaining high-performing teams. [22:34] Jim and Jan encourage leaders to create environments that nurture and glue people. By understanding their behaviors and aligning them with organizational values, leaders can foster engagement and loyalty. [25:20] And , “Trust is the glue of life. It's the most essential ingredient in effective communication. It's the foundational principle that holds all relationships.” - Stephen Cove Quotable Quotes "The glue guy or glue gal kind of keeps the team together." "Who are the people who are the glue guys within your organization? And are you doing enough to recognize them?" “The glue guys tend to be a little more mission focused first, the mission ahead of self, and self comes second but not completely selfless.” "Glue people tend to be able to speak everyone's language. They tend to have good empathy.” "Glue guys are like Rosetta Stones—they bridge gaps between groups, fostering understanding and trust." "The best salespeople are really glue guys." "The glue guy or glue gal kind of keeps the team together. And so it's not necessarily the de facto leader, doesn't even have to be the captain, but it's the kind of people that often go overlooked that kind of like keep the peace within a team, keep the peace within an organization, maybe kind of, you know, are doing a lot of work behind the scenes or like the duck's feet paddling below the surface of the water to make sure everything looks good, you know, on the surface."   This is the book mentioned in this episode Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC |  

Wayne Turmel is a co-founder of the Remote Leadership Institute, and co-author of The Long-Distance Leader and The Long-Distance Teammate. Wayne provides insights into the evolution of the workplace, the challenges of remote and hybrid work, and how leaders can adapt to these seismic changes. Wayne emphasizes the importance of intentionality in remote leadership and explores how technology, communication, and ability shape successful remote teams. He introduces practical frameworks like the “3 Cs” of culture: Communication, collaboration, and cohesion. He explains why trust is at the heart of remote work, and covers the pitfalls of micromanagement, the necessity of proactive behavior in teams, and the role of leaders in navigating the complexities of hybrid work.     Key Takeaways [03:15] Wayne reflects on the technological advancements that have revolutionized remote work. He mentions how tools like Zoom, Slack, and Teams replaced older platforms like Skype for Business, transforming communication and collaboration. He explains that the pandemic accelerated the adoption of remote work, turning what was once a prediction into a global reality. [05:12] Wayne explains that trust is essential for remote work to succeed. He outlines three key elements: a shared mission, effective use of technology, and ability. Trust enables team to rely on one another, and without it, remote teams can struggle to function. [06:41] Wayne highlights the need for intentionality in remote leadership. Unlike in-person settings, remote leaders can’t rely on casual interactions or physical cues to gauge how their team are doing. Instead, they must proactively check in, build relationships, and create opportunities for engagement. [13:03] Wayne introduces the “3 Cs” of culture: Communication, Collaboration, and Cohesion. He explains how teams can intentionally design their culture by focusing on how they communicate, how work is done, and how team connect. He shares practical examples, like creating informal Slack channels for casual conversations, to foster connections. [18:23] Wayne emphasizes the importance of proactivity. Great teammates go beyond their job descriptions—they step up during meetings, reach out to struggling colleagues, and contribute ideas. Proactivity builds trust and strengthens team dynamics, which is critical in remote settings. [25:40] Wayne argues that micromanagement undermines trust and creates unnecessary stress. Instead of focusing on how much time employees spend logged in, leaders should evaluate their teams based on outcomes and contributions. Micromanagement often leads to frustration and disengagement, both for leaders and employees. [31:42] Wayne notes that 70% of white-collar work now involves writing, yet many employees haven’t been trained in effective communication. As remote work relies heavily on emails, chats, and written reports, he encourages leaders to invest in improving their team’s writing skills to ensure clear and effective communication. [44:36] Wayne believes the future of work isn’t just about where people work but how they work together. He stresses the need for intentional strategies that balance productivity, flexibility, and employee engagement. For leaders, adapting to these changes requires focusing on outcomes, fostering trust, and maintaining a clear vision. [46:49] And , “We should be in constant evolution and adapt to the new without ever losing our essence or our integrity.” - Pedro Capo Quotable Quotes "Trust is the glue of remote work; without it, teams can’t thrive." "Remote leadership requires intentionality in every interaction." "Culture doesn’t happen by chance; it’s built through communication, collaboration, and cohesion." "Micromanaging remote teams is a fast track to frustration—for both leaders and employees." "Great teammates are proactive, productive, and long-term thinkers." "Leadership isn’t about where people work; it’s about how they work together." "The world has changed, and so must our approach to work." "The future of work isn’t just remote; it’s intentional."   This is the book mentioned in this episode   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Wayne Turmel Website | Wayne Turmel LinkedIn | Wayne Turmel Facebook | Wayne Turmel X |