The CEO Sessions

Most leaders are preparing for the wrong enemy.Matt Thompson, President and Chief Commercial Officer at Socure, is helping lead the fight—where machine identities already outnumber humans 80 to 1.And fraud isn't just growing… it's evolving faster than most businesses can keep up.Most leaders are still treating this like a tech problem.It's not.It's truly a strategy problem.The adversary is decentralized, fast-moving, and increasingly powered by AI.After spending over a decade in Army Special Operations under Stanley McChrystal, Matt is now applying those same battlefield-tested tactics to fight this new kind of enemy.Which means the old playbook—protect the front door and call it a day—is already outdated.In this conversation, we break down:Why fraud now behaves like a networked enemy.What leaders are getting wrong about defending their organizations.And how battlefield-tested thinking is being used to fight it at scale.So the real question for leaders is:Can your team and organization adapt faster than the threats evolving around it?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Would you panic? Keval Hutheesing, CEO of Cygnet.One, was 25 when he suddenly became responsible for 900 people—in the middle of a crisis. No playbook. No certainty. And hundreds of people counting on his decisions. Most people think leadership in moments like that is about having the "right" answers. That's the mistake. As Keval told me: “I didn't have all the information… but I had our core goals and vision.” This raises a few uncomfortable questions for leaders in a crisis: - What do you do when you have to make an important decision with incomplete—or bad—data? - What if hesitating is higher risk than making the wrong call? - When the pressure is on what actually guides your decisions? Amateurs panic. Great leaders create direction. That's how his team stayed aligned, customers stayed supported, and eventually they achieved success and became even stronger. What's helps you stay calm under pressure?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Getting AI WrongArun Varadarajan, Chief Commercial Officer at Ascendion, reframed how I think about why so many AI initiatives are failing.“90% of projects fail because people don't spend enough time defining the problem.”Not because the technology failed or the team wasn't smart enough.It's because leaders started building BEFORE they got clear on what actually needed to change.So what looked like AI progress was really just motion without transformation.And once leaders DO identify the real problem, many still don't move boldly enough to create meaningful change.They get stuck in pilots.Experiments.Incremental improvements.But never challenge the “untouchable” systems and ways of working that have existed for years.And when that happens, the real transformational impact of AI never materializes.The organization just falls further behind while thinking it's making progress.Arun shares with us the leadership conviction and organizational courage to get AI right.Where do you think most organizations are still getting AI wrong?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

The Scaling MistakeHightouch CRO, Josh Kanagy, showed me how companies scaling fastest right now are creating their biggest future leadership problem.Companies are obsessed with scaling:• systems• process• AI• automationYes, those things matter.BUT there's a real danger when leaders start believing scaling the system automatically scales the company.Josh learned that the hard way in a humbling quarterly business review early in his career.Because systems don't build judgment, create confidence, or develop leaders ready for the next level.People do.The best scaling companies aren't just building better systems.They're building people who can rise with the company.THE BEST SCALE PEOPLE.In this conversation Josh also shares:• The humbling QBR that changed how he leads.• Why great sales leaders think like community builders.• The AI battle most executives don't realize they're fighting.And once you hear where Josh learned that philosophy… it changes how you think about leadership.Are we scaling our systems faster than we're scaling our people?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Do you know BRUCE?Andy Freed, Chairman of Virtual, Inc. has seen Bruce Springsteen nearly 100 times, and was so inspired by what he saw that he wrote a book about it.......Lead Like The Boss: The Bruce Springsteen Framework to Elevating Your LeadershipWhat Andy took from those shows completely changed how he leads.For instance at the end of every show, Bruce walks to the back of the stage……and personally acknowledges every single band member.For about 10 seconds each, he makes them feel like the most important person in the world.Andy saw that and thought:"Isn't that the job of a leader?"But it raises bigger questions…Why can a rock concert hold attention for 3 hours…while an executive loses the room in 3 minutes?When did leadership become about slides…instead of connection?Most leaders are focused on:what they need to saywhat they need to get donewhat they need to presentBruce is focused on:what the audience feelshow the moment landshow people walk awayThat's the difference.I've been in rooms where the strategy was right……but the leader lost the room in 60 seconds.And I've seen the opposite—where the message wasn't perfect……but the leader had people leaning in, locked in, all the way through.That's not an accident.That's intentional.So here's the real question:Are you trying to be heard…or are you trying to make people feel something?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Why Leave Success?monday.com CRO Case George once got career advice he never expected.After decades at IBM a close mentor looked at him and said: “I'll deny it if you tell anybody… but I think you should leave.”It was unexpected but that advice changed everything for Case.He went on to help scale billion-dollar revenue organizations and now leads global revenue at monday.com, a platform used by 200,000+ organizations worldwide.You'll also discover:• Why great mentors sometimes push you out of comfort• The strategy that grew monday.com into a $1.5B+ company• What happens when your response times drop from 24 hours to 2 minutes?----He shared with me that you don't fully appreciate what you've learned… until you're forced to use it somewhere new.Do you believe ambitious leaders leave successful companies earlier to grow faster,or can they do it where they are?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

They Said Don't.Andrew Brandman, COO of DailyPay and a former leader at the New York Stock Exchange, knows risk takingWhen he decided to join the NYSE back in the day, everyone told him he was making a mistake.“Everyone was saying to me, don't do it!.”He did it anyway.That decision didn't just work out — it actually put him at the center of transforming a 200+ year old institution and reshaped the trajectory of his entire career.But it wasn't just the risk.It was why he took it.He saw a mission big enough to matter.A chance to impact not just a company…but the people behind it — the ones whose lives are affected by every decision.It's a call to action for leaders at every level...- How often are we evaluating opportunities based on comfort… instead of impact?- What if the best career decisions don't feel safe at all?- What if consensus is actually a warning sign?And how do you know when to ignore smart people… and trust your instincts anyway?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Fastest Tech Adoption in History.Zoom COO Aparna Bawa was right in the middle of it...helping lead the company as the entire world moved onto one platform in a matter of weeks.For work.For school.Even for final goodbyes.I sat down with Aparna to understand what leadership actually looked like in that moment.One decision changed it all...They turned Zoom on for K–12 schools across the U.S.—for free.No perfect information.No time to overanalyze.Just a call that had to be made.And as she put it:“Never once thinking about whether it's a great opportunity for Zoom…it was about the obligation to help people get that human connection.”That's leadership.Not certainty, but responsibility.And when things did break (because of course they did), her mindset was just as clear:“You cannot blame the customer. You have to own it, fix it, and move forward with humility.”If you're leading through pressure right now, making decisions without all the answers...this conversation is worth your time.And if someone came to mind while reading this… send it to them.Because this a powerful of example of leading team in the uncertainty..-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Inside the Room.Hayden E. Stafford, President & CRO at Seismic, had a front-row seat to Satya Nadella rebuilding Microsoft from the inside out.The world saw the outcome.Hayden saw the decisions.The ones that got challenged.The ones that got changed.And the ones leaders refused to change.He saw that alignment didn't break all at once.It broke when signals said something isn't working…and nothing changes.That's when teams drift.Priorities split.And small gaps turn into real consequences.You'll discover:- What it was really like in those rooms—and how Satya handled bad decisions.- What Hayden saw that changed how he leads.- What makes asmall misalignment turn into a million-dollar problem.And he's now applying those same lessons across thousands of employees and customers at Seismic.So:When you know something isn't working is your tendency to…Change it—or convince yourself it will?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

AI isn't accountable. Leaders are.Eileen Sweeney, PROS CRO, operates in a world where algorithms influence billions in airline revenue.The scale and speed are staggering.What a conversation on a big idea that leaders and teams are challenged by right now...When algorithms shape decisions…who owns the outcome when it goes wrong?Not the system.The leader.You see it in high-stakes deals—everything points to “close it.”The system says go.But the real question becomes:Are you willing to own what happens next?And sometimes… the answer is no.Not because the technology failed—but because the risk isn't something you're willing to stand behind.Algorithms can optimize.But they can't take responsibility.That still sits with the leader.

Looks Like Progress. It's Not.So I asked Adrian Stoch, CEO Americas at Hai Robotics:What's the mistake that looks right… but costs millions?Why do “working” systems still fail?What breaks first when you scale?He's led automation at massive scale.Inside Target.Inside GXO.Now leading robotics.He told me about one warehouse…Robots installed.Systems live.Dashboards green.It looked like progress.Until it didn't.30% of the products didn't even fit the system.$3M a year… gone.Here's what most leaders are missing:The failure didn't start with the robots.It started earlier.Bad inputs.Broken processes.Assumptions no one challenged.Automation didn't fix it.It exposed it.Fast.Expensive.Unavoidable.Amateurs scale chaos.Leaders fix the system first… then automate… then scale.If your systems look like they're working—but outcomes aren't—

After 10,000 Interviews...Rod McDermott, CEO of McDermott + Bull and founder of Activate 180, has noticed that the executives who win interviews…...aren't always the ones who build results.And that's the trap.It's so easy to fall for the wrong signals.The leader who owns the room.The polished answers.The one who leaves everyone thinking, “That was impressive.”But impressive DOESN'T SCALE.Rod reminded me:Leadership isn't performance.It's followership.The real test of a leader isn't how they show up in the interview.It's what happens after they leave the room.Do people trust them?Do people believe them?Do people want to follow them when things get difficult?That's a very different standard.In this episode of Lead the Team, Rod shares what he's learned from decades inside the world's most elite boardrooms:• Why charisma wins interviews but loses organizations• The leadership trait that actually creates followership• How great CEOs strengthen the entire enterprise, not just the corner officeAre we still falling for impressive leaders… instead of effective ones?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Noise vs Focus.Bob McCuin, Chief Revenue Officer and EVP at Clear Channel Outdoor, has spent decades inside the attention economy...radio, sports media, and literally the most valuable billboards on the planet.When you live in that world long enough, you start to notice something about leadership.What's shaping how organizations behave.Bob told me that attention determines priority.Most leaders think priorities are set through goals, meetings, and KPIs.But teams don't really follow the slide deck.They follow what the leader consistently pays attention to.If the leader reacts to the loudest issue…the team learns to chase noise.If the leader jumps to every new idea…the team learns that focus doesn't matter.But when a leader consistently directs attention to what truly matters…the entire organization starts to align around it.Bob put it this way to me:“Where I place my attention determines the organizational energy.”That's an enormous leadership responsibility.Because attention isn't just something leaders give.It's something they teach the organization to VALUE.What do you think?Are most organizations struggling with strategy…or with leaders who simply can't stop chasing noise?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Leadership BlindspotAdam Block, Chief Revenue Officer at Motive, who helped scale the company to serve 100,000+ customers and more than a million drivers, shared a real wake up call with me.Early in his career, he spent a lot of energy trying to help struggling employees succeed. Then he realized something uncomfortable.“The people that suffer the most in that situation are actually the best players.”Because when leaders spend most of their attention fixing what's broken… the people who are actually driving results start getting less attention.Less coaching.Less challenge.Less investment.And eventually, they start looking elsewhere.That insight changed how Adam approaches leadership today (and the results are undeniable).Instead of trying to make everyone great, he focuses on hiring great people and making them even better.And it raises a tough leadership question:Should leaders spend more time fixing weak performers… or investing in the people already carrying the team?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

My AI just joined the meeting...I expected Abhijit Mitra, CEO of Outreach, a multi billion-dollar AI company, to tell me about their legendary tools and automation.Instead, he it took a different direction.When he's in a meeting… his AI agents actually join the meeting and coach him in real time.Not summarize it later.Not send notes afterward.They're in the meeting, helping him think, respond, and prepare.That's when the real insight hit.Myself and most leaders today are experimenting with AI tools.But we aren't fully redesigning how our teams operate around AI.And Abhijit made something very clear:“It has to be a top-down initiative… this cannot be delegated downwards.”Boom!Because if that's true, AI isn't really a technology shift.It's really a leadership shift.The leaders that win this era won't just deploy better AI.They'll have leaders willing to own the operating model change that comes with it.So consider... How many of us are treating AI like a project… when it might actually be the most important leadership decision we make this decade?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Lives Depend.Parker Burke, Group President at Fluke Corporation, leads an organization whose tools help technicians safely test electrical systems in power grids, hospitals, factories, data centers, and mines around the world.So when a technician trusts the reading on a device…they're trusting it with their life.A 99% success rate isn't success.Because the remaining 1% can mean catastrophe.That reality forces a different kind of leadership perspective.Parker's years in the Marines shaped how he approaches it.Not by carrying the weight alone…but by serving the people who carry it WITH him.If he didn't lead that way, the pressure would crush a team.Fear would creep in.People would hesitate.And hesitation in environments like these can be dangerous.He explains in our conversation:- Reverse Rank LeadershipIn the Marines, officers eat last.Parker carries that mindset into Fluke — leaders support the team first because the mission depends on them.- Ending the “What If” SpiralIn high-stakes environments, leaders can't allow teams to live in fear.Instead, Parker aligns people around a mission bigger than themselves:keeping the world up and running safely.- Process Is RespectWhen the stakes are this high, discipline isn't bureaucracy.It's how you honor the people trusting your products and decisions.The idea that sticks with me most:

Details Define You.Bob Hughes, President & CEO of Deltek, learned that in moments when the stakes were highest..on a nuclear submarine…in the middle of a $22B merger…and during a ransomware attack.He was inspired early in his career when a leader told him:“The devil's in the details… but so is salvation.”I particularly appreciated his insight:“Operational discipline scales trust.”We've all seen the opposite play out too.One meeting starts late.One deadline gets missed.One “good enough” decision slips through.Trust doesn't explode.It erodes....gradually.Bob's team didn't lose trust in those massive moments because he refused to let the small things slide when they mattered most.That's what I keep thinking about:When leaders lose trust its rarely the big thing; it's because of the details long before.

Elite CEOs and athletes share a belief.Usman Shuja, CEO of Bluebeam, learned it long before the boardroom, representing the USA national cricket team and becoming one of the top wicket-takers in U.S. history.Talking with him made me think about how differently pressure shows up across seasons of life.In sports, the pressure is loud and public.In leadership, it even heavier....Board expectations. Team decisions.Real consequences.For most of my career, I thought confidence was what carried leaders through those moments.Loved how Usman reframed it for me:Pressure is a privilege.It's PROOF that what you're doing actually matters.That belief was forged for him in a hostile away game in Nepal with 20,000 fans cheering against him and everything on the line.They even rioted❗Years later, he taps into that perspective everyday as CEO.Leadership isn't about avoiding pressure.It's about learning to INTERPRET IT differently than everyone else.

The Wolverine Mindset....Keith Rabkin, CEO of PandaDoc, is one of the few leaders I've met who can bridge the gap between "corporate tech elite" and "scrappy underdog."Our conversation forced me (and us all) to look at my own leadership style.At Google, Keith was one of only 25 people—out of thousands of geniuses—to win the "Great Manager Award."His secret isn't just a high IQ; it's what he calls the "Wolverine Mindset" .It's a relentless, "never-give-up" grit that focuses on one thing: obliterating roadblocks so the team can win.So many key insights and here are a few of the topics:- How the best "strategic" leaders get into the details to accelerate progress.- Why Keith left the safety of a global giant (Adobe) to hunt for survival in the trenches.- The controversial move he made that instantly drove 5x profitability.Question: Are we overvaluing "vision" and undervaluing raw determination?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

THE TRANSFORMATION WALLRandall Troutman, Winpak's, Chief Operational Excellence Officer leads a massive $1.1 billion transformation, tasked with turning 13 independent "kingdoms" into one efficient operating system.But there's a moment in every change effort where leaders mistake resistance for failure, and that's when teams stop following.Randall discovered that project success is never about the initial launch; it's about what you do when the "physics of people" takes over.We went deep into the "Valley of Despair" in this interview... ...that predictable, dangerous phase where the initial hype dies and the true energy requirement sets in.EVERY BIG project I've ever been part of hits make-or-break moment! It's the exact point where most leaders flame out, pack up, and say, "I knew it wouldn't work".In this episode, you'll discover:- How to recognize the "Valley" phase in real-time before it stalls your progress.- Why most change efforts quietly die exactly when they should be accelerating.- The framework for keeping thousands moving when fatigue and doubt peak.- The "Visual Roadmap" Randall used to make a global crisis actionable.If your initiative feels stalled, you aren't failing....you're just hitting THE WALL.It takes a courageous leader to admit they've lost momentum, but it takes a PRO to expect it and share the map to get out.Question: Ever had a big project lose momentum? What helped?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Leaders Are Built in the Blur.Jed Ayres, CEO of ControlUp, told me something most leaders won't say out loud:Clarity usually comes after you move, not before.If you're waiting for the perfect signal…You're already late.That “responsible” decision you're about to make?It might be the very thing slowing your flywheel before it ever turns.We talked about what it really takes to move when things aren't clear:- When the leader (who drove 600% revenue growth in three years and a $1B valuation) believes the safe decision becomes the most dangerous one.- How a former dishwasher turned hotel owner turned tech CEO learned to scale transformation — long before collecting 10,000 metrics every three seconds.- What six Ironmans teach you about pushing when nothing feels like it's moving.There's a mental shift required when you can't see the finish line.Many leaders miss it.So consider "Are you leading…or too focused protecting your downside?"Have you ever confused “responsible” with fear?-----Learn more about Jed and his organization here:https://www.controlup.com/-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

That first all-hands. Patrick Dennis, CEO of Avaya, walked in expecting nerves and optimism. Instead, one question changed the room. It wasn't dramatic or confrontational. And that's what made it telling. In that moment, he realized something many leaders miss: The organization wasn't aligned on reality. And misalignment at that level doesn't stay neutral. It compounds. I've seen this pattern more times than I can count. Leaders hear questions and assume pushback. But sometimes the question asked IS THE DATA. Sometimes the raised hand is the WARNING LIGHT. What inspired me most in our conversation was how Patrick responded. No corporate speak or protecting people from the numbers. You'll hear in our conversation how he chose clarity, knowing it would cost comfort. That decision shifted everything and ultimately made HUGE results possible. It shifted the trajectory. So, when your team asks the uncomfortable question, do you treat it as resistance — or as information?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

The Hard SeasonMatt Zilli, CEO of Planview, told me the hardest years of leading a company through billion-dollar growth (including restructures, tough people decisions, and uncertainty) became the most valuable leadership training of his career.That really resonated for me. Some of the most uncomfortable stretches building my podcasts and business were the exact moments I wondered if I should pivot, slow down, or walk away. The audience wasn't growing yet.The results weren't obvious. The path felt uncertain.Ever had the "uncomfortable stretch"?You know, those seasons forced me to get clearer, tougher, and more patient as a leader.Matt called it in our conversation “SCAR TISSUE"...the kind you only earn by staying in the work when it's not fun, not fast, and not guaranteed.Wins build confidence. Hard seasons build leaders.Looking back, the seasons I wanted to escape were often the ones doing the most to shape how I lead today.Question: Do you think we leave the hard season too early or make a mistake by preventing it all together?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Is obsession with "The Win" actually preventing it?John Leach CEO of FLS Transportation shared with me that fixating on the win is the fastest way to lose control.He breaks down what happens when he walked away from "personality-first" leadership to build a system where success isn't a roll of the dice.It made me reflect on some of my own team's results where we delivered short term but they weren't always sustainable. Wish I'd chatted with John years ago!We discuss:The End of the "Charismatic" Leader: Why being "outgoing" eventually fails and the specific system that must replace it.Volatility Proofing: How to lead through government-induced market shifts and economic chaos.Transactional vs. Transformational: The only shift that allows you to scale a resilient team.The CEO Secret: Why elite performers ignore the final numbers to focus on controllable actions.Stop chasing the outcome. Start mastering the activity.Question: Could your team repeat last year's wins without you looking over their shoulder?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Missed Opportunity.Greg Smith, Founder of Thinkific, shared with me how most leaders are sitting on their most undervalued asset: their own expertise.And I've been guilty of this too.For years, I thought growth meant building something new (a new product, new offering, new initiative).BUT some of the biggest growth I've seen (in my own business and with companies I work with) came from teaching what they already knew.Not as marketing.Not as training.As a product.When leaders and their organizations share their thinking clearly and consistently, something powerful happens:Trust grows faster.A new sales channel opens.Revenue flows.Education and training used to be a COST CENTER. Now it's becoming the new GROWTH CHANNEL.And truly, it makes sense because customers don't just want vendors anymore.They want guides.Why are leaders still hesitant to monetize what they already know?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

High performance deceives.Alain Dias, CEO of Nortal Americas, helped build the world's first digital nation...so why do leaders still believe heroics scale?Your best people aren't just your strength.They might be your risk.When companies rely on the same few people to save the day, something else is breaking.Heroics seem like leadership....Until growth accelerates.Then they turn into the:BottlenecksBurnoutLoss of controlGrowth doesn't fail because people aren't capable.It fails when clarity disappears in the chaos.The leaders who scale don't ask for more heroics.They design systems that don't need them.Have you seen the limits of heroics?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Scale deceives.Barry Mains, CEO of Forescout, reveals how leaders unknowingly become responsible for massive risks they never personally approved.As organizations grow, leadership doesn't just get harder---the real issues become harder to see.More effort stops producing better outcomes.And more hustle just starts masking risk.Barry's work shows something unsettling: even elite tech leaders are often blind to 30–50% of the devices actually connected inside their own organizations.That's not a technology failure. It's a leadership one.In our conversation, you'll discover:- The exact line where more effort begins to backfire- Why you must lead people and manage things (not the other way around)- How dictating process instead of outcomes quietly kills scale-The critical difference between moving fast and hurrying- Why containment is the new control in modern organizations If you spend all your time working in the business, you'll never see the rogue decisions forming around you— until they surface as a crisis.So here's the uncomfortable question leaders avoid: Is the leader who knows every detail actually a pro… or just a bottleneck in disguise?

Vikram Savkar, CEO of VitalEdge Technologies, shares how a demanding moment pushed him to rethink how he was operating...AND why choosing to reset earlier than most leaders do changed how he showed up as a leader, at work, and at home.The business here wasn't the problem.But time at home was shrinking.And the way work followed him everywhere wasn't something he wanted to normalize.Instead of waiting for a breaking point, Vikram created deliberate daily reset—and what happened next accelerated his results.We talked about that moment on Lead the Team, along with some unexpected influences that shaped how he leads today........including lessons from a surprising classic book most executives never read and a truly unforgettable early-career experience working for the iconic conductor Benjamin Zander.You don't have to wait until life forces a reset.You can learn from a CEO who already has.Do you have a daily reset that helps you?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Pressure doesn't change the game...it reveals the leader. Mitch Stevison, President & CEO of Frontgrade Technologies, recently shared how a high-stakes missile test forced a decision no textbook could prepare him for. In this conversation, we break down the one skill he leaned on when the eyes of two nations—and a Senior Admiral—were watching.If you've ever had to make a high-stakes call under a microscope, Mitch's insight on trust is a masterclass in leadership. What is the most important trait for a leader to have during a crisis? Subscribe to the show so you don't miss an episode on Lead the Team.-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Questioning unlocks elite performance.Pete Harris, President of Pipedrive, was at the pinnacle of his previous profession (one that he'd spent his entire career pursuing).Everything was on track... the prestige and the rank. But while many founders and leaders might push uncomfortable thoughts aside, Pete did something different.He used a specific type of curiosity to ask himself a question that 99% of leaders are too afraid to face....a question that forces you to confront whether you're actually on the path you're meant to be on.Answering it meant walking away from the very finish line everyone expected him to cross.That moment of clarity unlocked a version of himself he hadn't met yet......one capable of:- Finishing full-distance Ironmans.- Leading a global engine for 100,000+ businesses.Most leaders are too afraid the deeper question because they're terrified of the answer.Pete leaned in and shows us this conversation how we all can too.When has asking the right question helped you?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Your office is deciding results.Anna Squires Levine, President of Industrious, leads a company that has spent more than a decade observing how people behave at work (across hundreds of locations and millions of workdays).Many leaders just assume the office is just a place where work happens.But it's far more than that!She explains that the office space is quietly influencing things leaders usually attribute to culture, motivation, or performance.In their work, incredible patterns emerged at scale in:• How people show up at work• How they interact• What actions and behaviors are encouraged or avoided• And how energy moves through the dayLeaders rarely talk about this...even though they're already accountable for the office space and the very outcomes it shapes.Do you ever think about how your office space can impact your results?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Nothing was said.Marcus Perez, CEO of Altera Digital Health, described a moment that began as a mistake and still shapes how he leads thousands today.No meeting followed.No email.No correction in the usual sense.Instead, the situation escalated.The next day, someone more senior took control — not to punish, not to explain — but to recreate the risk.Closer.Lower.Long enough to make the point unavoidable.What stayed with me wasn't the danger...It was the restraint.The decision to teach without reacting.To let accountability come after understanding.And to trust that the moment itself would do the work.As our conversation unfolded, beyond that incident — into pressure, truth, and why leaders often default to intensity when something else is required.It's the kind of leadership moment that doesn't feel dramatic at first…but quietly rewires how you show up years later.Ever taught or learned a lesson where nothing needed to be said?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Leadership tests you.Jason Liu, CEO of Wood Mackenzie, felt that test immediately when he stepped into the role right after a major merger.New team.New culture.Everyone watching how he'd show up.Instead of trying to project confidence the traditional way, he made a choice that could've easily gone wrong.It didn't.What surprised me wasn't the move itself......it was what it revealed about fear, trust, and credibility at the highest levels of leadership.Jason doesn't talk about fear like something to eliminate.He talks about how leaders carry it, manage it, and still move forward anyway.You hear it in how he leads teams across 30+ countries.You see it in why he choose to put himself out front as the face of a 100-year-old brand.And you feel it in the moments where control would've been easier, but courage mattered more.This conversation stuck with me.How have you noticed the leaders around you being tested recently?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Pressure felt like leadership (until it wasn't)Josh Epstein, President & Chief Business Officer at Coder, learned this the hard way.I've seen urgency do two very different things to teams.Sometimes it sharpens focus and everything moves faster.Other times, it creates stress, confusion, and quiet burnout—while leaders think they're “pushing for results.”Josh shared how early in his career, pressure felt like the right move… until it started costing trust and momentum.Increasing pressure wasn't creating more effort...or the results he expected.It was one uncomfortable shift (that felt slower at first)......that ended up making everything faster.We unpack the full story in this week's episode.So:

AI failure rates shock me.Erin Gajdalo, CEO of Pluralsight, joined me and what she revealed about why AI projects collapse disturbed me even more..I expected to talk about tools, frameworks, and roadmaps.Instead, Erin asked me question I wasn't ready for:“Is your team actually ready for this? How can you even tell?"Um...Because most leaders — myself included — push for AI adoption without slowing down to ask if our teams can actually absorb the shift.Erin has led major transformations at Avantax, LPL, and now Pluralsight... and she's seen the same silent pattern across industries:Leaders blame the tech.Teams blame the workload.But the real problem is almost always hidden deeper.Readiness....and getting their quickly....is everything.In our conversation, she breaks down:

Winning gold didn't end the pressure. It intensified it.A truth Phil Andrews, CEO of USA Fencing, came to understand through experience.That's the incredible story behind Team USA's recent historic gold……and the leadership turnaround that made it possible.When I sat down with Phil, I wasn't expecting what came next.He walked into a sport in crisis.Broken culture.
 Divided membership.
 Declining trust.
 High visibility.
 Zero margin for error.And somehow, he rebuilt all of it…before making Olympic & Paralympic history.But not long after the gold, the pressure shifted….
 Public controversy.
Intense scrutiny.
And—death threats no leader should ever face.Leaders talk about “high stakes.”BUT this is what high stakes actually looks like.Phil shares:• The day-one move that stabilized a fractured team
 • The bold Olympic decision that changed everything
 • The backlash that hit not long after the gold
 • How he led through threats, scrutiny, and congressional attention
 • The leadership tools he relied on when everything was on the lineThis is a powerful story of crisis leadership, culture repair, and resilience.If you've ever led under pressure, you'll never forget this lesson.What's one leadership lesson pressure taught you?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Success blinded him. Feedback opened his eyes.Dan Michelson, CEO of RLDatix, told me a feedback story that completely changed his leadership.He said:“Success blinded me to what I personally needed to get better at.”Most top leaders don't realize they're slipping until someone tells them the truth they don't want to hear.This feedback was so hard to hear that he literally blamed the person who gave it to him.Years later, he says that moment became a defining moment.He realized that success had insulated himself from also having the hard and direct feedback conversations his team needed.When he stepped into leading 2,300 people, the cost of avoiding feedback became impossible to ignore.That's when he adopted a simple mantra that now defines his entire leadership approach:“Coaching is caring.”He even told me about a 3.5-hour feedback meeting... not because something was broken, but because growth mattered that much!!!Here's the truth:Feedback hurts.Avoiding it hurts more.Great leaders CHOOSE the pain that builds them.Agreed?-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Winning alone is losing.Dennis Levene, CEO of Hometown, bet the business on his customers' success… and it's paying off.Most CEOs obsess over market share and margins.Dennis obsessed over a broken system robbing schools of money.And he asked the question that changed everything:“Why should $25 of my $100 school donation go to a fundraising company?”That wasn't frustration — it was a blueprint.A blueprint for a company designed to win only when its schools do.Now, Hometown helps thousands of school communities raise more, keep more, and invest directly into the programs that shape students' futures. Dennis shared the line that defines his entire model:“We align ourselves with our schools… when they're successful, we're successful.”This isn't marketing.It's business architecture.And it's one of the most compelling leadership strategies I've seen.This episode is a masterclass in:-Engineering customer alignment into your business model-Leading with purpose without sacrificing performance-Turning shared success into a competitive advantageThe companies that endure aren't built on extraction...They're built on shared victories.Are you trying stronger customer alignment to unlock growth?

Hugues Meyrath, CEO of Quantum, came back to lead the same company that built his career decades ago — a 45-year-old tech brand powering Hollywood, NASA, and even the AI revolution.But when he returned, something was off.The spark was gone. The ownership was gone.And instead of hiding behind strategy decks or consultants, he did something far harder......he rebuilt the culture on truth.“If there's a problem, we'll fix it together. No excuses. No hiding.”That simple mindset — radical honesty + extreme ownership — changed everything.Teams started moving faster. Accountability returned. People cared again.It's one of the most heartfelt turnaround stories I've ever heard on Lead the Team.If you've ever felt like your company lost its spark, this episode will remind you how to get it back — from the inside out.-----Follow Hugues https://www.linkedin.com/in/huguesmeyrath/-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Ever made a call at work that backfired — big time?Rob Hahn, now COO at Pattern, knows exactly what that feels like.Early in his career as a young leader at Amazon, he faced a decision no leader ever forgets.At just 26 and leading thousands of people, a severe weather warning hit.He made the call to shut everything down.The storm never came.And the decision cost the company millions.But instead of hiding from it, Rob leaned in.He owned it. He learned from it.And that moment became the foundation for how he leads under pressure today.When we talked on Lead the Team, I was struck by how deeply that one experience reshaped his leadership philosophy.Rob shares how turning failure into fuel helped him rise to one of the top roles in a company that just completed a multi-billion-dollar IPO — and how you can do the same.If you've ever carried the weight of a bad call or a decision that didn't go as planned, this conversation will help you see it differently — and lead stronger because of it.-----Follow Rob on LinkedIn - https://www.linkedin.com/in/rob-hahn-12136736/-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Jed Berger, Kenneth Cole Global President and CEO, is building something rare in business today — a brand that grows because it stands for something bigger.In his third appearance on Lead the Team, Jed reveals the hidden advantage behind Kenneth Cole's continued success… and how purpose became their ultimate performance driver.“Purpose can't just be a campaign. It has to live in every part of the company.” — Jed Berger, Kenneth Cole CEOWhat stood out to me is how Jed turns values into velocity.It's not theory — it's execution, culture, and results working in sync.If you're leading a team, scaling a company, or just trying to build something that lasts…This episode shows how to align purpose with performance — and win the right way.-----Follow Jed on LinkedIn: https://www.linkedin.com/in/jedalexanderberger/-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

It started with a freezer then and became a billion-dollar lesson.Dan Fachner, CEO of J&J Snack Foods — the company behind ICEE, Slush Puppie, and Dippin' Dots — posted a video on LinkedIn that immediately caught my attention......he gets emotional while expressing gratitude to his team for their hard work and dedication. You can see how much he truly cares about his people, and I knew right then I wanted to have a deeper conversation with him.You see, Dan began his career delivering and servicing ICEE machines. That humble start shaped everything about how he leads today.His guiding principle...Care for people first.That simple mindset turned a frozen drink into a billion-dollar leadership strategy—built on empathy, communication, and trust.You're going to love this interview beause it will remind you that real leadership isn't about hierarchy or authority—it's about humility, gratitude, and care.If you lead a team, run a company, or aspire to do both, Dan's story will shift how you think about leadership.

Bezos' Law - Chai Atreya, Chief Product Officer at ActiveCampaign, once helped build Amazon Alexa under Jeff Bezos.During one internal review, Bezos made a single comment — short, specific, and completely unexpected — that changed everything.He looked at the team and said:“I want Alexa to respond in under five seconds.”That one sentence forced every engineer to rethink what “great” really meant.They reimagined the architecture, redesigned the systems — and eventually, brought response times even lower.That's "Bezos' Law":The tighter the constraint, the bigger the breakthrough.I was honestly in awe hearing how that single challenge reshaped Amazon's design culture — and even more amazed at how Chai is now weaving that same mindset into ActiveCampaign's AI to help small and midsize businesses scale faster, smarter, and simpler.It's inspiring stuff — and it'll change how you think about innovation, leadership, and speed.

He didn't say he was ready. He proved it quietly.When I sat down with Dan Faulkner, CEO of SmartBear, he told me he was once passed over for a leadership role because he “hadn't done it before.”The cruelest ceiling isn't glass — it's being boxed in by your own expertise.Being great at something… and never trusted with more.Instead of waiting for permission, Dan built his own readiness.He studied marketing at night.He learned product and finance from scratch.He said yes to the jobs no one thought he could handle.That rejection didn't end his path — it defined it.He stopped asking for chances and started creating them.“You're the steward of your own career,” he told me.“If you're not driving it, you're going to get the default.”Sometimes the most powerful motivation isn't belief from others —it's the doubt they hand you.Ever been told you weren't ready?What did you do next?-----Follow Dan on LinkedIn: https://www.linkedin.com/in/danielfaulkner/-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Leadership Under FireWhen I sat down with Lance Olmsted, I expected a story about discipline and precision.What I didn't expect was how deeply human it would be.Lance served as a U.S. Marine. He learned to lead in the most uncertain environments imaginable — where hesitation could cost lives and empathy wasn't optional.That's right...empathy. And you'll never forget why when you hear his story.Those lessons stayed with him and became a positive guiding force.Today, as President of Copperleaf, an IFS company, he's guiding global teams and helping industries use AI to make smarter, faster decisions.Before that, he helped drive a $1 billion unicorn exit by applying the same mindset that got his Marines home safe:✅ Focus on the mission, not the noise.✅ Act fast and adapt faster.✅ Build trust before you need it.✅ Lead with empathy, even under fire.His story is proof that military leadership still works — not because it's rigid, but because it's built on resilience, clarity, and purpose.Which part of this perspective resonates most with you?-----Follow Lance on LinkedIn: https://www.linkedin.com/in/lance-olmsted-98708568/-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Leaders Miss ThisMatthew Fitzpatrick, CEO of Invisible Technologies—the #2 fastest-growing AI company in America—leads with a principle many overlook:AI may power the future, but people give it purpose.What makes Matt's leadership stand out isn't the speed of growth—it's the intentionality behind it.He reminds us that real progress doesn't come from louder voices or faster code.It comes from people.From listening.From slowing down long enough to get it right.Here are a few principles he shared that every leader—AI or not—can use:

Sacrifice No One SeesJakub Vanek, Chief Operating Officer at Genpact Americas, has moved six times across four countries while scaling teams of thousands inside a $5B global organization.He admits the hidden cost of leadership isn't just jet lag or late nights in the office—it's missing his wife's birthday, missing holidays, and asking himself the same question many ambitious professionals face: Family or Career?But here's the opportunity: Jakub learned that the real measure of leadership isn't the title or the miles traveled—it's the relationships you keep along the way.“Sooner or later, this executive position will stop… Just keep those relationships.”That reminder hit me hard. Because whether you're leading a global company or a growing team, the choice isn't really family or career. It's how intentional you are about designing both.

Under Pressure, Leaders RiseWhen I spoke with Cyrill Kellerhals, COO of Andelyn Biosciences, I was struck by how calm and grounded he was while describing some of the toughest leadership moments of his career.At Novartis, he faced a difficult FDA inspection — the kind of moment that could make or break a company. Instead of panicking, he led his team through it and turned it into a success.Later, he carried those lessons into scaling a $34M operation and building a $200M biopharma facility. But what impressed me most wasn't the numbers — it was the way he talked about leading with humility, purpose, and service to his people.His story is a reminder that real leadership isn't about avoiding pressure. It's about how you show up when the stakes are highest.-----Follow Cyril: https://www.linkedin.com/in/cyrill-k-82a73152/Lean more about Andelyn Biosciences: https://www.andelynbio.com/-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Most leaders say they want transparency.But when the pressure's on, many unintentionally create cultures where people hide mistakes.Camilo Rueda — CEO of Aeropost and former U.S. Navy Submarine Officer — learned this lesson the hard way, thousands of feet below the ocean's surface.As a young officer, one bad call almost ended his career. In that moment, he had two choices:

Real leadership begins the moment your team starts to doubt you.Jeff Meredith, CEO of Chamberlain Group, has lived that moment. He took a 70-year-old garage door company and transformed it into a global tech powerhouse with 14M+ connected users. But as Jeff shared with me, the toughest part wasn't the technology or the strategy—it was earning back his team's trust in the middle of massive change.That resonated deeply with me. Because when the ground shifts under your feet, no business model or innovation will save you if your people stop believing.Jeff opened up about the leadership mistake that nearly cost him his team—and the exact steps he used to win them back. His story is a reminder that transformation isn't just about vision; it's about belief.If you're leading through uncertainty, Jeff's example proves one thing: no leader succeeds alone.-----Follow Jeff on LinkedIn: https://www.linkedin.com/in/jeffrey-meredith-90a744112/Learn more about Chamberlain: https://www.chamberlain.com/-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

Erase silos. Unite the company. Rebuild trust—fast.When I first heard Amy Martin, CMO at TruWest Holdings, talk about her “One Number” strategy the TURNAROUND stopped me in my tracks.She didn't know if leaders would embrace it… or fight to protect their own KPIs.But once it landed, everything changed:-True C-suite alignment-Faster growth-A culture of shared accountabilityInstead of sales and marketing chasing different goals, they now share the exact same revenue target.In our conversation, Amy shares how she:-Won buy-in without causing whiplash-Turned resistance into trust-Built teams that row in the same directionIf your teams are working hard but not together, this is one you don't want to miss.-----Follow Amy on Linkedin: https://www.linkedin.com/in/amyallenmartin/Learn more about TruWest: https://truwestholdings.com/-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter