Podcast appearances and mentions of ashley goodall

In this episode of THE MENTORS RADIO, Host Tom Loarie talks with Ashley Goodall, outstanding leadership expert, former Fortune 50 executive, former Senior VP at Cisco, former senior executive at Deloitte and author of The Problem with Change, one of Financial Times' top business books of 2024. As a thought leader, his work has appeared in The New York Times, The Washington Post, Harvard Business Review, and more. In this episode, you'll learn why nonstop disruption drains performance--and how to fix it. You'll learn how predictability fuels innovation, why "check-ins" beat "performance reviews" and the four questions that make check-ins work. You'll discover how to create real belonging at work, why corporate vision and value statements often backfire, and you'll learn what actually does drive engagement. If you're navigating change—or leading others through it—this episode is for you! Listen to THE MENTORS RADIO broadcast on Salem Radio in San Francisco, via live-streaming on iHeart Radio worldwide or anytime, on ANY podcast platform, including Apple Podcast, Spotify, iTunes, TuneIN, Stitcher, Google Play and all the others. Sign up for the podcast here. SHOW NOTES: ASHLEY GOODALL: BIO: See website BOOKS: The Problem with Change: And the Essential Nature of Human Performance, by Ashley Goodall Nine Lies About Work: A Freethinking Leader's Guide to the Real World, by Ashley Goodall and Marcus Buckingham WEBSITE: https://ashleygoodall.com/

How does critical feedback affect your team's success? Researchers Marcus Buckingham and Ashley Goodall argue that many managers invest too much energy in correcting weaknesses. Instead, they encourage leaders to focus on developing employees' strengths.Buckingham and Goodall are the authors of the book, Nine Lies About Work: A Freethinking Leader's Guide to the Real World and the HBR article “The Feedback Fallacy” In this episode, they explain how to lead more effective conversations about performance by focusing on what your team members do best. Key episode topics include leadership, giving feedback, managing people, performance indicators. HBR On Leadership curates the best case studies and conversations with the world's top business and management experts, to help you unlock the best in those around you. New episodes every week. · Listen to the original HBR IdeaCast episode: What Managers Get Wrong About Feedback (2019)· Find more episodes of HBR IdeaCast.· Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org.]]>

In this insightful episode, Dustin Burleson interviews Ashley Goodall, author of The Problem with Change and co-author of Nine Lies About Work. They explore the pitfalls of constant organizational change and its negative impact on human performance, uncovering practical strategies to create stability and empower teams. Ashley draws from decades of experience at Cisco and Deloitte to offer a fresh perspective on leadership, team culture, and performance management.Ashley doesn't hold back as he explains how organizations often confuse improvement with change, assuming that one naturally leads to the other. He points out how relentless transformations—whether they're mergers, reorgs, or new systems—disrupt employees' sense of certainty, control, and belonging. These disruptions can leave people feeling untethered, like they're just waiting for the next upheaval to arrive. It's no wonder, he notes, that employees often roll their eyes when leaders announce, “We're so excited about this new change!”Dustin then steers the conversation toward solutions, exploring why teams—not companies—are the real heart of an organization. Ashley explains that while it's easy to talk about “company culture,” the truth is, culture happens on a much smaller scale. It's in the teams where people feel connected, supported, and motivated—or not. He makes a compelling case for investing in team leaders, those unsung heroes who create environments where employees can do their best work.The two also dig into Ashley's innovative approach to performance management, which he implemented at Deloitte and Cisco. Instead of the usual annual reviews that focus on ratings and past performance, Ashley championed a weekly check-in system. This simple yet powerful shift helps employees get the guidance and support they need in real time, not six months too late. Dustin marvels at how such a small change can have such a big impact, strengthening engagement, performance, and trust within teams.Toward the end, the discussion takes a broader view. Ashley emphasizes the importance of giving employees “running room”—a term borrowed from Bob Woodward—that speaks to the space and trust leaders can provide. It's not about micromanaging or constant prodding; it's about creating an environment where employees feel empowered to do their best work. For Ashley, this starts with treating employees as human beings, not just numbers on a spreadsheet. Dustin wholeheartedly agrees, sharing how these insights can help leaders rethink their approach to change and performance in their own organizations. Practical Takeaways:Rethink the frequency and necessity of organizational change initiatives.Prioritize team-level culture and equip leaders to create supportive environments.Adopt weekly "check-ins" as a transformative tool for performance management.Evaluate change initiatives for their balance of pros and cons to avoid unnecessary disruption.Links:Learn more about Ashley GoodallGet your copy of The Problem with ChangeGet your copy of Nine Lies About Work***The Burleson Box is brought to you by Stax Payments:Save Big on Transaction Fees: Boost Your Bottom Line with Stax Payments.Did you know that your practice can start saving thousands of dollars on your monthly processing costs with our preferred payments partner, Stax? Simplify your practice operations and provide a quality patient experience. Healthcare practices like yours need a way to accept payments simply and securely. That's where Stax comes in.Stax helps you manage your entire payments experience from within one platform. You can safely accept touch-free payments in-person, online, or over the phone, securely store and manage patient information with layered security and Level 1 PCI compliance.
Take advantage of a simpler, more transparent way to process your payments with competitive flat-rate pricing, provided exclusively through Stax. No additional fees or contracts required!Power your practice and get paid faster with simple, safe and secure payment solutions. Have questions? Schedule time to speak with a dedicated payment consultant to learn more.Click Below to Lear More Today:StaxPayments.com/burleson-seminars*** Go Premium: Members get early access, ad-free episodes, hand-edited transcripts, exclusive study guides, special edition books each quarter, powerpoint and keynote presentations and two tickets to Dustin Burleson's Annual Leadership Retreat.http://www.theburlesonbox.com/sign-up Stay Up to Date: Sign up for The Burleson Report, our weekly newsletter that is delivered each Sunday with timeless insight for life and private practice. Sign up here:http://www.theburlesonreport.com Follow Dustin Burleson, DDS, MBA at:http://www.burlesonseminars.com

In the world of HR, change is often seen as a catalyst for innovation and growth. But HR leaders also need to champion stability without stifling progress. In this episode, we explore themes from Ashley Goodall's latest book, The Problem with Change, which challenges the assumption that constant disruption is always beneficial for business. Goodall draws on his extensive experience leading people and learning functions at Deloitte and Cisco, offering practical examples and fresh insights into how perpetual change can erode employee wellbeing and performance. This is a must-listen episode for HR and business leaders alike.Show notesResources and learningAHRI members can join the AHRI LinkedIn lounge, exclusive to AHRI members to discuss some of the themes explored in this episode with their HR peers. Become a member today: https://bit.ly/41tcOFuLearn how to manage change more effectively with this short course from AHRI: https://bit.ly/3Drj9HwFurther readingExplore Ashley Goodall's latest book: The Problem with Change And The Essential Nature of Human Performance: https://bit.ly/4gNCMIpExplore Ashley Goodall's book 'Nine Lies About Work', co-authored with Marcus Buckingham: https://bit.ly/4iLbKmrA Radical Rethink of HR (MIT Sloan article) by Ashley Goodall: https://bit.ly/4iKYcre

In the world of HR, change is often seen as a catalyst for innovation and growth. But HR leaders also need to champion stability without stifling progress. In this episode, we explore themes from Ashley Goodall's latest book, The Problem with Change, which challenges the assumption that constant disruption is always beneficial for business. Goodall draws on his extensive experience leading people and learning functions at Deloitte and Cisco, offering practical examples and fresh insights into how perpetual change can erode employee wellbeing and performance. This is a must-listen episode for HR and business leaders alike.Show notesResources and learningAHRI members can join the AHRI LinkedIn lounge, exclusive to AHRI members to discuss some of the themes explored in this episode with their HR peers. Become a member today: https://bit.ly/41tcOFuLearn how to manage change more effectively with this short course from AHRI: https://bit.ly/3Drj9HwFurther readingExplore Ashley Goodall's latest book: The Problem with Change And The Essential Nature of Human Performance: https://bit.ly/4gNCMIpExplore Ashley Goodall's book 'Nine Lies About Work', co-authored with Marcus Buckingham: https://bit.ly/4iLbKmrA Radical Rethink of HR (MIT Sloan article) by Ashley Goodall: https://bit.ly/4iKYcre

For decades, “disruption” and “change” have been seen as essential to business growth and success. Whether it's a merger or re-org or a new office layout, change has become the ultimate easy button for leaders, who pursue it with abandon, unleashing a torrent of disruption on employees. The result is what our guest calls “life in the blender”—a perpetual cycle of upheaval, uncertainty, and unease. Join us this week as we discuss the current state of change in corporate America, why change is not the same as improvement, and what we can do about it. Ashley's book, The Problem with Change: And the Essential Nature of Human Performance, is available wherever books are sold. You can learn more about Ashley at ashleygoodall.com. Support the Show - Become a Patron! Help us grow and become a Patron today: https://www.patreon.com/smartpeoplepodcast Sponsors: Shopify - Sign up for your one-dollar-per-month trial period at shopify.com/spp Learn more about your ad choices. Visit megaphone.fm/adchoices

Lucy Adams, a seasoned HR leader, has held senior roles in major organizations, including her recent position as HR Director at the BBC. Despite her success, she grew increasingly frustrated by HR's one-size-fits-all approach, which treated all employees under the same rigid policies. Determined to find a fresh perspective, Lucy founded Disruptive HR, an innovative HR agency that inspires leaders and HR professionals to approach their roles with renewed vision and energy.Lucy Adams is a keynote speaker, author, and founder and CEO of Disruptive HR. She guides HR teams and leaders from some of the world's top brands, speaking at events for Pepsico, HSBC, Google, and Emirates, among others. In this episode, Dart and Lucy discuss:- Challenging forces acting on the heads of talent/CPOs- Lucy's experience appearing before a congressional hearing - Emerging disruptions in HR - The EACH model (Employees as Adults, Consumers, and Human Beings)- 3 major benefits of the consumerization of the workplace- Differences between equity and equality at work- Humanizing performance management- And other topics…Lucy Adams is the founder and CEO of Disruptive HR, an agency on a mission to inspire leaders and HR professionals to approach their roles with renewed vision and energy. After working in high-level HR roles across sectors, including the Director of HR at BBC, Lucy wanted to help companies seek new ways to tackle old problems. She now guides HR teams and leaders from some of the world's top brands, speaking at events for Pepsico, HSBC, Google, Emirates, and many others. Lucy's latest best-selling book, HR Disrupted, discusses innovative approaches to transform traditional HR practices, challenge outdated norms, and adopt people-centered strategies to engage and empower employees in a rapidly changing workplace.  Resources mentioned:HR Disrupted, by Lucy Adams: https://www.amazon.com/HR-Disrupted-time-something-different/dp/1910056502 The Problem with Change, by Ashley Goodall: https://www.amazon.com/Problem-Change-Essential-Nature-Performance/dp/0316560278 Connect with Lucy: www.DisruptiveHR.com Work with Dart:Dart is the CEO and co-founder of the work design firm 11fold. Build work that makes employees feel alive, connected to their work, and focused on what's most important to the business. Book a call at 11fold.com.

For decades, change—and its more sleekly packaged version, “disruption”—have been seen as essential tools for the growth of any business.That's a huge problem, argues Ashley Goodall in his ground-breaking new book. While shaking things up is the first thing a new leader is expected to do, and while generations of executives have been taught that change is an unalloyed good, the reality on the ground is very different.Change isn't always good, and it often fails to achieve what we expect it to (resulting in yet more change)—and a big part of the reason for this is that change makes it harder or people to do their jobs.

Ashley Goodall discusses his book “The Problem with Change” and ways to leverage the essential nature of human performance. Ashley has spent his career exploring large organizations from the inside, most recently as an executive at Cisco. And prior to that he spent fourteen years at Deloitte as their Chief Learning Officer. He was on the show with us back in 2019 when we talked about his book “Nine Lies About Work” which was named one of the best management books of 2019. Host, Kevin Craine Do you want to be a guest? https://Everyday-MBA.com/guest

Warning - this episode uses a specific curse word - a lot. And once we started using one, we started using more of them. So…if f-bombs, sprinkled like salt are not your cup of tea, this is a good episode to skip! My guest today is Rebecca R Block, PhD, who is an expert in helping organizations build programs, services and products that equip young people to develop the confidence and skills they need to enter adulthood as thriving and adaptable lifelong learners. She has spent the last 14 years leading the design, improvement, and evaluation of educational programs and services to make them more impactful and learner-centered. She has built R&D departments from scratch and managed large and small teams responsible for creating, measuring, and improving learning experiences. She also wrote a book with the word “Shit” in the title…or Shit, with an asterisk where the “I” goes, which actually makes her book a bit hard to google! The book is titled “Can You Help Me Give a Sh*t? Unlocking Teen Motivation in School and Life,” and she teamed up with Grace L Edwards, a current undergraduate student, to talk to young people across the country and gather their stories about what truly makes for engaging learning environments. In the process, she learned a lot about how motivation works for everyone, not just teens, and has taken those lessons learned into her work as a leader, parent, and educator.  In the opening quote Becca outlines the ABCs of Motivation. These ABCs are true for children and adults - we're basically the same species. And the work of luminaries such as Peter Senge and Amy Edmondson make it clear that great working environments are great learning environments - places where we can create and sustain positive feedback learning loops with ourselves and others. So it's essential for anyone leading or managing others (or themselves!) to understand how motivation really works.  We also talk about Becca's essential values when it comes to co-creation - that is, making a systems change along with the people in that system who will be affected by that change. Co-creation is not just a good idea… it leverages the truths about motivation that Becca shared in her opening quote. People are much more likely to want to participate in change that they've taken part in forming, rather than going along with something forced on them. Two Levels of Systems Change We also talk about the need to work on at least two levels when engaging in systems change: Helping people, now Helping make a bigger shift, over time. Given that Becca knows how challenging it can be to transform a system as complex as education, she focuses her work in this book on helping people, now, to work to create change for themselves, within the current system. This perspective is helpful for anyone leading a team in a larger organization or anyone leading an organization within a larger industry they are hoping to transform. Listen in for Becca's deeper breakdown of the ABC's of motivation, as well, summarized here! The ABCs of Motivation Ability Belonging Choices Ability: In any situation where you want someone (or even yourself!) to have sustained motivation, you need the Ability to do (or learn how to do) the things you want to do. Indeed, whenever you find that someone isn't doing something you have asked them to do, it's important to ask - is this an issue of Will or Skill? In other words, can they do the thing? If they can't yet, do they have the confidence in their ability to learn the thing? Belonging: Real relationships help us accomplish things. I show up for my Spanish lessons (partly) because I've paid for them, and partly because I'd feel bad for standing up my tutor, even though the classes are online. Ditto for my exercise classes. Real relationships create real motivation. In a recent episode, I spoke with Robbie Hammond, Co-founder of the High Line, who talked about how his relationship with his Co-Founder Josh David kept him going through a difficult decade of bringing their dream to reality - talk about Relationships = Motivation! Choices: Having real choices means you have the autonomy to determine for yourself what you are going to do. “Liberty or Death” isn't much of a choice - although it is one many have taken. Becca suggests that dysfunctional workplaces create crappy or fake choices, and functional ones enable everyone to see how the work fits into their own personal why. I connect these ideas to my recent interview with Ashley Goodall, author of “Nine Lies about Work” and most recently “The Problem with Change." Ashley says, “The ultimate job of leadership is not disruption and it is not to create change; it is to create a platform for human contribution, to create the conditions in which people can do the best work of their lives.” This is what every human (and teenager!) actually really wants, if they can connect to the ABCs of motivation. Head over to theconversationfactory.com/listen for full episode transcripts, links, show notes  and more key quotes and ideas. You can also head over there and become a monthly supporter of the show for as little as $8 a month. You'll get complimentary access to exclusive workshops and resources that I only share with this circle of facilitators and leaders. Links Get the book here BeccaBlock.com Becca's podcast CanYouHelpMeGiveA.com.  If you want to be on her podcast: fill out a form here!

In the modern workplace, constant change is the norm. One week, teams are navigating a new project management system; the next, they need to adapt to a new organizational chart. Even office layouts seem to change overnight to match the company's latest pivot. While change may be the new normal, leadership expert Ashley Goodall questions its true benefits. In his latest book, The Problem with Change, he highlights the pitfalls of constant change and advocates for the pursuit of stability instead. Ashley Goodall is a leadership expert, consultant, and author who has spent his career exploring large organizations from the inside out. He is the former Senior Vice President at Cisco and former Director and Chief Learning Officer at Deloitte.In this episode, Dart and Ashley discuss:- Cognitive and emotional effects of constant workplace change- Consultants' role in creating change- The unique world of an executive- Improving something versus changing everything- Differences between fear and anxiety at work- The psychological impacts of layoffs- The fundamental task of leadership- HR's role as the bridge between leaders and the frontline- Measuring performance without ratings - And other topics…Ashley Goodall is a leadership expert, consultant, and author who has spent his career exploring large organizations from the inside out. Ashley most recently served as former Senior Vice President at Cisco, where he led organizations focused on leadership, teams, and research. Prior to Cisco, he also served as Director and Chief Learning Officer at Deloitte. Ashley's books include Nine Lies About Work and The Problem with Change, the former of which was selected as one of Amazon's best business and leadership books during its release year. Ashley has also written for Harvard Business Review, including the most popular article of 2019, “The Feedback Fallacy.” He holds his BA in Music from the University of Oxford and his MBA from the Columbia Business School. Resources mentioned:The Problem with Change, by Ashley Goodall: https://www.amazon.com/Problem-Change-Essential-Nature-Performance/dp/0316560278 The Safety Signal Hypothesis by Martin Seligman and Yitzchak Binik: https://www.taylorfrancis.com/chapters/edit/10.4324/9781003150404-7/safety-signal-hypothesis-martin-seligman-yitzchak-binik The Anatomy of Genres, by John Truby: https://www.amazon.com/Anatomy-Genres-Story-Forms-Explain/dp/0374539227 Connect with Ashley:www.AshleyGoodall.com LinkedIn: https://www.linkedin.com/in/ashleygoodall/ 

Ashley Goodall has spent 20 years in various roles in HR, covering everything from performance management to leadership. He spent six years at Cisco as the SVP of HR. He left Cisco to write his book, “The Problem with Change,” which was just released. In it, he addresses the problems that accompany change. To write his book, Ashley interviewed people around the world, asking them to tell their stories of organizational change. Many people told miserable stories, stories of unending change propelled by mergers, new leadership, new strategies, and much more—much of it unnecessary. What was the result?People were struggling to do their jobs because of the constant change. Yet organizations are rewarding leaders to do things that make it hard for their employees to do their work! That's a problem, right? So, what should we do instead?We have to understand the conditions of human performance to understand how we can “do” change better. Ashley begins to dissect that complicated yet fascinating topic in this episode of Workplace Stories.You will want to hear this episode if you are interested in...Join the RedThread Community [1:34]Why you should listen to Ashley Goodall [4:49] What is the problem with change? [7:09]Why Ashley wrote another book about change [10:34]The problems that accompany change [12:45] Looking at meaning and purpose differently [18:53] The story of Alexander the Great [23:38] The connection between meaning and ritual [25:29] We need to stop treating humans like “SKUmans” [29:10]The lightning round [33:08]Getting good at stability management [36:38] What we can learn from “the pistols” [39:59]How to create belonging on your team [44:21]Focusing on your teams to create stability [45:43] Learning how to radicalize HR [48:53] Ashley's biggest takeaway from writing a book [53:11] The problems that accompany change Ashley addresses five core problem areas that accompany change: UncertaintyLack of control Lack of belonging DisplacementLoss of meaningThe feeling of belonging is intuitive. Humans form social groups. Those groups are massively important to psychological health, sense of identity, and cognitive processes. The way we think is socially mediated. A team gives you a sense of belonging. It's a source of massive stability. Teammates complement each other so together they can meet a goal that couldn't be achieved alone. When reorganization happens, all of the social groups at work are upended. In his book, Ashley also dove into the science of “place attachment.” People get attached to places. Place is a thing strongly tied to work. But there's also a connection between ritual and place.Our habits are a mechanism by which we grow attached to a place. Habits and rituals tied to place have people saying “It's where I do this” or “It's where we do this.” When offices are changed or people are moved, you disrupt the rituals attached to that place.Those places are a source of stability. And for people to do their best work, they need stability. All of these facets of a human—certainty, control, social groups, sense of place, ritual—are the foundation of showing up at work and being useful. Everyone wants to be useful. How we design the workplace hinges on these things.Ashley is clear: “Sooner or later you have to ask people what they want and listen to what they tell you.”How Ashley looks at meaning differentlyAshley points out that the world around us must make sense. You can't be uplifted by the mission of an organization if you can't figure out what the mission is. Science tells us that the coherence of our world is so important that when it's taken away in one place, we find it in another.There are two ingredients to meaning:Things have to make sense (which is shredded when things are changed)You need to find your own purpose. Someone can't tell you what your purpose is We encounter the world and question, “Do I understand what's going on here? Is this something that speaks to me?” If it does and someone asks if your work has meaning, you'll say “yes.” Unfortunately, people think everyone around them has to have the same meaning. It doesn't work like that. As much as they dislike it, employers aren't massively important to someone's purpose.We need to stop treating humans like “SKUmans”What characteristics of humans do we capture in our technology at work? How does that inform how we think about people at work? We track the “cogs in a machine” stuff. We record names, date of birth, someone's role, their certifications and experience, etc. but we don't record what amuses someone, what makes them smile, and the weird things they love to do. Maybe they're always late for meetings, love to bake, or love creating spreadsheets.If you think humans are interchangeable and emotionless beings, how would you describe them? As a “SKU” number. SKUs are stock-keeping units. They track what something costs, where it is in the store, what the margin is, etc. We've been doing the same to humans. And that's massively inhuman. We can't capture human work this way. How might we capture a human at work?Ashley argues for getting better at understanding what people are like at work. It's about asking questions like, “How are you offering your best to other humans? Why did you show up today?”Now that we've covered the problems with change, how do we address them? Ashley shares how stability management just might be the key (and how to navigate it) in this episode.Resources & People MentionedJoin the RedThread Community!Connect with Ashley GoodallThe Problem with Change: And the Essential Nature of Human PerformanceConnect on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Welcome to an interview with the author of The Problem with Change: And the Essential Nature of Human Performance, Ashley Goodall. Drawing on two decades spent leading HR organizations at Deloitte and Cisco, Ashley Goodall reveals in his book why change is not the same as improvement, and how, by prioritizing team cohesion (instead of reshuffling teams at will), by using real words (rather than corporate-speak), by sharing secrets (not mission statements), by fixing only the things that are truly broken (instead of moving fast and breaking everything in sight, and more, leaders at every level can create the stability that people need to thrive.   Ashley Goodall is a leadership expert who has spent his career exploring large organizations from the inside, most recently as an executive at Cisco. He is the co-author of Nine Lies About Work, which was selected as the best management book of 2019 by Strategy + Business and as one of Amazon's best business and leadership books of 2019. Prior to Cisco, he spent fourteen years at Deloitte as a consultant and as the Chief Learning Officer for Leadership and Professional development.   Get The Problem with Change here: https://rb.gy/sa4fe2   Here are some free gifts for you: Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach   McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf   Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

Welcome to Strategy Skills episode 452, featuring an interview with the author of The Problem with Change: And the Essential Nature of Human Performance, Ashley Goodall. Drawing on two decades spent leading HR organizations at Deloitte and Cisco, Ashley Goodall reveals in his book why change is not the same as improvement, and how, by prioritizing team cohesion (instead of reshuffling teams at will), by using real words (rather than corporate-speak), by sharing secrets (not mission statements), by fixing only the things that are truly broken (instead of moving fast and breaking everything in sight, and more, leaders at every level can create the stability that people need to thrive.   Ashley Goodall is a leadership expert who has spent his career exploring large organizations from the inside, most recently as an executive at Cisco. He is the co-author of Nine Lies About Work, which was selected as the best management book of 2019 by Strategy + Business and as one of Amazon's best business and leadership books of 2019. Prior to Cisco, he spent fourteen years at Deloitte as a consultant and as the Chief Learning Officer for Leadership and Professional development.   Get The Problem with Change here: https://rb.gy/sa4fe2   Here are some free gifts for you: Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach   McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf   Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

For decades, change—and its more sleekly packaged version, “disruption”—have been seen as essential tools for the growth of any business.That's a huge problem, argues Ashley Goodall in his ground-breaking new book. While shaking things up is the first thing a new leader is expected to do, and while generations of executives have been taught that change is an unalloyed good, the reality on the ground is very different.Change isn't always good, and it often fails to achieve what we expect it to (resulting in yet more change)—and a big part of the reason for this is that change makes it harder or people to do their jobs.

William Vanderbloemen reveals the 12 teachable traits which he finds all unicorns have in common.

On this week's episode of The Leadership Habit podcast, host Jenn DeWall welcomes leadership expert and author Ashley Goodall to discuss the problem with change! For decades, “disruption” and “change” have been regarded as crucial to business growth and success. In his latest book, The Problem with Change: And the Essential Nature of Human Performance, […] The post The Problem with Change in the Workplace with Ashley Goodall appeared first on Crestcom International.

Today we're talking to Ashley Goodall, author, consultant, and former SVP at Cisco. We discuss why treating change as a goal is actually problematic, the psychological stressors that a shifting environment has on people, and why the change being brought on by new technology is being rejected by the masses. All of this right here, right now, on the Modern CTO Podcast!  To learn more about Ashley's latest book, check it out on Amazon here. Have feedback about the show? Let us know here. Produced by ProSeries Media. For booking inquiries, email booking@proseriesmedia.com

Ashley Goodall is a leadership expert who has spent his career exploring large organizations from the inside, most recently as an executive at Cisco. He is the co-author of Nine Lies About Work, which was selected as the best management book of 2019 by Strategy + Business and as one of Amazon's best business and leadership books of 2019. Prior to Cisco, he spent fourteen years at Deloitte as a consultant and as the Chief Learning Officer for Leadership and Professional development. His newest book is “The Problem with Change.” www.ashleygoodall.com

My guest today is Ashley Goodall, a leadership expert who has spent his career exploring large organizations from the inside, most recently as an executive at Cisco. He is the co-author of Nine Lies About Work, which was selected as the best management book of 2019 by Strategy + Business and as one of Amazon's best business and leadership books of 2019. It is an awesome book - highly recommended. If, after listening to this conversation you want to hear more (and I think you will!), take a listen to him and his co-author, Marcus Buckingham, talking on the HBR Idea Cast about lie #5 - the idea that people need feedback - and how most managers think about giving feedback in an utterly wrong way - which is also an idea we dive into later in our conversation today. Prior to Cisco, Ashley spent fourteen years at Deloitte as a consultant and as the Chief Learning Officer for Leadership and Professional development.  His book, "The Problem with Change: and the Essential Nature of Human Performance" is about what we might call lie number 10: the idea that change is good and that leaders must lead change in order to be good leaders. Wholesale belief in this lie has created what Ashley calls  “Life in the Blender” - driven by what I've heard some folks refer to as “The Reorg of the Day”. I love love love the musical analogies Ashley uses to describe leadership - not as the lead guitar or first violin, but as the Ground Bass - the principal structural element of a musical piece. The Leader can help teams navigate change by playing a backbeat of stability and consistency, supporting a range of free expression and variation. Find a link to Pachelbel's Canon here and listen to the Goldberg variations here (which he mentions in the extended version of the analogy, later on in the conversation). What is that Ground Bass? For Ashley it's about helping people feel seen, connected, celebrated and clear on the story of the meaning of their contributions to the work.  This perspective aligns very well with the message Bree Larson offered here some years back. Bree is a Partner at SYPartners and shared her framework around the challenges of designing organizational change - that most change can easily result in one or more of the Six Types of Loss she identified: Loss of Control Loss of Pride Loss of Narrative Loss of Time Loss of Competence Loss of Familiarity  All of which Ashley suggests leaders can deflect or reduce through 9 key leadership skills that he outlines in depth in his book: Make space  Forge undeniable competence  Share secrets  Be predictable  Speak real words  Honor ritual  Focus most on teams Radicalize HR  Pave the way Prior to releasing the book, Ashley wrote a New York Times Op-Ed piece which is a blockbuster and is an even more succinct, poignant and straight-on condemnation of modern corporate leadership - it is also highly worth reading. This book feels a bit like a Burn Book - Ashley is pointing out fundamental misconceptions at the heart of corporate life in a direct and unvarnished manner - in the hope that some leaders will listen and start doing things differently - Leading in a way that takes into account how humans really are and what we really need to thrive at work. Ashley is very clear: companies need to look beyond wellness initiatives and corporate cheerleading and shift their focus to the fundamental environment of daily work. The effects of a corporate life caught in constant change are more than clear to anyone who's been through it: uncertainty, a lack of control, a sense of unbelonging and of displacement, and a loss of meaning As Goodall says, “The ultimate job of leadership is not disruption and it is not to create change; it is to create a platform for human contribution, to create the conditions in which people can do the best work of their lives.” Also - do listen for an extended exchange around minute 40 where we talk about the power of praise and the Paul Hollywood handshake - if you're not a Great British Bake off fan, there's still time to watch a few episodes to get in the mood - or at least witness the effect of the Hollywood Handshake on Friends star David Schwimmer here. Head over to theconversationfactory.com/listen for full episode transcripts, links, show notes and more key quotes and ideas. You can also head over there and become a monthly supporter of the show for as little as $8 a month. You'll get complimentary access to exclusive workshops and resources that I only share with this circle of facilitators and leaders. Links Find a link to Pachelbel's Canon here and listen to the Goldberg variations here. Ashley wrote a New York Times Op-Ed which is a blockbuster Take a listen to Ashley and his co-author, Marcus Buckingham, talking on the HBR Idea Cast about lie #5 - the idea that people need feedback - and how most managers think about giving feedback utterly wrong. Canon in D Major by Kevin MacLeod is licensed under a Creative Commons Attribution license (https://creativecommons.org/licenses/...) Source: http://incompetech.com/music/royalty-... Artist: http://incompetech.com/ Witness the effect of the Hollywood Handshake on Friends star David Schwimmer here.

Ashley Goodall is former HR executive at Cisco and Deloitte, and the author of The Problem With Change. While Ashley believes that change is important for any organization that wishes to thrive over the long term, Ashley also believes that we must be more measured and skeptical about change, and more cognizant about the impact that change has, on people and focus more on promoting stability.During our conversation, Ashley spoke about the common traps we fall into when we think and talk about change today, and the overlooked impacts change has on people and organizations, especially as it relates to their ability to not just survive, but thrive. Ashley also shared a healthier and more balanced approach to change, why he thinks it's important to see humans for their individual strengths and, and how managers and leaders can promote stability and workplaces where their people can contribute and flourish.Web: https://ashleygoodall.com/LinkedIn: https://www.linkedin.com/in/ashleygoodall/Book: https://www.hachettebookgroup.com/titles/ashley-goodall/the-problem-with-change/9780316560276/

How a stable work environment creates the conditions in which people can do their best work. Host: Steve Sanduski.

In his new book, leadership expert Ashley Goodall argues that check-ins are a more personal way for teams to set goals. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Most people think that change at work is great. It has become the defining characteristic of successful organizations, teams, and individuals. But psychologically, change is HARD on humans–it's a common source of stress for many of us. When there's change or uncertainty at work, it creates a degree of fear and anxiety. However, work rituals can help team members feel that sense of continuity amidst changes. So, how can leaders (and team members) effectively leverage rituals to foster stability?Today's guest is Ashley Goodall. Ashley is a leadership expert who has spent his career exploring large organizations from the inside, most recently as an executive at Cisco. He is the co-author of Nine Lies About Work, which was selected as the best management book of 2019 by Strategy + Business and as one of Amazon's best business and leadership books of 2019. Prior to Cisco, he spent fourteen years at Deloitte as a consultant and as the Chief Learning Officer for Leadership and Professional development. His book, The Problem with Change, publishes in May.During our conversation, Ashley and I discussed the challenges of constant change and its impact on us and our team members. He also shared how managers and team members can use rituals to create a sense of certainty, predictability, and stability amidst changes, how to support team members during these changes, the important role of language, and more.Join the conversation now!Get FREE mini-episode guides with the big idea from the week's episode delivered to your inbox when you subscribe to my weekly email.Conversation Topics(00:00) Intro(02:32) Why are there constant changes in today's workplace?(04:48) Is change always a good thing?(10:36) Challenges that come with being in a constant state of change(16:06) The role of a team in creating stability and a sense of continuity amidst changes(18:08) How to support your team members when going through changes(20:32) The power of rituals and “ritualization”(28:04) A great manager Ashley has worked for(31:57) Keep up with Ashley(33:07) [Extended Episode Only] Surprising insight on how leaders can foster stability, consistency, and predictability (39:52) [Extended Episode Only] The role of language in creating certainty in times of changeAdditional Resources:- Get the extended episode by Joining The Modern Manager Podcast+ Community for just $15 per month- Read the full transcript here- Follow me on Instagram here - Visit my website for more here- Join the Skills Accelerator Program hereKeep up with Ashley Goodall- Grab a copy of Ashley's book The Problem with Change here- Visit Ashley's website for more information here10% Discount on The Problem With ChangeDrawing on two decades spent leading HR organizations at Deloitte and Cisco, in this book, Ashley Goodall reveals the truth about human performance and offers a radical new alternative to the constant turbulence that defines corporate life. Members can get 10% off a pre-order of The Problem With Change - valid through May 6.To get this guest bonus and many other member benefits, become a member of The Modern Manager Podcast+ Community.---------------------The Modern Manager is a leadership podcast for rockstar managers who want to create a working environment where people thrive, and great work gets done.Follow The Modern Manager on your favorite podcast platform so you won't miss an episode!

Join your inspiring host Christine Courtney as she dives deep into the world of leadership strengths with special guest Elaine Porcher, a renowned positive psychology coach dedicated to strengths-based development. In this thought-provoking episode, Christine reveals her research admiration for the pioneering work by Buckingham and Ashley Goodall, shedding light on how redefining strengths can transform our professional and personal lives.Elaine brings a touch of personal insight, sharing anecdotes and evidence that prove when you play to your strengths, you not only enhance productivity but also fuel your happiness. Discover the surprising impact using just 10-15% more of what you love at work can have on preventing burnout and elevating efficiency, backed by influential findings from the Gallup study and Mayo Clinic research.Witness a candid recount of a conference gone awry as Christine and Elaine reminisce over a time their comedic flair was restricted, and the valuable lessons learned about honoring one's inherent talents. Elaine's expertise shines as she advocates for the growth mindset, encouraging listeners to weave their strengths into every facet of life, even in the face of limitations.Listeners seeking to boost their leadership acumen won't want to miss Christine's exploration of the VIA Institute assessment and its profound implications for understanding team dynamics. As we step into the realm of positive psychology coaching and the science behind what makes teams tick, "Stepping into your Leadership" offers actionable insights into identifying and harnessing the strengths that make you a truly effective leader.Tune in to 'Strength Finder' for an enlightening conversation and gain the tools to identify your own strengths, encourage happiness and satisfaction among your team, and lead with confidence and clarity. Subscribe now to ensure you're part of this empowering journey toward outstanding leadership! Hosted on Acast. See acast.com/privacy for more information.

On this episode of the Live Greatly podcast Kristel Bauer sits down with leadership expert Ashley Goodall, author of THE PROBLEM WITH CHANGE: And the Essential Nature of Human Performance (Little Brown Spark, May 7, 2024).  Kristel and Ashley discuss the potential problem with change at work, what kind of change can be bad, what to do about it, how leaders can support their team, how to create an environment for optimal performance, and more.  Tune in now! Key Takeaways from This Episode: How to create an environment for optimal performance at work Why too much change at work can be bad Tips for how leaders can support their teams amid change Why to not micromanage The importance of rituals at work A look into Ashley's book, THE PROBLEM WITH CHANGE: And the Essential Nature of Human Performance (Little Brown Spark, May 7, 2024) The importance of building stability at work  A look into gossip and if it is good or bad ABOUT ASHLEY GOODALL & HIS BOOK, THE PROBLEM WITH CHANGE: And the Essential Nature of Human Performance (Little Brown Spark, May 7, 2024): For decades, change—and its more sleekly packaged version, “disruption”—have been seen as essential tools for the growth of any business. That's a huge problem, argues Ashley Goodall in his ground-breaking new book. While shaking things up is the first thing a new leader is expected to do, and while generations of executives have been taught that change is an unalloyed good, the reality on the ground is very diHerent. Change isn't always good, and it often fails to achieve what we expect it to (resulting in yet more change)—and a big part of the reason for this is that change makes it harder for people to do their jobs. In THE PROBLEM WITH CHANGE: And the Essential Nature of Human Performance (Little Brown Spark, May 7, 2024), Nine Lies About Work author Goodall vividly captures the downside of the constant upheaval most people experience in the corporate world—which feels, on a daily basis, like living life in a blender. Drawing on extensive research into human psychology and decades of experience leading HR teams at organizations like Cisco and Deloitte, Goodall reveals how the ongoing turmoil of corporate life creates uncertainty, a lack of control, a sense of unbelonging and of displacement, and a loss of meaning, and shows how each of these, in turn, undermines our ability to get things done. He argues that the recent increases in employee activism and quiet quitting, and the intractably low levels of engagement at work, are in fact symptoms of these problems with change—and that to address them, companies need to look beyond wellness and corporate cheerleading, and instead at the fundamental environment they create at work every day. And he suggests that stability—of the sort that paves the way for improvement at work—emerges from a clear understanding of what humans need in order to perform at their best, and that this can be found in how we lead, how we talk, and how we value teams, ritual, and predictability. As Goodall says, “The ultimate job of leadership is not disruption and it is not to create change; it is to create a platform for human contribution, to create the conditions in which people can do the best work of their lives.” I'll be in touch to discuss the possibilities for coverage.  ABOUT ASHLEY GOODALL: Ashley Goodall is a leadership expert who has spent his career exploring large organizations from the inside, most recently as an executive at Cisco. He is the co-author of Nine Lies About Work, which was selected as the best management book of 2019 by Strategy + Business and as one of Amazon's best business and leadership books of 2019. Prior to Cisco, he spent fourteen years at Deloitte as a consultant and as the Chief Learning OHicer for Leadership and Professional development. Website: https://ashleygoodall.com/  Social Media Links: Instagram:  https://www.instagram.com/ashley_goodall    LinkedIn: https://www.linkedin.com/in/ashleygoodall/  Twitter:  https://twitter.com/littleplatoons   About the Host of the Live Greatly podcast, Kristel Bauer: Kristel Bauer is a corporate wellness expert, popular keynote and TEDx speaker, and the host of top-rated podcast, “Live Greatly,” a show frequently ranked in the top 1% for self-improvement. Kristel is an Integrative Medicine Fellow & Physician Assistant with clinical experience in Integrative Psychiatry, giving her a unique perspective into optimizing mental well-being and attaining a mindset for more happiness and success in the workplace and beyond. Kristel decided to leave clinical practice in 2019 when she founded her wellness platform “Live Greatly” to share her message around well-being and success on a larger scale.  With a mission to support companies and individuals on their journeys for more happiness, success, and well-being, Kristel taps into her unique background in healthcare, business, and media, to provide invaluable insights into high power habits, leadership development, mental well-being, peak performance, resilience, sales, success, wellness at work, and a modern approach to work/life balance. Kristel is a contributing writer for Entrepreneur and she is an influencer in the business and wellness space having been recognized as a Top 10 Social Media Influencer of 2021 in Forbes. A popular speaker on a variety of topics, Kristel has presented to groups at APMP, Bank of America, Commercial Metals Company, General Mills, Northwestern University, Santander Bank and many more. She has been featured in Forbes, Forest & Bluff Magazine, Authority Magazine & Podcast Magazine, has contributed to CEOWORLD Magazine & Real Leaders Magazine, and has appeared on ABC 7 Chicago, WGN Daytime Chicago, Fox 4's WDAF-TV's Great Day KC and Ticker News. Kristel lives in the Chicago area with her husband and their 2 children.  She can be booked for speaking engagements worldwide. You can learn more at https://www.livegreatly.co/  To Book Kristel Bauer as a speaker for your next event, click here. You can view Kristel Bauer's speaking reel here.  Website: www.livegreatly.co  Follow Kristel Bauer on: Instagram: @livegreatly_co  LinkedIn: Kristel Bauer Twitter: @livegreatly_co Facebook: @livegreatly.co Youtube: Live Greatly, Kristel Bauer To Watch Kristel Bauer's TEDx talk of Redefining Work/Life Balance in a COVID-19 World click here. Disclaimer: The contents of this podcast are intended for informational and educational purposes only. Always seek the guidance of your physician for any recommendations specific to you or for any questions regarding your specific health, your sleep patterns changes to diet and exercise, or any medical conditions.  Always consult your physician before starting any supplements or new lifestyle programs. All information, views and statements shared on the Live Greatly podcast are purely the opinions of the authors, and are not medical advice or treatment recommendations.  They have not been evaluated by the food and drug administration.  Opinions of guests are their own and Kristel Bauer & this podcast does not endorse or accept responsibility for statements made by guests.  Neither Kristel Bauer nor this podcast takes responsibility for possible health consequences of a person or persons following the information in this educational content.  Always consult your physician for recommendations specific to you.

We are diving headlong into the topic of leadership.  Grab your metaphorical popcorn; start your commute or head out the door on a walk- this one is thought provoking! Our co-host, Crina, is on a mission because, in her words, so many people are impacted by the "people in charge." Today's episode is an exploration of leadership, exploring why it's so darn crucial in our modern jungle of responsibilities. Newsflash from the Fortune 500 universe – it's raining women CEOs – relatively speaking anyway! In January 2023, the Fortune 500 list had a glow-up moment with more than 10% of companies now led by women. Finance, healthcare, retail – you name it, women are turning corporate landscapes into their own VIP parties. Leadership is a dance of focus, influence, perspective, and emotional connections. According to the leadership maestros, Marcus Buckingham and Ashley Goodall, the secret sauce is meeting the "we" and the "I" needs of your team. But how do we get that secret sauce of the “I” and the “we?”  Project Aristotle, actually a deep look by Google on what makes better teams, reveals the magical ingredients, from creating psychological safety (no public shaming, please) to modeling dependability and providing crystal-clear structures.  The societal expectations we women often wrestle with? Turns out, those are the very things making women fantastic leaders. Decades of psychological research agree; when women lead, magic happens. Dr. Alice Eagly's studies reveal that women make better leaders, with a dash of transformational leadership and out-of-the-box thinking. We know leadership can be stressful and University of Southern California research finds that women make better decisions than men when under stress. Ladies, our brains are like stress-proof shields, managing cortisol like wizards handling wands. Women leaders make work better.  Women leaders aren't just breaking glass ceilings; they're transforming the leadership landscape into a place where there is more ease, meaning and joy.  Find all of our episodes at https://yougettowork.com/

Dar retroalimentación genera mejores resultados. La cultura de la empresa es la clave del éxito. La planeación estratégica es esencial para alcanzar metas. Sólo tus competencias deberías medirse dejando de lado tus debilidades. Existe una fórmula del liderazgo y todos los líderes comparten una serie de características comunes...Todo esto suena probablemente a verdades básicas en nuestro trabajo actual.Pero son todas mentiras...En este episodio analizo el libro Las 9 Mentiras del Trabajo (Nine Lies About Work, 2019), de Marcus Buckingham y Ashley Goodall, en el que analizaremos esas y otras mentiras del entorno laboral, y cómo corregirlas de la forma adecuada.Aquí puedes conseguir este libro:AQUÍ TIENES EL LIBRO "Nine Lies About Work": https://geni.us/9mentiras En esta página encuentras las notas del episodio y todos los enlaces mencionados:https://librosparaemprendedores.net/290Ah! ¿Quieres recibir cada semana por email, gratis, estrategias y tácticas para ser mejor empleado, emprendedor y empresario? Suscríbete a mi email semanal aquí:https://librosparaemprendedores.net/newsletter ¿Quieres saber cómo aumentar tu velocidad de lectura? Mírate este vídeo y quizás hasta la dupliques en sólo 20 minutos: https://www.youtube.com/watch?v=V0VqCZlLuEc En Youtube y en Instagram estamos publicando también contenido exclusivo. Suscríbete ahora:Youtube: http://www.youtube.com/c/LibrosparaemprendedoresNetInstagram: https://instagram.com/librosparaemprendedores Además, recuerda que puedes suscribirte al podcast en:- Nuestra página: http://librosparaemprendedores.net/feed/podcast- iTunes: https://itunes.apple.com/mx/podcast/libros-para-emprendedores/id1076142249?l=es- Spotify: https://open.spotify.com/show/0qXuVDCYF8HvkEynJwHULb y seguirnos en Twitter ( https://twitter.com/EmprendeLibros ) y en Facebook ( https://www.facebook.com/EmprendeLibros/ ). This content is under Fair Use:Copyright Disclaimer Under Section 107 of the Copyright Act in 1976; Allowance is made for "Fair Use" for purposes such as criticism, comment, news reporting, teaching, scholarship and research.Fair Use is a use permitted by copyright statute that might otherwise be infringing. Non-profit, educational or personal use tips the balance in favor of fair use.I do not own the original content. All rights and credit go to its rightful owners. No copyright infringement intended. Hosted on Acast. See acast.com/privacy for more information.

Dar retroalimentación genera mejores resultados. La cultura de la empresa es la clave del éxito. La planeación estratégica es esencial para alcanzar metas. Sólo tus competencias deberías medirse dejando de lado tus debilidades. Existe una fórmula del liderazgo y todos los líderes comparten una serie de características comunes...Todo esto suena probablemente a verdades básicas en nuestro trabajo actual.Pero son todas mentiras...En este episodio analizo el libro Las 9 Mentiras del Trabajo (Nine Lies About Work, 2019), de Marcus Buckingham y Ashley Goodall, en el que analizaremos esas y otras mentiras del entorno laboral, y cómo corregirlas de la forma adecuada.Aquí puedes conseguir este libro:AQUÍ TIENES EL LIBRO "Nine Lies About Work": https://geni.us/9mentiras En esta página encuentras las notas del episodio y todos los enlaces mencionados:https://librosparaemprendedores.net/290Ah! ¿Quieres recibir cada semana por email, gratis, estrategias y tácticas para ser mejor empleado, emprendedor y empresario? Suscríbete a mi email semanal aquí:https://librosparaemprendedores.net/newsletter ¿Quieres saber cómo aumentar tu velocidad de lectura? Mírate este vídeo y quizás hasta la dupliques en sólo 20 minutos: https://www.youtube.com/watch?v=V0VqCZlLuEc En Youtube y en Instagram estamos publicando también contenido exclusivo. Suscríbete ahora:Youtube: http://www.youtube.com/c/LibrosparaemprendedoresNetInstagram: https://instagram.com/librosparaemprendedores Además, recuerda que puedes suscribirte al podcast en:- Nuestra página: http://librosparaemprendedores.net/feed/podcast- iTunes: https://itunes.apple.com/mx/podcast/libros-para-emprendedores/id1076142249?l=es- Spotify: https://open.spotify.com/show/0qXuVDCYF8HvkEynJwHULb y seguirnos en Twitter ( https://twitter.com/EmprendeLibros ) y en Facebook ( https://www.facebook.com/EmprendeLibros/ ). This content is under Fair Use:Copyright Disclaimer Under Section 107 of the Copyright Act in 1976; Allowance is made for "Fair Use" for purposes such as criticism, comment, news reporting, teaching, scholarship and research.Fair Use is a use permitted by copyright statute that might otherwise be infringing. Non-profit, educational or personal use tips the balance in favor of fair use.I do not own the original content. All rights and credit go to its rightful owners. No copyright infringement intended. Hosted on Acast. See acast.com/privacy for more information.

Today we have an episode of our newest podcast, Tech Titans. It features summary episodes of our best leadership advice from Modern CTO. Ashley Goodall, then SVP at Cisco joins us in this episode to share his greatest leadership advice on getting out of your own way, and why a leader should act as a symphony conductor. All of this, right here, right now on the Modern CTO Podcast! Check out more about Tech Titans on Spotify, Apple, and iHeart! Have feedback about the show? Let us know here Produced by ProSeries Media.

Have you ever felt that the word “busy” has become synonymous with “I'm doing good?” In this podcast, we look at HBR's article, Beware a Culture of Busyness, and talk strategy for making sure work is meaningful, not just busy. We also discuss the Silicon Valley Bank failure and what it might say about workplace culture when people aren't ringing alarm bells early enough to prevent failure. We also spotlight the book, Nine Lies about Work, by Marcus Buckingham and Ashley Goodall. For more resources on leadership and workplace culture visit achievecentre.com

Building Culture Through Human Connection  Do you ever feel like you are moving through the motions at work and not really connecting with the people there? You want to know them more and truly connect but you aren't. Do you ever feel this same way when you are at a networking event? As if it is a competition for how many names and business cards you can share?  This is because you are not finding the real connection with people.    True human connection and communication is what really builds culture and relationships.  True connection with others helps good leaders to become the best leaders. We discussed this with Craig Forman with CultureAmp and Bobi Seredich with Southwest Institute for Emotional Intelligence on this episode of the Culture Crush Business Podcast.  When we reflect on this podcast, we have so many topics that were discussed.  Self awareness Military culture and influence Emotional intelligence for the workplace  Ways to inspire people through culture  Having the courage to be vulnerable The fitbit affect with culture  Leveraging data to grow culture  Stop, Breath, Ask If you are curious about these topics then you will have to listen to the podcast to hear more from Bobi and Craig about them.  In the meantime, we do have a few other quick takeaways from the podcast about shifting your attitude and actions.  Intent versus impact: We all have good intentions but others judge us by our actions. When you are forming a relationship or bond with someone, be curious instead of judgemental. Love human beings, not human doings. Let's try to be more intentional.  Transformational versus transactional: Let's try to be less transactional and more transformational. When it comes to connections and relationships, it does not need to be a tit for tat game. If we come at relationships with the want and need to help support and transform, then the relationship has the opportunity to build in a more unique way.    About Craig  Craig is on the mission to help the world work better by improving the places we work. He is obsessed with how humans work, both individually and together in groups. He is striving to improve the workplace through his work with Culture Amp and beyond.  Craig Forman is a Lead People Scientist at Culture Amp, an employee experience platform used by over 6000 organizations worldwide. He both supports organizations in building effective people and culture strategies along with building the world's largest community of people focused on building a better world of work. Behind all of his work is a mission to help the world work better by improving the places we work. He holds a Masters degree in Industrial / Organizational Psychology, and is a proud veteran of the US Air Force. CultureAmp  Culture Amp is a culture-first software company that is building a survey and analytics platform for people and culture. The Culture Amp team combines deep knowledge in psychology, statistics, user experience and engineering into a platform that is transforming organizations worldwide. You can connect with Craig on LinkedIn    About Bobi  Bobi is the Co-Founder & President of The Southwest Institute for Emotional Intelligence. She is a certified coach and trainer in Emotional Intelligence from the Institute for Health and Human Potential. She is a recognized speaker, author, trainer, and successful entrepreneur specializing in leadership development. Her passion is to guide individuals and organizations to a higher performance level through her own business knowledge, inspirational stories and leadership emotional intelligence training. She has spent over 25 years of her career dedicated to creating, directing, writing and presenting leadership programs for top companies in the U.S. and around the world.  In 2001 she founded Equanimity, Inc. also known as EQ Speakers, a speakers bureau, and leadership training company. It fast became a top speaker bureau that booked hundreds of speakers with large Fortune 500 clients. EQ Speakers was sold in 2012 and continues to be a leader in the industry.  Her book, Courage Does Not Always Roar Ordinary Women with Extraordinary Courage, was published by Simple Truths in the spring of 2010. The book is a collection of her experiences and stories of women who have had the courage to overcome very difficult life events. She is a mother of twins, Alex and Gia. The Southwest Institute for Emotional Intelligence The vision at the Southwest Institute for Emotional Intelligence is to enhance life and leadership through Emotional Intelligence (EI) mastery. They have a proven approach to teaching EI skills that are immediately applied to business growth. They teach influencers and leaders to connect confidently with each other in more meaningful and productive ways – to better collaborate, communicate, express empathy, perform under stress, adapt to change, and drive results. The Southwest Institute for Emotional Intelligence offers keynotes, workshops, online courses, coaching, and consulting. You can connect with Bobi and SWIEI through  LinkedIn  Facebook Twitter  Instagram   About Culture Crush Business  Culture is not just a tag word to be thrown around. It is not something you throw in job descriptions to draw people to applying for jobs within a company. According to Marcus Buckingham and Ashley Goodall in their book Nine Lies About Work, “Culture is the tenants of how we behave. It's like a family creed. This is how we operate and treat each other in the family.” As a growing company: Culture Crush Business is THE culture improvement resource that supports companies and leaders. Our Mission is to improve company cultures so people WANT to go to work. Employees and leaders should like where they work and we think this is possible. Within the company: Culture Crush has Vetted Resources and Partnerships with the right people and companies that can help improve your company culture. On this Podcast: We focus on everything surrounding businesses with good company culture. We will talk with company leaders to learn about real-life experiences, tips, and best practices for creating a healthy work environment where employees are finding joy and satisfaction in their work while also striving and growing within the company.  We also find the companies that offer resources to help improve company culture and showcase them on the show to share their tips and tricks for growing culture. About the Host: Kindra Maples  is spartan racer, past animal trainer, previous magician's assistant, and has a weakness for Oreo cookie shakes. Her journey working with people actually started working with animals as a teenager (don't worry we won't go that far back for her bio). She worked for over 15 years in the zoo industry working with animals and the public. Her passion for working with animals shifted into working with people in education, operations and leadership roles. From there her passion for leadership and helping people develop has continued to grow. Then came the opportunity to lead the Culture Crush Business Podcast and she jumped on it. Leadership, growth, and strong company cultures are all areas that Kindra is interested in diving into further. Author: info@culturecrushbusiness.com 

For leadership expert and author Ashley Goodall, we get the employee experience consistently wrong because we just don't want to look at the way humans really are out-of-the-box. Is he right?

Authenticity, humanity, and integrity are just a few of the words to describe the two gentlemen on this show and the direction that the conversation went in. When it comes to pairing guests for the Culture Crush Business Podcast, we pair strategically. We tend to pair a company that has a great culture with a company that offers resources to improve culture. For this show, each of the two companies that were on the show fit into both of these categories. BOTH companies are growing a great culture while ALSO supporting companies with improving their company culture. This conversation started strongly in the direction and importance of DEI in the workplace and supporting individuals in being their authentic selves in a psychologically safe work environment. Psychological safety is a shared belief held by members of a team that the team is safe for interpersonal risk taking. It gives the employees the opportunity to disagree and still be supported in the workplace. This was part of the bigger conversation of things that leaders and companies can do to support the mental health of their employees. Companies can't just talk about supporting mental health- they actually need to take action on it. We walked away with tons of examples on how to do this!! Ask the right questions What am I doing and what is the company doing that can be improved on? How are you doing professionally? How are you doing personally? Have open visibility to what goes on the calendar Therapy sessions Dentist Appointments Doctor appointments A block on the calendar for self care Support from leadership to the staff in being their own authentic self Provide a stipend that allows them additional mental health support Allowing them the time for self care during the work day Letter from the CEO articulating the importance of mental health Putting in boundaries for when emails can be sent to the staff When trying to find out more info about Hummingbird Humany, head to their website www.hummingbirdhumanity.com and go to the resources tab where they offer free resources to the Hummingbird community. From the website, visitors can also sign-up for their weekly newsletter or follow their social media accounts. evolvedMD has a variety of resources listed at their website as well. Head to their main page, https://www.evolvedmd.com/ and then head over to their resources and news tab. Both Sentari and Brian are on podcasts out there as well! Make sure to find them and follow them! Let's just say this conversation will definitely have to have a Part B to it! Hummingbird Humanity is committed to amplifying the voices of the unheard. Hummingbird's offerings include a consulting practice which partners with companies to build human-centered workplace cultures through assessment, strategy, and implementation; a speakers bureau featuring diverse voices who share about their lived experiences and offer suggestions for tangible action in their message; a growing collection of children's books and resources for grown-ups to have age-appropriate diversity conversations with kids; and a soon to be launched practice for coaching and facilitation helping leaders develop their skills to be inclusive and people-centered. Brian McComak is a consultant, speaker, author, and facilitator with over 20 years of experience in Diversity, Equity, & Inclusion, HR, company culture, change management, internal communications, and employee experience. He is the founder and CEO of Hummingbird Humanity, a consulting firm that cultivates and champions inclusive workplace cultures and human-centered leadership. Connect with Brian on LinkedIn and Instagram. evolvedMD is leading the integration of behavioral health services in modern primary care. Uniquely upfront and ongoing, our distinctive model not only places but embeds behavioral health specialists onsite at your practice. We offer an economically viable and better way to integrate behavioral health that ultimately drives improved patient outcomes. Sentari Minor is most passionate about bringing the best out of individuals and entities. His love languages are strategy, storytelling, and social impact. As Head of Strategy for evolvedMD, Mr. Minor is at the forefront of healthcare innovation with a scope of work that includes strategy, corporate development, growth, branding, culture, and coaching. Prior to evolvedMD, he worked with some of the Nation's most prominent and curious CEOs and entrepreneurs advising on philanthropy, policy, and everything social good as Regional Director of Alder (formerly Gen Next) [PHX + DAL + SFO] and strengthened social enterprises as Director at venture philanthropy firm, Social Venture Partners. A Phoenix native, Mr. Minor continued his education in the Midwest and is an alumnus of DePauw University in Greencastle, Indiana where he studied English with an emphasis in Creative Writing. He is also a member of Class IV of the American Express Leadership Academy through the Arizona State University Lodestar Center. If you want to profile him: he's an ENTJ (Myers Briggs), a Maverick (Predictive Index), and trimodal Blue/Green/Red (Emergenetics). Where does he shine? In high-touch stakeholder engagement, capital raising, public relations, and strategic planning. With his background, Mr. Minor serves on the board of directors for a diverse set of social impact organizations, as a venture mentor for socially conscious companies nationwide, and as a facilitator for businesses who want organizational clarity. Committed to strengthening brands doing good in the world, Mr. Minor speaks nationally and publishes often on strategy, marketing, leadership, capacity building, social entrepreneurship, and engaging high-profile leaders in the dialogue of today. For his impact on business and community, he was honored among the Phoenix Business Journal's “40 Under 40” class of 2022. When he's not busy changing the world, self-care to him looks like working out, stirring the pot on social media, being an amateur author, and spending time with the people who make him smile. Connect with Sentari on LinkedIn and Instagram. About Culture Crush Culture is not just a tag word to be thrown around. It is not something you throw in job descriptions to draw people to applying for jobs within a company. According to Marcus Buckingham and Ashley Goodall in their book Nine Lies About Work, “Culture is the tenants of how we behave. It's like a family creed. This is how we operate and treat each other in the family.” As a growing company- Culture Crush Business Podcast is THE culture improvement resource that supports companies and leaders.  Our Mission is to improve company cultures so people WANT to go to work. Employees and leaders should like where they work and we think this is possible. Within the company: Culture Crush has Vetted Resources and Partnerships with the right people and resources that can help improve your company culture. On this podcast:  We focus on everything surrounding businesses with good company culture. We will talk with company leaders to learn about real-life experiences, tips, and best practices for creating a healthy work environment where employees are finding joy and satisfaction in their work while also striving and growing within the company.  We also find the companies that offer resources to help improve company culture and showcase them on the show to share their tips and tricks for growing culture. About the Host Kindra Maples  is spartan racer, past animal trainer, previous magician's assistant, and has a weakness for Oreo cookie shakes. Her journey working with people actually started working with animals as a teenager (don't worry we won't go that far back for her bio). She worked for over 15 years in the zoo industry working with animals and the public. Her passion of working with animals shifted into working with people in education, operations and leadership roles. From there her passion of leadership and helping people develop has continued to grow. Then came the opportunity for leading  the Culture Crush Business Podcast and she jumped on it. Leadership, growth, and strong company cultures are all areas that Kindra is interested in diving into further. Shout Outs We want to thank a few people for their behind the scenes effort in helping this relaunch to come to life. James Johnson with Tailored Penguin Media Company LLC.– It is a small, but powerful video production company with a goal to deliver the very best by articulating the vision of your brand in a visually creative way. Gordon Murray with Flash PhotoVideo, LLC. -Flash Gordon has been photographing since high school and evolving since then with new products that will equip, encourage, engage, and enable. Renee Blundon with Renee Blundon Design – She is not only one of the best free divers (that's not how she helped with the podcast) but she is great with graphics design and taking the direction for the vision that you have while also adding creative ideas to bring to your vision to life. These are just a few of the folks that supported the relaunch of the podcast. If you would like to be part of the Culture Crush team or would like to support underwriting the show- please reach out: info@culturecrushbusiness.com

This conversion of culture and conscious business was so fluid that you would have thought that Kindra and her two guests, Adam and Thomas, had known each other and talked for years. This was the first time we have done a live stream where the guests could listen and post questions on the Culture Crush Business Podcast- and it was awesome! Thank you to all of the listeners that chimed in and posted questions in the chat. Thank you to Phoenix Business RadioX and Conscious Capitalism Arizona Chapter for sharing it out. They were great questions that we went over toward the end of the show. This conversation dove into many stories and examples of the actions and importance for growing a conscious business- even if it seems a little backwards sometimes. For example, Adam discussed how Goodmans Interior Structures no longer requires their office staff to come into the office to work. This might seem a little backwards for a company that builds and sells office furniture. Instead, they are assessing and redesigning the office into a place where employees want to come into the office. They took into consideration what the employees said and wanted and are putting it into action. This conscious business move will help grow and support the needs of the employees, and therefore the overall culture of the company. This conversation is a great one to listen to if you are a leader trying to improve your company culture and wanting to learn more about conscious capitalism and how it can help influence and support the change you are trying to make in your company. According to Thomas, “Consciousness has no finish line” which means we can always learn and add to our growth and our tool box. When it comes to helping companies grow in conscious ways, Thomas is the man for the job. He has supported the growth of various Conscious Capitalism chapters as well as helped over 800 leaders in his program on developing their conscious journey. He gives away a few of these tips in the podcast conversation with Adam as well. Thank you to our sponsor, the Conscious Capitalism Arizona Chapter, for seeing the value in this conversation of conscious capitalism, culture, and these two amazing gentlemen. Conscious Capitalism Arizona Chapter (CCAZ) is a nonprofit organization whose purpose, in partnership with Conscious Capitalism Inc (CCI), is to build a movement of business leaders improving the practice and perception of capitalism to elevate humanity so that billions of people flourish, leading lives infused with passion, purpose, love and creativity; a world of freedom, harmony, prosperity, and compassion. All in all that means CCAZ is elevating humanity through business. CBJourney is a movement with the purpose to accelerate the upgrade or ofganizations towards a more conscious business ecosystem. We have over 800 certified Conscious Capitalist Consultants in 21 countries, we celebrate our accomplishements though the podcast Capitalista Consciente and the books published, and we grouw our community with our programs for Consultants, leaders and Board of Directors. Thomas Eckschmidt is the father of Gabriela, husband of Ana Maria and an enthusiast of conscious capitalism. This is the journey forward, but we can share from the “obituary” too: Thomas is former farmer, engineer University of Sao Paulo who holds an Executive MBA in finance from Business School São Paulo / University of Toronto, Brazil. His corporate journey included work in twenty different countries before he launched a successful entrepreneurial career that includes 12 business awards, 4 patents filed, and 21 books published, Amazon best Seller and also one published by Harvard: Conscious Capitalism Field Guide – coauthored with Raj Sisodia. A strong believer that business leaders and organizations can do well by doing good, Thomas has been promoting Conscious Capitalism since 2010. He launched a Conscious Capitalism chapter in Brazil and Peru and supported the launch of chapters in other countries. Thomas teaches Conscious Capitalism classes in major business schools and in Corporate Governance programs. He also runs workshops that teaches the fundamentals of Conscious Capitalism and certifies consultants and Bard of Directors. TEDx Speaker with 400k views. Thomas is the cofounder and CEO of CBJ Conscious Business Journey a global network with the purpose to accelerate the upgrade of organizations towards a more conscious business ecosystem. CBJ has certified 800+ Conscious Capitalist Consultants in 21 countries and is an international program based on the Conscious Capitalism Field Guide and Fundamentals of Conscious Capitalism. He also cofounded the first conscious capitalism consultant network (Conscious Business Network) to support organizations interested in upgrading themselves. Thomas also works as a trusted adviser to help organizations implement conscious practices. He cofounded a few conscious businesses along the way, was a B-Corp certified entrepreneur and he also serves on the boards of several different companies. Connect with Thomas on LinkedIn, Facebook and Instagram. Goodmans is a third-generation office furniture distributor in Arizona and New Mexico. Goodmans was the first benefit corporation in Arizona. Adam Goodman, president and CEO of Goodmans Interior Structures, is the third generation to lead the family business. Under Adam's leadership, Goodmans has developed many innovative programs to give back to the community. These programs include Office Chair Hockey, Goodmans Eye for the Good Guy, AIM to Make a Difference, Rooted in Good, GoodInc, GoodART, GoodTHREADS and more. In 2009, Goodmans won the first-ever ACE Award for Community Impact and in 2011 Goodmans became the third certified B Corp in Arizona. In 2012, Goodmans won the overall Impact Company of the Year Award from the Phoenix Chamber of Commerce. In 2013, Goodmans was the Better Business Bureau's Ethics Award winner for Arizona and then Goodmans was honored with the BBB's International Torch Award for Ethics. In 2014 Goodmans was named to the Game Changers 500 list as one of the top 500 companies in the world using business as a force for social change. In 2015 Goodmans became the first Benefit Corporation (B Corp) registered in the State of Arizona and in 2018 Goodmans was recognized as the Top Social Responsibility Company among the Arizona Republic's Top Companies awardees. That same year, Adam was honored with the Greater Phoenix Economic Council's Community Impact Award. Adam has held leadership positions with the Jewish Community Center of Greater Phoenix, Phoenix Country Day School, Young Presidents Organization, Conscious Capitalism, Independent Newsmedia, Arizona Center for Investigative Reporting, the Jewish Federation, the Jewish Community Relations Council, Greater Phoenix Leadership, the Phoenix Symphony, CEO's Against Cancer, Banner Health Foundation, University of Arizona Cancer Center, the State of Arizona Secretary of State's Commerce Council, First Place AZ, Greater Phoenix Economic Council, ASU Herberger Institute Dean's Creativity Council, WP Carey School of Business Economic Club of Phoenix, the National Dealer Alliance and the Herman Miller Certified Dealer Network. Adam has a bachelor's degree in business administration from University of Texas at Austin. He resides in Paradise Valley with his wife Stephanie and their three children. Follow Goodmans on LinkedIn, Facebook, Twitter and Instagram. About Culture Crush Culture is not just a tag word to be thrown around. It is not something you throw in job descriptions to draw people to applying for jobs within a company. According to Marcus Buckingham and Ashley Goodall in their book Nine Lies About Work, “Culture is the tenants of how we behave. It's like a family creed. This is how we operate and treat each other in the family.” As a growing company- Culture Crush Business Podcast is THE culture improvement resource that supports companies and leaders.  Our Mission is to improve company cultures so people WANT to go to work. Employees and leaders should like where they work and we think this is possible. Within the company: Culture Crush has Vetted Resources and Partnerships with the right people and resources that can help improve your company culture. On this podcast:  We focus on everything surrounding businesses with good company culture. We will talk with company leaders to learn about real-life experiences, tips, and best practices for creating a healthy work environment where employees are finding joy and satisfaction in their work while also striving and growing within the company.  We also find the companies that offer resources to help improve company culture and showcase them on the show to share their tips and tricks for growing culture. About the Host Kindra Maples  is spartan racer, past animal trainer, previous magician's assistant, and has a weakness for Oreo cookie shakes. Her journey working with people actually started working with animals as a teenager (don't worry we won't go that far back for her bio). She worked for over 15 years in the zoo industry working with animals and the public. Her passion of working with animals shifted into working with people in education, operations and leadership roles. From there her passion of leadership and helping people develop has continued to grow. Then came the opportunity for leading  the Culture Crush Business Podcast and she jumped on it. Leadership, growth, and strong company cultures are all areas that Kindra is interested in diving into further.

En este episodio analizamos la primera parte de Las 9 Mentiras sobre el Trabajo (Nine Lies About Work, 2019), de Marcus Buckingham y Ashley Goodall , en el que veremos las 4 mentiras que se dicen sobre las empresas y cómo afectan negativamente a sus resultados... y la forma correcta de enfocarlos.Aquí puedes conseguir este libro:AQUÍ TIENES EL LIBRO "Nine Lies About Work": https://geni.us/9lies En esta página encuentras las notas del episodio y todos los enlaces mencionados:https://librosparaemprendedores.net/260 ¿Quieres saber cómo aumentar tu velocidad de lectura? Mírate este vídeo y quizás hasta la dupliques en sólo 20 minutos: https://www.youtube.com/watch?v=V0VqCZlLuEc¿Cómo conseguir levantarse temprano? 10 consejos... también apps útiles, para conseguirlo: https://www.youtube.com/watch?v=TJPmqy6Qi1c En Youtube y en Instagram estamos publicando también contenido exclusivo. Suscríbete ahora:Youtube: http://www.youtube.com/c/LibrosparaemprendedoresNetInstagram: https://instagram.com/librosparaemprendedores Esta es nuestra página oficial de Facebook: http://librosparaemprendedores.net/facebook Además, recuerda que puedes suscribirte al podcast en:- Nuestra página: http://librosparaemprendedores.net/feed/podcast- iTunes: https://itunes.apple.com/mx/podcast/libros-para-emprendedores/id1076142249?l=es- Spotify: https://open.spotify.com/show/0qXuVDCYF8HvkEynJwHULb- iVoox: http://www.ivoox.com/ajx-suscribirse_jh_266011_1.html- Spreaker: http://www.spreaker.com/user/8567017/episodes/feed- Stitcher: http://www.stitcher.com/s?fid=81214 y seguirnos en Twitter ( https://twitter.com/EmprendeLibros ) y en Facebook ( https://www.facebook.com/EmprendeLibros/ ). See acast.com/privacy for privacy and opt-out information.

En este episodio analizamos la primera parte de Las 9 Mentiras sobre el Trabajo (Nine Lies About Work, 2019), de Marcus Buckingham y Ashley Goodall , en el que veremos las 4 mentiras que se dicen sobre las empresas y cómo afectan negativamente a sus resultados... y la forma correcta de enfocarlos.Aquí puedes conseguir este libro:AQUÍ TIENES EL LIBRO "Nine Lies About Work": https://geni.us/9lies En esta página encuentras las notas del episodio y todos los enlaces mencionados:https://librosparaemprendedores.net/260 ¿Quieres saber cómo aumentar tu velocidad de lectura? Mírate este vídeo y quizás hasta la dupliques en sólo 20 minutos: https://www.youtube.com/watch?v=V0VqCZlLuEc¿Cómo conseguir levantarse temprano? 10 consejos... también apps útiles, para conseguirlo: https://www.youtube.com/watch?v=TJPmqy6Qi1c En Youtube y en Instagram estamos publicando también contenido exclusivo. Suscríbete ahora:Youtube: http://www.youtube.com/c/LibrosparaemprendedoresNetInstagram: https://instagram.com/librosparaemprendedores Esta es nuestra página oficial de Facebook: http://librosparaemprendedores.net/facebook Además, recuerda que puedes suscribirte al podcast en:- Nuestra página: http://librosparaemprendedores.net/feed/podcast- iTunes: https://itunes.apple.com/mx/podcast/libros-para-emprendedores/id1076142249?l=es- Spotify: https://open.spotify.com/show/0qXuVDCYF8HvkEynJwHULb- iVoox: http://www.ivoox.com/ajx-suscribirse_jh_266011_1.html- Spreaker: http://www.spreaker.com/user/8567017/episodes/feed- Stitcher: http://www.stitcher.com/s?fid=81214 y seguirnos en Twitter ( https://twitter.com/EmprendeLibros ) y en Facebook ( https://www.facebook.com/EmprendeLibros/ ). Hosted on Acast. See acast.com/privacy for more information.

In today's edition of Sunday Book Review: ·      Nine Lies About Work: A Freethinking Leader's Guide to the Real World by Marcus Buckingham and Ashley Goodall ·      The 48 Laws of Power by Robert Greene  ·      A Promised Land by Barack Obama ·      Braving the Wilderness: The Quest for True Belonging and the Courage to Stand Alone by Brené Brown Learn more about your ad choices. Visit megaphone.fm/adchoices

*This episode is an excerpt taken from our 2020 interview. Too many leaders and organizations mistakenly base talent and business decisions on conventional wisdom—much of which damages employees individually and the workforce broadly. In his book “Nine Lies About Work: A Free Thinking Leader's Guide to the Real World,” Ashley Goodall explores how real-world evidence contradicts universally-held workplace beliefs. Goodall discusses the truth behind the lies, providing guidance to create workplace environments that better serve the people inside them.

The theme of International Leadership Week (#ILW21) is Leadership Reinvented. What does reinvented leadership look like?  Many guests on this podcast share their views on leadership and their experiences of leadership. This week I've compiled some excerpts from different episodes, including an intro about what reinvented leadership might mean.  The estimated start times for each of the segments is: 8:30 Helen Joy on workplace engagement from Episode 6, Learning How to Manage 9:40 Gib Bulloch on leadership problems from Episode 28, Breakthrough  13:10 Jenny Ashmore on the day you find out what type of leader you are from Episode 49, A Sense of Belonging  15:00 Caroline Mabon on aligning intentions and action when it comes to leadership from Episode 60, Leadership 16:40 Luke Kyte on a cultural evolution from Episode 43, Putting People First 21:00 Sheila Walsh on working in a people first environment from Episode 27, Healthy High Performance 24:00 Kevin Ashley on leading individuals and being a leader from Episode 32, Serial Entrepreneur 27:00 Sue Rosen on inclusive leadership and workplaces from Episode 1, Stepping into the Unknown 32:30 Eamon FitzGerald on being authentically you, flaws and all from Episode 64, Being Yourself 36:30 Helen Joy on why changes are finally happening from Episode 6, Learning to Manage and 37:30 Caroline Mabon on leadership as an honour and a huge responsibility from Episode 60, Leadership   Resources Mentioned: Leadership Lessons from Dancing Guy video Nine Lies About Work by Marcus Buckingham and Ashley Goodall  

There was a 2019 book by Marcus Buckingham ‘Nine Lies About Work' that he had coauthored with Ashley Goodall.. I highly recommend you all to read it…. In fact the Episode 9 of the Penpositive Outclass Podcast was about that… The book again came to my mind recently as I started reading and writing about ‘The Great Resignation' and the post pandemic work culture in general…. Want to be an Active Learner? Now you can Request to join www.penpositive.com. Connect on Social Media: Instagram: https://www.instagram.com/penpositive/ YouTube: https://www.youtube.com/penpositive Twitter: https://twitter.com/penpositive Facebook: https://www.facebook.com/penpositive Blog: https://vinodnarayan.com/ Clubhouse: https://clubhouse.com/@vinodnarayan --- Send in a voice message: https://anchor.fm/penpositive/message Support this podcast: https://anchor.fm/penpositive/support

Today I am talking about Human Resources and their true effect on the culture of an organization. What does it really mean to be truly HUMAN in a corporate setting? I reference Gary Hamel and Michele Zanini's book Humanocracy and also Marcus Buckingham and Ashley Goodall's book Nine Lies About Work in today's episode. How might our corporations shift if we celebrate the heart and soul and spirit inside the corpus?

*This episode is an excerpt taken from our 2020 interview. Too many leaders and organizations mistakenly base talent and business decisions on conventional wisdom—much of which damages employees individually and the workforce broadly. In his book “Nine Lies About Work: A Free Thinking Leader's Guide to the Real World,” Ashley Goodall explores how real-world evidence contradicts universally-held workplace beliefs. Goodall discusses the truth behind the lies, providing guidance to create workplace environments that better serve the people inside them.

“I'd love your feedback …” It's a phrase we use every day. We say it to our direct reports, co-workers, bosses and customers. We think that feedback is what we need to grow as individuals and as employees -- but what if we told you that the entire way we think about, deliver, and receive feedback is all wrong?Joining the show today are Marcus Buckingham and Ashley Goodall, coauthors of “Nine Lies About Work: A Freethinking Leader's Guide to the Real World.” Marcus and Ashley have spent years studying the impact (or lack thereof) of feedback on teams' success, and they have some news for us: feedback does not create growth. In this discussion, Ashley and Marcus share their learnings while writing “Nine Lies About Work,” the fallacy of feedback, and how managers should really be engaging with their teams to encourage growth in a meaningful way.

Susan Ní Chríodáin founded Beyond the Numbers to work with teams and individuals in organisations who recognise that putting people first generates the greatest return. Her experience and business acumen stems from a wide variety of commercial and non-profit roles. Putting people first and looking beyond the numbers is a significant contributor to happiness in the workplace. In this episode, Aoife and Susan explore how Psychological Safety at work has a profound impact on the work environment - it enhances trust, creation, innovation, and performance. Key points covered in the show include: - An insight into Susan’s career background. - Seeing beyond the numbers and putting people first. - How Toxicity and negativity can spread throughout the workplace. - How to identify & deal with being in a psychologically unsafe environment. - The benefits to communicating effectively on a human level. - Building courage to deal with difficult conversations. - Finding Calm with inner turmoil and being comfortable with silence. - How we can learn and progress by allowing vulnerability & being open to feedback. - Establishing boundaries and making them visible & tangible. - Actions that leaders can take to implement a psychologically safe workspace. For over 20 years, Susan led and managed a wide variety of teams in Europe, Africa, Asia, in-person and remotely. An FD at 33 she learnt that to have an impact required you to be brave, bold and to build strong working relationships. Technical excellence wasn’t enough; putting people first was key. Susan has a practical, no-nonsense approach to understanding and helping others resolve issues no matter how intractable they might seem. Susan hosts a podcast Life Beyond the Numbers for people who are curious about having a more fulfilling work-life and are united in a belief of putting people first to let their uniqueness shine through in their work-life. Connect with Susan Ní Chríodáin: http://www.linkedin.com/in/susannichriodain http://www.beyond-thenumbers.com/ http://lifebeyondthenumbers.podbean.com/ Connect with Happier at Work host Aoife O’Brien: http://www.happieratwork.ie http://www.linkedin.com/in/aoifemobrien http://www.twitter.com/HappierAtWorkHQ http://www.instagram.com/happieratwork.ie http://www.facebook.com/groups/happieratworkpodcast Resources: Toastmasters International, a non-profit educational organization that teaches public speaking and leadership skills through a worldwide network of clubs. http://www.toastmasters.org/ Book Recommendation: Nine Lies About Work: A Freethinking Leader’s Guide to the Real World by Marcus Buckingham and Ashley Goodall. http://www.amazon.com/Nine-Lies-about-Work-Freethinking/dp/1633696308/ 7 Questions to boost psychological safety at work – Dr Amy Edmondson http://www.inspirehub.com/blog/ask-these-7-questions-to-boost-psychological-safety-at-work

A fascinating book 'Nine Lies About Work' by Marcus Buckingham & Ashley Goodall. Loved and what to share with you my learning experience in detail. Connect with me: https://www.penpositive.com Share your thoughts via email agile@penpositive.com --- Send in a voice message: https://anchor.fm/penpositive/message Support this podcast: https://anchor.fm/penpositive/support

Bill Flynn is the Chief Catalyst at Catalyst Growth Advisors; he's a coach, mentor and author of the number one Amazon bestselling book, Further Faster. In this, our special 50th Episode, you can learn about: Why creating a compelling vision allows others to follow Why some businesses succeed while others fail How the biggest reason for failure is success Neuroleadership is a critical skill for 21st century leaders Join our Tribe at https://leadership-hacker.com Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA Transcript: Thanks to Jermaine Pinto at JRP Transcribing for being our Partner. Contact Jermaine via LinkedIn or via his site JRP Transcribing Services Find out more about Bill Flynn below: Catalyst Growth Advisors Website - www.catalystgrowthadvisors.com Further Faster (Book) Bill on LinkedIn - https://www.linkedin.com/in/billflynnpublic/ Bill on Twitter – https://twitter.com/whfjr   Full Transcript Below ----more---- Steve Rush: Some call me Steve, dad, husband or friend. Others might call me boss, coach or mentor. Today you can call me The Leadership Hacker.   Thanks for listening in. I really appreciate it. My job as the leadership hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you.   Welcome to our 50th episode. I can't believe that we're already halfway to a century of Leadership Hacker Podcast, so thank you everybody who's been part of that. So, Bill Flynn is our special guest on episode 50, he's the chief catalyst at Catalyst Growth Advisors. He's over 30 years' experience working with hundreds of different companies, including lots of start-ups. But before we get a chance to speak with Bill, it's not The Leadership Hacker News. Instead, today we're going to do something a little bit different. I'm going to introduce you to Jermaine Pinto from our production team. And Jermaine has been absolutely inspirational to help us on our journey with the 50 episodes. So, hey Jermaine, say hello to our listeners.   Jermaine Pinto: Good day listeners. Nice to meet you all. I'm really excited, and Steve congratulations on that 50 episodes.   Steve Rush: Thank you, my man, I really appreciate it. And for those of you that are not familiar with Jermaine's accent, he's in Jamaica and that's the wonders of the remote world that we work in. We can have remote team working all over the place. So, Jermaine, I just wanted to say from my perspective and behalf of the listers, thank you for being part of our team on this journey. And over the course of our 50 episodes, there must be a few of those episodes that really ring a bell. And there must be some learning as I've had out of this. But from your perspective, what would you say has been the best part of being involved in the journey that we've been on?   Jermaine Pinto: Always hearing the guest stories, their background stories. Those are always interesting; those are always motivating. Especially some who have start from basically nothing and build their way up. Some who have accomplished a lot and still manage to start all over, no matter the age, that is always great to hear.   Steve Rush: Yeah, the backstory is really fascinated me because there's been no two guests, right? That have the same backstory.   Jermaine Pinto: Exactly.   Steve Rush: They come from different backgrounds, different experiences, and they all bring great learning and inspiration to others to get on that journey too, right?   Jermaine Pinto: Yes, correct.   Steve Rush: So, who of the 50 shows has been the most inspirational for you?   Jermaine Pinto: I have two right here, Steve. And before I introduce the second one, my first one who be, you Steve.   Steve Rush: Aww, Jermaine, you're such a softy. Thank you so much.   Jermaine Pinto: Steve I have to say thank you so much for allowing me to be a part of your team. It was actually March 3rd 2020.   Steve Rush: Yeah.   Jermaine Pinto: You reach out to me to do episode two with David Marquet.   Steve Rush: Yeah.   Jermaine Pinto: Yeah, and that was an amazing episode. And since then, I have been on this journey with you, and now it's 50-episode, wow! that's amazing.   Steve Rush: It is, yeah. Thank you so much. I really appreciate that man. Jermaine Pinto: You are welcome. And the second one will have to be Michelle Boxx, The Blonde Fixer. She is just so vibrant. She's is just so cool, energetic. And I just love her. Steve Rush: Yeah, good.   Jermaine Pinto: Yeah, so what about you Steve?   Steve Rush: Wow. You know, like you Jermaine, I try to find two or three people out of the over 50 guests that we've had on the show. Really tough, right? But there are three that really stick out for me. So, I guess in order of episodes, episode 29, a good friend, Eric Chasen, you know, this is a guy who lost his fiancé, tragically. Subsequently his mum passed away all the while his businesses were collapsing around him, but managed to find that, you know, real grit, resilience, and determination and get back not only to be successful, but to be a millionaire and retire incredibly early. That was a great, great inspirational story. Amber Hurdle, episode 40. Teen mum to superstar business woman and podcaster herself. Another great inspiration for anybody who listened to that. And I guess the one that really kind of moved me emotion actually was Nathanael Zurbruegg.   Jermaine Pinto: Agree.   Steve Rush: He was on episode 30, right? So, this is a guy who has suffered much more than most of us would suffer. You know, he was told by his practitioners, he should have been dead six times over and still to this day, whilst he still suffers with chronic illnesses, still inspires and works and inspires others to change their lives. And I think, wow, what a great guy. And that's all, you know, coming from a place of helping others. And I think that's just amazing.   Jermaine Pinto: Yeah, you're right Steve and I can tell the listeners that I'm actually one of the biggest fan, of the show. I look forward to hearing these stories every week. Most episodes I will listen to treat the three to four times to be honest.   Steve Rush: Yeah. And, you know, fortunately we get to hear all of these stories before our listeners do. So, we're in a really privileged position to get all that.   Jermaine Pinto: That's always a plus.   Steve Rush: Yeah, so if you think about how many hacks we've had on the show, we've had hundreds and hundreds of fabulous ideas and tips and tools and inspiration. If you had to kind of maybe think of one or two that resonate with you the most Jermaine, what would they be? Jermaine Pinto: I actually have three and I'm going back to my favourite person again, Michelle Boxx, The Blonde Fixer. When she said facilitate feedback from your teammate. She is one hundred, spot on with that one. We can all relate to that. The second one would be from episode 9, John Spence.   Steve Rush: Yeah.   Jermaine Pinto: When he said lead with your gut, you can never go wrong with that.   Steve Rush: Absolutely, and John was another inspirational guest too. Wasn't he? This is a guy who reads over a hundred books a year and has done for 20 years.   Jermaine Pinto: Honestly Steve, I was blown away by that. A hundred books, I'm like, wow!   Steve Rush: Yeah.   Jermaine Pinto: This guy's on top of his game.   Steve Rush: Sure thing.   Jermaine Pinto: And the last one it'd be from Ira Wolfe from episode 49, growth mindset. Throughout the almost 50 episodes, mindset was one thing that was always said by most guests.   Steve Rush: Yeah   Jermaine Pinto: Mr. Wolfe expound on that and try new things. Don't be afraid to fail or make mistake, and he is absolutely right by that.   Steve Rush: Yeah, I agree.   Jermaine Pinto: And so, Steve, I know you pretty much have a lot of hacks, so what would be your, maybe best three?   Steve Rush: So, I've gone back over my notes and I've gone back over the show notes. And there were three things, actually the present themselves where they keep repeating from many guest's time and again. Then they're also things that I share. So, I guess the first thing is journaling presents itself a lot, doesn't it? So, you know, taking that time in the morning and night to really set out what your plans are for the day, how you can be thoughtful, how you can demonstrate gratitude and self-love, and self-worth that presents self a lot. Meditation, you know, is interesting, that keeps coming up. And it's something that I do every morning. So, I meditate every single morning before I look at emails, before I look at work before, look at anything. And that's now a core habit of mine. That is a key tenant in how I do things. A lot of our guests share meditation as a way to get into that zone. And the other thing that presents itself is mentoring. All the while we've been speaking to our guests, having a good mentor, having somebody they can rely on. Having somebody that they can kick the leaves around with is a real core attribute of all of our guests and anybody who's been successful. And I guess those are three things that really present themselves to me.   Jermaine Pinto: And I would agree, especially the last one there Steve, Mentoring. I have never had a mentor, till you could see now, which is again, use Steve. Those one-on-one meetings that we have, where I would bounce ideas off of you. It's really great to have someone that you can share with and you can also get their experience.   Steve Rush: You're right, your absolutely right. So, Jermaine, thanks for being on the show. Thanks for being part of our journey and behind the scenes and not often getting the recognition, I think you deserve. And hopefully our listeners will listen to this and connect with you through LinkedIn and your other mediums as well. So, cheers to the next 50, right?   Jermaine Pinto: And let's say here to a next thousand.   Steve Rush: Wow, yeah, why not? Absolutely. Let's think big.   Jermaine Pinto: That's how big we are going with this one.   Steve Rush: You're right. Okay, so let's get back to the show. This hasn't been The Leadership Hacker News, but of course, as always, if you do have an insights, news or stories you think our guests could hear, let's get in touch with either me or Jermaine my man.   Start of Podcast Steve Rush: Our special guest on today's show is Bill Flynn. He's the chief catalyst at Catalyst Growth Advisors. He's a coach, mentor and author of the number one, Amazon bestselling book, Further, Faster. Bill, welcome to the show.   Bill Flynn: Hey Steve, great to be here. You know, they say good things come to those who wait. So, it's good to finally make this happen.   Steve Rush: Our listeners won't know that you and I have been waiting for probably four or five months, to get a hook-up and get together having spoken originally. So, looking forward to having a great conversation with you today, but for those that don't know your backstory, maybe just give us a little summary as to how you've arrived at leading Catalyst Advisors.   Bill Flynn: Sure, I'll do the quick version. So, I sort of had two arcs to my career if you will. I'm a start-up guy, early on. I'm not a founder, but I'm generally the person who comes in and helps on the scaling side. So sales marketing, that kind of stuff. I did 10 of those from 1991 through about 2015. And depending on how you count my contribution, I'm either 5 for 10 or 5 for 7 because there were 3, I left. Either they went out of business or actually I think all of them went out of business or got acquired by someone else. And then around 2015, I sort of said, what do I want to do? I had an opportunity to really reflect a little bit, I think I was just in my early fifties and I had an experienced at one of the start-ups that allowed me to basically become a coach, not knowing it at the time, of course, because I wasn't smart enough to know what I was doing.   Steve Rush: Right.   Bill Flynn: But I really remembered that experience. And I kind of said, how do I get more of that? I wanted that feeling of really being able to teach people how to fish, so to speak. So, I looked around, I looked at, I don't know, six or seven different kinds of methodologies if you will. And I had sort of made my own in that experience that I mentioned earlier, I didn't really have the confidence in, so I've never really been a CEO or a Founder. I wanted to have something that I could feel sort of backstopped me and my credibility. So, I picked one out of all the things that I looked at and began doing that around middle 2016. It's really when I go through certification and all that kind of stuff and learning and such.   And I've been a coach for four or five years, what do I do as a coach? I'm a leadership team coach. I don't do executive coaching necessarily, although it sort of is an off shoot of what I do. And what that means is I teach this framework, which I've modified a little bit from my experience and my research, but basically, it's a framework on three things, which we'll get into a little bit on my book of how to really build a healthy and thriving organization. There is a way to do it and it's been done over and over and over again, yet, most people don't know how to do it. We, do it differently and the stats show that the way we do it isn't necessarily the best way to do it. So, I'm about teaching people how to do that. So that's sort of my backstory.   Steve Rush: Awesome, and given the environment that we've been in over the last 12 months or so, how have you seen the role as leaders and teams change from your perspective?   Bill Flynn: I don't think they've changed that much, at least on how you should be a good leader. And we should probably describe leader because people have different definitions of leader. To me, a leader is someone who has followers more than anything. It's doesn't' necessarily mean you're in a position of authority because that's different. You can have authority and not be a leader. Leadership is, I'm a big fan of Marcus Buckingham and Ashley Goodall a bunch of other folks. I'm a bit of a contrarian. I don't actually don't think leadership is a thing. I know it's a $15 billion dollar industry around the world, but there's no real definition of leadership, that's the same. Everyone has their own version.   Steve Rush: I agree.   Bill Flynn: But the thing that I've found, two or three things that I found that permeate and really flow through all of those things. One is what I mentioned is if you're a leader, you have followers and followership is really, I think the thing and followership is something that is voluntary, it's given. You, can't say, I'm your leader. People have to say, you're my leader. I choose you to be my leader. I choose to follow you. So, you have to give them a vision, a compelling vision, right? Because if you want to have someone follow you, you have to say, here's where we're going. Follow me here. And then lastly, I think you have to have courage. And that's the only attribute that, you know, they say humility and integrity and charisma and all this stuff. And, you know, I looked at that stuff and it's really different across leaders. You know, Gates is different than Malali is different than Jobs is different than Ballmer is different than the Della. They're all different.   You know, Buffet is a different kind of leader, but they're leaders, people follow them for some reason. But I think you have to have courage. You have to courage to be able to give up, right? make it about them and not you and risk some of that. You also have to have courage to follow that vision. A lot of people are going to tell you your vision isn't right. You have to have courage to do that. There's a lot of things you have to do. So, I think those three things really make the leader. So, if you do that as a leader, then I don't think it matters much except the platform that you have on how you use it. If you communicate well and you make it about them, and you care about these folks and you and I talked previously about really great leaders in the pandemic and what have they done, they made it about the other people. They said, look, I don't know everything. I'm going to gather information. But we're going to keep you informed. I'm going to make it so simple for you to understand. I'm going to tell you where we're headed and I'm going to ask you to sort of follow along. And those that did a really good job at that did a much better job so far in controlling the virus with COVID-19 and those people who didn't do that, or aren't doing that, we're noticing it. And we're now saying, wow, you're not really as good a leader as we thought you were because we're in trouble and we've got stark differences across the world on who's doing good job and who's not. So, I think that's what's changed, meaning we've seen it. But I think those that are really good leaders haven't changed their style at all. They've been doing the same thing. It's now noticed that it's more effective.   Steve Rush: And like you, I think leadership is a behaviour, It's not a thing, It's not a job. It's just,  the way that you behave to encourage people around you to feel that safety and that courage to come on a journey with you. If we think about those organizations that will survive for the future versus those that weren't, what do you think the main reasons will be between the two?   Bill Flynn: Cash, I mean, that's really been apparent is that those people who have really understood how to generate cash or have cash in reserve, have been able to do things. Because if you have that, you know, cash is fuel. Most people I ask them sort of, you know, what's the purpose of business and they all make it about money. And I said, really, it's not really about money, is it? I mean, cash is fuel for your business, but your business should be about something else and you need the money to fuel the thing, right? You know, we don't buy cars in order to buy fuel. You know, we don't get a house in order to heat it, you know, and have electricity or whatever. It has a larger purpose, and I think too many leaders and runners of companies focus much more on that.   So, I think, you know, the ones that can come out of this really, of course, are solving a problem worth solving. It's certainly, it's more of a crucible now, right? That we're focused on just a few things. Those that were doing it already, you know, the US stock market is driven by five companies right now, that's it. You know, we go up and down based on Apple, Google, Facebook, I missed one. And I think that's what we're seeing. If you weren't doing that, if you're not empathetic and compassionate for your customers and really understanding what their struggles are, then they're just not going to pay attention to you because they're pay attention to so many different things right now. So those two things, you got to have either access to cash or ways to generate cash. So, you can ride out this stuff. If you can't, then you have to be, I think compassionate, like Bob Chapman who runs, Barry Well Meyer who have several times, through to the 2008 crisis, you know, he lost 30% of his business, the entire group, and he could have laid people off and he never did, but he asked people to sacrifice for each other and they did. And they actually took things upon themselves. So, if you create that environment, that culture, that atmosphere, and you have the cash to be able to weather stuff like this, then you'll always be able, I shouldn't say you will always, you'll have a much, much better chance of being able to survive things like this. Cause this is, you know, this is horrible and it's different than the last two, but we've already had three crises like this in the last 20 years, right. We've had 9/11, especially in the US.   Steve Rush: Yeah   Bill Flynn: We've had 2008 and now we've had this, there's going to be another one. And statistics say every six to eight years, there'll be another downturn of some kind of some magnitude. You need to be prepared for. If you can do that, then you'll survive most things.   Steve Rush: What do you think the reason is Bill in your experience, that leaders don't put cash in that same category as other things that they would maybe plan for and think about?   Bill Flynn: Because we are enamoured growth, we were enamoured of top line growth. Revenue is vanity, and I'm sorry, but we are egotistic animals. And we like vanity, we like the social aspect and the emotional aspect of being seen as doing something important. And we measure and value revenue and revenue is vanity. You know, there's a great saying revenue is vanity, profit is sanity and cash is king, and that's true. I think revenue is great for bragging to your brother-in-law or telling a reporter how great you've done. But if you see revenue as the financial metric to measure your success, you're picking the wrong one, and that's what you do. And then you say, oh, we need to grow. So, we need to, we need to sort of take this risk with this money. A lot of the time it works out, but sometimes like this, it doesn't. And that's what you're seeing. Unfortunately, going out of business for completely unique to this pandemic, but many of them are going out of business because the light has been shown on them.   Steve Rush: Yep.   Bill Flynn: And we're seeing that they're just not very well-run companies underneath.   Steve Rush: So all of your learning and your career along with all of the start-ups and experiences you pulled together, you wrote the book Further, Faster. What was the inspiration for the book?   Bill Flynn: There were two things. There was an external inspiration, which were my coaching, colleagues and friends and my clients. When I say stuff, they'd look at me like it was different, right. They sort of said my perspective on things was unique to them. And I looked at it as, you know, my perspective isn't any different anyone else's, all the stuff that you and I do are based upon people that aren't alive anymore. You got Drucker and Deming and Shine and all these guys, and now we've got, of course Lencioni and Collins and Sinek. But we're just regurgitating the same stuff over and over again. There's not a lot new here. So, I was surprised, and I said, okay, well, that's interesting.   And the second was internal, which is. Having been through 10 start-ups and, you know, that's just almost masochistic, right? I just really found that it's a shame that really good people, really good leaders, really good businesses and really good ideas just fail or struggle for completely preventable reasons. There is a way to run a very healthy and thriving organization. There're some other factors involved, but it's been proven over and over again for decades, if not longer. And we just seem to ignore it. We go back to conventional wisdom and intuition and, you know, I'm all for intuition, but there's something called a gut check, right? It's fine, go with your gut, but check it, make sure it's right. And make sure that there's data supporting what you're doing, at least in terms of the fundamentals of running your business. We don't do that enough, data shows that there's two sets of data, at least in US, that I've seen. There are basically the same, one is from the Bureau of Labor Statistics and one from The Small Business Administration. If you start a business in 1994, you had a 50% chance of making it to 1999, five years, 50%. It was like a flip of a coin. But if you made it to 15, there are only 25% of the people that did that. And if you want to get to 20 or 25, it's 16. So, the longer you're in business, the less likely it is that you're going to stay in business, which is just a shame. And I know people choose and they retire or opt out or whatever, but even if you took those out, I don't think that that curve would change that much. And I want to do my best to help at least a small corner of the world that I'm in to not have that happen to them.   Steve Rush: Do you think that's complacency that causes that curve to narrow towards the longer period of time?   Bill Flynn: There's a saying that one of the biggest reasons for failure is success. Is that, you know, you think because you were successful before that everything in the future that you do will be successful, and that's true. I've seen that, you know, this is called Fonda Riotous in the start-up world, and I've worked with lots of folks and yeah, they just sort of feel like they can do no wrong and trying to guess what a massive people value and will pay you for. And then also be able to run an organization of completely crazy people. You know, we're crazy, right? People are nuts, people are impulsive, we're irrational, we just are. So be able to do that over and over again. If you can do that over and over again, you're pretty rare. And thinking that just the way you did it before is going to happen again, is wrong because the mix is different. Every time the mix is different and you got to be able to work from first principles. I'm a first principles guy. If you can figure out your first principles and go from there, then you can sort of bob and weave and figure out as you go, how to apply those principles. And, and we don't do that. We put our head down and we work and we never look out, you know, we don't predict the future as much as we should. And I think that's one of the reasons why we just say, oh, well, I'm really good at this. And we get comfortable and we just keep making the decision. And we think because we're making all these decisions where the answer, man, that it's good and it's not, you know, I keep telling my leaders, you need to fire yourself from the day-to-day, that's your job. Once you get through that knothole of figuring out and have some predictability and scalability of your business, you need to get rid of all of your day-to-day work as much as you possibly can, because your job is to figure out the next two, three, four years, not the next couple of quarters.   Steve Rush: Yeah, in your book, you focus on this quite a bit around specifically the CEO or the boss; they must fire themselves from their day-to-day work. And it's a really interesting philosophy because I bumped into somebody just recently, who has been a start-up engine, if you like for about three or four different organizations, but never been the CEO, because they're just not great CEOs, but in the leadership space, what would be the reason you would encourage CEOs to think metaphorically around firing themselves?   Bill Flynn: Well, so here's the deal, right? If you're going to grow your business, you have to predict the future and predicting the future is about innovation and creation and insight. And so, I asked this question, I'll ask of you to view is when do you get your best ideas, Steve, what are you doing?   Steve Rush: Daydreaming, thinking, walking, at the gym, but not at work.   Bill Flynn: Not at work and actually, I would say, you're not actually thinking maybe you're different than most, but most people it's, they're not thinking. They're actually letting their brain rest.   Steve Rush: Right.   Bill Flynn: A little bit, and that's the walk or the shower I hear a lot, or I'm on a run, just doing something else. And then somehow this insight is called the edge effect in neuroscience, where all of a sudden, a couple of different things have been floating around in your brain connect. And they actually physically connect in your brain, which is just really cool, the whole biology of it, really cool for me. And you know, there's axon and neurons and dendrites, and they actually connect to each other. And then this idea comes into your head. It's just the coolest thing. And so, if you're doing all the time, you can't do that. Your brain can't focus on more than one thing at a time, multitasking is a myth. Most of us have learned that, right? It's called context switching, and you go from one to the other, and there's a whole issue around the degradation of that, which we won't get into. So, I think you need to fire yourself the day-to-day because you need to be able to have these thoughts that come to you and, so you need to gather information. You need to go out and talk to your customers a lot more. You need to sort of roam around the business and talk to people and learn from outsiders, have an advisory board and capture all this information. So, when that thing happens, that insight happens. You've collected all this data already, and then you start making these connections and that figures out, where's our business going? What is this thing going to look like in the next two, three, four years? And you can't do that doing.   I was a speaker at Investige for a number of years. And I asked hundreds of CEOs the same question, which was, what percentage of time do you spend working in the business versus working on the business? And I would say the majority of the answers was 80% to 90% in the business. And then to 20% on the business. And I said, look, if you're going to make sure that you're not guessing on a regular basis, you need to stop doing that. You need to flip that ratio. So, you're spending a lot more time working on things for the future, which your two most important constituencies, which are your best customers, not all your customers, but your best customers and your top team, right? You're A, B plus and B players. Those are the people you need to focus on the most. If you can do that, you'll put yourself in a much better position to be able to predict the future. You don't get it right every time, but we don't do that. We got our head down. As I say, we looked down, we don't look out as much. We need to look out a lot more.   Steve Rush: Got it. You've taken the thinking of neuroscience and applied that to your work. And it's something that we both share a passion in. What's commonly referred to as NeuroLeadership, for our listeners listening in today, maybe you could just describe what NeuroLeadership is?   Bill Flynn: Yeah, I'll say one thing, but there is this great quote by Chris Voss, who I love, he's written a couple of books and he says, “All humans should accept that we are all crazy, irrational, impulsive, emotionally driven animals, or all the raw intelligence and mathematical logic is fraught.” And when you have two people sort of interconnecting with all this irrationality and impulsivity and emotionally doing stuff, you know, you just have to understand that you have to know a little bit about how the brain works, because it doesn't work the way we think it does. It fools us on a regular basis. We have supposedly 150 unconscious biases that are broken down into five major categories, according to the NeuroLeadership Institute and its simplicity. So, we bias towards the simple, we'd rather have a simple explanation we think is better than a not simple.   Expediency, right? So, whatever it seems the fastest seems right. To us experience, we're much more likely to dismiss science because our experience is different. Even though our experience maybe an anomaly or certainly biased by our own needs and wants et cetera. The next is distance, we are biased to things that are more close to us than things that are far away and then there's safety, right? Which of course is a biological imperative. If we think we're going to die, we're much more likely to or be hurt in some way. We're much more likely to believe that. That's why there's a negativity bias. So, you need to, what's called lead with the brain in mind. If you understand that, then you'll understand that your job is to create the environment for people to use their brains, not to tell them what to do and take their brains out of the equation, because you can have, you know, if you have 200 people in your company and you can have 150 of them actually thinking for you and helping you to move the company forward, it's way better than what normally happens, which is a handful of you. And that's it. And then you tell everyone else what to do. Jim Collins calls this the genius with a thousand helpers. I think there's a great phrase. You can't do that. You have to be able to say, I'm the genius at figuring out the future. Because I love doing that, but you know, you're much better at marketing than I am. You're much better at this manufacturing thing than I am. I'm going to trust you, but I'm going to tell you, you know, sort of where we're going, what we're doing and work with you to figure out how you can contribute to doing that. I think that's what NeuroLeadership means. You have to understand that we're all irrational, impulsive, and emotional beings.   Steve Rush: Yeah.   Bill Flynn: If you understand that, then you'll be more compassionate, you'll be more thoughtful. And I think you'll be able to see it, this environment that you create is much more important than trying to figure out the answer to questions every day. You know, I keep saying you should, you should make one or two decisions a week as a leader. You know, we make dozens, if not hundreds of decisions a week, we shouldn't be making like, what kind of birthday cake should we do for the person in our group? Amazing stuff that we decide is important.   Steve Rush: It's very true. Isn't it? You talk about safety as being one of those key biases. And a, lot's been said about the whole principle of psychological safety, but it's an absolute key tenant of having the right behaviours so that you're thoughtful and compassionate to do the right things. So, if you could give our listeners a crash course on psychological safety and how to create that culture, where would you start?   Bill Flynn: So psychological safety is a term I believe was coined by Amy Edmondson, as far as I can tell, she's a person who acquainted. She has been studying this for about 20 years, I think. So psychological safety is basically is this. Creating an environment so that the people that are around you, especially your team, feels like they can screw up, admit mistakes, come up with crazy ideas without the fear of retribution or ridicule or scorn from others, either directly or indirectly. And if you can create that environment where people would just be themselves and not feel like they have to guard every thought and make sure that they're, you know, they're not looking stupid to their team, then you've created that environment, psychological safety. And then once you do that, then the magic happens, right? That's when all the really cool stuff, all those ideas, you know, you don't have to be the only one that comes up with the ideas of where to go. You can get them from others. And as long as you've created this environment, and you've sort of put that roadmap of that vision of where we're going, then you'll recognize the good ideas. Because you're like, oh, that can actually get us. That's a better idea than mine, and that'll get us closer or that'll be a better way of doing something in your particular world. Because you know it better than I do, so you just need to create that environment, is really an atmosphere that you're creating. That people could really just be themselves, and then once we relax again, backs that thing, once we can relax and we're not worried about how people think about us, you know, Simon Sinek calls us the second job of work, which is lying, hiding, and faking, and if we can eliminate that and get them back to the main job of really contributing to the healthy growth of the business, then you've done a great job.   Steve Rush: What do you think the reason is Bill that leaders don't embrace this enough?   Bill Flynn: It's hard, right? It's trusting someone else. You know, we live in a world that we kind of value that, right? We kind of value the knowing stuff. And we think that in order for us to be valuable, we have to be seen a certain way. And so, it's all about winning for the person as opposed to winning for the team. There's this great story about a football team. American football team here, a college football team here in the States, it's called the Ohio State University. In the thirties, forties and fifties. They were a juggernaut. They were just really hard to beat. They were always in the hunt for the championship every year. And then they started giving away these stickers and they call them Buckeyes. Which is, I think it's a nut or something and they put them on their helmets, but they were for individual awards.   And over the sixties, seventies and eighties, they started to get worse and worse. And then this guy came in and I think his name is Jim Tressel. And he said, you know, we've got to create this team atmosphere. We're sacrificing our own individual rewards for that of the team or our unit. And so, he still used the buckeye thing, but he only did it when the team or that unit on the field, when the defensive unit, you know, how to sack. Everyone on the defensive unit, got a Buckeye when there was a great play that was executed on, whatever, special teams or whatever. Everyone got a Buckeye and then they started to become better and better. And they've now, they still do the same thing, Urban Meyer or someone is their coach. And again, they're back every year, they're in for the chance to be in the championship game. And actually, this year, I think they're in it. And it's because they've created this environment of being a team. You know, being a teammate is not being in a group. It's being part of something bigger than yourself. It's sharing the rewards or responsibilities, but also having each other's back. And when you can create that environment, it's amazing what people will do. We are tribal people. Let's leverage that right. Lead with the brain and mind, understand that we are tribal people. We want to work together. So, create the environment so we can in the most way, and I think you'll do a much better job as a team leader. And I do team leader in the large scope either if the organization, then you're a team of team's leader. And then if you're in a particular group, you have a team. If you could teach people how to be really great team leaders. And I go into that a little bit, my book, and so does Amy Edmondson and hers called Teaming. And there are a few other people who talk about teams as well. You're just in a much better position and you'll do much better. So, I think that's true of what we're dealing with.   Steve Rush: I love that. One of the other things that you focus on with teams is helping them really stretch their thinking about the art of what is possible and you call these Bhag or Big Hairy Audacious Goals.   Bill Flynn: Yeah, Bhag is a term that was coined by Jim Collins. Made most famous by good to great, but I think he actually had it in an earlier book, but since Good to Great was such a bestseller. The term became a term of art. It's over 20 years old.   Steve Rush: Yeah, probably was actually.   Bill Flynn: Basically, it stands for Big Hairy Audacious Goal and being a contrarian than I am. I don't actually think it's a goal. I think it's more of a consequence than a goal because goals generally have some sort of measurable timeframe, et cetera. And the Bhag is sort of this thing that in the future, there's not really sure how you're going to get there, but this is how we would recognize it when we did. And that is, I think, sort of the combination or really the metaphor of the success, right? Of this vision that you have for the organization. This is a way to describe it in very specific terms. So, people can recognize that, hey, when we get there, we'll do this. There was a great company in Australia called RedBalloon. And they've been following this, they're doing this kind of work for a long time. So, they were an experiential gifting company, right? So, you didn't give away physical things. You gave away ballooning or jumping out of a plane or whatever. And they were tiny and they were in Australia and they were only in Australia. And so, they said, what would be the best? Like if we actually super successful, how would we know? And they came up with a numerical thing, which was, they wanted to have 2 million gifting experiences cumulatively. And they were like a few thousand, by the way, at the time. At the time when they did, they were only 20 million people in Australia. So, they wanted to be 10% of the population would be doing that. And so, a Bhag is a 10 to 30 year, according to Jim Collins sort of goal, somewhere in that 10-to-30-year timeframe, we will do this. We don't know how we're going to do it, but this will be it. And they did it in eight years. And I think that eighth year they'd push it up to 5 million. So, if you give people that, right, this, again, leading with the brain in mind. We'd love to have those targets, right? We love to be able to also see an experience and sort of recognize today, what's possible tomorrow because you've described it in such a vivid way. And the Bhag is a great way to do that. And we've seen lots of Bhags over time. You know, I think one Bhag, most people in the US know is, we will send a man to the moon and bring him home within the decade. And that was when we landed on the moon. That was a Bhag, right? We had to create new metals and also things that we didn't have before in order to get there. So, we had no idea how we were going to do it, but we said we were going to do it. And we put people on a task and human beings are wonderful, wonderful. If you give them something like that. If they have a passion for it, and it's amazing, the things that we can do, and we just need to create that environment. That's what the Bhag does. It creates something that's tangible.   Steve Rush: And in reverse, of course, the biases you talked about are the things that stop us, having the ability to think big, to move outside our comfort zone and to take those risks and to feel that psychological safety. So, we need to pay attention to that in ourselves, don't we? As well as when we lead.   Bill Flynn: Exactly, right. And this gets back to sort of this growth mindset and all the growth mindset means is you understand the power of yet, the word yet. I don't know this yet. I can't do this yet. And there are some things that you can't do, but most things you probably could if you put the time and the effort and the energy into it, and you really had the passion for it and the love for it. And we've seen this over and over again with people, especially, you know, just imagine. Lionel Messi, right? Which is probably the best soccer player ever. I mean, he had a great under fundamental talent, but man, he put in a lot of time and effort and he practiced a lot, but he almost quit when he was 15 from Barcelona, because they were trying to turn him into what they described as the ideal soccer player. And they wanted him to focus more on his right foot versus left foot. Most of us know that his left foot is just superior to his right and superior to everyone else's left foot as well. And they also wanted him to sort of stay in his lane and do his job, but that's not how he was successful, right? The reason he was really successful was he had a left foot that no one could touch. And he was able to see the field in such a way that he would put himself in a position where the ball was going to be. So that means he needed the ability to roam. And they said, don't quit. They said look, if you want to have your left foot be the main focus, you just got to be the best left foot in the game, let's focus on it. And they said, you know what, when you're on the field, we don't care where you are, just be dangerous. And that's what he did, right? And, you know, the story he is now 34, 35 years old.   Steve Rush: And I'm still dangerous.   Bill Flynn: Still dangerous. He started when he was 15, can you imagine he was doing this for 16, 17 years. So, I think that's a great metaphor for understanding being a leader, right? It's understanding the unique talents of each of your team members and then try to have them use those as often as you can every day, every week, every year. If you do that, they'll be happier, they will be more engaged. They'll feel more connected, you know, et cetera, create that psychological safety. That's why I think the NeuroLeadership thing is so important to understanding the brain is such a huge factor in creating a great organization and being successful.   Steve Rush: I agree, so this part of the show Bill is when I get to hack into your leadership mind and pull on all of the years of experiences. Now, given all of the vast experiences you've had, I'm going to ask you to narrow down what your top three leadership hacks could be?   Bill Flynn: Sure. I've got three, there in my book. And basically, there's a meaningful gap between what science knows and business does. We've already mentioned this a little bit. You know, I say challenged, conventional wisdoms. For instance, we're told often to talk to your customers and that's just wrong because it's valid, but not sufficient, I like to say. You shouldn't talk to all your customers. You should only talk to your best customers. The customers who love you and who you love, because you want to get to know them. So, you can find the next one like them, because their most profitable, they're your best referrals and references in the business. Other things like our learning, we just more recently in the last 10 years, understanding how the brain learns, yet still go back to the old didactic model, right? Where teacher stand in front of the class and fills you full of information. That's actually not how the brain learn. The brain learns in a completely different way. And my last one is feedback. I'm just not a big fan of feedback. I think feedback is a tool, but we use it as the thing, right? And to me, the thing that we want to do. Feedback as a tool for growth is to help others to improve. There's lots of great ways to help them grow and feedback is one of them. And I think it's actually one of the things you should use the least often, because there's this thing in neuroscience called reactants, right? Which is, I'll put it in terms of mask wearing. A lot of people don't wear masks just because they were told you have to wear masks, that's it, that's reactants. We are like, screw you. Don't tell me what to do. I know better. And we come up with reasons with freedom and CO2 is going to kill me or whatever, you know, we'll make up irrational reasons to support whatever we think is important. And that's the difference between science and just sort of conventional wisdom. And so, I think if you focus on the science of business and understand that there are real first principles and how to build a great business, and we've seen it over and over and over again and learn those and then see how they apply to your business and then create methodologies to help you apply those principles that work for you. The second thing is few things truly matter, but those that do matter, tremendously. Leaders do not spend enough time here. There are only a few things, and in my book is just three things, right?   It's created a team environment. Performance is a team sport. If you want to create a business that scales in a predictable manner, you have to think in terms of systems and processes, your business is just one big system made up a bunch of small subsystems. And if you can understand how those systems work, you'll be able to tweak them as they go. And by the way, if you fix one system, sometimes you break another one, right? If you fix the sales process, sometimes you break the delivery process because all of a sudden you can't deliver on time. If you fix the marketing process, sometimes you break the sales process and so forth. So, figuring out those two things. The last thing of my three, so it's team, it's creating the business operating system. And then the last is cash. It should be your primary financial growth metric.   To me, those are the few things that truly matter in business. And you need to figure out how to apply those in your business. And then lastly is, leaders rely too much on effort, luck, timing, and force of will to achieve quote unquote, success. These do not scale profitably. At some point, you're going to run out of hours in a day and energy, relying on yourself and a few people to make a business grow to a hundred, two thousands of people, just doesn't work. So those three things, meaningful gap between science, what science knows and business does, few things truly matter. But those that do matter tremendously and leaders rely too much on effort, luck, timing, and force of will to achieve success. Don't do it.   Steve Rush: Awesome, love that. Now this part of the show we Hack to Attack. It's typically where something's gone wrong in your life or your work. Indeed, it could have been catastrophic, but as a result of the experience, we now use it as a positive in our life or our work. So, what would be your Hack to Attack? Bill Flynn: Yeah, so I've been a sales person since I was 22, 23 years old. And when I first became a sales person, I just became Salesforce by accident, to be honest with you. I was lucky enough to have a very well-connected family member in the Boston high-tech scene. And he got me a whole bunch of informational interviews. And one of them hired me, which is really cool. And they hired me as a sales guy. And I said, all right, I'll give that a shot. And they told me, here's what you need to be a good salesperson, right? You need to really know your product. You need to know it inside and out and so on and so forth. And you need to be able to relate to customers and all that kind of stuff, and I was terrible at it. Terrible, but I did all those things. I mean, I'm generally a pretty smart guy, I'm pretty relatable, most people like me. And I knew my product inside and out, but I was not good at it. And I looked at it and said, why? Why am I not good at this? All the things they told me to be good at, I am good at. But I'm still not selling. And I said, so there's got to be a next factor in here that I'm unaware of. So, I really studied it and said, what is the essence of selling? The essence of selling is helping someone else to make a decision. So, I studied decision-making. How do people make decisions? And then that's how I got into neuroscience, 15 years ago.   The brain makes decisions in a certain way. And you probably know this, but maybe your listeners don't. When a decision is made, most often the emotional centres of our brain light up first, and they actually light up often before we're consciously aware of the decision that we've made. And some people call this limbic system. There's a lot of controversy of the limbic system or not. I don't really know, but let's call it that for sake of argument. So, and your limbic system and decision-making system was designed before we really had language. So, we actually make a decision on an emotional level and then make up the reasons after the fact. And once I figured that out, I became the number one or number two salesperson everywhere I went.   Steve Rush: Awesome, yeah.   Bill Flynn: It's like a super superpower.   Steve Rush: I love that. And it's ironic, isn't it? That all buying decisions are emotional first and then logical second, but most salespeople start with that logical approach and features, benefits, advantages when actually the emotional triggers are the ones you need to be focusing on first.   Bill Flynn: Agree, there's this great theory called jobs to be done, which I love, which focuses on three things, which is the social, emotional and functional aspects of decision-making in the buying process. And all three are factors. Some out weight more than others and some before the others, but they're almost always the three of them in there or two or three of them in there. And if you notice, two of them are social and emotional, which are not something that we focus on a lot. And if you can really do a good job of that, you can actually create great products that you never even thought you should make. And people, you know, a lot of the things that I do are talking to leaders and saying, helping them understand their future, which is really interesting how to create a strategy. And I asked them, why do people buy from you? And they basically say, because we're awesome. Because we make great this, we do we do this, and their like, no, they don't. They don't really care about what you make. They care about what you do for them.   Steve Rush: That's right.   Bill Flynn: Not what you do. And if you could figure out, how you make their lives better? How you fix a struggle or help them with progress? Then you'll actually create products and parts of products and services that support that, but we don't.   Steve Rush: It's interesting stuff. Really interesting. Last thing we want to do with you today, Bill is give you the chance to do a bit of time travel and you get to bump into yourself at 21 and give yourself some advice.   Bill Flynn: So, mine is, and actually this is funny Steve. I do this question a lot. I do an alignment question with my clients on a regular basis and alignment, meaning that these are things that they learn about each other that maybe they didn't know. And this is one of them, which is, if you go back in time, give yourself some advice and that would have made your life easier or better or accelerated, you know, your successors in some way. So, I've been doing this forever. So, I love this question, which is, to me, it would be to embrace uncertainty and to eschew certitude. I was brought up in a household that having the answer was more highly valued than asking a question and being unsure, sort of not being as comfortable. There's a saying, which I don't know if it's true, but I love it, which is that, you know, stupid people are always confident and smart people are unsure.   Steve Rush: I like that.   Bill Flynn: And you know, so you got to be comfortable holding two opposing ideas in your mind at once or more. One of both, maybe right, depending on the circumstance. And sometimes combining the best bits of each may also be right or more right. And if you sort of keep that in mind and not get stymied by it, right? Cause you can actually go into analysis paralysis. At some point you got to make a decision. I think if you can do that, you could say embrace uncertainty. You know what? This decision might be wrong. And if it is, then we'll fix it, but let's go ahead. We've got enough information, as much as we can particularly gather, let's just go with what we think is the best option, but know that we might be wrong either by hiring this person or making this product decision or bringing on this partner, whatever it is. And then if it is, then we'll fix it because we've got all this wonderful environment created around the culture and values and purpose and all those kinds of things. And we might find out that we're wrong and that's okay.   Steve Rush: Awesome.   Bill Flynn: We'll, we'll fix it.   Steve Rush: Bill, I could talk to you for hours and hours. Unfortunately, we're coming to the end of our time together today. But for the folks that are listening, who also want to continue the conversation with you, where's the best place where you can send them?   Bill Flynn: My website, which is catalystgrowthadvisors.com. And there you can find my email, my phone number, or you can actually set up a book some time with me, my book is on there. My book I give away for free on my site is if you just want to download the PDF, you can certainly do that. And more about the message than the money. If you want to buy it off Amazon, great. You can do it from there as well. There's a link to my Amazon audible on my website, but that's it. So, again, www.catalystgrowthadvisors.com.   Steve Rush: We'll also make sure those links are in our show notes Bill so that folks can head straight over and connect with you from here.   Bill Flynn: Awesome, thanks Steve. Appreciate It.   Steve Rush: Been amazing having you on the show, Bill. I wish you every success. It's no surprise that you have been so successful, some fantastic foundations and some fantastic learning you shared with our listeners today. So, we wish you all the best for the future.   Bill Flynn: Thank you, your very kindly. Closing   Steve Rush: I genuinely want to say heartfelt thanks for taking time out of your day to listen in too. We do this in the service of helping others, and spreading the word of leadership. Without you listening in, there would be no show. So please subscribe now if you have not done so already. Share this podcast with your communities, network, and help us develop a community and a tribe of leadership hackers.   Finally, if you would like me to work with your senior team, your leadership community, keynote an event, or you would like to sponsor an episode. Please connect with us, by our social media. And you can do that by following and liking our pages on Twitter and Facebook our handler there @leadershiphacker. Instagram you can find us there @the_leadership_hacker and at YouTube, we are just Leadership Hacker, so that is me signing off. I am Steve Rush and I have been the leadership hacker.    

Work is at least one-third of our lives, if not more. And yet, only 16 percent of the global workforce is fulfilled in the work they do. That figure is at least partly so because the leaders inside many organizations do not see people as individual, wholly unique beings with special talents – but rather as “human resources” to be dispatched or engaged in a set of tasks. The tremendous opportunity that beckons is to first stop believing the lies we've come to accept as truths about work and how it gets done, and instead begin to focus on and prize each individual on the team and within the organization that uniquely powers its mission. Through this new lens, we can create a world where people love their work and bring their best.

Welcome to the, Use The Science, episode where entrepreneur, speaker and author, Carlos Hidalgo, is my special guest. Listen closely to the insights he shares on why setting work-life boundaries can help companies and hiring managers create both happy and productive workplaces. If you like what you hearing on this podcast please subscribe wherever you enjoy podcasts and do share with others. If you like what you're hearing on this podcast please subscribe wherever you enjoy podcasts and please share with others. Want to comment, discuss, provide feedback you can send me a note via LinkedIn, via the contact form on our website TheCX.xyz or via audio message below. This episode originally aired on Friday, August 9, 2019. Thanks for listening! Chuck Solomon, Host of The Candidate Experience Podcast #candidateexperience #candidatejourney #employerbrand #HR #talentacquisition #culture #workplaceculture #recruiting #worklifebalance #worklifeboundaries Episode Resources: The UnAmerican Dream, book by Carlos Hidalgo - https://www.theunamericandream.com/ TedTalk by Carlos Hidalgo - https://youtu.be/OOeFVW7g4ao 'Maximizing What You Love' Work-Life Balance Is a Myth, article by Marcus Buckingham & Ashley Goodall - https://time.com/5601671/work-life-balance-advice-love-loathe/ --- Support this podcast: https://anchor.fm/candidate-experience/support