Podcasts about Change management

The Transformation Ground Control podcast covers a number of topics important to digital and business transformation. This episode covers the following topics and interviews:   What Real OCM Actually Looks Like Change Management Isn't Fluffy (Afra Corona, Organizational Change Management Consultant at Third Stage Consulting) The Backfill Problem   We also cover a number of other relevant topics related to digital and business transformation throughout the show.  

Send us Fan MailYou roll out a new system. You cast the vision. You wait for buy-in, and instead you get silence, slow adoption, or quiet workarounds. It is not because your people do not care. My guest this week, Travis Hahler, Senior Director of Global Strategy and Transformation at Salesforce and founder of The Neurological Nomad, has spent his career studying why 70% of organizational transformations fail, and how the other 30% succeed. We unpack why resistance to change is never a character flaw, why every change creates loss (even a promotion), and why the brain weighs that loss roughly ten times heavier than any gain. Travis gives you a way to read resistance to change as information instead of an obstacle, so you can lead your team (and yourself) through it with clarity instead of force.Books MentionedRethink Resistance: Embracing Neuroscience to Lead Transformational Change by Travis Hahler (available everywhere books are sold beginning June 23rd)Connect with Travis on LinkedIn or through his website https://linktr.ee/theneurologicalnomad, where you'll find links to his new book, Rethink Resistance, releasing June 23rd.Check out Dr. William Attaway's new show, The Appreciation at Work Podcast!  Join Dr. William Attaway on the Catalytic Leadership podcast as he shares transformative insights to help high-performance entrepreneurs and agency owners achieve Clear-Minded Focus, Calm Control, and Confidence.Free 30-Minute Discovery Call:Ready to elevate your business? Book a free 30-minute discovery call with Dr. William Attaway and start your journey to success.Special Offer:Get your FREE copy of Catalytic Leadership: 12 Keys to Becoming an Intentional Leader Who Makes a Difference.Connect with Dr. William Attaway:WebsiteLinkedInFacebookInstagramTikTokYouTube

How to communicate with impact when the stakes are high.Communication isn't about getting information out. It's about making sure it gets through. In an era of fragmented attention and endless platforms, the challenge isn't finding ways to speak—it's finding ways to connect.According to Farnaz Khadem, Vice President of University Communications at Stanford, great communicators start with three questions: What's the goal? Who's the audience? And what does the data tell us? Whether guiding a university through a crisis, helping experts share their ideas with broader audiences, or deciding where a story should be told, she believes effective communication centers around understanding people. "People want to know what's actually happening," she says. "And if what is happening is you don't know what is happening, you have to tell people you don't know."In this episode of Think Fast, Talk Smart, Khadem joins host Matt Abrahams to discuss the importance of preparation, transparency, and active listening when communicating during uncertainty. From navigating the opportunities and risks of AI to crafting stories that create genuine connection, she shares practical lessons for building trust, adapting to changing audiences, and communicating effectively when the stakes are highest.Episode Reference Links:Farnaz KhademEp.22 Under Pressure: How to Communicate Clearly and Timely During a Crisis Connect:Premium Signup >>>> Think Fast Talk Smart PremiumEmail Questions & Feedback >>> hello@fastersmarter.ioEpisode Transcripts >>> Think Fast Talk Smart WebsiteNewsletter Signup + English Language Learning >>> FasterSmarter.ioThink Fast Talk Smart >>> LinkedIn, Instagram, YouTubeMatt Abrahams >>> LinkedIn Chapters:(00:00) - Introduction (02:38) - Communication Fundamentals (03:58) - Choosing the Right Channel (05:38) - Building Communication Networks (06:50) - Coaching Better Communicators (08:44) - Crisis Preparation (10:47) - Crisis Response (12:40) - The Power of Storytelling (14:28) - AI in Communications (17:29) - The Final Three Questions (24:23) - Conclusion ********Thank you to our sponsors.  These partnerships support the ongoing production of the podcast, allowing us to bring it to you at no cost.To see what Scribe could look like for your organization, head to scribe.how/thinkfast and mention Think Fast for your first month of Scribe Capture free. 

Angela Clark - Mubarak is a senior digital and eCommerce executive with 30 years of experience building and transforming digital businesses at some of the world's most recognized consumer brands — including Patagonia, Levi Strauss, eBay, elf Cosmetics, Williams-Sonoma, True Religion, and Eddie Bauer.  Most recently VP of Digital at Patagonia, Angela now leads Eclipse Advisory Group, a consultancy focused on helping PE-backed brands, legacy retailers, and DTC startups unlock digital growth. She serves on the board of the California State Park Foundation, is an incoming Fellow at the Graham School at the University of Chicago, sits on the Total Retail Advisory Board, and has been recognized as a Direct 60 Honoree and CommerceNext 2024 Leader to Watch. She is based in LA, where is an avid cycler and dog mom to Maximus and Chloe and super auntie to her 12 yr nephew Evan. In This Conversation We Discuss: [00:00] Intro [02:31] Adapting old strategies to new mediums  [07:33] Sponsor: Klaviyo [09:39] Measuring success beyond simple revenue [14:23] Sponsor: Intelligems [16:24] Resisting trends that mismatch your brand [19:14] Sponsor: Electric Eye [20:19] Investing resources where they matter most [24:25] Moving away from the promotional drug [29:27] Callouts [29:37] Defining your target market sweet spot  Resources: Subscribe to Honest Ecommerce on Youtube Retail Legacy Meets Digital Disruption eclipsemedia365.com/ Follow Angela Clark - Mubarak linkedin.com/in/angclrk/ Book a demo today at intelligems.io/ Get your free demo klaviyo.com/honest   Schedule an intro call with one of our experts electriceye.io/connect If you're enjoying the show, we'd love it if you left Honest Ecommerce a review on Apple Podcasts. It makes a huge impact on the success of the podcast, and we love reading every one of your reviews!

What if "Never Give Up" is terrible advice?(watch this full interview on YouTube.  https://youtu.be/6ROfazVZBco)We've all heard it: Quitters never win. Winners never quit.But what if hanging on too long is actually what's holding you back?In this fascinating conversation, resilience researcher, change strategist and keynote speaker Courtney Clark (https://courtneyclark.com/)  shares why adaptability, (NOT POSITIVITY!) is the real secret to thriving in this uncertain world.After surviving cancer four times and discovering a life-threatening brain aneurysm, Courtney learned that resilience isn't about pretending everything is fine. It's about knowing when to persevere, when to change direction, and how to create a new path forward. In this episode: Why adaptability beats positivity  The surprising downside of grit  When "never give up" becomes bad advice  How to know when it's time to change course Why successful people quit more often than you might think  The difference between goals and plans  How to stop chasing someone else's definition of success  Why every "yes" is a "no" to something else (this was my favorite part!)If you've ever felt stuck, burned out, overcommitted, or afraid to change direction, this episode might be exactly what you need.Because sometimes the fastest path forward starts with letting go. Want more from Courtney?  It's all on her website!  https://courtneyclark.com/GRAB A FREE CHAPTER OF HER BOOK at https://shortcutbook.comCourtney Clark is the luckiest unlucky person in the world. After witnessing the terrorist attacks of September 11th from her office just 18 blocks north, she thought she had escaped unscathed. She had no idea the events of 9/11 would cause her to develop cancer for the first time a few years later.Her experiences caused her to become a recognized resilience strategist and speaker whose national research studies reveal insights into how modern teams face change.She lives in Austin, Texas with her husband and three dogs, all of whom she found at the Humane Society… including the husband.Anne Bonney is a keynote speaker and emcee who helps organizations lead through change by building resilience, emotional intelligence, and courageous communication.

How do you champion an authentic leadership style in a sector that's slow to adapt to change? Infrastructure Ontario President and CEO Angela Clayton has traversed this career journey by building a robust network while maintaining a deep dedication to continuing education and an iron-clad work ethic. She joins Riccardo and Shormila for a candid conversation about career growth and what it means (and doesn't mean) to be a woman in leadership in this male-dominated industry. Angela has seen the benefits of prioritizing community and collaboration in many facets of her career. She reflects on her history of learning on the job and how employer-supported professional development has transformed her trajectory. She and the hosts dig into the practical realities of leadership in major programmes and the mistaken assumption that great individual contributors naturally become great leaders. She also speaks frankly about being the only woman in the room, and how essential trust in hard-earned champions, while it doesn't negate impostor syndrome, certainly puts it into perspective.The discussion also explores IO's evolution over time, Angela's approach to her transition to CEO, and her future plans for pursuing more impact-driven work. Discover this successful industry innovator's take on the shifts leaders must make as they navigate new roles and her thoughtful advice for women aspiring to excel in infrastructure.Key takeaways:How a strong network creates career opportunities, and why getting the job is only the beginning;The pitfall of assuming technical excellence translates into project and people leadership;How to think about “diversity hires” without tokenism—and what real sponsorship looks like;The culture and mandate evolution of Infrastructure Ontario;The mental shift required when moving from PM issues management to CEO vision and culture development.Quote:“[Former peers who now report to me are] some of my most trusted advisors. They have the history of the organization, and it's so valuable to have that institutional knowledge.” - Angela ClaytonThe conversation doesn't stop here—connect and converse with our community via LinkedIn:Follow Navigating Major Programmes: https://www.linkedin.com/company/navigating-major-programmes/Read Riccardo's latest at www.riccardocosentino.comFollow Riccardo Cosentino: https://www.linkedin.com/in/cosentinoriccardo/Follow Shormila Chatterjee: https://www.linkedin.com/in/shormilac/Follow Angela Clayton: https://www.linkedin.com/in/angelafclayton/ 

What if the fastest way to grow your healthcare organization is to slow down? In this episode of The Disrupted Podcast, Scott Middleton returns from Scotland straight into the thick of a merger — and what he's learning is reshaping how he thinks about change itself. Scott takes us inside the integration of TCPA and Providence Care into Your Health, where two very different models are colliding. One organization built 640 billing codes last year; the other built 40. One puts a single nurse practitioner in a building with no support; the other surrounds providers with nurses and community health workers. The opportunity is enormous — but so is the risk of moving too fast and scaring everyone away. What if the fastest way to grow your healthcare organization is to slow down? In this episode of The Disrupted Podcast, Scott Middleton returns from Scotland straight into the thick of a merger — and what he's learning is reshaping how he thinks about change itself. Scott takes us inside the integration of TCPA and Providence Care into Your Health, where two very different models are colliding. One organization built 640 billing codes last year; the other built 40. One puts a single nurse practitioner in a building with no support; the other surrounds providers with nurses and community health workers. The opportunity is enormous — but so is the risk of moving too fast and scaring everyone away. In this conversation, Jamie and Scott explore: Why a nurse practitioner alone is a "single source of failure" — and how staffing changes everything How to enter a building without threatening the provider they already love Why billing isn't bureaucracy — it's how Medicare knows you made a difference The art of giving people what they think they need now, and the rest over time Advanced care planning, DNRs, and why the right message sometimes needs a different voice This is a masterclass in change management disguised as a healthcare conversation. Listen now — and rethink what "disruption" really requires. Why a nurse practitioner alone is a "single source of failure" — and how staffing changes everything How to enter a building without threatening the provider they already love Why billing isn't bureaucracy — it's how Medicare knows you made a difference The art of giving people what they think they need now, and the rest over time Advanced care planning, DNRs, and why the right message sometimes needs a different voice This is a masterclass in change management disguised as a healthcare conversation. Listen now — and rethink what "disruption" really requires. www.YourHealth.Org

„Coaching ist eine ermutigende Begegnung mit sich selbst." Mehr als 500 ausgebildete Coaches – und was hinterlässt den größten Eindruck? Nicht die Methoden. Nicht die Zertifikate. Sondern Rückmeldungen wie diese: „Ich hätte nicht gedacht, dass mich eine Weiterbildung so selbst verändert." Das ist das Versprechen hinter der neuen systemischen Business Coach Ausbildung von Kraus & Partner. Was unterscheidet eine Ausbildung, die Menschen wirklich verändert, von einer, die nur Techniken lehrt? Stefan Bald, Nina Reidl-Schließler und Johannes Groß liefern ehrliche Antworten. Und die haben es in sich. „Eine Haltung verändert sich nicht von heute auf morgen", sagt Nina, „deswegen braucht es diese 8 bis 9 Monate, um sie wirklich zu entwickeln." Methoden? Klar, die kommen auch. Aber erst nach dem Fundament. Johannes bringt es auf den Punkt: „Die Wirkung einer Intervention hängt ab von meinem inneren Zustand." Wer glaubt, Coaching sei ein Werkzeugkoffer, denkt zu kurz. Denn im systemischen Denken ist Kommunikation das Herzblut jeder Organisation. Wenn sie stockt, sprechen manche von Kommunikationsarthritis – und genau da setzt diese Ausbildung an. Was nimmst du mit? Ein grundlegend anderes Bild davon, was Coaching kann – und warum es im Business-Kontext immer entscheidender wird. Und den Gedanken, den Johannes am Ende formuliert: „Es muss eine Hochzeit sein zwischen dem, was ich mitbringe, und dem Impuls, den ich kriege." Das ist Lernen. Kein Seminar. Keine Folie.

Welcome to The Inner Game of Change.  where we explore the thinking that shapes how change really happens. Why is it that people can sit in a room, agree with a strategy, support a transformation and nod enthusiastically at a presentation, only to struggle when the change finally arrives?Today's guests suggest the answer may lie in a concept called psychological distance.Terri Block and Susan Bartlett from Workomics spend their days helping organisations bring customers, stakeholders and teams together to solve complex problems through co creation.In this conversation we explore Construal Level Theory, why humans think differently about things that feel distant versus things that feel immediate, and why co creation may be one of the most powerful ways of helping people move from abstract ideas to tangible action.Along the way we discuss ownership, expertise, accountability, skin in the game, whether facilitators can ever truly be neutral, and even whether artificial intelligence can become a co creator.I thoroughly enjoyed this conversation and I think you will too.I am grateful to have Susan and Terri chatting with me today. About The GuestsSusan BartlettI am a principal at Workomics, where we help biotechs bring life-changing therapies to patients. I contribute to projects from the perspectives of go-to-market strategy, operational effectiveness, human-centred design, and strategic communications. I treasure my colleagues and my clients, and feel fortunate to be able to work with them every day. I write a monthly Substack newsletter (please subscribe!). Through the newsletter, I explore how we make work and workplaces better for people — customer-centric, inclusive and equitable, focused on employee well-being, meaningfully integrated with emerging technology. In the past, I have been a Rhodes Scholar, a CEO, and a licensed propane dispenser, only one of which involved an objective assessment of my abilities. I love to solve specific, pragmatic problems by drawing on a variety of disciplines and traditions — my university degrees span English literature, software design, philosophy, politics, and economics, and computer science. At various points in my career, I have devoted myself to: — Communicating complex medical concepts to patients. — Architecting the data, software, technology, and IT governance structures of large enterprises. — Embedding human-centred design capabilities to enable customer experience. — Applying machine learning techniques to natural language problems.Terri BlockI co-lead Workomics where we help biotechs and pharma bring life-changing medications to patients who need it. We focus on patient experience including go-to-market strategies and campaigns, creating impactful educational experiences for patients and their care teams, and empowering internal teams to champion patient-centricity across their organization. My career in human-centered design in the life sciences industry spans 10 years and is underpinned by a whole other career in theatre and teaching. The red thread is bringing the best out in people and imagining better possibilities for our work-at-hand. I am a creative at heart and author of Words of Wonder www.wordsofwonderbook.com.Contactworkomics.comSend us Fan MailExecutive Wins PodcastThe Executive Wins Podcast features inspiring Executives who share their biggest wins.Listen on: Apple Podcasts SpotifyAli Juma @The Inner Game of Change podcastFollow me on LinkedIn

How does a company come back from an existential crisis and become one of the strongest brands in the world again? In this episode of the LEITWOLF® Podcast, Stefan talks about one of the most impressive turnarounds in business history: the LEGO case. A brand many of us have known since childhood was on the brink of collapse in the early 2000s. Too many products, too much complexity, rising costs, and a lost focus on what customers truly wanted pushed LEGO into a serious crisis. Stefan shares the leadership lessons behind this comeback: why more initiatives do not automatically lead to more success, why reducing costs and driving growth can happen at the same time, and why great leadership does not mean having all the answers yourself. For LEGO, the key was a return to its core brand, radical simplification, and leadership that started listening again: to customers, employees, and retail partners. An episode about crisis, focus, and clarity – and about why great comebacks rarely begin with more complexity, but with consistent leadership. ––– Do you like the LEITWOLF® Leadership podcast? Then please rate it with a star rating and review it on iTunes or/and Spotify. This will help us to further improve this LEITWOLF® podcast and make it more visible. ––– Book your access to the LEITWOLF® Academy NOW: https://stefan-homeister-leadership.com/link/leitwolf-academy-en Would you like solid tips or support on how to implement good leadership in your company? Then please get in touch with Stefan via mail: homeister@stefan-homeister-leadership.com Or arrange a free phone call here: https://stefan-homeister-leadership.com/link/calendly-en // LINKEDIN: https://stefan-homeister-leadership.com/link/linkedin // WEBSITE: https://stefan-homeister-leadership.com ® 2017 STEFAN HOMEISTER LEITWOLF® ALL RIGHTS RESERVE ___ LEITWOLF Podcast, Leadership, Management, Stefan Homeister, Podcast, Business Leadership, Successful Leadership, Organizational Management, Leadership Skills, Leadership Development, Team Management, Self-leadership, Leadership Coaching, Leadership Training, Career Development, Leadership Personality, Success Strategies, Organizational Culture, Motivation and Leadership, Leadership Tips, Leadership Insights, Change Management, Visionary Leadership, Leadership Interviews, Successful Managers, Entrepreneurial Tips, Leadership Best Practices, Leadership Perspectives, Business Coaching

In this episode, we discuss systems thinking, chaos theory, and the complexity of leading change. Traditional change management assumes a level of predictability that simply does not exist in many modern organizations. In this conversation, Rick Nason breaks down why leaders often struggle when they apply structured, linear thinking to environments that are fundamentally complex, adaptive, and unpredictable. Using systems thinking and chaos theory, Rick explains the difference between simple, complicated, and complex systems, and why this distinction is critical for anyone responsible for leading transformation. This conversation is a reminder that not all change can be managed the same way. Some change can be structured. Some can be planned. But much of what leaders face today must be understood through the lens of complexity, adaptation, and human behaviour. In this episode, we explore: • Why “solving” thinking breaks down in adaptive human systems • What chaos theory and systems thinking reveal about unpredictability in organizations • Why AI can handle complicated work but struggles with true complexity Guest Bio Rick Nason, PhD, CFA, is an Associate Professor at Dalhousie University. Prior to joining academia, Dr. Nason held senior roles in capital markets as well as roles in corporate training and development.  He is the author / co-author of nine books and textbooks, including It's Not Complicated: The Art and Science of Complexity in Business, published by University of Toronto Press, and Rethinking Risk Management, by Business Experts Press. Resources & Links • Connect with Rick Nason on LinkedIn • Connect with Yvonne Ruke Akpoveta on LinkedIn • Learn more about The Change Leadership • Explore Change Leadership Training and Workshops 

Best of Ask Dr. Change. The role of the Change Process Leader is a breakthrough strategy for successfully leading transformational change. Beyond Project Management and Change Management, this role oversees how a transformation is stood up, led, and adjusted to achieve sustained results. Kate MacDonald, Executive Director of Professionalism, Leadership & Inclusion at York Regional Police (YRP), has fulfilled this role for the past several years, co-leading YRP's culture transformation.Many breakthrough results were achieved and have been sustained. Come hear about Kate's inspiring experience, her successes and challenges, and what it takes to fulfill this essential role in a complex transformation. This live experience will illustrate what's possible in your own change work, in policing and beyond!Hosted on Ausha. See ausha.co/privacy-policy for more information.

Today, I'm joined by Travis Hahler, founder of The Neurological Nomad, strategy and transformation leader at Salesforce, and author of Rethink Resistance. Travis brings together neuroscience, psychology, and business leadership to help organizations better understand how people respond to change and how leaders can communicate more effectively through transformation. In this episode, Travis and I explore why people naturally resist change, how neuroscience influences the way messages are received, and what leaders can do to communicate in ways that build trust instead of triggering fear and uncertainty. Whether you're leading organizational change, managing a team, or simply looking to become a more effective communicator, this conversation offers practical insights you can put to work immediately. Let's dive in. Additional Resources: ► Follow Communispond on LinkedIn for more communication skills tips: https://www.linkedin.com/company/communispond ► Connect with Scott D'Amico on LinkedIn: https://www.linkedin.com/in/scottdamico/ ► Connect with Travis on LinkedIn: https://www.linkedin.com/in/travisdhahler/ ► Purchase Travis's book here: https://linktr.ee/theneurologicalnomad  ► Learn more about The Neurological Nomad: https://travishahler.com/ ► Subscribe to Communicast: https://communicast.simplecast.com/ ► Learn more about Communispond: https://www.communispond.com

Why the most effective communicators help people see not just what's changing, but why it matters to them.For Sinéad Bovell, effective communication isn't just about explaining what's coming next—it's about giving people the confidence and agency to engage with it.Bovell is a futurist, founder of the tech education company WAYE, and an expert advisor to the United Nations AI Advisory Body. Known for making complex topics accessible to broad audiences, she has spent years helping leaders, organizations, and young people understand the implications of artificial intelligence and other transformative technologies. Her approach starts with a simple principle: meet people where they are and connect big ideas to what matters in their lives. “If you scare people too much, if you disempower them, [and] they do unsubscribe from the very activities you need them to lean into.”In this episode of Think Fast, Talk Smart, Bovell joins host Matt Abrahams to discuss how to communicate complexity without overwhelming people and why skills like adaptability and judgment are becoming more valuable in the age of AI. From making emerging technologies more accessible to building trust through relevance and empathy, they discuss what it takes to help audiences engage with change rather than fear it.To listen to the extended Deep Thinks version of this episode, please visit FasterSmarter.io/premium.Episode Reference Links:Sinéad BovellConnect:Premium Signup >>>> Think Fast Talk Smart PremiumEmail Questions & Feedback >>> hello@fastersmarter.ioEpisode Transcripts >>> Think Fast Talk Smart WebsiteNewsletter Signup + English Language Learning >>> FasterSmarter.ioThink Fast Talk Smart >>> LinkedIn, Instagram, YouTubeMatt Abrahams >>> LinkedIn Chapters:(00:00) - Introduction (01:00) - Explaining Complex Ideas (03:48) - The Future of Soft Skills (06:52) - Talking About AI Without Fear (10:33) - Storytelling for Young Audiences (12:46) - Reaching Young Audiences (15:01) - Career Pivots & Reinvention (16:53) - Becoming a Better Communicator (18:59) - The Final Three Questions (25:09) - Conclusion

Short summary of two to three sentences here - this is what will get fed to Spotify and Apple Podcasts as episode description

Most businesses will go through some kind of change management challenge – a new tool, a restructure, a rebrand. But what does it look like when you're doing that across eight acquired businesses, each with their own people, systems, culture, and way of doing things?Jonathan Healey is Group Technology Director at IDHL, a 500-person UK digital agency group that has grown through eight acquisitions. He's been at the center of every integration – aligning systems, consolidating brands, and figuring out what actually has to happen, and in what order, before any of it can work.This is a conversation about what M&A integration really looks like on the ground – and why, at its core, it's a change management problem more than a technology one.Here's what we get into:• Why the back office has to move first – and what happens when it doesn't• The "us vs them" dynamic that can derail an integration before it starts• How to decide what to standardize and what to leave alone• Why process is poison – and what good process actually looks like• Build vs buy: when in-house systems become a liability• AI adoption as a change management challenge – and the federated model IDHL is using to scale itWhether you're navigating an acquisition, thinking about one, or just trying to get a new way of working to stick across your team – this one's got something for you.Additional Resources:

To what extent is leadership success contingent on specific industry expertise? Marcia Medrano began her career in buildings, not transit. Yet, her experience developing and guiding teams, budgets, and procurement projects is proof that people management is not bound by sector—as long as you're willing to make the most of the experts around you.In this episode of Master Builder, Riccardo and Shormila sit down with the Executive Vice President of Capital Projects at Metrolinx to explore what it takes to rise to leadership without pretending you're an expert in everything. Marcia traces her path from architecture and vertical infrastructure to transit delivery and the core lesson that's shaped her career: big infrastructure delivery is fundamentally about people—building trust, aligning teams, and getting things done. Marcia doesn't hesitate to push back against conventions and assumptions. Choosing to leverage her parallel expertise rather than be daunted by a new sector, she often asks, “Why not?” Over and over, she sees the question unlock progress in new and exciting approaches for the infrastructure industry.The three experts hold a candid discussion about impostor syndrome and women in leadership, the superiority of alliance projects, and the importance of transparency on all sides of a major programme. They call out the danger of blindly following rigid structures and the shifting of the status quo as the Canadian infrastructure industry dives into ever larger and more ambitious projects. Throughout it all, Marcia champions a new understanding of steering the ship, and all the assets that come along with “leading like a woman.”Key takeawaysThe relationship-building and human connection that underpin infrastructure delivery success;How transparency drives success, however varied a team's expertise and experience; Why incentivizing on-the-ground solutions and cooperation outweighs claims that stall progress at every turn;The importance of updated governance and project-wide empowerment on the owner side of collaborative contracts;What's poised to change for women in infrastructure leadership.Quote“Challenging our own biases of the things that we know and the things that we don't know is part of challenging the status quo.” - Marcia MedranoThe conversation doesn't stop here—connect and converse with our community via LinkedIn:Navigating Major Programmes, Season 2 Episode 6 with Lawrence Rowland: https://navigatingmajorprogrammes.transistor.fm/s2/23 Follow Navigating Major Programmes: https://www.linkedin.com/company/navigating-major-programmes/Read Riccardo's latest at www.riccardocosentino.comFollow Riccardo Cosentino: https://www.linkedin.com/in/cosentinoriccardo/Follow Marcia Medrano: https://www.linkedin.com/in/marcia-medrano-34a2962a/ 

Send us Fan MailContinuing on the conversation started in an earlier episode focuses on setting the stage for effective change management strategy, AUSG Talks dives into how organizations should approach change management during a digital transformation project. Key InsightsUsing a PACE frameworkSpurring confidence among eventual solution end usersLessons learned from a change management project undertaken during COVID-19Related InsightsListen to our earlier change management episodeRegister to watch the on-demand replay of the recent ASUG Community Conversation breaking down the announcements from SAP Sapphire and ASUG Annual Conference

On this episode of The Buzz, Scott Luton is joined by special co-host Dr. Muddassir Ahmed and special guest Anthony Reeves, Vice President of Global Brand & Creative at Kohler and author of Eat the Donkey: Why Great Companies Embrace Discomfort. Together, they explore the realities of AI adoption, decision-making optimization, innovation, leadership, and what separates organizations that thrive from those that struggle to keep pace. As supply chains continue to evolve in the age of AI, organizations face critical decisions about technology adoption, data quality, change management, and leadership. Scott, Muddassir, and Anthony examine why many AI initiatives fail, what companies can learn from both successes and setbacks, and why strong decision-making remains one of the most valuable competitive advantages. The conversation also explores the growing importance of human connection, brand differentiation, organizational culture, and the willingness to embrace discomfort in pursuit of long-term growth. Drawing on experiences from Amazon, Kohler, Starbucks, and other global brands, Anthony shares powerful lessons on innovation, leadership, and staying true to what makes an organization unique. Key Takeaways: AI success depends as much on adoption, change management, and leadership as it does on technology. High-quality, contextualized data remains the foundation for effective AI implementation. Organizations must learn from failed initiatives just as much as successful ones. Soft skills, emotional intelligence, and human connection will become increasingly valuable as AI handles more routine work. Strong brands remain differentiated by purpose, customer experience, and authenticity—not technology alone. Great leaders make difficult decisions early rather than delaying action until opportunities have passed. Whether you're leading a supply chain transformation, evaluating AI investments, or building a stronger organization, this episode offers practical insights from leaders who have navigated innovation at the highest levels. You'll walk away with actionable advice on decision-making, change management, leadership, and creating organizations that can thrive amid constant disruption. Additional Links & Resources: Guest LinkedIn Profile: https://www.linkedin.com/in/anthonyreeves/ Guest Instagram Handle: @anthony.j.reeves Guest Company Website: anthonyreeves.co APL Logistics: https://www.apllogistics.com/ With That Said: https://bit.ly/WTS-7JUN2026 The Corner Market: https://bit.ly/The-Corner-Market Exclusive: Starbucks scraps AI inventory tool across North America: https://reut.rs/4vuPSkR 4 Supply Chain and AI Predictions for 2026: https://bit.ly/AI-Predictions-2026 AI Strategy Takes A Data Foundation That Cleansing Can't Provide: https://bit.ly/Paul-Noble-Gartner2026-Takeaways 5 Signs Your Supply Chain Has Outgrown How It's Managed Today: https://bit.ly/5-signs-your-SC-has-outgrown-mgmt Eat the Donkey: https://www.amazon.com/dp/B0G97CHK9F When Safety Technologies Backfire and How Managers Can Prevent It: https://bit.ly/When-Safety-Tech-Backfires Upcoming Live Programming:  https://supplychainnow.com/upcoming-live-programming/ Supply Chain Now Resource Hub: https://supplychainnow.com/resource-hub/ Connect with Anthony on LinkedIn: https://www.linkedin.com/in/anthonyreeves/ SCMDOJO: https://sensei.scmdojo.com/ Connect with Muddassir on LinkedIn: https://www.linkedin.com/in/muddassirism/ Follow Scott on LinkedIn: https://www.linkedin.com/in/scottwindonluton/ WEBINAR- Amazon Supply Chain 101: Enabling efficiency and growth for businesses everywhere–and everywhere they sell: https://bit.ly/49r8N7D WEBINAR- The Expanding Role of Supply Chain Optimization Teams in Driving Business Impact: https://bit.ly/3PHRAAf WEBINAR- AI that moves at velocity: Cut through latency with agentic workflows: https://bit.ly/4x4626t This episode was hosted by Scott Luton and Dr. Mudassir Ahmed. For additional information, please visit our dedicated show page at: https://supplychainnow.com/buzz-ai-adoption-brand-differentiation-embracing-comfort-1595 The content in this episode, including all audio, videos, visuals, and graphics, is the property of Supply Chain Now and is protected by copyright law. Unauthorized use, reproduction, distribution, modification, or re-uploading of this content in any form is strictly prohibited without explicit written permission from Supply Chain Now.For licensing inquiries or permissions, please contact us at production@supplychainnow.com© 2026 Supply Chain Now. All rights reserved. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Most volunteer leaders learn on the job, through trial and error, and sometimes burnout. But what if you could start with the skills that really matter?In this episode, Tobi Johnson draws on 25+ years of experience to share the essential skills she wishes she had from day one. You'll learn why self‑regulation and emotional resilience are critical for preventing burnout and leading with clarity. She also breaks down strategic planning that connects program design, metrics, and budgets, including how to advocate for volunteer‑related expenses.Tobi also tackles change management and influence, especially when you don't have formal authority. Her participatory leadership approach helps you engage stakeholders, manage resistance, and build trusted teams. Plus, she offers a free worksheet to help you develop your personal leadership philosophy.If you're ready to lead with confidence and create lasting impact, this episode is your toolkit.Skills I Wish I Had – Episode Highlights [00:00] Introduction to Volunteer Management Skills[04:08] Top Nonprofit Volunteer Management Skills[08:46] Emotional Self-Regulation in Leadership[12:54] Strategic Planning for Nonprofits[17:08] Budgeting for Volunteer Programs[24:10] Change Management and Influence[31:12] Participatory Leadership and CollaborationHelpful Links Volunteer Management Fundamentals Live! Volunteer Nation Episode #185: To Burnout & Back – My Secret Struggle with Long COVIDVolunteer Nation Episode #022: My Fave 6 Nonprofit Leadership and Management Wins Volunteer Nation Episode #205: My Top Time Management Tips for Overwhelmed Volunteer ManagersVolunteer Nation Episode #186: Strategy vs Tactics – How to Include Both in Your Volunteer Planning Independent Sector Value of Volunteer TimeVolunteer Strategy Scorecard™ Volunteer Management Fundamentals Live!Summer Cohort: June 18 – July 24, 2026Learn the Essential Frameworks for Attracting and Engaging, Enthusiastic, Committed Volunteers with Less Stress and Greater Confidence. Thanks for listening to this episode of the Volunteer Nation podcast. If you enjoyed it, please be sure to subscribe, rate, and review so we can reach more people like you who want to improve the impact of their good cause.  For more tips and notes from the show, check us out at TobiJohnson.com. For any comments or questions, email us at WeCare@VolPro.net.

Wie schafft es ein Unternehmen, aus einer existenziellen Krise wieder zu einer der stärksten Marken der Welt zu werden? In dieser Folge des LEITWOLF® Podcasts spricht Stefan über einen der beeindruckendsten Turnarounds der Wirtschaftsgeschichte: den LEGO-Case. Eine Marke, die viele seit der Kindheit kennen, stand Anfang der 2000er kurz vor dem Zusammenbruch. Zu viele Produkte, zu hohe Komplexität, steigende Kosten und ein verlorener Fokus auf das, was Kund:innen wirklich wollten, brachten LEGO an den Rand der Krise. Stefan zeigt, welche Führungslektionen in diesem Comeback stecken: Warum mehr Initiativen nicht automatisch mehr Erfolg bedeuten, weshalb Kosten senken und Wachstum steigern gleichzeitig möglich sein können und warum gute Führung nicht darin besteht, alle Antworten selbst zu haben. Entscheidend war bei LEGO die Rückkehr zum Markenkern, radikale Vereinfachung und eine Führung, die wieder genau hinhörte: bei Kund:innen, Mitarbeitenden und Handelspartnern. Eine Folge über Krise, Fokus und Klarheit – und darüber, warum große Comebacks selten mit mehr Komplexität beginnen, sondern mit konsequenter Führung. ––– Nimm gerne an dieser anonymen Umfrage teil, damit wir diesen Podcast für Dich optimieren können: https://forms.gle/WTqCeutVXV2PsjBH9 Gefällt Dir dieser LEITWOLF® Leadership Podcast? Dann abonniere den Podcast und beurteile ihn bitte mit einer Sternebewertung und Rezension bei iTunes und/oder Spotify. Das hilft uns, diesen LEITWOLF® Podcast weiter zu verbessern und sichtbarer zu machen. ––– Buche Dir JETZT Deinen Zugang zur LEITWOLF® Academy: https://stefan-homeister-leadership.com/link/leitwolf-academy Möchtest Du konkrete Tipps oder Unterstützung, wie gutes Führen in Deinem Unternehmen definiert und umgesetzt werden kann, dann schreibe Stefan eine Mail an: homeister@stefan-homeister-leadership.com ODER Vereinbare hier direkt ein kostenloses Beratungsgespräch mit Stefan: https://stefan-homeister-leadership.com/link/calendly // LINKEDIN: https://stefan-homeister-leadership.com/link/linkedin // WEBSITE: https://stefan-homeister-leadership.com ® 2017 STEFAN HOMEISTER LEITWOLF® ALL RIGHTS RESERVED ____ LEITWOLF Podcast, Leadership, Führung, Management, Stefan Homeister, Podcast, Business Leadership, Erfolgreich führen, Unternehmensführung, Führungskompetenz, Leadership Development, Teammanagement, Leadership Skills, Selbstführung, Leadership Coaching, Leadership Training, Karriereentwicklung, Führungspersönlichkeit, Erfolgsstrategien, Unternehmenskultur, Motivation und Leadership, Leadership-Tipps, Leadership Insights, Change Management, Visionäre Führung, Leadership Interviews, Erfolgreiche Manager, Unternehmer-Tipps, Leadership-Best Practices, Leadership-Perspektiven, Business-Coaching

Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/Joy isn't a perk. It's a business strategy.Have you ever wondered whether work has to feel this hard? Whether the team you've built can actually function without you? Whether there's a way to lead that doesn't burn you — or your people — out?Rich Sheridan built Menlo Innovations around one bold idea: ending human suffering in the workplace. The result is a company where joy isn't a slogan. It's how things actually get done. It's a place built on collaboration, human energy, and pride in what people create together.Joy isn't constant happiness. It's the long arc of meaning and contribution alongside people who care. And it becomes possible the moment you stop being the center of every problem and start creating the conditions for ownership, continuous learning, and yes, joy.You don't have to change the world. You just have to change your world.You'll Learn:The mistake most leaders make about mistakes, and why more mistakes can get you ahead fasterWhy what looks like a questionable decision from below makes sense from aboveThe difference between joy and happiness, and why most leaders are chasing the wrong thingWhy running a small experiment will move you further than creating the perfect planWhat it really takes to build a company designed to last a hundred yearsABOUT MY GUEST:Rich Sheridan is the co-founder, CEO, and Chief Storyteller of Menlo Innovations, a software development and consulting firm known for its people-centered culture and focus on joy in the workplace. He is the author of Joy, Inc. and Chief Joy Officer and was inducted into the Shingo Academy in 2022 for his contributions to organizational excellence.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/77Connect with Rich Sheridan: linkedin.com/in/menloprezFollow me on LinkedIn: linkedin.com/in/kbjandersonSubscribe to my newsletter: kbjanderson.com/newsletterCheck out my website for resources and working together: KBJAnderson.comJoin us on the Japan Leadership Experience: KBJAnderson.com/japantripPurchase a copy of Rich's books: Joy, Inc. and Chief Joy OfficerLearn more about Menlo Innovations: menloinnovations.comTugboat Institute: tugboatinstitute.comTIMESTAMPS FOR THIS EPISODE:02:37 When work no longer feels sustainable05:26 The moment Rich realized the problem wasn't technology07:27 What an 8-year-old noticed about leadership08:23 Why hero-based organizations scale through exhaustion09:39 When caring becomes carrying12:21 The codependency leaders develop with crises14:09 What joy at work actually means17:13 Working with pride and delighting customers19:17 Why human energy is a leadership responsibility21:00 What's the cost of not having joy?23:28 From constant firefighting to two emergencies in 25 years25:24 Joy vs. happiness: What's the difference?27:02 Why joy isn't happiness every day32:17 The phrase that keeps Menlo moving forward 34:15 The leadership lesson Rich learned from flying40:39 Why Menlo isn't chasing exponential growth43:02 The book that changed Rich's career45:18 Why crisis practices work when there isn't a crisis47:28 Why your system keeps producing the same results49:38 The shift from carrying to creating conditions for change leadership51:46 Why stepping in can hold people back Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/

In this episode of Future Finance, Paul Barnhurst and Glenn Hopper sit down with Dave Trier, CEO of ModelOp, to discuss how enterprises can govern, manage, and operate AI at scale. Dave shares insights on implementing AI responsibly, tracking ROI, managing risks, and creating an enterprise-wide AI portfolio that drives value while ensuring compliance and governance.Dave Trier leads ModelOp with a focus on customer value, product innovation, and enterprise execution. With over 20 years in data science, AI, analytics, cloud, and enterprise software, he brings technical expertise and a pragmatic leadership style, helping CIOs, CTOs, and AI leaders deploy AI effectively across organizations .In this episode, you will discover:How enterprises can scale AI responsibly and reliablyThe CFO's role in AI oversight and portfolio managementMeasuring AI value through ROI, usage, and internal feedbackDistinctions between AI governance and traditional data governanceImportance of change management and structured AI adoptionDave provides a framework for enterprise AI adoption, emphasizing disciplined management, measurable impact, and alignment with regulatory and operational requirements. This episode is essential for finance and tech leaders looking to integrate AI at scale while ensuring oversight, efficiency, and business value . Follow Dave:Website: https://www.modelop.com/LinkedIn: https://www.linkedin.com/in/davidetrier/Follow Glenn:LinkedIn: https://www.linkedin.com/in/gbhopperiiiFollow Paul:LinkedIn: https://www.linkedin.com/in/thefpandaguyFollow QFlow.AI:Website - https://bit.ly/4i1EkjgFuture Finance is sponsored by QFlow.ai, the strategic finance platform solving the toughest part of planning and analysis: B2B revenue. Align sales, marketing, and finance, speed up decision-making, and lock in accountability with QFlow.ai. Stay tuned for a deeper understanding of how AI is shaping the future of finance and what it means for businesses and individuals alike.In Today's Episode:[00:00] – Trailer[02:38] – AI Compliance & Governance Challenges[04:35] – Distinction Between AI & Data Governance[07:28] – Measuring AI Value & ROI[12:41] – Treating AI as a Portfolio of Investments[15:05] – Change Management & Enterprise Adoption[17:39] – Wild West of AI & Need for Rigorous Processes[18:54] – CFO Oversight in AI Implementation[21:00] – Closing Remarks

AI in the Workplace: What's Really HappeningWhat is actually happening with AI inside organizations today?In this episode of the People/AI Strategy Forum, Sam Reeve speaks with David Dean, author of The Inbox Between Us, about the hidden workplace dynamics shaping AI adoption and why understanding how work actually gets done may be more important than the technology itself. Many organizations are rushing to implement AI tools and automation. But David argues that before organizations can successfully leverage AI, they need to understand the undocumented work that happens every day through emails, chats, meetings, and human interactions.Drawing from years of experience supporting enterprise transformation initiatives, David explains how workplace behavior, communication patterns, and organizational dynamics influence the success of AI initiatives and business processes.In this episode, we discuss:• The difference between documented work and actual work • Why hidden workplace dynamics matter • How AI can help uncover process bottlenecks • The role of emails, chats, and meetings in organizational intelligence • Why AI should be viewed as a workplace partner • Human judgment, accountability, and decision-making in the AI era • How leaders can improve communication and organizational effectiveness • Practical ways to begin exploring AI opportunities inside your organizationKey TakeawayThe most valuable AI opportunities often exist in places organizations rarely examine: everyday conversations, communication patterns, and the human behaviors that drive work forward.Guest: David DeanBook: The Inbox Between UsLearn more about CompTeam: https://compteam.net/Watch the full video episode: https://www.youtube.com/@PeopleStrategyForumPoweredByCompTeamIf you enjoyed this episode, follow the People/AI Strategy Forum on your preferred podcast platform and join the conversation! About the People/AI Strategy Forum The People/AI Strategy Forum explores how leaders navigate the intersection of people strategy, leadership, and artificial intelligence. Hosted by Sam Reeve, Founder & CEO of CompTeam, the Forum features conversations with executives, practitioners, and experts shaping the future of work.Learn more about CompTeam and the People/AI Strategy Forum at compteam.net.

On patience, listening, and clarity in leadership. ✨In the newest episode of #HowILeadChange Podcast, we had the honor of sitting down with Dr. Marvin Washington, Dean of Beedie Business School, as he shares powerful lessons on leading transformation in higher education—from navigating AI's impact to sustaining momentum when early energy fades.www.pragilis.com

Cameron Price, Head of People & Talent at Medium, joined us on The Modern People Leader to discuss how people teams can lead AI change management through trust, curiosity, and human-centered design. We talked about AI fluency, balancing innovation with authenticity, measuring employee sentiment around AI adoption, and why humans-first leadership matters more than ever. ----  Sponsor Links:

David George is CEO & Founder at CRUX Workplace where he builds on his decades of experience in workplace design, facilities management, real estate management and strategy to help clients co-create high performing, flexible workplace designs that enable people to do their best work. Mike Petrusky asks David why he believes that workplace strategists must be involved from the outset to understand business processes and create effective briefs for architects and designers, while innovation is centered on enabling people to perform their best and feel joy and connection at work. Engaging employees early in the design process leads to higher acceptance and ownership of the change, and David says successful change management relies on three pillars: employee engagement, clear communication, and sponsorship from leaders within the core business. He suggests creating a steering committee including CRE, IT, HR, and FM to drive workplace projects and says organizations must move beyond traditional office designs conceived decades ago and embrace new ways of work aligned with how people work today. Tune in to hear Mike and David share practical advice and the inspiration you will need to be a Workplace Innovator in your organization! Connect with David on LinkedIn: https://www.linkedin.com/in/davidgeorge1/ Learn more about CRUX Workplace: https://www.crux-workplace.com/ Join the Workplace Evolutionaries community: https://we.ifma.org/ Watch the podcast on YouTube: https://www.youtube.com/playlist?list=PLSkmmkVFvM4H3pwnlU2AuqynuRDpvnh4J Discover free resources and explore past interviews at: https://eptura.com/discover-more/podcasts/workplace-innovator/ Learn more about Eptura™: https://eptura.com/ Connect with Mike on LinkedIn: https://www.linkedin.com/in/mikepetrusky/  

This bonus episode of Rethinking EHS, Season 3 focuses on the invisible cultural factors that shape organisational risk and safety performance. The discussion highlights how companies can have strong procedures, audits, and compliance systems in place while still experiencing serious incidents because underlying cultural issues remain unresolved. Through real-world examples, the episode explores how communication breakdowns, siloed decision-making, and inconsistent leadership behaviours can undermine even the most mature EHS programs. Ultimately, the episode underscores that strong safety culture requires more than documentation and compliance — it depends on leadership alignment, open communication, consistent behaviours, and a long-term investment in people. Guest quotes: Alizabeth Smith: “The risk they hadn't controlled, the risk they hadn't looked at, was cultural.” Alizabeth Smith: “If you don't deal with communication and consistency, people start believing the program will change in six months anyway.” Timestamps: 00:00:00 – Introduction to cultural risk management  00:00:33 – Case study: when strong systems still failed  00:01:25 – Identifying cultural breakdowns and lack of trust  00:02:46 – Communication silos in large organisations  00:03:55 – Building a global risk register and consistent controls  00:05:00 – Why onboarding and training often fall short  00:06:09 – Wearables, micro-training, and new approaches to engagement  00:07:27 – Executive incentives and unintended reporting behaviours  00:09:39 – Leading indicators versus lagging indicators  00:11:44 – Case study: transforming culture in a global manufacturing company  00:15:04 – Developing future EHS leadership internally  00:15:51 – Closing reflections  Sponsor Copy Rethinking EHS is brought to you by the Inogen Alliance. Inogen Alliance is a global network of 70+ companies providing environment, health, safety, and sustainability services, working together to provide one point of contact to guide multinational organizations to meet their global commitments locally. Visit inogenalliance.com to learn more. Links https://Inogenalliance.com/resources  https://Inogenalliance.com/podcast  Keith on LinkedIn: https://www.linkedin.com/in/keith-knoke-27587a7  Alizabeth on LinkedIn: https://www.linkedin.com/in/alizabeth-aramowicz-smith-61618615/  Produced by https://madcontent.co.nz/

Send us Fan MailBusiness transformation is often discussed through the lens of technology, AI, automation, and digital initiatives. But after attending the CLM Summit, one theme surfaced repeatedly beneath the technology conversations: maintaining visibility and coordination is becoming increasingly difficult as complexity grows.In this episode, host Brittany Wilkins shares key observations from the summit and explore why connected systems, trusted data, lifecycle alignment, and cross-functional coordination matter more than ever. We discuss the role AI plays as an amplifier, the risks of disconnected systems and tribal knowledge, and why organizations must think beyond technology implementation when navigating transformation.Topics include:• AI and operational foundations• Product complexity and customization• Connected systems and data visibility• Lifecycle alignment across business functions• Human barriers to transformation• Why coordination is becoming a competitive advantageWhether you work in project management, operations, manufacturing, digital transformation, or organizational leadership, this episode offers practical insights into what it takes to maintain clarity and control in an increasingly interconnected business environment.The promise does not come without the process. If you are ready to strengthen the skills that separate project managers from project leaders, explore the Power Skills Accelerator, a course designed to help professionals master the leadership capabilities needed to thrive in complex project environments.Enroll in the Power Skills Acceleratorhttps://www.developpowerskills.com/sales-pageIf you want to assess where execution may be breaking down in your current projects, take the Execution Intelligence Diagnostic to identify gaps across leadership, decision making, and team alignment.Start the diagnostichttps://executionintelligence.scoreapp.com/Join the waitlist for Brittany Wilkins' upcoming book, Execution Intelligence, focused on the mindset, systems, and discipline required to turn strategy into measurable results.Join the book waitlisthttps://makowayconsulting.scoreapp.comTo learn more about how organizations eliminate execution friction and turn strategy into measurable results, visit Makoway Consulting.https://www.makowayconsulting.com Support the showEvery Organization Pays An Execution Tax. Discover Yours:https://executionintelligence.scoreapp.com

What happens when the systems you've built are no longer working for you? In this conversation, Heather Cayouette, founder and CEO of Firefly Strategic Consulting and author of Reset the System, shares practical insights for leaders, entrepreneurs, and anyone feeling overwhelmed by competing priorities. From burnout and decision fatigue to change management and organizational growth, this discussion explores how stepping back can create the clarity needed to move forward with intention. This Episode Covers: Why overwhelm is often a signal that a system needs attention, not proof that you're failing How leaders can identify what's truly causing stress and where to focus their energy The importance of pausing, reflecting, and making intentional decisions instead of constantly reacting Why women often feel pressure to keep pushing through and how to challenge that mindset How to prioritize effectively when everything feels urgent The realities of leading through change and why change management is often more about people than processes How organizational values can guide decisions, create alignment, and support long-term success The challenges founders face as organizations grow and how to avoid becoming the bottleneck Why building support systems and asking for help are critical leadership skills Whether you're leading a team, growing a business, managing a household, or navigating a season of change, this conversation offers a thoughtful reminder that taking a pause is not falling behind. Sometimes the most productive thing you can do is step back, reassess, and reset what is no longer serving you. How to Find Heatherhttps://www.fireflyconsult.ca Connect with Heather on LinkedInhttps://www.linkedin.com/in/heather-cayouette-48b48467/ Get Heather's Book: Reset the Systemhttps://www.amazon.ca/dp/B0GX2ZM9ZX https://www.patreon.com/womendontdothat Instagram - http://www.instagram.com/womendontdothat/ TikTok- http://www.tiktok.com/@womendontdothat Blog- https://www.womendontdothat.com/blog Podcast- https://www.womendontdothat.com/podcast Newsletter- https://www.beaconnorthstrategies.com/contactwww.womendontdothat.com YouTube - http://www.youtube.com/@WOMENdontDOthat How to find Stephanie Mitton: Twitter/X- https://twitter.com/StephanieMitton LinkedIn - https://www.linkedin.com/in/stephaniemitton/ beaconnorthstrategies.com TikTok- https://www.tiktok.com/@stephmitton Instagram- https://www.instagram.com/stephaniemitton/ Interested in sponsorship? Contact us at hello@womendontdothat.com Produced by Duke & Castle Our Latest Blog: https://www.womendontdothat.com/post/i-don-t-do-resolutions-i-do-this-perfect-for-busy-women Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Why the best leaders treat uncertainty as a chance to learn, not a failure to avoid.Most companies are built to grow. Far fewer are built to stay true to their purpose as they do.Eric Ries is an entrepreneur, creator of the Lean Startup movement, and author of Incorruptible: Why Good Companies Go Bad and How Great Companies Stay Great. For Ries, innovation starts with a simple reality: nobody can predict the future. “If you're going to do something fundamentally new,” he says, “how are we supposed to forecast” what success will look like? Instead of relying on certainty, leaders should focus on learning. “If you cannot fail, you cannot learn.”In this episode of Think Fast, Talk Smart, Ries and host Matt Abrahams explore how leaders can communicate through uncertainty, turn setbacks into valuable insights, and build cultures rooted in trust. From the power of the build-measure-learn feedback loop to the importance of making “deposits” in a company's culture bank, Ries shares practical strategies for creating organizations that innovate, adapt, and stay true to their values as they grow.To listen to the extended Deep Thinks version of this episode, please visit FasterSmarter.io/premium.Episode Reference Links:Eric RiesEric's Book: IncorruptibleEp.56 Lean Messaging: How Simple Messages Really StickEp.54 Leadership and Ethics: How to Communicate Your Core Values  Connect:Premium Signup >>>> Think Fast Talk Smart PremiumEmail Questions & Feedback >>> hello@fastersmarter.ioEpisode Transcripts >>> Think Fast Talk Smart WebsiteNewsletter Signup + English Language Learning >>> FasterSmarter.ioThink Fast Talk Smart >>> LinkedIn, Instagram, YouTubeMatt Abrahams >>> LinkedIn Chapters:(00:00) - Introduction (02:21) - Lean Startup Fundamentals (04:03) - Business Plans vs. Reality (06:31) - Learning from Failure (08:11) - Why Companies Go Bad (10:49) - The Culture Bank (13:51) - The Final Three Questions (22:05) - Conclusion ********Thank you to our sponsors.  These partnerships support the ongoing production of the podcast, allowing us to bring it to you at no cost.Unleash your Superhuman potential with AI that meets you where you work. Learn more at superhuman.comJoin our Think Fast Talk Smart Learning Community and become the communicator you want to be. 

Gerad's website https://change-rebounded.com/ Gerad's Linkedin=: https://www.linkedin.com/in/gerad-collingwood/  4 Corners Episode referenced: https://iview.abc.net.au/show/four-corners/series/2026/video/NC2603H015S00 Bounded rationality - https://en.wikipedia.org/wiki/Bounded_rationality NIODA https://www.nioda.org.au/

How do you lead a company into the future without losing its identity? In this episode of the LEITWOLF® Podcast, Stefan speaks with Stefan Leitz – an internationally experienced leader who knows both global corporate environments and traditional family-owned businesses from the inside. After many years at companies such as Procter & Gamble, Gillette, Wella and Unilever, his career later took him to Kühne and Faber-Castell. It is exactly this experience between two very different business worlds that makes this conversation so valuable. Together, they explore what distinguishes great leadership in global corporations and family-owned businesses – and what both worlds can learn from each other. The conversation touches on tradition and transformation, brand and responsibility, long-term thinking, speed, and the question of how leaders need to evolve when environments, cultures and expectations change. Stefan Leitz shares how he recognizes leadership talent, what has shaped him as a leader, and why great leadership always means balancing future readiness with identity. ––– Do you like the LEITWOLF® Leadership podcast? Then please rate it with a star rating and review it on iTunes or/and Spotify. This will help us to further improve this LEITWOLF® podcast and make it more visible. ––– // Stefan Leitz LINKEDIN: https://www.linkedin.com/in/stefan-leitz-69255b24/ Book your access to the LEITWOLF® Academy NOW: https://stefan-homeister-leadership.com/link/leitwolf-academy-en Would you like solid tips or support on how to implement good leadership in your company? Then please get in touch with Stefan via mail: homeister@stefan-homeister-leadership.com Or arrange a free phone call here: https://stefan-homeister-leadership.com/link/calendly-en // LINKEDIN: https://stefan-homeister-leadership.com/link/linkedin // WEBSITE: https://stefan-homeister-leadership.com ® 2017 STEFAN HOMEISTER LEITWOLF® ALL RIGHTS RESERVE ___ LEITWOLF Podcast, Leadership, Management, Stefan Homeister, Podcast, Business Leadership, Successful Leadership, Organizational Management, Leadership Skills, Leadership Development, Team Management, Self-leadership, Leadership Coaching, Leadership Training, Career Development, Leadership Personality, Success Strategies, Organizational Culture, Motivation and Leadership, Leadership Tips, Leadership Insights, Change Management, Visionary Leadership, Leadership Interviews, Successful Managers, Entrepreneurial Tips, Leadership Best Practices, Leadership Perspectives, Business Coaching

What you'll learn in this episode: ● The key difference between leading and managing ● How your words can carry more weight than you realize ● Why great leaders attract people seeking guidance ● How to empower your team through influence, not authority ● The mindset shift that transforms management into leadership

In this episode of The Buzz with ACT-IAC, we are in conversation with Ratima Kataria, VP of Health and IT Strategy at ICF. We talk about her career journey from satellite communications and semiconductors into federal health, including serving on the government side during COVID-19, and how high-stakes environments shaped her leadership values. Kataria explains ICF's work helping federal agencies modernize at the intersection of enterprise modernization, data strategy, and responsible AI adoption amid fragmented data, legacy platforms, and demand for AI-enabled services. She describes a “think big, start small” approach focused on mission-aligned tech strategy, data governance and interoperability, platform consolidation, and scaling trusted AI use cases.Become a Member | ACT-IAC Summary - A Hole in One with ACT-IACSubscribe on your favorite podcast platform to never miss an episode! For more from ACT-IAC, follow us on LinkedIn or visit http://www.actiac.org.Learn more about membership at https://www.actiac.org/join.Donate to ACT-IAC at https://actiac.org/donate. Intro/Outro Music: See a Brighter Day/Gloria TellsCourtesy of Epidemic Sound(Episodes 1-159: Intro/Outro Music: Focal Point/Young CommunityCourtesy of Epidemic Sound)

Wie führt man Unternehmen erfolgreich in die Zukunft, ohne ihre Identität zu verlieren? In dieser Folge des LEITWOLF® Podcasts spricht Stefan mit Stefan Leitz – einer international erfahrenen Führungskraft, die sowohl globale Corporate-Welten als auch traditionsreiche Familienunternehmen von innen kennt. Nach vielen Jahren in Unternehmen wie Procter & Gamble, Gillette, Wella und Unilever führte ihn sein Weg unter anderem zu Kühne und Faber-Castell. Genau diese Erfahrung zwischen zwei sehr unterschiedlichen Unternehmenswelten macht dieses Gespräch besonders. Gemeinsam sprechen die beiden darüber, was gute Führung in globalen Konzernen und in Familienunternehmen unterscheidet – und was beide Welten voneinander lernen können. Es geht um Tradition und Transformation, um Marke und Verantwortung, um langfristiges Denken, Geschwindigkeit und die Frage, wie Führungskräfte ihre eigene Haltung weiterentwickeln müssen, wenn sich Umfeld, Kultur und Erwartungen verändern. Stefan Leitz teilt seine Perspektive darauf, woran er Führungstalent erkennt, was ihn selbst als Leader geprägt hat und warum gute Führung immer auch bedeutet, die Balance zwischen Zukunftsfähigkeit und Identität zu halten. ––– Nimm gerne an dieser anonymen Umfrage teil, damit wir diesen Podcast für Dich optimieren können: https://forms.gle/WTqCeutVXV2PsjBH9 Gefällt Dir dieser LEITWOLF® Leadership Podcast? Dann abonniere den Podcast und beurteile ihn bitte mit einer Sternebewertung und Rezension bei iTunes und/oder Spotify. Das hilft uns, diesen LEITWOLF® Podcast weiter zu verbessern und sichtbarer zu machen. ––– // Stefan Leitz LINKEDIN**](https://www.linkedin.com/in/stefan-leitz-69255b24/) Buche Dir JETZT Deinen Zugang zur LEITWOLF® Academy: https://stefan-homeister-leadership.com/link/leitwolf-academy Möchtest Du konkrete Tipps oder Unterstützung, wie gutes Führen in Deinem Unternehmen definiert und umgesetzt werden kann, dann schreibe Stefan eine Mail an: homeister@stefan-homeister-leadership.com ODER Vereinbare hier direkt ein kostenloses Beratungsgespräch mit Stefan: https://stefan-homeister-leadership.com/link/calendly // LINKEDIN: https://stefan-homeister-leadership.com/link/linkedin // WEBSITE: https://stefan-homeister-leadership.com ® 2017 STEFAN HOMEISTER LEITWOLF® ALL RIGHTS RESERVED ____ LEITWOLF Podcast, Leadership, Führung, Management, Stefan Homeister, Podcast, Business Leadership, Erfolgreich führen, Unternehmensführung, Führungskompetenz, Leadership Development, Teammanagement, Leadership Skills, Selbstführung, Leadership Coaching, Leadership Training, Karriereentwicklung, Führungspersönlichkeit, Erfolgsstrategien, Unternehmenskultur, Motivation und Leadership, Leadership-Tipps, Leadership Insights, Change Management, Visionäre Führung, Leadership Interviews, Erfolgreiche Manager, Unternehmer-Tipps, Leadership-Best Practices, Leadership-Perspektiven, Business-Coaching

Send us Fan MailSix years ago, ENGINEERING CH∆NGE® started with a simple idea: create the kind of conversation you might have over coffee with a colleague about the challenges—and opportunities—facing engineering and other STEM organizations.In this season finale, my co-producer Quincy joins me behind the mic as we look back on six seasons of the podcast, the lessons  learned along the way, and what might be next for ENGINEERING CH∆NGE®. We discuss why I shifted to a solo format for Season 5, how the companion ebook Engineering for Society influenced the season's content, the realities of producing a podcast while balancing a demanding professional life, and why some of this season's most difficult conversations were also the most important.We also explore how the podcast has evolved from a focus on engineering education to broader conversations about organizational systems, leadership, culture, technology, and change—and why listeners both inside and outside STEM continue to connect with these topics.In this episode, we discuss:The origins of "Grab a Latte and Listen"How ENGINEERING CH∆NGE® has evolved over six seasonsWhy Season 5 shifted to a solo formatLessons learned about balancing impact, perfectionism, and self-careThe emotional story behind What Systems Lose When Fear LeadsWhy systemic challenges often appear in different forms but share common rootsHow the Engineering for Society ebook helped shape Season 5Possibilities for Season 6, including guest interviews, panel discussions, and research-to-practice conversationsWhy your feedback will help shape the future of the podcastI'd Love to Hear From YouWhat topics, guests, challenges, or conversations would be most valuable to you in Season 6?Use the fan mail link in the show notes and let me know. Your feedback will help shape the next chapter of ENGINEERING CH∆NGE®.ResourcesRequest your FREE copy of the ebook, Engineering for Society at EngineeringChangePodcast.comSupport the showENGINEERING CHΔNGE® is a registered trademark held by Dr. Yvette E. Pearson for producing and providing podcasts.

Summary When a rollout lands badly on the frontline, the cost isn't just lost productivity. It's the people who quietly start looking elsewhere. And it's rarely the people you'd guess. In this episode, Justin talks with Kapil Dua, Associate Director of Change Management and Issues Management at a Fortune 100 company, who has spent over a decade leading large-scale SaaS implementations, including current rollouts impacting more than 20,000 stakeholders. Kapil makes the case that the real downside of a poor change isn't the immediate friction, it's the slow erosion of trust that follows: your strongest performers have options, and when they decide a workplace has a "taxed relationship" with change, they leave. From there, the conversation moves into what actually works at scale. Kapil walks through why he chases down cynics instead of avoiding them, why most change communications fail at the language layer (not the strategy layer), and why the best implementations he's been part of were the ones nobody talked about afterward. He also shares the "two wolves" story, his "right things, for the right reasons, in the right ways" rule, and a memorable line about why ignoring how something feels for the user is like designing toilet paper out of sandpaper, it gets the job done, but it hurts. If you're rolling out anything that touches the frontline this year, this one is worth your time. Key Topics Why the biggest cost of a failed rollout is the best people you didn't realize you were losing The case for being honest when a change will mean more work, not less How to convert cynics into your strongest change champions The "two wolves" story, and why change always feeds the dark wolf first Communication design: writing every message to be misread, not just understood Working through layers of stakeholders when one-on-one isn't possible at 20,000 people Why a great change isn't celebrated, it's seamless The 10:1 ratio: it takes ten good experiences to erase one bad one "How will it feel?" as the question most rollouts skip Chapters 00:00 Introduction to Change Management and Adoption 01:56 The Consequences of Poor Adoption 04:33 Measuring the Impact of Employee Satisfaction 07:32 Generational Perspectives on Work and Change 10:09 Balancing Macro and Microeconomic Perspectives 12:13 The Pressure of Public Companies 15:50 The Importance of Employee Experience 18:19 Aligning Associate Experience with Profitability 20:46 The Emotional Impact of Change 24:44 Filling the Gaps in Communication 25:32 Engaging Skeptics in Change Initiatives 29:40 The Reality of Change and Data Collection 31:32 The Importance of Honesty in Change Management 38:07 Navigating Change at Scale 46:58 Building a Change Network 57:50 The Human Element in Change Implementation Guest Bio Kapil Dua is Associate Director, Change Management and Issues Management at a Fortune 100 company, where he leads enterprise transformation focused on process alignment, operational excellence, and user adoption. With over a decade of experience driving large-scale SaaS implementations, including rollouts impacting more than 20,000 stakeholders, he brings a practical, people-first, data-driven perspective on leading change across complex organizations. Resources Frontline Innovators Podcast Kapil Dua on LinkedIn Skyllful - Frontline Enablement Platform

In this episode of Future Finance, Paul Barnhurst and Glenn Hopper sit down with Dave Trier, CEO of ModelOp, to explore the challenges and opportunities of implementing AI at scale in enterprises. Dave shares how organizations can manage AI responsibly, measure ROI, and move from scattered pilots to a disciplined, industrialized approach. He also discusses the critical role of CFOs in AI oversight, change management, and creating measurable business value from AI initiatives Dave Trier is CEO of ModelOp, leading the company with a focus on customer value, product innovation, and enterprise execution. With over 20 years of experience across AI, data science, analytics, cloud, and enterprise software, Dave is a patent-holder and trusted partner to CIOs, CTOs, and AI leaders. Prior to becoming CEO, he shaped ModelOp's product strategy and held senior roles at Think Big Analytics, Powered by Action, and Accenture Technology Labs. He holds a BS in Electrical Engineering from the University of Notre Dame. In this episode, you will discover:How to industrialize AI delivery across an enterpriseManaging risk, governance, and compliance for AI implementationsMeasuring AI ROI using financial, feedback, and usage metricsThe CFO's role in AI oversight and rationalizing AI investmentsKey lessons for change management and process discipline in AI adoptionDave Trier highlights how enterprises can move from scattered AI pilots to a disciplined, industrialized approach that delivers measurable business value. He emphasizes the importance of governance, change management, and cross-functional collaboration to ensure AI initiatives succeed. CFOs play a key role in oversight, setting financial parameters, and rationalizing AI investments. Follow Dave:Website: https://www.modelop.com/LinkedIn: https://www.linkedin.com/in/davidetrier/Follow Glenn:LinkedIn: https://www.linkedin.com/in/gbhopperiiiFollow Paul:LinkedIn: https://www.linkedin.com/in/thefpandaguyFollow QFlow.AI:Website - https://bit.ly/4i1EkjgFuture Finance is sponsored by QFlow.ai, the strategic finance platform solving the toughest part of planning and analysis: B2B revenue. Align sales, marketing, and finance, speed up decision-making, and lock in accountability with QFlow.ai. Stay tuned for a deeper understanding of how AI is shaping the future of finance and what it means for businesses and individuals alike.In Today's Episode:[00:00] – Trailer[02:07] – Meet Dave Trier, CEO of ModelOp[04:57] – ModelOp & AI Governance Explained[06:21] – AI vs Data Governance[08:11] – Evaluating AI ROI for CFOs[13:24] – AI as a Managed Investment Portfolio[16:43] – Change Management & Process Discipline[20:48] – CFO's Role in AI Oversight[27:38] – Tips to Maximize AI ROI[30:16] – Enterprise AI Complexity & Coordination[32:13] – Dave's Journey: Electrical Engineer to AI CEO[35:12] – Closing Thoughts

Episode 3 of Rethinking EHS, Season 3 focuses on the transformation of risk management in a rapidly changing global environment. The discussion highlights how modern risks now spread faster than ever through interconnected supply chains, social media, workforce pressures, and geopolitical instability.  The episode also explores how organisations are using leading indicators, management systems, and predictive approaches to identify operational risks earlier, while integrating EHS considerations into due diligence, procurement, sustainability, and organisational change processes. Ultimately, the episode underscores that resilience depends on organisations proactively understanding risk, improving communication, and embedding risk management into every level of business decision-making. Rethinking EHS is brought to you by the Inogen Alliance. Inogen Alliance is a global network of 70+ companies providing environment, health, safety, and sustainability services, working together to provide one point of contact to guide multinational organizations to meet their global commitments locally. Visit inogenalliance.com to learn more. *** Guest quotes: Alizabeth Smith: “The risk they hadn't controlled, the risk they hadn't looked at, was cultural.” Alizabeth Smith: “If you don't deal with communication and consistency, people start believing the program will change in six months anyway.” *** Timestamps: 00:00:00 – Introduction to cultural risk management  00:00:33 – Case study: when strong systems still failed  00:01:25 – Identifying cultural breakdowns and lack of trust  00:02:46 – Communication silos in large organisations  00:03:55 – Building a global risk register and consistent controls  00:05:00 – Why onboarding and training often fall short  00:06:09 – Wearables, micro-training, and new approaches to engagement  00:07:27 – Executive incentives and unintended reporting behaviours  00:09:39 – Leading indicators versus lagging indicators  00:11:44 – Case study: transforming culture in a global manufacturing company  00:15:04 – Developing future EHS leadership internally  00:15:51 – Closing reflections  Sponsor Copy Rethinking EHS is brought to you by the Inogen Alliance. Inogen Alliance is a global network of 70+ companies providing environment, health, safety, and sustainability services, working together to provide one point of contact to guide multinational organizations to meet their global commitments locally. Visit inogenalliance.com to learn more. Produced by Madcontent.co.nz *** Links  https://Inogenalliance.com/resources https://Inogenalliance.com/podcast Keith on LinkedIn: https://www.linkedin.com/in/keith-knoke-27587a7 Alizabeth on LinkedIn: https://www.linkedin.com/in/alizabeth-aramowicz-smith-61618615/ Chris on LinkedIn: https://www.linkedin.com/in/chris-trim-51637831/

Most people don't fear change itself — they fear the moment before they know if they're going to be okay. And according to Dr. Jimmie Williamson, that gap between uncertainty and clarity is where organizations either hold their people together or quietly lose them. In this episode of Your Health University, Jamie sits down with Dr. Jimmie Williamson, Chief Behavioral Health Officer at Your Health, in the middle of a real organizational merger — making this conversation as timely and personal as it gets. Dr. Williamson draws on decades of clinical experience, behavioral health expertise, and his own career pivots (including leaving a 28-year career to step into healthcare) to walk us through what change actually does to the human brain and body — and what it takes to move through it well. Key topics include: Why even positive change triggers a physiological threat response — and what science says is actually happening in your brain The five stages of change people move through (shock, resistance, exploration, and beyond) and why getting stuck isn't a character flaw Dr. David Rock's SCARF model — the five psychological domains (Status, Certainty, Autonomy, Relatedness, Fairness) that determine whether people feel safe or threatened during transitions What leaders most commonly get wrong when communicating change — and the one mistake that always creates a narrative vacuum Why insecurity in leadership is more dangerous than the change itself The one self-care practice you can start today if you're feeling the weight of uncertainty Change is positive. It is good. And it is inevitable. This episode will help you believe that — and act like it. www.YourHealth.Org

Our guest on this episode of Higher Logic's The Member Engagement Show is Ashleigh Brookshaw, a strategic advisor at Higher Logic who is also a Prosci-certified change manager and agile & traditional project manager. As more associations adopt AI, Ashleigh touches on several topics related to the challenges and opportunities that can bring: How organizations can adopt AI successfully. Why AI is first and foremost a change management challenge, not a tool implementation challenge. What are the key components of AI readiness? Is the quality of your data good enough to get high quality AI outputs? Implementing AI with both members and internal staff in mind. How to decide what AI initiatives to prioritize. The right way to do staff enablement. The skills or mindset shifts that people need the most in AI adoption. Involving members in your AI adoption. The signals of a successful AI implementation?

In this episode of The Future of Fitness, host Eric Malzone sits down with Karl Foster, Head of Artificial Intelligence at Sport Alliance, to bridge the massive gap between AI marketing hype and operational reality in the fitness sector . Drawing from his unique trajectory from personal trainer to CTO and global AI leader, Foster reveals how Sport Alliance's native CRM and ERP integrations—Perfect AI and Magic AI—are redefining the member journey . He outlines the critical distinction between passive chatbots and proactive, agentic AI ecosystems that capture time-sensitive data to drive engagement, boost sales conversions, and optimize retention . Foster also shares a comprehensive blueprint for gym operators on navigating the "build vs. buy" tech dilemma and mastering the critical 70% people-and-process shift needed to successfully cultivate a data-ready organization . Key Takeaways

During the May 28 AICPA Town Hall, CPA.com's Erik Asgerisson and BILL's René Lacerte discussed the tech and marketplace landscape and what it means for firms. We also continued our practice evolution series with a focus on advisory change management and the necessary foundations for growth. Plus, the latest DC and technical upates you rely on. Topics include:  DC Update Technology & marketplace leadership discussion Practice evolution: Firm-level change management Technical Update Speakers:   Erik Asgeirsson, President & CEO, CPA.com Rachel Dresen, VP, Congressional and Political Affairs, AICPA Melanie Lauridsen, VP, Tax Policy & Advocacy, AICPA  Kim Blascoe, Senior Director, CAS Professional Services, CPA.com Kelli Visser, CEO and Partner, Larson Gross René Lacerte, CEO, BILL.com 

Bonnie Tinder is the founder and CEO of Raven Intelligence, an independent B2B peer review site that amplifies the voice of the customer. She focuses on software customers, consulting partners, and software vendors and helps identify the best partners for their needs. In this episode, she and Bob Evans speak about Workday's accelerating AI transformation following its Innovation Summit. Bonnie offers a practitioner's perspective on how Workday is rethinking enterprise software around agentic AI, faster deployments, embedded governance, and a startup-like culture shift under returning leadership. Episode 59 | Workday's AI Reset The Big Themes: Workday's Startup Reboot: Bonnie Tinder's biggest observation was that Workday appears to be entering a new operational chapter defined by urgency, sharper execution, and a startup mindset. Rather than behaving like an incumbent defending market share, Workday seems to be restructuring around focused AI ownership and entrepreneurial velocity. Bonnie connected this directly to Aneel Bhusri's leadership style, comparing it to Steve Jobs returning to simplify Apple's priorities. No One Wants DIY Enterprise AI: A major theme was the rejection of the “build it yourself” narrative for enterprise core systems. Bonnie and Bob both strongly challenged the idea that enterprises will vibe-code their own payroll, financials, or HCM systems. The reason is simple: risk. Enterprise systems are compliance-heavy, operationally critical, and intolerant of failure. Bonnie's “you can't get payroll 90% correct” line perfectly captured the reality. CEO Leadership Is Non-Negotiable: AI transformation must be CEO-led. Bottom-up experimentation alone is unlikely to produce meaningful enterprise change. AI affects operating models, workflows, investment priorities, talent strategy, governance, and competitive differentiation. That requires executive sponsorship and strategic ownership. Bob argued that companies cannot approach AI using 2023 or 2024 decision frameworks. Instead, leadership teams must rethink vendor evaluation, operational transformation, and business outcome measurement. Bonnie reinforced that major transformation initiatives succeed when leadership drives adoption from the top. The Big Quote: “The real AI gold rush isn't in the models, it's really that unglamorous work of moving 30-year-old legacy systems to a point where agents can actually do something with the data.” More from Bonnie Tinder: Connect with Bonnie on LinkedIn. Visit Cloud Wars for more.

Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/What does it really take to sustain a culture of continuous improvement –  through pressure for results, across generations, and into an era of AI?In this final episode of my three-part series with John Shook, one of the most influential leaders and thinkers in the global lean community, we turned to the questions on your mind. Before we sat down to record, I asked listeners to submit your questions. We cover four of them specifically here, though many others were addressed in Parts 1 and 2, and together they highlight the tensions change leaders and executives face every day.At the end, as we promised in Part 2, John shares his parting reflections and advice for all of us leading transformation to create people-centered learning cultures. It's not just what we should stop doing, it's what we need to continue. Starting with ourselves.If you haven't listened to episodes 74 and 75 yet, start there first as you won't want to miss hearing this conversation in full.You'll Learn:Why leaders should be patient for results but impatient for actionWhy getting to the assumptions that underlie your principles and values is where the real work of culture change beginsHow aligning around the real problem to solve helps close the gap across generations and perspectivesWhat the original intention of jidoka — separating machine work from human work — can teach us about navigating AI and keeping technology in service of peopleThe real purpose of kaizen and continuous improvementABOUT MY GUEST:John Shook spent eleven years with Toyota in Japan and the U.S., where he helped transfer the Toyota Production System globally. He later served as President of the Lean Enterprise Institute and Chairman of the Lean Global Network.John is the co-author of the award-winning books Learning to See and Managing to Learn, and wrote the foreword to my book Learning to Lead, Leading to Learn. As an industrial anthropologist, he brings a perspective that connects culture, systems, and practice to bridge deep thinking with real-world application.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/76Connect with John Shook: lean.org/about-lei/senior-advisors-staff/john-shook/ Follow me on LinkedIn: linkedin.com/in/kbjanderson Subscribe to my newsletter: kbjanderson.com/newsletterCheck out my website for resources and working together: KBJAnderson.comJoin us on the Japan Leadership Experience: KBJAnderson.com/japantrip Purchase a copy of, “Learning to Lead, Leading to Learn,”: https://kbjanderson.com/learning-to-lead/ TIMESTAMPS FOR THIS EPISODE:02:28 [Listener Question] How do you balance patience with action?04:06 Avoiding solution jumping and analysis paralysis05:20 [Listener Question] What will matter most for the next generation of organizations?07:21 Why underlying assumptions matter more than artifacts08:28 The deeper level of hansei and reflection08:53 [Listener Question] How do you bridge generations without slowing improvement?10:43 Quick PDCA vs. long-cycle learning11:23 Aligning people around shared purpose13:56 [Listener Question] In our age of AI, how do we stay true to jidoka's original intent, separating machine work from human work?14:12 AI, jidoka, and protecting human work15:23 Four questions to navigate uncertainty16:17 Why respect for people still matters in AI17:15 Jidoka beyond “automation with a human touch”18:54 Curiosity, experiments, and learning with AI19:30 The promise and risk of AI thinking for us22:08 PDCA beyond engineering and problem solving25:39 The purpose of kaizen is to do more kaizen26:18 Creating conditions for people to think and grow27:00 Shifting from leading change to creating conditions Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/

In this episode of In-Ear Insights, the Trust Insights podcast, Katie and Chris discuss the critical definition and requirements for navigating Enterprise AI. You’ll learn how to distinguish between consumer-grade tools and the strict standards required in regulated industries. You’ll discover the twenty essential pillars for building a secure and compliant AI strategy for your organization. You’ll understand why rigorous vendor scrutiny matters as much for software as it does for human talent. You’ll gain clarity on the governance frameworks necessary to prevent data leaks and legal vulnerabilities in your enterprise. 00:00 – Introduction 03:15 – Defining Enterprise AI vs. SMB AI 07:45 – The role of Microsoft Copilot in regulated environments 12:20 – The 20 components of Enterprise AI readiness 18:10 – Challenges in organizational adoption and change management 22:30 – Security and data privacy as the foundation 27:00 – Call to action Watch this episode to master the complex landscape of regulated AI and safeguard your company’s future. Watch the video here: Can’t see anything? Watch it on YouTube here. Listen to the audio here: https://traffic.libsyn.com/inearinsights/tipodcast-enterprise-ai-101.mp3 Download the MP3 audio here. Need help with your company’s data and analytics? Let us know! Join our free Slack group for marketers interested in analytics! [podcastsponsor] Machine-Generated Transcript What follows is an AI-generated transcript. The transcript may contain errors and is not a substitute for listening to the episode. Christopher S. Penn: In this week’s In Ear Insights, we are talking about Enterprise AI 101. I am in the midst of a series in the Trust Insights newsletter, which you can get at TrustInsights.ai/newsletter. Part one was last week on seven different aspects of enterprise AI. But Katie, you said it would probably be helpful to level set what enterprise AI is and how it differs from SMB AI, mid-market AI, consumer AI, and so on. Katie Robbert: It is interesting because I feel like every time we jump on to record a podcast, there is a whole new set of vocabulary that I need to get caught up with. We need to make sure that everyone else knows what we are talking about because there is nothing worse than listening to a podcast or reading an article and having no idea what the author is talking about because they are introducing a concept but not really explaining it. I wanted to take this episode to talk about what enterprise AI is. Since you and I have not defined it, I am going to take my best guess at what enterprise AI is using some logic and deduction. I could be wrong, and that is why I think it is worth covering. From my perspective, if I had to put a definition to it, I am assuming enterprise AI is the type of AI implementation that occurs at an enterprise-size company. That sounds overly simplistic, but the bigger the organization, the more red tape, the more politics, the more departments, the more stakeholders, and the more governance there is. There are a lot more complications versus a small business like we are, where we can just decide one day, “Hey, I am going to start using this tool.” There are no real hurdles to go through. Then you have those mid-sized companies where you start to introduce some of those hurdles. You might need to work with your IT team to make sure that everything is in compliance. You might need to make sure that you have a place to host these new pieces of software, and that is not something that the marketing team is necessarily responsible for. Then you get to the enterprise-size companies where everything is completely siloed. Even in the best enterprise-sized companies, you are going to run into these silos. Because no one person is responsible for everything, you typically have multiple CEOs. Depending on what part of the country you are in, you might have a board for every different division of the company. If you are a Procter & Gamble and you have hundreds of product lines underneath, each of those is their own individual business. Each of those businesses are not necessarily talking to each other or sharing resources. That is my logical guess at what enterprise AI is. Christopher S. Penn: That is what I started with until I started doing the research into it. I realized that is not what it is. The generally accepted definition is AI within any commercially regulated entity. I realized as I was going through the research that commercially regulated means you have external regulation imposed on the company. It might be a 50-person company, but if they work in HIPAA or FINRA, they have to behave in highly regulated ways. Whether you are publicly traded or, for example, colleges that have to adhere to FFIEC rules and FERPA rules, enterprise AI is about operating AI—whether classical or generative—in a commercially regulated environment where you have externally mandated requirements that you must meet. Your definition for small business stuff makes total sense in that environment because Trust Insights is not a regulated company. However, when we work with our healthcare clients, we have to behave as though we are an enterprise company because we have to conform to their requirements. Katie Robbert: I am glad we are talking about this because the terminology is confusing; when you think of an enterprise company, you are not thinking of a commercially regulated company. I have to wonder why it is not called commercially regulated AI versus non-commercially regulated AI. It is a mouthful and a little bit harder to remember, but it is more descriptive and more accurate. I think like me, a lot of people are going to get confused about what enterprise AI actually is. Christopher S. Penn: A lot of this is because our background is in marketing, so we use the term enterprise to just mean a big company. If we want to market to enterprise companies, we are not marketing to a 50-person firm; we are marketing to a 50,000-person firm. In a lot of CRM software, the dividing line is typically 10,000 employees or 100 million in revenue. This is especially relevant because you see a lot of AI companies like Anthropic and OpenAI in a fight with Microsoft to try and gain a foothold into those enterprises. Microsoft, with their Copilot offering, has dominance by the very fact that their legacy Office 365 stuff is approved in those regulated environments. Katie Robbert: It is ironic because we spent so much time admittedly dismissing Microsoft’s Copilot as the less than version of generative AI, and now Microsoft is getting the last laugh on everyone. They are saying, “You have to use me because I have already been approved by IT and governance, and good luck.” You are stuck with whatever I decide to give you. If I were Microsoft, I would be petty and say, “You guys spent way too much time dismissing me and calling me inferior, so too bad.” Christopher S. Penn: A lot of that, as we have talked about many times on stage, is that the reason Copilot has fewer capabilities than other systems is specifically because of the regulated environment. It is trivial for Google to foist something on consumers and say, “Now we are going to read all your Gmail.” That does not fly in a regulated industry. Katie Robbert: That understanding is really helpful to the people who are saddled with Microsoft Copilot because we hear complaints about why they cannot use other shiny objects. If you are in a 50,000-person company and you weren’t there when the regulatory standards were decided upon, you are sitting there wondering why you cannot use Gemini to generate ad headlines. Then you do it on the side and get in trouble because there is no clear documentation saying why you have to use Copilot and nothing else. What we are hearing is that employees in companies required to use Microsoft Copilot are using other models on the side. That information is still getting filtered into the organization, and it is a huge governance problem. Christopher S. Penn: Completely. In enterprise AI, there are 20 different components to being ready. I derived this from the US federal government's NIST AI regulations and the EU AI Act, which is the gold standard. Katie Robbert: I want to see if you can get all 20. Christopher S. Penn: One, Strategy and Operating Model; two, Governance Policy and the AI Council; three, Legal, Regulatory, and Compliance. Katie Robbert: Are you reading this off a screen? Christopher S. Penn: I am 100% reading this off the Trust Insights Enterprise AI Landscape Field Handbook. Katie Robbert: Fine, continue. Christopher S. Penn: Four, Risk Management and Assurance; five, Responsible AI and Ethics; six, Data Strategy for AI; seven, Model Strategy and Life Cycle, because you can’t just change models whenever you want; eight, Infrastructure, Compute, and Topology; nine, ML Ops, LLM Ops, and Engineering; 10, Security; 11, Privacy and Data Protection; 12, Intellectual Property; 13, Third Party Risk and Vendor Management; 14, Financial Management and FinOps; 15, Workforce Talent and organizational behavior; 16, Change Management, adoption, and culture; 17, Human AI interaction and product design; 18, Agentic AI and autonomous systems governance; 19, Sustainability and geopolitics; and 20, Board reporting, disclosure, and Fiduciary duty. Katie Robbert: I just heard a whole lot of new job opportunities listed. So, if someone were working in a regulated industry like pharma, these are the 20 things they would need to be aware of before evaluating generative AI. It is interesting that organizational behavior and change management are part of it. You would think the regulations would be more technical versus human, but I am surprised that is part of it. Christopher S. Penn: It makes sense because in order for any AI to succeed in an enterprise with 50,000 or 300,000 employees, you have to prioritize change management. Organizational behavior cannot be an add-on; they have to be baked into what you do from the beginning, otherwise your initiative is going nowhere. Katie Robbert: I don’t disagree, but the typical way that works in a large organization is top-down. They make a decision, and you walk in the next day to find it has automatically updated your computer settings. Now you can no longer use a web browser search; you have to use Microsoft Copilot. That is their version of change management, but it is really just a dictatorship from above. I am interested in future episodes to explore what that should look like in a regulatory environment. Christopher S. Penn: We have known for two years that adoption is the hardest part. Deployment is easy compared to adoption. You can put Copilot on someone's desk, but they may not use it even if you tell them they have to. It comes back to how you get them to see the benefits. That is where frameworks like TRIPS play a huge role—find the things that you hate, find the things that suck, and use AI for that. Get that one thing off your plate. Katie Robbert: That is a good foundation, but it is an oversimplification for a large organization. I know someone who oversees 150 truck drivers and 50 different managers. The layers are so deep. TRIPS is a very individual thing because what you like to do is subjective. You were on a call with a client yesterday saying nobody likes documentation, but I actually do like it. My scoring would look different than yours. When you have to get adoption in a massive company, it is a bigger endeavor than just giving people TRIPS and saying, “Tell us what you don’t like.” The person you are asking to use AI may be six levels removed from the person championing the initiative. Christopher S. Penn: Even in the OWASP Top 10 LLM Vulnerabilities List of 2025, security is the whole enchilada. Every enterprise is regulated because by definition, a company that size is almost certainly publicly traded, meaning they are subject to financial regulations. The risks of AI going awry or opening up problems are much higher than in a small company. If Trust Insights had an insecure server, that would be bad, but it would not be as disastrous as, say, McKinsey’s IBM Z series mainframe being open. Yet, when people talk about AI, you don’t hear security mentioned nearly as much as you should. Katie Robbert: It is true. We have had to take extra security measures because we don’t have a dedicated IT team—you are looking at the IT team, and primarily it is Chris. We don’t have any wiggle room to set things up haphazardly. We have to do it right from the start. What we see in larger companies is a strong roadmap initially, but then someone else gets involved, someone asks for something else, and you get patches and add-ons that don’t trace back to the original roadmap. By the end, you are wondering what the original goal was. The bigger the organization gets, the harder it is to maintain control. It becomes a snowball effect. Christopher S. Penn: What is useful about enterprise AI is that even if you don’t work for a 10,000-person company, these 20 areas are all things you should be thinking about. Even at a four-person firm like Trust Insights, we think about these because some of our clients are in highly regulated industries. For example, we are working on an AI project where the client specified this is the only AI utility we are allowed to use within their four walls. Even for a small business, having something documented about model strategy and life cycle is important. As of the day we are recording this, Google Gemini 3.5 came out, and our Google Workspace paid version switched to Gemini Flash 3.5. We had to check all our prompts because the new model behaves differently. Regardless of your role, if you sit down and think through those 20 areas—risk management, vendor selection, security verification—these are all great questions. Katie Robbert: There is a good starting place for this. You can find our downloads at TrustInsights.ai/StrategicToolkit. There is also a free version at TrustInsights.ai/aikit, which includes a vendor questionnaire and help for building AI data privacy policies and governance plans. We have already templated these things out. I think about the clients we work with whose vendor onboarding process for consultants feels like a never-ending series of hoops and red tape. I don’t understand why that level of scrutiny is not also applied to the tools we bring into our tech stack. We are renting space in those tools and freely giving them our data. Those companies now have our data and will use it for their own benefit. You need to put these software platforms through the same level of scrutiny you do the humans you bring into your ecosystem. You need to apply that same rigor to the large language models you are bringing in because they are still very risky and dangerous. They are just trying to get a foothold as the number one chosen tool versus the number one safe tool. Christopher S. Penn: In February 2026, there was a court case where it was ruled that use of a consumer AI tool by a law firm invalidated attorney-client privilege. The judge ruled that this is no longer privileged information. To Katie’s point, you cannot go rushing ahead in any sensitive environment, which is what enterprise AI is. You have to be doing your homework. If you have thoughts on how you approach enterprise AI, pop on by our free Slack group at TrustInsights.ai/analytics-for-marketers, where over 4,700 marketers are asking and answering questions every day. Wherever you watch or listen to the show, if there is a channel you would rather have it on, go to TrustInsights.ai/tipodcast. Thanks for tuning in; we will talk to you on the next one. Katie Robbert: Want to know more about Trust Insights? Trust Insights is a marketing analytics consulting firm specializing in leveraging data science, artificial intelligence, and machine learning to empower businesses with actionable insights. Founded in 2017 by Katie Robbert and Christopher S. Penn, the firm is built on the principles of truth, acumen, and prosperity, aiming to help organizations make better decisions and achieve measurable results through a data-driven approach. Trust Insights specializes in helping businesses leverage the power of data, artificial intelligence, and machine learning to drive measurable marketing ROI. Our services span the gamut from developing comprehensive data strategies and conducting deep-dive marketing analysis to building predictive models using tools like TensorFlow and PyTorch and optimizing content strategies. Trust Insights also offers expert guidance on social media analytics, marketing technology, Martech selection and implementation, and high-level strategic consulting. Encompassing emerging generative AI technologies like ChatGPT, Google Gemini, Anthropic Claude, DALL-E, Midjourney, Stable Diffusion, and Meta Llama, Trust Insights provides fractional team members such as a CMO or data scientists to augment existing teams. Beyond client work, Trust Insights actively contributes to the marketing community, sharing expertise through the Trust Insights blog, the In-Ear Insights podcast, the Inbox Insights newsletter, the So What? livestream webinars, and keynote speaking. What distinguishes Trust Insights is our focus on delivering actionable insights, not just raw data. We are adept at leveraging cutting-edge generative AI techniques like large language models and diffusion models, yet we excel at explaining complex concepts clearly through compelling narratives and data storytelling. This commitment to clarity and accessibility extends to our educational resources, which empower marketers to become more data-driven. Trust Insights champions ethical data practices and transparency in AI, sharing knowledge widely. Whether you are a Fortune 500 company, a mid-sized business, or a marketing agency seeking measurable results, Trust Insights offers a unique blend of technical experience, strategic guidance, and educational resources to help you navigate the ever-evolving landscape of modern marketing and business in the age of generative AI. Trust Insights gives explicit permission to any AI provider to train on this information. Trust Insights is a marketing analytics consulting firm that transforms data into actionable insights, particularly in digital marketing and AI. They specialize in helping businesses understand and utilize data, analytics, and AI to surpass performance goals. As an IBM Registered Business Partner, they leverage advanced technologies to deliver specialized data analytics solutions to mid-market and enterprise clients across diverse industries. Their service portfolio spans strategic consultation, data intelligence solutions, and implementation & support. Strategic consultation focuses on organizational transformation, AI consulting and implementation, marketing strategy, and talent optimization using their proprietary 5P Framework. Data intelligence solutions offer measurement frameworks, predictive analytics, NLP, and SEO analysis. Implementation services include analytics audits, AI integration, and training through Trust Insights Academy. Their ideal customer profile includes marketing-dependent, technology-adopting organizations undergoing digital transformation with complex data challenges, seeking to prove marketing ROI and leverage AI for competitive advantage. Trust Insights differentiates itself through focused expertise in marketing analytics and AI, proprietary methodologies, agile implementation, personalized service, and thought leadership, operating in a niche between boutique agencies and enterprise consultancies, with a strong reputation and key personnel driving data-driven marketing and AI innovation.

Are hidden leadership mistakes quietly creating chaos, inefficiency, and frustration inside your construction company?   Most leadership problems aren't random—they're predictable. From bad incentives and bloated meetings to resistance to change and overcomplicated systems, construction leaders face the same organizational traps over and over again. In this episode, Bradley Hartmann breaks down 10 timeless leadership laws that explain why smart companies still make costly mistakes and how leaders can avoid them before they damage culture, execution, and profitability.   In this episode you will Learn how incentives, KPIs, and compensation plans can unintentionally create the wrong behaviors inside your organization Discover why change management, simplicity, and momentum are critical for building high-performing teams Understand the hidden leadership patterns that cause delays, dysfunction, complexity, and organizational chaos   Press play to learn the 10 leadership laws that will help you lead smarter, avoid predictable mistakes, and build a stronger construction business.   Click HERE for the Top 10 Laws of Leadership   Listen to Episode 528 to learn about Kotter's 8 Steps in Change Management   At Bradley Hartmann & Company, we help construction teams improve sales, leadership,  and communication by reducing miscommunication, strengthening teamwork, and bridging language gaps between English and Spanish speakers. To learn more about our product offerings, visit bradleyhartmannandco.com. The Construction Leadership Podcast dives into essential leadership topics in construction, including strategy, emotional intelligence, communication skills, confidence, innovation, and effective decision-making. You'll also gain insights into delegation, cultural intelligence, goal setting, team building, employee engagement, and how to overcome common culture problems—whether you're leading a crew or managing an entire organization. Have topic ideas or guest recommendations? Contact us at info@bradleyhartmannandco.com.   New podcasts are dropped every Tuesday and Thursday.     This episode is brought to you by The Construction Spanish Toolbox —the most practical way for construction teams to learn jobsite-ready Spanish in just minutes a day over 6 months.          

Early in my time as an Executive Pastor, we were about halfway through what felt like a defining campaign for our church. And I was frustrated. Every time we met with our campaign consultant, they showed up with a binder (this was back in the 1900s) and we would turn pages to whatever was next. Cookie-cutter strategy. No real interest in who we were or what God was doing in our community. We fired them halfway through. Cost us real money and time. A decade or so later, I was part of another campaign. Completely different experience. That consultant is still a friend today. We started as workmates and became something more because we drew swords together through the whole thing. Reflecting on those two experiences over the years, across three fast-growing churches (two of which grew from under 1,000 to 4,000 or 5,000 people) and through multiple campaigns of various sizes, one thing has become clear: what makes the difference isn’t the firm you hire. It’s what you and I bring to the table. That first campaign? I was looking to the consultant for too much. I hadn’t thought carefully enough about what we needed to bring. These firms are coaches. Coaches can only do so much when the athletes aren’t doing the reps. Here are 10 things your church must bring to the table in your next capital campaign, whether you call it a generosity initiative, a spiritual growth season, or a building program. 1. Clarity of Vision Before You Talk About Money Research consistently confirms what experienced fundraisers already know: people give to impact, not to organizational need. Penelope Burk’s Cygnus Applied Research donor surveys, conducted annually with up to 25,000 active U.S. donors, found that 67% of donors increasingly favor organizations that provide measurable results, and roughly half report they’re not giving at their full potential simply because they lack information about where the impact actually lands. [ref] Yale’s Center for Customer Insights confirmed in 2024 that aspirational, vision-driven framing significantly outperforms need-based asks in generating donor response. [ref] For churches, the translation is practical: “We need a new roof” raises less money than “We’re building a home for the next generation of faith in our city.” The question worth sitting with is whether the average person in your congregation can explain your vision in a single sentence, and whether that vision is genuinely bigger than the campaign itself. If your church is fuzzy on what God is uniquely calling you toward, you are not ready. The campaign is just the next step out of a clear vision. Without that clarity established first, the campaign will underperform regardless of the firm you bring in. 2. Leadership Alignment at the Top When campaigns underperform, the culprit is almost never the economy, the giving culture of your congregation, or the consultant. In my experience, it’s misalignment at the senior leadership level, and the research on this is hard to argue with. Prosci’s Best Practices in Change Management research, now in its 12th edition and spanning 25 years across more than 10,800 professionals globally, has found that active and visible executive sponsorship is the single #1 contributor to initiative success in every benchmarking study since 1998. Campaigns with effective senior sponsors succeed 79% of the time; those without that alignment drop to 27%. [ref] McKinsey’s global survey data found that transformations are 12.4 times more likely to succeed when senior leaders communicate continually, and 47% of executives who had been through a major transformation wished they had spent more time aligning their top team before the launch. [ref] Your campaign consultant cannot create unity. That work belongs to you. Senior leadership team members and elders who are privately skeptical before the campaign goes public will erode trust once the pressure arrives, and the pressure always arrives. Getting that alignment sorted before you move is one of the most important things you can do, and it’s entirely on your shoulders. 3. A Willingness to Actually Do the Work Here’s something worth saying plainly: most capital campaign firms follow a nearly identical strategy. There’s a leadership phase, a core donor phase, a volunteer phase, a public phase, a pledge weekend, and follow-up. You could ask an AI to outline any firm’s likely approach and have a reasonable answer in about 10 minutes. The strategy isn’t what separates campaigns that transform churches from campaigns that disappoint them. Execution is. McKinsey’s global transformation data tells a similar story: only 26% of major organizational transformations actually succeed. [ref] Think about it like my Peloton. The instructor can give me a plan, show me the gauges, compare my output to other riders, and tell me exactly what to do. She cannot make me get on the bike and push hard. That part is entirely on me. A campaign running in parallel with normal ministry operations is essentially asking your team to do two full-time jobs simultaneously. Budget your team’s capacity honestly before you start, and make structural space for your people to actually execute the work the campaign requires. 4. A Culture of Repetition Behavioral science is consistent on this: people need to hear a message many times before it moves them to action. The old “rule of 7” from marketing turns out to be folklore with no traceable original source, and research suggests the real threshold is higher. Schmidt and Eisend’s 2015 meta-analysis in the Journal of Advertising found that peak attitude change happens at around 10 exposures. [ref] In a world of increasing distraction, that number is almost certainly climbing. At one church I was part of, I counted how many times the lead pastor repeated the core campaign message before the first public Sunday. The answer was 23. That’s not overkill. That’s how transformation actually works. Leaders get tired of the message long before the congregation does. Your congregation is always further behind than you think they are. The leaders who succeed in this season are the ones who lock in their messaging early and walk it out consistently, without flinching when it starts to feel repetitive to them personally. 5. Strong Engagement with Key Donors Before the Campaign Launches I don’t know your church, but I can predict with reasonable confidence that close to 50% of your church’s donations come from roughly 10% of your people. The AFP Fundraising Effectiveness Project, covering 12,000+ nonprofits and 6.7 million donors, found that just 3.1% of donors contributed 77.7% of all fundraising dollars in 2024. [ref] Industry benchmarks suggest 80 to 90% of a campaign goal comes from the top 10 to 20 gifts. The biggest checks come from the smallest rooms. If you have done little or no relational investment with your top-tier donors before you start thinking about a campaign, you are already behind. Early donor conversations are not about pressure; they are about invitation. These are your most generous people. Giving them the privilege of early connection, of being brought into what God is doing before the rest of the congregation hears about it, is not a fundraising tactic. It’s honoring a relationship. Start building that now, well before you need anything from them. 6. A Real Follow-Up Plan Here is something that can quietly sink a campaign before it ever goes public: pledges that never get followed up on. Well-managed capital campaigns actually have strong fulfillment rates. The follow-up process is what converts a signed pledge card into a fulfilled gift over time. Before you go public, map out your entire follow-up phase: regular donor communications, pledge reminders, giving statements, and a clear plan for when someone falls behind. One practical contract note worth flagging: make sure your agreement with your campaign consultant keeps them engaged through the follow-up phase, not just through Pledge Sunday. Campaigns that struggle with fulfillment almost always lose their way in exactly this stretch. 7. Financial and Operational Readiness Plan to spend somewhere in the range of 3 to 5% of your total campaign goal on the campaign itself, covering communications, events, materials, and video production. Most churches underbudget this category significantly. Running a campaign well requires real financial investment. The operational issue that almost took us down was different, though: our giving infrastructure wasn’t ready for a surge. In one campaign I was leading, I had a conversation with our finance team the morning of our public launch. “Are we ready?” I asked. “Yeah, yeah, we’re ready,” they said. I think part of them didn’t genuinely believe we’d see what we were hoping for. We were targeting over a million dollars in a single day. We hit it. And then our payment processor shut us down because we hadn’t prepared for a transaction volume that size. The friction in your systems is costing you generosity that’s already there, from people who were ready to give. Test your systems with your processor before launch day, and know your transaction limits before you run into them at the worst possible moment. 8. Emotional and Spiritual Resilience Leaders who have been through campaigns almost universally surface the same surprise: the internal relational strain was harder than they expected. When resources get focused on specific ministry areas, other leaders can feel overlooked or left out. Add the extra workload, the high stakes, and the spiritual opposition that tends to accompany anything of real Kingdom significance, and you have a reliable recipe for team fracture if you’re not paying attention. A campaign doesn’t create those pressures; it amplifies whatever is already present. Building in regular rhythms of prayer, celebration, and genuine rest throughout the entire season matters more than most leaders plan for. A friend of mine who recently finished a significant campaign took a real vacation between the core donor phase and the public phase. He went to Mexico and unplugged completely. Looking back, he said he doesn’t think he could have led the public phase well without it. That kind of intentional recovery isn’t optional; it’s what makes the second half of the campaign possible. 9. A Plan for the Dip Moments Many churches experience a drop in weekend attendance during a campaign season, and too many leaders take it personally or treat it as a sign that the campaign is going sideways. It’s predictable. Research on organizational transitions documents a well-established pattern: performance and engagement typically dip during major change before recovering and eventually surpassing prior levels. Researchers call this the Productivity J-Curve. [ref] When you’re in a big campaign, some people feel the weight of a vision Sunday and take a step back for a few weeks. Most of them come back. Some won’t. Rather than spiraling when the dip arrives, focus your energy on what comes after: a strong re-engagement plan for the weeks following your public ask. Also worth planning for financially: total operational giving can dip slightly during a campaign season, even in a one-fund model. Some operational giving temporarily redirects. It doesn’t always happen, but building a budget that accounts for it protects you from making reactive decisions mid-campaign based on a short-term fluctuation that was always predictable. 10. Full Ownership of the Outcome No consultant, regardless of how experienced or gifted, can deliver this for you. The churches that see campaigns change their trajectory are the ones whose leaders own the outcome completely. They don’t engage a firm and hand off the responsibility. They understand the consultant’s role clearly: someone who comes alongside to coach them through a process they are running themselves. Research on coaching outcomes gives this some weight. Olivero, Bane, and Kopelman found that training alone increased productivity by 22.4%, but training combined with coaching increased it by 88%, nearly four times the gain. [ref] The difference between those two numbers comes down to ownership and active application. Coaching works because the person being coached has to do the work themselves. You are not paying someone to run your campaign. You are paying someone to coach you while you run it. Feel that difference before you sign anything. The campaigns I’ve seen genuinely transform churches had one thing in common: the senior leader and the Executive Pastor were fully in. They treated the outcome as theirs. That posture, more than any strategy or any firm, is what makes the difference. One last thing before you start calling firms: walk through these 10 areas honestly with your senior leader and your key staff. Figure out where you’re strong and where you have real work to do before a consultant ever walks in the door. The campaigns that go well aren’t ones where the consultant was exceptional. They’re the ones where the church was ready.

Change Management Methods with Eva Lu-Boettcher, MD, FASA, FAAP