Encompasses values and behaviours that contribute to the unique social and psychological environment of an organization
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Gustavo Razzetti once sat next to a woman at a corporate conference, judging the regional VP presenting on stage until she revealed that was her husband. Instead of backpedaling he apologised, then stood by every word. That instinct of owning the mess without pretending he didn't mean it is the backbone of his work.He has spent decades inside corporate and agency life watching great ideas die because of terrible culture. He now works with teams on what he calls conversational debt: the gap between what people nod through in meetings and what they actually act on. His research found that when people are asked why others don't speak up, the answer is fear, but when asked why they themselves don't, the answer becomes pointlessness: a learned belief that nothing will change anyway.Gustavo refuses to live that way. He fires clients before the work even starts if the fit is wrong. His rule is that he'd rather lose his job over one conversation than avoid a hundred — and he did.We talked about the power dynamics that shape what is considered professionalism, the most dangerous type of silence in organisations and why we should all drop the invisible contract nobody handed us and stop waiting for permission to speak.Links to learn more about Gustavo Razzetti:Forward Talk (Gustavo's new book)WebsiteSubstackWorkshopsAny thoughts? Share them with us!Support the show✨✨✨If you miss the "workshops work" podcast, join us on Substack, where Myriam builds a Podcast Club with monthly gatherings around old episodes: https://myriamhadnes.substack.com/
A leadership style that works for one employee may completely miss the mark for another. In this episode of Can You Hear Me?, co-hosts Eileen Rochford and Rob Johnson explore why adaptive leadership matters — and how meeting people where they are can strengthen communication, trust, and team performance. Thank you for listening to "Can You Hear Me?". If you enjoyed our show, please consider subscribing and leaving a review on your favorite podcast platform. Stay connected with us: - Follow us on LinkedIn! - Follow our co-host Eileen Rochford on Linkedin! - Follow our co-host Rob Johnson on Linkedin!
What can businesses learn from cults?It might sound like an uncomfortable comparison: one involves strategy meetings, values statements and quarterly targets; the other manipulation, charismatic leaders and extreme behaviour. But perhaps the distinction isn't as clear as we'd like to think. Both create identities and shared beliefs. Both shape how people think and behave. And both can evolve gradually in ways that are hard to recognise from the inside.Unhealthy cultures rarely appear overnight. Small compromises become normal, difficult questions become harder to ask, and behaviours that once felt uncomfortable slowly become accepted.Episode Overview On this episode, I'm joined by Tobias Sturesson, culture advisor and author of You Can Culture, whose understanding of organisational culture comes not from business school, but from a deeply personal experience growing up inside a religious community that gradually evolved into a cult.Drawing on his own story — and his work helping organisations create healthier cultures — Tobias explains why good people can become part of unhealthy systems, why speaking up is often far harder than leaders realise, and why culture is shaped far less by mission statements than by the everyday behaviours people learn to accept.We also explore:How communities and organisations can slowly drift into unhealthy patternsWhy leaving damaging environments is often much harder than outsiders imagineThe role of sunk costs, identity and belonging in keeping people trappedWhy organisations often mistake symptoms for root causesThe difference between “tone from the top” and “example from the top”Why humility may be one of the most underrated leadership traitsThe dangers of leaders creating the appearance of listening without genuinely hearing peopleWhy culture initiatives often fail to create lasting behavioural changeHow everyday leadership habits shape organisational cultureWhy discomfort is often necessary for growthGuest Profile - Tobias SturessonTobias is a culture advisor, speaker and author focused on helping organisations build healthier cultures and develop more responsible leadership practices. His work combines personal experience with research and practical interventions designed to help organisations identify and address the root causes that undermine cultural health. He is the author of You Can Culture: Transformative Leadership Habits for a Thriving Workplace, Positive Impact and Lasting Success.Links Tobias on LinkedIn – https://www.linkedin.com/in/tobiassturesson/Heart Management - https://www.heartmanagement.org/Tobias' Book: You Can Culture – https://youcanculture.com/AI-Generated Timestamped Summary 00:00 — Introduction: What can cults teach us about culture?03:00 — Tobias's story of growing up inside a community that became a cult08:30 — How unhealthy environments evolve gradually11:00 — Why leaving can be harder than joining13:00 — The importance of people who help without judging16:00 — Turning personal experience into professional purpose19:00 — Why organisations often misunderstand their own problems23:00 — Humility as a leadership strength26:00 — The tension between expertise and curiosity29:00 — Why business systems often reward the wrong behaviours33:00 — The importance of listening and asking better questions38:00 — Why reflection matters in fast-moving environments42:00 — Culture as everyday conversations and habits45:00 — Leadership signals and behavioural norms49:00 — Building healthier cultures through leadership habits53:00 — Why changing culture is difficult but necessary56:00 — Creating a movement for healthier leadership
Send us Fan MailIn this second bonus episode of That Workplace Experience Podcast, host Dan Moscrop is joined by psychologist, author and workplace learning expert Nick Shackleton-Jones for a wide-ranging conversation about work, learning, identity and the future of the workplace.Known for his hugely popular commentary on return-to-office culture and corporate life, Nick brings humour, honesty and a healthy dose of scepticism to the realities of modern work. Drawing on experiences spanning Siemens, the BBC, BP, Deloitte and beyond, he explores how workplaces shape behaviour, identity and learning — often in ways organisations fail to recognise.Together, Dan and Nick discuss why challenge — not information — is what truly drives learning, the unintended consequences of remote work on social development, and why so many offices unintentionally communicate control, uniformity and hierarchy before anyone even sits down at their desk. They also unpack neurodiversity in corporate environments, the emotional mechanics behind human learning, and why small acts of recognition matter far more than expensive reward schemes.The conversation also dives into the future of AI and work, exploring everything from cognitive outsourcing and workplace surveillance to what happens when technology becomes better than humans at the very things we once considered uniquely ours.Part workplace critique, part philosophical exploration, this special bonus episode offers a provocative and thought-provoking look at how organisations can create more human, engaging and meaningful experiences at work.Download the Workbook to find out more about Nick Shackleton-Jones.Video production and camera: Calum LindsayCamera: Miguel Santa ClaraIllustration: Phoebe Gitsham
Vanessa Moore discusses how digital transformation challenges are often rooted in cultural and process issues rather than technology. She explains how a compliance issue around document management revealed deeper process and ownership problems. By mapping the current state and redistributing document stewardship across teams, the organization improved accountability, reduced delays, and strengthened governance. Vanessa emphasizes that successful transformation requires aligning people, processes, and technology. And, she highlights the critical problem-solving role business analysts play in creating sustainable organizational change.YouTube: https://youtu.be/deWwhKB5TSo
On this week's episode, we talk about why corporate culture acts like every email is a national emergency. From fake urgency and “ASAP” messages to pointless meetings and Slack panic, we get into why so many jobs feel unnecessarily stressful. We talk burnout, hustle culture, work anxiety, and the pressure to always be available even when nothing is actually that serious. Plus, we share our own experiences with workplace chaos, dramatic coworkers, and the corporate phrases that instantly ruin your day.Support the showBecome a supporter of the show: https://www.buzzsprout.com/1786960/supportFollow us on Instagram, TikTok, and UpScrolled @ObnoxiouslyPleasantFollow us on Twitter @TheOP_Podcast
We'd love to hear from you. Send us fan mail!If Part 1 of this conversation with Norman Wolfe gave you the "why" behind the Living Organization Framework, Part 2 gives you the "how." In this episode, Bernadette and Norman go deeper into the four concrete leadership skills that make the framework operational, and more importantly, why most leaders are missing all of them.Norman argues that organizations underperform not because of bad strategy, but because leaders are managing only one dimension of performance: activity. The Living Organization Framework adds two more, relationship and context, and the skills in this episode are how you actually lead across all three.This is not a conversation about soft skills. It's a conversation about the specific, teachable capabilities that separate leaders who close the execution gap from those who keep wondering why their people aren't executing. What You'll LearnWhy optimizing for activity alone leaves the majority of your organization's potential energy on the tableHow heart centering works as a trainable skill — and why it's the only real foundation for psychological safetyWhy your culture change initiatives stall (hint: changing the narrative isn't enough without ritual scaffolding)What improvisational theater teaches us about leading through uncertainty without becoming reactive or rigidWhy the biggest failures in new leadership approaches happen when one skill is applied in isolationKey Timestamps[00:00] — Welcome back and recap of Part 1[00:01:00] — Preview of the four skills: heart centering, storytelling & ritual, improv mindset, balancing opposites[00:03:00] — The Living Organization Framework: activity, relationship, and context explained[00:07:00] — Why adding relationship and context multiplies organizational energy output[00:08:00] — Skill 1: Heart centering as the foundational leadership skill[00:14:00] — Skill 2: Storytelling and ritual — how to reframe context with scaffolding[00:16:00] — Skill 3: The improv mindset and Norman's personal connection to it[00:21:00] — Skill 4: Balancing opposites (polarity thinking)[00:22:00] — Norman's upcoming book and where to find his work[00:25:00] — Bernadette's closing reflection and call to actionAbout Norman WolfeNorman Wolfe is the creator of the Living Organization Framework and founder of Quantum Leaders, a consulting practice that helps senior leaders close the execution gap by treating organizations as living systems rather than machines to be optimized. A former systems engineer turned leadership strategist, Norman brings a rare combination of analytical rigor and human-centered insight to the work of organizational transformation. His first book, The Living Organization, is available free at thelivingorganization.com/book1, and his second book, Leading a Living Organization, a business parable written for senior leaders navigating real-world transformation, is targeting a September 2026 release.Resources & Links Mentioned
Gesunde Mitarbeitende sind kein Luxus. Sie sind ein Wettbewerbsvorteil.Lea Feder ist Ärztin, Ex-Leistungssportlerin und Gründerin von JETZT Performance. In dieser Folge spricht sie mit Johannes Füß über datenbasiertes Gesundheitscoaching, gesellschaftliche Verantwortung und die Rolle von HR als Enabler für echte Verhaltensveränderung.Lea bringt ihr Wissen aus dem Leistungssport in den Berufsalltag ein, mit Wearables, kontinuierlicher Datenanalyse und einem starken Fokus auf Prävention. Ihr Ziel? Gesundheitsförderung zugänglich machen. Für alle, nicht nur für das C-Level.Doch sie sagt auch klar, dass Einzelmaßnahmen hier nicht ausreichen. Wer nachhaltige Veränderungen will, braucht individuelle Begleitung, strukturiertes Wissen und eine Kultur, die offen über Leistungsfähigkeit und Gesundheit spricht.Im Zentrum steht dabei nicht die Kontrolle, sondern Selbstwirksamkeit. Unternehmen, die hier investieren, profitieren doppelt: von zufriedeneren Teams und einer messbar höheren Performance.Das erwartet dich in dieser Folge:1) Warum Gesundheit am Arbeitsplatz eine gesellschaftliche Verantwortung ist.2) Wie Mikroerfolge Verhaltensveränderung motivieren.3) Warum Wearables allein nicht ausreichen und was wirklich wirkt.4) Wie Unternehmen durch gezieltes Lichtmanagement Leistungsfähigkeit fördern.5) Welche Rolle HR bei gesunder Selbstführung und Aufklärung spielen kann.___________Lea Feder freut sich über den Austausch rund um wirksame Gesundheitsförderung und alltagstaugliche Präventionsstrategien in Unternehmen.Wenn du dich angesprochen fühlst, dann melde dich bei ihr auf LinkedIn: https://www.linkedin.com/in/lea-feder_____Über unseren Host Johannes Füß:Johannes ist Senior Vice President von EGYM Wellpass, dem Marktführer für Corporate Health Benefits. Auch wenn er eine Schwäche für Schokolade hat, ist Johannes' Bewusstsein für Gesundheit groß: Wenn der gebürtige Münchner nicht gerade dabei ist, Unternehmen dabei zu unterstützen, ihre Teams physisch und mental gesund zu halten, verbringt er seine Zeit aktiv in den Bergen - am liebsten mit seiner Familie.Melde dich bei Johannes Füß auf LinkedIn: https://www.linkedin.com/in/johannes-f%C3%BC%C3%9F/
Is the Era of the “Bad Boss” Over? Gen Z, Media Shakeups & Power Shifts Explained The “boss from hell” is back—at least on screen. With the return of The Devil Wears Prada, the iconic Miranda Priestly reminds us of a workplace era defined by fear, control, and impossible expectations. But in 2026… does that kind of leadership still survive? In this episode of The Karel Show, we break down: * Whether toxic bosses are finally being pushed out * How Gen Z and Millennials are reshaping workplace culture * Why HR policies, social media, and public accountability are changing power dynamics Then: the shakeup in media. Late night is under pressure—Jimmy Kimmel facing backlash, Stephen Colbert stepping away. Is edgy, opinion-driven TV fading out? And in news: * Major station shifts (KNX, KGO and more) * Ongoing pressure on media organizations * The bigger question: Is independent journalism under threat—or just evolving? Plus: what it all means for the future of work, media, and truth itself.
In this special live episode, Nicolai Tangen sits down with Jamie Dimon, Chairman and CEO of JPMorgan Chase, at NBIM's Investment Conference in Oslo.With 20 years at the helm of one of the world's leading financial institutions, Dimon shares first-hand insights into what it takes to build a winning corporate culture. The conversation spans everything from global markets to the biggest challenges ahead, including geopolitics, private credit, cybersecurity and AI.This is a unique opportunity to hear one of the most influential voices in global finance reflect on leadership, resilience, and the forces shaping the global economy. In Good Company is hosted by Nicolai Tangen, CEO of Norges Bank Investment Management. New full episodes every Wednesday, and don't miss our Highlight episodes every Friday. The production team for this episode includes Isabelle Karlsson and PLAN-B's Niklas Figenschau Johansen, Sebastian Langvik-Hansen and Pål Huuse. Background research was conducted by Karoline Woie. Watch the episode on YouTube: Norges Bank Investment Management - YouTubeWant to learn more about the fund? The fund | Norges Bank Investment Management (nbim.no)Follow Nicolai Tangen on LinkedIn: Nicolai Tangen | LinkedInFollow NBIM on LinkedIn: Norges Bank Investment Management: Administrator for bedriftsside | LinkedInFollow NBIM on Instagram: Explore Norges Bank Investment Management on Instagram Hosted on Acast. See acast.com/privacy for more information.
On this episode of LID Radio Podcast, we're joined by John R Childress, author of Culture 4.0: The Future of Corporate Culture.About John R ChildressJohn R Childress is an international advisor and expert in corporate culture and leadership development. He was previously President and CEO of the Senn-Delaney consulting firm and works with organisations globally to transform performance through culture.About Culture 4.0Culture 4.0 explores how leaders can move beyond traditional models to build future-ready organisations, offering a strategic roadmap for navigating forces such as hybrid work, AI, and global change while creating resilient, high-performing cultures.
Should you move abroad now and figure it out as you go, or stay put until your business is “ready”? If you've been stuck between building income and starting your life overseas, this conversation will help you cut through the noise and choose the path that actually works for your reality.Key Takeaways:The “move first vs. build first” decision isn't one-size-fits-all. Your energy, finances, and lifestyle constraints matter more than generic advice.Moving abroad before hitting $3–5K/month can sometimes be the faster, easier path, especially if your current environment is draining your time, money, or motivation.There are flexible “stepping stone” visa options and countries that let you live affordably while building your business.Building first makes sense if you have stability, time, and a strategic reason to wait; but it should come with a clear timeline, not an open-ended delay.No matter which path you choose, you need proof of concept: getting even $1 from a client shifts you from “idea” to “real business.”At the end of the day, the right path is the one that gets you moving, not the one that keeps you stuck “preparing” forever. Whether you decide to move first or build first, the goal is the same: create momentum and design a life that actually works for you.Subscribe and ReviewIf you loved this episode, please take a moment to subscribe and leave a review on Apple Podcasts! Your support helps us reach more visionaries who need these insights.
In this episode of People Not Titles, host Steve Kaempf speaks with Mark Ratfelders, a former corporate sales leader at American Express and Citibank, turned coach, consultant, and yoga and meditation leader. Mark shares his 30-year corporate journey, the keys to success including vision, alignment, and persistence, and the importance of balancing career ambitions with personal values. He discusses his transition from corporate life to heart-centered coaching, how yoga and meditation transformed his approach, and his Mindful Wellness workshop, which helps individuals and teams improve performance and well-being through mindfulness and energy awareness.Introduction & Guest Overview (0:00)Mark's Corporate Career Journey (1:14)Keys to Corporate Success (4:36)Personal Motivation & The Three Rs (5:05)Alignment and Making Bold Choices (6:43)Balancing Career and Family (8:05)Decision-Making at Career Crossroads (10:18)The Cost of Work-Life Imbalance (11:58)Finding Middle Ground & The Power of Pause (13:17)Corporate Culture & Value Alignment (14:57)Redefining Success Beyond the Grind (15:52)Challenging Limiting Narratives (16:41)Work-Life Balance & Presence (17:01)Happiness and Holistic Success (18:54)Holistic Practices: Running, Yoga, Meditation (20:02)Transition Out of Corporate America (21:07)Identity Shift After Corporate Life (28:14)Beginning Coaching & The Role of Yoga/Meditation (31:24)Coaching vs. Corporate Leadership (33:06)Foundations of Sales Success (33:48)Energy, Awareness, and Performance (36:54)Energy Assessment & Seven Levels (40:28)Role of Coaching in Change (42:22)Heart-Centered Service in Sales (46:01)Loving Kindness & Relationship Energy (47:26)Group Work & Mindful Wellness Workshops (49:03)Mindfulness vs. Multitasking (50:26)Seven Levels of Energy & Human Experience (51:48)Conclusion & Contact Information (52:34)Podcast Outro & Sponsor Message (53:16)About the Podcast:People, Not Titles is dedicated to elevating professionals in real estate and business by focusing on real-world strategies, honest conversations, and the principles that drive long-term success.Full episodes available at:[www.peoplenottitles.com](http://www.peoplenottitles.com)Connect with us:Instagram: https://www.instagram.com/peoplenottitlesFacebook: https://www.facebook.com/peoplenottitlesTwitter: https://twitter.com/sjkaempfSpotify: https://open.spotify.com/show/1uu5kTvSubscribe for weekly insights on real estate trends, investing strategies, and business growth.Because in the end, it's always about people not titles.#ChicagoRealEstate#HousingMarket#RealEstatePodcast#Investing#MortgageRates
Zwischen Massenentlassungen und KI-Hype entscheidet sich, worauf HR wirklich fokussieren muss. Host Johannes Füß und Cawa Younosi, Managing Director der Charta der Vielfalt e.V., blicken im Messe-Special zur Zukunft Personal Süd 2026 auf die Themen, die HR aktuell wirklich unter Druck setzen. Auffällig ist die Diskrepanz zwischen dem, was auf Bühnen und Panels diskutiert wird, und dem, was Organisationen tatsächlich beschäftigt. Während KI, Corporate Influencing und neue Recruiting-Ansätze stark präsent sind, drehen sich viele Gespräche hinter den Kulissen um Personalabbau, Kostensenkung und Restrukturierung. Gerade im mittelständisch geprägten Umfeld zeigt sich, wie stark wirtschaftliche Realität die Prioritäten verschiebt. Für HR bedeutet das vor allem eines: klare Entscheidungen treffen und diese nachvollziehbar vermitteln.Das erwartet dich in diesem Special:1) Warum HR gleichzeitig Personal abbauen und neue Skills aufbauen muss2) Wie wirtschaftlicher Druck die tatsächliche HR-Agenda verschiebt3) Warum Recruiting aktuell in vielen Bereichen massiv zurückgeht4) Wie Unternehmen mit widersprüchlichen Erwartungen glaubwürdig umgehen5) Warum Learning oft gekürzt wird, obwohl es strategisch entscheidend ist___________Cawa Younosi freut sich über den Austausch rund um die Zukunft der HR-Arbeit.Wenn du dich angesprochen fühlst, dann melde dich bei ihm auf LinkedIn: https://www.linkedin.com/in/cawa-younosi/ _____Über unseren Host Johannes Füß:Johannes ist Senior Vice President von EGYM Wellpass, dem Marktführer für Corporate Health Benefits. Auch wenn er eine Schwäche für Schokolade hat, ist Johannes' Bewusstsein für Gesundheit groß: Wenn der gebürtige Münchner nicht gerade dabei ist, Unternehmen dabei zu unterstützen, ihre Teams physisch und mental gesund zu halten, verbringt er seine Zeit aktiv in den Bergen - am liebsten mit seiner Familie.Melde dich bei Johannes Füß auf LinkedIn: https://www.linkedin.com/in/johannes-f%C3%BC%C3%9F/
Kultur multipliziert deine Strategie oder macht sie wirkungslos.Jochen Brenner zeigt, was das im Alltag eines Konzerns wirklich heißt.Als Arbeitsdirektor und Hauptgeschäftsführer bei Procter & Gamble DACH ist Jochen für über 10.000 Mitarbeitende in einer der komplexesten Organisationen der Konsumgüterbranche verantwortlich. Seit 1998 im Unternehmen, kennt er HR aus lokalen, regionalen und globalen Headquarter-Rollen und aus dem Top-Management.Im Gespräch mit Johannes Füß spricht er darüber, wie Kultur wirklich wirkt, jenseits von Leitbildern und Policies. Und warum sie der entscheidende Hebel für Performance, Transformation und Führung ist.Jochen gibt tiefe Einblicke: in die Maschinenräume der Kulturarbeit, in die Spannungsfelder zwischen Fordern und Fördern sowie in seine persönliche Art, durch Nähe, Netzwerke und Reverse Mentoring Orientierung zu schaffen.Diese Folge ist für alle, die HR nicht nur strukturieren, sondern strategisch übersetzen wollen.Dich erwarten folgende Themen:1) Warum Kultur der größte Verstärker (oder Blocker) deiner Strategie ist.2) Wie informelle Netzwerke mehr Wirkung entfalten als manche Programme.3) Warum Feedback kein Tool, sondern eine kulturelle Praxis ist.4) Wie Jochen Kulturarbeit mit Führung, Klarheit und Alltag verbindet.5) Welche Formate bei P&G wirken, von „Fuck-up-Nights“ bis Challenger Boards.___________Jochen Brenner freut sich über den Austausch rund um wirksame Führung und gelebte Unternehmenskultur.Wenn du dich angesprochen fühlst, dann melde dich bei ihm auf LinkedIn: https://www.linkedin.com/in/jochen-brenner_____Über unseren Host Johannes Füß:Johannes ist Senior Vice President von EGYM Wellpass, dem Marktführer für Corporate Health Benefits. Auch wenn er eine Schwäche für Schokolade hat, ist Johannes' Bewusstsein für Gesundheit groß: Wenn der gebürtige Münchner nicht gerade dabei ist, Unternehmen dabei zu unterstützen, ihre Teams physisch und mental gesund zu halten, verbringt er seine Zeit aktiv in den Bergen - am liebsten mit seiner Familie.Melde dich bei Johannes Füß auf LinkedIn: https://www.linkedin.com/in/johannes-f%C3%BC%C3%9F/
Louisa Robb grew up in a chaotic and creative household.A dreamer father who never quite landed his visions. A mother pioneering her way through the Australian film and television industry. Dinner parties with actors. No financial safety net. No predictable path.So she built one.Economics degree. Hong Kong. Zurich. UBS. Managing Director. Global COO overseeing thousands of people.She fit the institution. She wore the suit. She prepared, over-prepared, and prepared some more just to feel like she belonged at the table.And for years, it worked.But something kept pulling at her. The creative child who grew up watching her mother break barriers. The woman who kept asking: should we really have to earn the right to be ourselves?What Louisa discovered after two decades at the top of global finance is this: culture is not a values poster on a wall. It is the set of behaviors people believe they must exhibit just to fit in.And that costs everyone. Especially women.The micro-injuries accumulate quietly. The promotions come without support. The networking happens on golf courses and in spaces that were never designed for you. And one by one, talented women disappear from the pipeline.Louisa left banking to fix that. Not with more compliance. Not with more control. But with a mirror, a whiteboard, and tools that finally put a number on what everyone could feel but no one could prove.This conversation goes deep on imposter syndrome, organisational culture, women in leadership, and what it really means to lead on your own terms.One of the most honest and grounded conversations I have had on this show.I hope it stays with you.Apply to work with me: https://www.michaelxcampion.com/Connect with me: https://www.linkedin.com/in/michaelxcampion/Guest - Louisa Robb (https://www.linkedin.com/in/louisa-robb/)Louisa Robb is the Founder and Managing Director of Lucella AG, a professional coaching and consulting firm based in Zurich, Switzerland. With over 20 years of experience as a senior executive in international finance, including roles as Managing Director and Global COO at UBS AG, she now helps organizations and leaders diagnose and shift organizational culture, develop executive capability, and unlock untapped potential. She is the creator of the Athena program, a year-long women's leadership cohort designed to help women identify who they are, what they want, and how to get it. Her tools include Human Synergistics culture measurement frameworks and the Japanese philosophy of ikigai. She works with investment banks, insurance companies, and major international organizations across Europe and beyond.(00:00) Growing up creative in a world that rewarded conformity (04:10) A filmmaker mother, a dreamer father, and the hunger for security (06:41) Graduating into a recession and landing in Hong Kong (09:07) Being the only woman on the desk and knowing when to walk (12:37) Meeting a Swiss man on the Trans-Siberian Railway (16:36) What it takes to rise through each stage of a finance career (20:43) Micro-injuries and why women disappear at mid-career (27:54) Imposter syndrome and the discipline of over-preparation (33:46) Why she left UBS and what organizational culture really means (37:07) The mirror: closing the gap between intent and impact (44:35) Ikigai, the Athena program, and unlocking untapped potential (59:34) Words to live by, life principles, and what she is most grateful for
Tramaine has a rule for herself and everyone she manages: what you allow will continue. She learned by watching what happened when she didn't set a boundary, and what happened when she did.With +15 years of managing teams across industries and seven countries around the globe, she spent a lot of that time being called difficult for doing things like putting her own phone number on an emergency contact list so her junior team members could have Christmas or pushing back against a request that would disrupt her team's weekend.Tramaine is a leader who runs toward the hard conversation, takes the consequence that comes with it, and has taken a demotion more than once because she decided the price of staying was higher than the price of leaving. We talked about what it costs to be called difficult as a woman in corporate, how she decides what's worth the fight, and why everything - every choice, every boundary, every stance - has a price. The only question is whether you've made peace with paying it.Links to learn more about Tramaine Teo:LinkedInAny thoughts? Share them with us!Support the show✨✨✨If you miss the "workshops work" podcast, join us on Substack, where Myriam builds a Podcast Club with monthly gatherings around old episodes: https://myriamhadnes.substack.com/
Hey Voices from the Bench community! Jessica Love here, sending a shoutout from Utah! If you're passionate about creating natural, beautiful smiles—but want to simplify your workflow without sacrificing aesthetics—this is for you. I'm honored to be part of Ivoclar's development team introducing a powerful new stain and glaze system featuring Structure Paste, IPS e.max Ceram Art. Create stunning depth and lifelike color in as little as one firing. Let's continue to innovate, simplify, and create meaningful change—one smile at a time. CAM has been a major topic lately, and a lot of that conversation keeps coming back to hyperDENT. But instead of just talking about the software itself, it's worth looking at real-world experience. Imagine USA has been using hyperDENT in their own lab for over 15 years. That kind of longevity says a lot—they're not just selling and supporting it, they're relying on it in their own production every single day. That's what really sets them apart. This week, Elvis and Barb sits down with Katherine Steinbock-Dyke of Whip Mix to talk legacy, leadership, and the evolution of a family-run powerhouse in the dental industry. As part of the Steinbock lineage, Katherine shares what it was like growing up around the business—from selling Girl Scout cookies on the shop floor to eventually stepping into the CEO role. Her journey wasn't a straight line, starting instead in international business and corporate HR before finding her way back to Whip Mix and working her way through multiple roles across the company. The conversation dives into the realities of running a multi-generational company in a rapidly changing industry. Katherine talks about balancing tradition with innovation, from gypsum and articulators to digital workflows and resin development. She opens up about the challenges of staying relevant, the importance of continuous improvement (hello, WIN program), and what it really means to lead a team she genuinely cares about. Along the way, there's plenty of classic bench banter—everything from assembling pizzas at Papa John's to the chaos of early 3D printing workflows and navigating massive trade shows like IDS. The episode wraps with a look at where Whip Mix is headed, Katherine's focus on reconnecting with labs and customers, and how the next generation is shaping the future of dental manufacturing while respecting its roots.Special Guest: Katherine Steinbock-Dyke.
In this episode, we tackle something everyone recognizes, but no one has really tested until now: corporate bullshit.Inspired by recent research and a Cornell study on the Corporate Bullshit Receptivity Scale, we break down what corporate BS actually is, why it works, and what it says about both the people delivering it and the people buying into it.We also put it to the test with a game of “Is It Corporate BS?” and discover that real executive communication is often indistinguishable from complete nonsense.Along the way, we explore a troubling paradox: the people most impressed by corporate jargon may be the least equipped to make good decisions, yet they are often the most satisfied and inspired at work.As always, we remain the most regularly irregular podcast on the planet, recording only when inspiration strikes.Key TakeawaysCorporate BS is not just annoying, it can signal poor decision-making“Semantically empty” language sounds impressive but lacks meaningPeople who are more receptive to corporate jargon may rate leaders more highlyThere may be a feedback loop where BS-friendly employees elevate BS-speaking leadersSometimes corporate BS is not accidental, it can be used intentionally to obscure realityIf you cannot understand something, it is not always because it is smartLinks ReferencedCornell article on corporate BS:https://news.cornell.edu/stories/2026/03/workers-who-love-synergizing-paradigms-might-be-bad-their-jobsOriginal research on the Corporate Bullshit Receptivity Scale:https://www.researchgate.net/publication/400597536_The_Corporate_Bullshit_Receptivity_Scale_Development_validation_and_associations_with_workplace_outcomesEpisode HighlightsThe definition of corporate BS and how it differs from real jargon“Semantically empty” as the phrase of the episodeThe Pepsi and Microsoft examples of BS gone wrongWeaponized corporate BS in layoffsThe “Is It Corporate BS?” gameThe realization that we may also be part of the problemCome visit us at busynessparadox.com to see episode transcripts, blog posts and other content while you're there!
Rachel Thexton shares the hidden reality of high-functioning opioid addiction while building a successful PR career. In this conversation, she opens up about living a double life, hiding her dependency in corporate boardrooms, and making trips to Vancouver's Downtown Eastside just to avoid withdrawal. Rachel is the founder of Thexton Public Relations, a PR firm that helps brands connect traditional media and social media through compelling storytelling.Connect with Rachel:https://www.instagram.com/rachelthextonconnects/https://thextonpr.com/Be featured on The Kid Carson ShowStep into a premium interview experience and create content for your business with Kid Carson.kidcarson.com/promoSPONSORSMindfulMeds The mental health booster. The most premium mushrooms you can buy. Discover 2025's number one seller, Social Spark. The perfect mental glow up for social situations, co-developed by Kid Carson.Also check out Brainbow, a blend being used instead of antidepressants.Use promo code KIDCARSON to save 15 percent off anything in the MindfulMeds shop.Website: mindfulmeds.ioInstagram: @mindfulmeds_caTurn your RRSP into Gold and SilverHow Kid buys, holds, and liquidates physical gold and silver instantly.kidcarson.com/GOLDBureau Soundproof Office Pods The soundproof booth Kid Carson uses for his studio. Perfect for offices and at-home workspaces.Website: withbureau.com/caThe Authority by Dawne Russell In a world full of noise and profit-driven advice, The Authority is a curated ecosystem built on discernment, integrity, and lived experience. Every practitioner and offering is personally vetted and endorsed based on results, ethics, and intention. It is where modern medicine, holistic care, and ancient wisdom can coexist responsibly. No second guessing. No misinformation. If it's here, it's here for a reason.Website: theauthority.caNicole Gilmore Realtor Looking for an amazing real estate agent. Meet Nicole Gilmore.Website: gilmorerealestate.caInstagram: @nicolegilmorerealestateLee's Oil Is the cure for cancer here? Listen to Episode 171 to find out more about Lee's Oil.kidcarson.com/leesoilConscious Lab A community space for entrepreneurs in downtown Vancouver.Instagram: @consciouslabConnect with Kid CarsonInstagram: @kidcarsonofficialThe Kid Carson Show is recorded at Conscious Lab in downtown Vancouver, Canada.Instagram: @consciouslabThe Kid Carson Show is a Canadian podcast based in Vancouver featuring long form interviews on personal development, psychology, spirituality, entrepreneurship, health trends, biohacking, relationships, culture, and current events. New episodes weekly with bold conversations and leading experts.
Marcus Aurelius Anderson sits down for a return visit with J. Jason Hicks — author, technologist, and storyteller — to dig into his new nonfiction book The War of Leadership: Hard Lessons and Practical Truths for Surviving In and Beyond Leadership. Drawing from 30 years in the corporate world, Jason unpacks the uncomfortable truths that no one tells new leaders: the manipulation, the blind spots, the politics, and the quiet treachery of organizational life. Marcus and Jason explore why awareness of dark leadership tactics doesn't make you a bad leader — it makes you a prepared one. They also cover the craft of writing, the role of AI in creative work, and why the human element in art, music, and literature will never be replaceable. EPISODE HIGHLIGHTS The Dark Side of Leadership — 2:16 Jason reads the defining passage from the book: "You'll be misled. You will be asked to mislead..." — a raw, unflinching look at how leadership corrupts incrementally, and how good people get drawn into cycles they never intended to be part of. The Blame Game & Double-Edged Sword — 6:23 Marcus and Jason break down how leaders attack their predecessors while their own teams are quietly building a case against them. Leadership blind spots, self-preservation, and the vicious cycle of blame are all on the table. The Message in a Bottle — 12:05 Jason reveals who he really wrote this book for: the bright-eyed, naive young professional walking into the arena with no idea what's coming. This is the intel he wishes someone had given him early in his career. Agreeable and Wrong vs. Disagreeable and Right — 17:57 One of the most quotable moments of the episode: Jason drops the line "It's better to be agreeable and wrong than disagreeable and right — you'll be remembered for being disagreeable, not for being right." Marcus and Jason unpack the tactical wisdom of knowing when to push back and when to let the dust settle. Jason Hicks was born in Deerfield, Illinois, raised in New Berlin, Wisconsin, and graduated from the University of Wisconsin Oshkosh where he studied English literature, religions, and early Christianity. While attending a television screenwriting course, he won the department's screenwriting award for a Star Trek: The Next Generation script — then spent the next 30 years successfully avoiding writing while building a career in technology. Upon leaving that career, he returned to his first love and penned Ruin Waters: Bane Book One of the Annals of the Last Emissary, followed by the second book in the series, The Earth, My War. His debut nonfiction, The War of Leadership: Hard Lessons and Practical Truths for Surviving In and Beyond Leadership, draws directly from his three decades in the corporate world. He currently lives in Tucson, Arizona, where he writes, speaks, and coaches on leadership. Find him at linktr.ee/jjasonhicks and on social media @jjasonhicks. Learn more about the gift of Adversity and my mission to help my fellow humans create a better world by heading to www.marcusaureliusanderson.com. There you can take action by joining my ANV inner circle to get exclusive content and information.See omnystudio.com/listener for privacy information.
In this episode of The Steward Chair, Jason Dressel, CEO at History Factory , shares his journey of helping iconic brands mine their heritage to drive future performance, exploring how preserving corporate memory drives meaningful, long-term success. We discuss the $1 trillion cost of corporate amnesia , the launch of the AI platform Chronicle , and why a leader’s most profound obligation is to be the ultimate steward of their organization’s story, providing actionable takeaways for leaders committed to stewardship, integrity, and impact. Key Takeaways The risks of corporate amnesia and strategic drift: Losing institutional knowledge during leadership transitions and rapid growth costs enterprises an estimated $1 trillion in wasted productivity. How successful companies balance heritage and innovation: Long-term resilience requires leaders to stay tethered to their organization's unique "superpower" while remaining agile enough to navigate modern technological disruption. The role of AI in preserving institutional knowledge: Specialized AI acts as a "truth engine" by grounding data in verified, handcrafted sources to eliminate hallucinations and provide a clear trail back to original historical evidence. Resources Mentioned Visit: https://www.historyfactory.com/staff/jason-dressel/ Follow Shane on LinkedIn at linkedin.com/in/jason-dressel-1634484/ Follow History Factor on social media at: LinkedIn: https://www.linkedin.com/company/history-factory/ Twitter / X: https://x.com/historyfactory Instagram: https://www.instagram.com/thehistoryfactory/?hl=en Join the ConversationThe Steward Chair is about equipping and inspiring business leaders to build organizations that stand the test of time. If this episode resonated with you, share your biggest takeaway and tag us on LinkedIn: Chat With Leaders Media https://www.linkedin.com/company/chatwithleaders/ and End of the Line Productions https://www.linkedin.com/company/end-of-the-line-productions/. Elevate your podcast, company meeting, or industry event strategies to better engage stakeholders and drive meaningful growth! Visit ChatWithLeaders.com to learn more about how we can help.See omnystudio.com/listener for privacy information.
What does it really mean to lead when the world feels like it's on fire-when the news cycle, the climate, the culture, and even our own nervous systems feel stretched past capacity? In this episode of The Rose Woman Podcast, we're asking a deeper question beneath all the conversations about performance, productivity, and “resilience”: What kind of inner life does it take to stay human, sensitive, and sane while holding responsibility for others?Since 2005, Amy Elizabeth Fox has served as one of the founders and Chief Executive Officer of Mobius Executive Leadership, a global transformational leadership firm. For the last twenty years, she has served as a leadership and culture change advisor to eminent professional services firms and Fortune 500 companies and facilitated immersive executive development programs for senior leaders.Mobius offers top team intervention, business mediation, executive coaching, and personal mastery programs, all aimed at unlocking potential and building deeper trust, intimacy, and change agility within a company's top tier. Mobius also sponsors a professional development arm for maturing transformational practitioners called the Next Practice Institute and has an e-learning arm entitled Mobius Touch.Amy is considered an expert in healing individual, family, and collective trauma and has been a pioneer in introducing trauma-informed development and psycho-spiritual principles into leadership programs. If you're curious about how leadership, trauma healing, and spiritual practice can actually belong in the same sentence, you'll want to lean into this one. Settle in, listen to the full conversationIn this episode, we cover so many topics, including:(00:00:00) Introduction to Amy Fox and Leading in Chaos(00:04:58) Amy's Path merging Spirituality, Activism, and Leadership Work(00:07:01) Challenges of Corporate Culture and the Need for Inner Development(00:10:00) Organizational Consulting in Behavior and Executive Development(00:15:37) How the Book came through Meditation and Collaboration with Nicholas Janni(00:18:35) Meditation as Deep Receptivity and Access to Higher Guidance(00:22:47) Ongoing Inner Work as the Ethical Basis for Transformational Leadership(00:24:42) “Next Practices”: Inner Ground, Regulation, and Imagination in Chaos(00:27:15) The Role of Leaders in Creating Stable and Supportive Environments(00:32:17) “Nests” and Micro-Communities as Islands of Coherence and Care(00:35:11) The Impact of Gender and Cultural Dynamics on Leadership(00:37:56) Humility vs. Trauma-Driven Narcissism in Leadership(00:40:53) Inner Safety and Risk-Taking(00:42:55) “Innovation Titration” and Contemplative Practice to Handle speed(00:45:34) The Importance of Ethical Counsel, Humility, and Hope(00:50:48) Closing Thoughts and Invitation to Lead with Beauty(00:53:35) David Whyte's “Start Close In.”Helpful links:Amy Elizabeth Fox - CEO of Mobius Leadership and Author of Leading in Chaos: A Clarion Call To A New Future From Two Pioneers In Leadership Development And Transformational. Now Available on AmazonNext Practice InstituteFoundations of Trauma-Informed Coaching & ConsultingFollow on Instagram @amymobius @mobiusexecutiveleadership Linkedin @amyelizabethfox Facebook @amy.e.fox.94 @mobiusUSNicholas Janni - Episode #159 Becoming a Radiant Leader with Nicholas Janni and Author of Leading in ChaosThomas HüblPatrick Connor - Episode # 130: Being the Love that You Are with Patrick ConnorErica Ariel FoxLynda CaesaraShai TubaliLucy Caldwell - Episode # 163: Building Power from The Bottom Up- Impact CirclesAmy Edmondson - Right Kind of Wrong: The Science of Failing WellYour host:NEW Book by Christine: Mantra, Tantra, Ayahuasca: Ecstasy, Devotion, and the Return of the Holy Body. Available on Amazon and Spotify AudiobooksBhakti House Immersion with Christine Mason and Adam Bauer, with Special Guests Christopher “Hareesh” Wallis and Peter Dawkins on May 17–27, 2026 Hosted on Acast. See acast.com/privacy for more information.
Unser heutiger Gast hat einen Weg genommen, der in keinem Karriereratgeber steht. Gerade deshalb hat er schon so viele Menschen berührt. Sie hat das Gymnasium abgebrochen, eine Ausbildung im sozialen Bereich gemacht, früh Verantwortung übernommen, war junge alleinerziehende Mutter und hat sich ihren Weg in die digitale Kommunikationswelt Schritt für Schritt selbst erarbeitet. Über Stationen bei FOCUS Online und Tomorrow Focus führte sie ihr Weg schließlich zu Microsoft. Dort hat sie fast zehn Jahre lang in unterschiedlichen Rollen gewirkt, zunächst in der digitalen Kommunikation, später als Diversity and Inclusion Lead für Microsoft Deutschland. In dieser Rolle hat sie Führung, Kultur und Transformation nicht nur theoretisch begleitet, sondern ganz konkret mitgestaltet, mit einem klaren Fokus auf psychologische Sicherheit, emotionale Intelligenz, verantwortungsvolle Führung und echte Inklusion. Heute arbeitet sie als Beraterin, Keynote-Speakerin und Autorin zu Responsible Leadership und Corporate Culture, sitzt in mehreren Advisory Boards und gehört zu den wichtigsten Stimmen, wenn es darum geht, wie Unternehmen menschlicher, mutiger und zukunftsfähiger werden können. Seit fast 9 Jahren beschäftigen wir uns in diesem Podcast mit der Frage, wie Arbeit den Menschen stärkt, statt ihn zu schwächen. Wir haben in fast 550 Episoden mit über 700 Persönlichkeiten darüber gesprochen, was sich für sie verändert hat und was sich noch verändern muss. Warum ist psychologische Sicherheit keine Kuscheldisziplin, sondern eine der wichtigsten Voraussetzungen für Leistung, Innovation und echte Inklusion? Was braucht verantwortungsvolle Führung in einer Zeit, in der KI, Krisen und Dauerveränderung viele Menschen eher verunsichern als beflügeln? Und wie gelingt es, den eigenen Weg zu finden, wenn man eben nicht dem klassischen Lebenslauf folgt, sondern sich Schritt für Schritt selbst dorthin entwickelt? Fest steht: Für die Lösung unserer aktuellen Herausforderungen brauchen wir neue Impulse. Daher suchen wir weiter nach Methoden, Vorbildern, Erfahrungen, Tools und Ideen, die uns dem Kern von New Work näherbringen. Darüber hinaus beschäftigt uns von Anfang an die Frage, ob wirklich alle Menschen das finden und leben können, was sie im Innersten wirklich, wirklich wollen. Ihr seid bei On the Way to New Work, heute in einer Kollaborationsfolge mit Zoomer meets Boomer und meinem Co-Host und Sohn Oskar Trautmann. Unser heutiger Gast ist Magdalena Rogl [Hier](https://linktr.ee/onthewaytonewwork) findet ihr alle Links zum Podcast und unseren aktuellen Werbepartnern
Send a textWhat happens when Caribbean cultural identity meets corporate expectations?In this powerful conversation, Kerry-Ann Reid-Brown sits down with organizational psychologist Dr. Kerriann Peart to unpack the challenges Caribbean people - women especially, face in professional spaces. From cultural misunderstandings and workplace microaggressions to burnout, “boreout,” and the pressure to fit into corporate norms, this discussion explores how identity, authenticity, and professional well-being intersect.They also discuss how Caribbean cultural values such as integrity, excellence, and community shape how we show up at work, sometimes in ways that clash with corporate culture.This is Part 1 of a two-part conversation that dives deep into navigating professional life without losing yourself. Mek sure you come back for Part 2. In the mean time check out:Resources MentionedLens 5: Culture Influences How We Show Up at Work: Audio | Video | BlogConnect with Dr. Kerriann Peart: Website | LinkedIn Subscribe to the Newsletter Support How to Support Carry On Friends Donate: If you believe in our mission and want to help amplify Caribbean voices, consider making a donation. Get Merch: Support Carry On Friends by purchasing merchandise from our store. Connect with @carryonfriends - Instagram | Facebook | YouTube A Breadfruit Media Production
When Martin Frederik Garbers' company was acquired, he was handed the unenviable job of letting twenty-five people go. His own days were numbered too, but he chose to spend them sitting through the hard conversations, one by one, as a human being first – a CFO second.As he walked the Camino after redundancy, his body told him with every fibre of his being, that he wasn't going back to corporate life. Now he lights a candle in the early hours of the morning, takes executives for long walks in nature, and asks his coaching clients to slow down long enough to hear what their inner tutor would tell them.We talk about why the unspoken rules often do the most damage, what gets buried when leaders aren't allowed to feel, and why two hours walking in nature will do far more for your business than a back-to-back calendar full of big, important meetings.Links to learn more about Martin: Linkedin WebsiteBookAny thoughts? Share them with us!Support the show✨✨✨If you miss the "workshops work" podcast, join us on Substack, where Myriam builds a Podcast Club with monthly gatherings around old episodes: https://myriamhadnes.substack.com/
X: @billyeargin @ileaderssummit @americasrt1776 @NatashaSrdoc @JoelAnandUSA @supertalk @JTitMVirginia Join America's Roundtable radio co-hosts Natasha Srdoc and Joel Anand Samy with Bill Yeargin, one of America's top CEOs who took an iconic American boat manufacturing company which was experiencing financial difficulties. By transforming the corporate culture at Correct Craft, Bill took Correct Craft with revenues of $40 million in 2009 and reached its goal of becoming a billion-dollar enterprise in 2023. During Yeargin's tenure, Correct Craft grew by over 20X and won many awards, including Florida's Manufacturer of the Year and the boating industry's Most Innovative Company. It also became an influential voice in the boating industry as well as in Washington, DC. In highlighting the new book titled "Mindset Matters" which he co-authored with Zach Hutcheson, CFO of Correct Craft, Bill Yeargin shares his insights and experiences over the past 20 years at the helm of Correct Craft. The company played a pivotal role in World War II when the leadership of the company in 1945 heeded the call of General Eisenhower who needed over 400 boats in the winter to move over 15,000 US soldiers in the perilous crossing of Germany's River Rhine. The company was then producing less than 20 boats per month, yet did the impossible in what National Geographic called the "Miracle Production" when Correct Craft built over 400 boats in less than 30 days while keeping the Sabbath. The unique story of Correct Craft over the past 101 years reminds us all of the creativity and ingenuity of Americans fueling innovation and achieving ground-breaking results. About Bill Yeargin: Bill Yeargin is a thought leader, CEO, board member, global traveler (110 countries), innovator, and culture evangelist. He has authored six books including the best sellers Education of a CEO and Faith Leap. Bill has shared leadership insights in innumerable articles and columns for over three decades and has been a popular speaker at hundreds of events on six continents. The company Bill leads as CEO, Correct Craft, is a 100-year-old company with global operations. Correct Craft's subsidiaries include multiple boat brands, engine brands, water sports parks, and entities devoted solely to vertical integration and innovation. The company has manufacturing facilities across the U.S. and distributes into about 70 countries. Under Bill's leadership, Correct Craft has developed a unique culture of “Making Life Better.” They have won all their industry's major awards and were recognized as Florida's “Manufacturer of the Year.” Correct Craft has also been recognized as the boating industry's “Most Innovative Company.” A passionate lifelong learner, Bill has earned a bachelor's degree in accounting and an MBA. He has also completed post-graduate studies at Harvard, Stanford, Wharton, MIT, and the London School of Economics. Bill is a certified public accountant and certified Lean Six Sigma black belt. In addition, he is certified in both Myers-Briggs Type Indicator and DISC. Palm Beach State College recognized Bill as an outstanding alum with its Emerald Torch Award. Nova Southeastern University awarded Bill a doctorate of humane letters in recognition of his “contribution to the lives of others and the betterment of humanity.” Bill served on numerous for-profit and non-profit boards and earned a certificate in corporate governance from both Columbia University and Cornell University. He also earned both a certificate in Risk Governance and Qualified Risk Director® credential from the DCRO Risk Governance Institute. Bill currently serves on multiple boards and is board chair of the National Marine Manufacturers Association (NMMA). Bill actively represents his industry on both national and state issues. He served both the Obama and Trump administrations on cabinet-level advisory councils and has been invited to the White House nine times by three different presidents. Bill was appointed by Florida's governor to serve on the University of Central Florida board of trustees. Bill has been recognized with many of the marine industry's top awards including Boating Industry's “Mover and Shaker of the Year.” Florida Trend magazine has recognized Bill as one of “Florida's Most Influential Business Leaders” and he is an Orlando Business Journal “CEO of the Year.” The governor of Florida also presented Bill with the “Governor's Business Ambassador Medal.” About Correct Craft: Celebrating 100 years of excellence in the marine industry, Correct Craft is a Florida-based company with global operations. Focused on “Making Life Better,” the Correct Craft family includes Nautique, Centurion, Supreme, Bass Cat, Yar-Craft, SeaArk, Parker, and Revel boat companies, Pleasurecraft Engine Group, Indmar Marine Engines, Velvet Drive Transmissions, Ingenity Electric, Mach Connections, Merritt Precision, Osmosis, Watershed Innovation, and Aktion Parks. For more information, please visit www.correctcraft.com. americasrt.com https://ileaderssummit.org/ | https://jerusalemleaderssummit.com/ America's Roundtable on Apple Podcasts: https://podcasts.apple.com/us/podcast/americas-roundtable/id1518878472 X: @billyeargin @ileaderssummit @americasrt1776 @NatashaSrdoc @JoelAnandUSA @supertalk @JTitMVirginia America's Roundtable is co-hosted by Natasha Srdoc and Joel Anand Samy, co-founders of International Leaders Summit and the Jerusalem Leaders Summit. America's Roundtable radio program focuses on America's economy, healthcare reform, rule of law, security and trade, and its strategic partnership with rule of law nations around the world. The radio program features high-ranking US administration officials, cabinet members, members of Congress, state government officials, distinguished diplomats, business and media leaders and influential thinkers from around the world. Tune into America's Roundtable Radio program from Washington, DC via live streaming on Saturday mornings via 68 radio stations at 7:30 A.M. (ET) on Lanser Broadcasting Corporation covering the Michigan and the Midwest market, and at 7:30 A.M. (CT) on SuperTalk Mississippi — SuperTalk.FM reaching listeners in every county within the State of Mississippi, and neighboring states in the South including Alabama, Arkansas, Louisiana and Tennessee. Tune into WTON in Central Virginia on Sunday mornings at 9:30 A.M. (ET). Listen to America's Roundtable on digital platforms including Apple Podcasts, Spotify, Amazon, Google and other key online platforms. Listen live, Saturdays at 7:30 A.M. (CT) on SuperTalk | https://www.supertalk.fm
“Breaking the Glass Ceiling: Julia Carreon’s Fight Against Corporate Gaslighting” In this episode, Frazer Rice sits down with Julia Carreon to explore her recent high-profile litigation against a major financial institution and her powerful insights on women in leadership, corporate culture, and overcoming systemic barriers. YOUTUBE https://youtu.be/e05k7SVQ2xI We discuss: Julia's experience with workplace gaslighting and her litigation journey with Wells Fargo The importance of transparency, accountability, and protecting yourself in corporate environments How societal and corporate cultures disadvantage women, especially around motherhood and leadership The themes and motivations behind Julia's book, Walking on Broken Glass Practical strategies women can use to build political capital and safeguard their careers The significance of external networks and understanding your personal strengths The evolving landscape of equity, ownership, and governance in corporations How to proactively prepare for and respond to systemic workplace challenges SPOTIFY https://open.spotify.com/episode/5c546gs6Qctx4bGOvalgXj?si=1dDyJxnwSyu4tnhXxpzVxg Timestamps: 00:00 – Introduction: Julia's litigation and book overview 02:03 – Gaslighting in corporate culture and early experiences 04:14 – Dealing with systemic backstage politics and fighting for justice 05:10 – Motivations for writing Walking on Broken Glass 08:08 – Diagnosing workplace culture and gender dynamics 09:33 – The weaponized HR department and accountability 11:38 – Protecting yourself: cultural awareness and bias 13:12 – Demographics, gender disparities, and moving forward 15:12 – Institutional misogyny and societal shifts 16:05 – Motherhood, work-life balance, and corporate support 18:28 – Questions of corporate culture change post-COVID 22:21 – The fear factor and change in workplace loyalty 27:12 – Tactical career strategies and building political capital 28:15 – Always Be Executing (ABE) and tracking success 30:53 – The ownership mentality and equity's role in career resilience 34:45 – Building internal and external networks for support 36:49 – Understanding personal aptitudes through testing and reflection 40:12 – Leveraging political capital and seizing opportunities 43:31 – How to follow Julia and stay updated on her journey Transcript Frazer Rice (00:01.004)Welcome aboard, Julia. Julia (00:03.32)Thanks for having me. Frazer Rice (00:04.652)Well, as I said in the opening, the concept of gaslighting in the boardroom is something that certainly isn’t new, but it doesn’t make it any more comfortable for the people who deal with it on a day-to-day basis or as part of their career. And you’re in the midst of litigation right now with a major financial services company. Maybe talk a little bit about what’s going on there. Julia (00:24.801)Yeah, so I am in a high profile lawsuit with my former employer. I would say this is not a path that anyone chooses on purpose. In my particular case, Frazer, I spent 20 years at Wells Fargo, 15 of which were pretty spectacular. I have come to realize almost maybe fairy tale like in terms of my experience. I want to talk about some of the things later on that made it a fairy tale. So yeah, I wouldn’t have chosen this. I did not see the culture at my former employer coming for me. I was blindsided by it and it got ugly quickly. One of the things that I think I am doing here. Or at least trying to do is not be shy about it. Not hide from it. Try to show women a different way for how to deal with these situations. Because I have very strong feelings about the fact. With the rollback of DEI and the current administration’s point of view on women, that we’re going backwards. If women don’t start fighting for ourselves in a more public way and without fear, then I don’t know where we’re going to be in the next five to 10 years. I am soldiering on and it’s not easy to your point. But it is what it is and it’s a fight that I believe is worthy. Frazer Rice (02:03.608)So it’s a daunting task taking on a big bank. Big financial services firm, whether it’s in this situation or frankly any. It’s just these well-resourced big behemoths. What has been the experience been like so far? As far as gathering information? Of getting the walls built that you need to in order to live your life while you go through this conflict with this bank? Julia (02:29.822)It’s hat that is the million dollar question. Right? I will say that in my case i got really fortunate and came across a quote. It’s going to sound really strange. But i came across a quote that said fear is fake and danger is real but fear is fake. I believe that the patriarchy wants women to be afraid. So it tells us these bad things are going to happen if you take on a big firm like this. It is grueling. The days are long sometimes. But once I internalize the reality that it is all fake in terms of all of the bad things that you think could happen really can’t happen. Worst case scenario, there’s nothing Like I’m not going to die. They’re not going to, you know, take away my family. Like all of these things, right? We tell ourselves that it could get really nasty. And in my case, I have to stay really grounded in the fact that what I’m doing is worthy. We tried my lawyer and I tried for 14 months to come to a different answer. And so in a way, not just telling myself fear is fake. But in another way, I kind of feel like it’s my destiny. Because, I just want to say this real quick, I had 20 years at a place that was not toxic. And so I know what good looks like, and this is not good. So in that way, I really feel like it’s my destiny. And so that’s what you do, and you have to have a good support network. I have a great husband, so that really helps. Frazer Rice (04:14.21)The, as I’ve told people, sometimes doing the right thing or going after something that upholds justice. It can be expensive and hard. I give you kudos for standing up. Not only for yourself, but others who are going through a difficult situation. Where you’ve had a significant wrong done to you. You’ve written a book about this experience as well. We can take some time to think, to talk about what the book tries to do. First of all, writing one in tandem with the process here, I think is a bit unusual. Some people do it after the fact. To go through a catharsis after going through a difficult process. Talk about first the why of the book.thhen we’ll talk a little bit about what you talk about in it. Julia (05:17.241)The book is called Walking on Broken Glass: Navigating the Aftermath of the Glass Ceiling.” It was co-written with a fabulous woman named Shannon Nutter. I hope people follow on LinkedIn. The book is not squarely about what happened to me the book came together. With Shannon and I meeting on LinkedIn. Then discovering that we had a lot of the same shared experiences as we are Gen X. in hindsight. Our generation has had the opportunity to have the most benefit of the Gloria Steinem Women’s Movement. Think about the fact that we got the advantage of the birth control and all of the DEI efforts that have been in the last 15, 20 years. And we really felt like there was still a long way to go. Then all of that is starting to go backwards. So last year when we met or the year before, we’re like, my God, the idea that we got the best of the best is shocking to us. And so what are we going to do about it? We really wanted the book to speak to women of all ages in their career. But it was written from a lens of two then 53 year old women who had seen a lot. We wanted to give the book as a love letter or a gift to our 35 year old self. To say, this is what we should have or wish we had known 20 years ago. Because we would have done things differently if we had really faced kind of what the challenges were that women are facing at work. In a real way right not in a way that sugarcoats it or pretends to throw it under the rug. And or always makes it the woman’s fault like the woman always has to be changing and evolving in order to adapt to the systems and i you know it’s exhausting right so the book was written for that reason and it does tap into a lot of the things that we both experienced. Julia (07:35.17)But it isn’t a kind of a personal journal of what happened to me with my former employer. Frazer Rice (07:39.82)Right, one of the things that I found useful about the book is you divided it into three sections. I think it brings us sort of clarity into what you’re trying to achieve here. The first one is just diagnosing the situation that you’re in. Maybe talk a little bit about that. Part one the understanding of your surroundings. What’s happening around you. The conditions that women are facing as they embark on these big situations in the workplace. Julia (08:08.982)Yeah. So the first part of the book does give a primer on kind of the history of feminism and how did we get here and what are some of the big open questions that are still left to answer. We also want to set the stage that makes it very clear that women are accountable for our actions in the workplace. Like this is not in any way a book that seeks to make someone who’s failing feel good about the fact that they’re failing, right? Shannon and I both reached really high levels of corporate success at major global firm. There is a lot of work to do. So we really try to dimension how, what are some effective ways for you to approach that work? What are some of the pitfalls and how are some of the ways that you can handle that? In a way that’s kind of clear-eyed, but never about putting the blame or the onus on the company. And if you don’t mind, I want to say something about that because it relates to my lawsuit. One of the things that I’ve heard criticisms about is that people on social media often I saw when I kind of scanned the landscape of it recently are, this woman is naive. She thinks. HR is her friend because one of the things that I have sued my former employer for is a weaponized HR department and I want to get very clear. mean, Frazer, you don’t manage hundreds of people in 13 states like I did for a very long time successfully innovating, having great client experience team scores and having great employee team scores, right? If you believe HR is your friend. So that’s not what i’m trying to say what i’m trying to say in my lawsuit is. HR shouldn’t be picking off people for political reasons either. We are saying all the way along there is shared accountability between the employer and the employee. That’s really important. I think that you know one of the backlash is going too far field here. Julia (10:27.401)We went so far politically correct on some things that some employees do show up to work and think that they just need things handed to them. And I do think that that was part of the backlash, right? So I just am always striving for balance. I think we should all be always striving for balance. Frazer Rice (10:45.13)One of the concepts too, I think in the book that I sort of grabbed onto and enjoyed was the idea of taking steps to protect yourself. You’re dealing with a lot of different asymmetries when you work for a big company. You’re dealing with information asymmetry, you’re dealing with political asymmetry, you’re dealing with resource asymmetry. Sometimes you’re even dealing with just… Accountability asymmetry in terms of, you some people get free passes at other times people are judged on things or unfairly judged on different criteria that just don’t make a lot of sense. If we step back for a second and for people who are trying to understand, I’ll put it in quotes, how the world works and how to how to be aware of one’s and to protect yourself, what would be the first couple of things that you would tell people to think about on that back? Julia (11:38.471)The number one thing is I would be very aware of the kind of culture that you’re operating in. And it’s very easy to take for granted what a culture really is, what your own personal bias and history is, and then how is it that you are fitting. into that culture with your own shared history. So I love to be candid, right? And provocative about my own situation. If I could do something different, I would be very aware of what my biases were going into Citi with 20 years of being at a place where It was a really fair game, but probably because I had a lot of political capital and I grew up there. So I understood it. But I went into that place thinking that I was a fancy managing director, that obviously I was hired to be a change maker. I can do a lot of great things. And I was, you know, doing my thing, not realizing that I was swimming in a different lake and that lake was filled. with a lot of different kinds of wildlife that I was unprepared for. So, I mean, that’s really important. Frazer Rice (13:12.398)As we talk a little bit about some sort of bullet questions as far as how your experience has gone, the demographics of the workplace are different and changing. On one hand, college graduates are now majority women or higher in just about every college situation. Yet institutions like the CFP, the women make up… Believe the number is somewhere in the 24 % range. So you have this weird dichotomy of more women entering the workplace, but not in the numbers necessarily that would indicate that they are in places to make as much change as they would like. They are still in the vast minority in terms of boards of directors and executive positions at almost every Fortune 500 company that I can think of. As we chart a path forward where, let’s call it merit. Julia (13:58.813)Mm-hmm. Frazer Rice (14:04.494)presides over sort of misogyny and I guess I would call it sort of political gamesmanship. How do you think about that in terms of advice for people entering the workforce? Julia (14:16.461)Yeah, look, so nobody gets to say that women aren’t in the pipeline, right? I mean, that just, doesn’t hold up, especially at the more junior levels, right, of entering the workforce after college. What starts to happen is that it starts to go downhill as you get higher and higher up into hierarchy. And I believe that there is a mismatch between women who want to work and do the right thing. And we’re going to talk about this. Then what does it mean to also then become a mother and give birth and have to manage all of that? And then coming up against institutional misogyny. Obviously my perspective in the last 18 months has changed about the degree to which institutional misogyny exists. Because I had a fairy tale experience before I was able to be willfully blind about the realities. so a really direct way of answering your question is that our book is seeking to hit women in the face with the realities of this because I don’t think we’re gonna change it overnight, right? And it is so entrenched, it’s getting worse and it will get worse. Before it gets better, but I do believe that it will get better eventually because the old system that’s, know, aging out, baby boomers are aging out. Like I think that there’s going to be cracks in that. And then there would be a tsunami of change. But right now the old guard is hanging on and, we are going backwards. And so we just have to be realistic about what it requires to go forward. And we talk about what that is. Frazer Rice (16:05.58)One of the things, right, and so let’s touch back on the motherhood issue, is, that is biology. And so women who go that route and have kids. Which is frankly one of the big precepts in society. Unfortunately. n some ways takes you out of the normal trajectory of a corporate path, just from a time perspective. Certainly, the balance of work that happens at the household level. Where that ends up alling usually, creates a stress that is not well understood or received at the corporate level. What are your thoughts on that front? As far as charting a path that recognizes that reality and at the same time doesn’t put upon going the other direction necessarily in terms of favoring one outcome or the other. Julia (17:02.019)I know a lot of women who did not have children because they felt like that it would, it would harm their career. And, um, certainly it’s a personal issue and there’s no judgment from me. I don’t think I would have had children if I hadn’t met my husband. He was willing to do 50 % of the workload and he has, and, always has probably does maybe more than 50. It is a very deeply personal issue. What I have strong feelings about the fact that companies who lean in to, don’t expect the woman to lean in, but the company leans in to supporting pregnant women, have higher loyalty scores. They have better team member satisfaction. They get a lot from those women that they have supported. This is a crazy story, Frazer. I was pregnant and or just coming back from maternity leave all three times I got major promotions at Wells. I mean, think about that. And I now, because I lived my life kind of in a vacuum for a long time, I didn’t realize that this wasn’t happening to other people, right? So look at me now. I am 25 years from when I got hired, still saying that Wells is a great company. because of my own personal experience. And they got a lot out of me, but I gave a lot back. So to me, supporting women who are pregnant doesn’t have to be a zero sum game. Yet somehow that is the narrative. And I would love to ask you why that is. Like, I mean, what has happened to corporate culture that this is such a pervasive issue when If you were to scan a lot of my Gen X friends, we did not have the same experience. Frazer Rice (19:04.147)I mean, from my perspective, I don’t know. I think that I blame some of this a little bit on the COVID blip in the sense that managers of all types just have no idea where to go as far as how to treat people fairly, either from a work from home experience or how that reconciles with… women in particular who are having careers and families in addition to what’s going on with other folks like the men in the world. My short answer is I don’t know. The longer answer is that I think between the shorter news cycle, social media, work from home, there are a lot of different change agents out there that have taken the focus off of. maybe the issues that worth talking about right now. And as a managerial class, especially as millennials are taking up the mantle on that front, they’re either forgetting about this particular issue and understanding the importance that it has, or they are just so overwhelmed by change at this point and self-preservation that it’s just an area where they’re triaging the different issues that they can deal with. Julia (20:22.492)Do you do you at all think that it is a problem of losing common sense and like letting rigid ideology take over from common sense. I certainly was benefited from working from home for most of my career, right? So it’s fascinating. Frazer Rice (20:46.061)Common sense isn’t common. And depending on the institution that you’re dealing with, work from home is either an excellent tool or a cover to hide under if you’re a mediocre performer. If you’re a manager out of sight, out of mind is a difficult place to be. I think that we’re I think everyone is reconciling to the relative absence of work and sort of acclimating to Zoom phone calls and things like that. And that gets you then away from taking care of the real issues, which is to make sure that the company’s doing right, the employees are doing right by the company, and at the same time that people are being treated fairly, because I think when people are so disparate, it just becomes a real management challenge. What we’re talking about as far as making sure that women are treated fairly in the workplace, Combine that with, I would say, message confusion that occurs in social media, where some loud voices may not be the right voices to be taking up this mantle, versus some of the quieter, stable people who are really the exemplars that we’d really like to point to. Sometimes that gets mixed. And I think the brew, if you stir it together, I think is created. Maybe if we think that there was progress since the 70s on through the 80s, 90s, 2000s for fairness and women progressing within the corporate ladder nicely, I think this the COVID blip has been a bit of a toe stub on that front. That’s an opinion, extremely uninformed, but more of an observation. Julia (22:35.713)No, no, but well, listen, I just I love it because I do want to unpack it just a little bit. It’s what’s fascinating to me is that I negotiated 15 years before covid to work remote and then my boss knowing that I had to be on the road three to four weeks a month regardless was like, I’d rather you be happy where you live because you’re to be on the road regardless. So I got to work from home and then during COVID when they tried to bring everybody back, they’re like, well, you can’t be the only exception. And I’m like, okay, I have been an exception for 15 years. So that’s where I go back to, know, where is this right balance? did, I mean, COVID is as good a reason as any that it’s things are upside down. I mean, really it’s a great theory. Frazer Rice (23:22.671)Well, it also bespeaks different corporations have different cultures and certainly some people are worried about other things than others. Muriel Siebert, who I think is an amazing example of someone who took a look at Wall Street and said, look, I refuse to be held back by anything here. She started her own company and to call it a company is to not give it the respect it’s due. She’s a major absolute force in Wall Street and one of the real legends. To me, entrepreneurism is one way through this. to create the company that you want to work in is, in some ways, to me, one of the solutions for people who are having difficulty in a corporate environment that they’re in right now. Whether they’re able to be the change agent within, which is often hard at a big, you know, bulky company that turns with the agility of a battleship as opposed to being nimble in doing things or going out and starting on their own, which involves its own risks. That to me is one of the solutions. But again, not without risk, not easy by any stretch. Where did that fit into your mindset as you were thinking about this? Julia (24:37.16)Well, so, so she is an icon, not just because of what she was able to accomplish, but she also did it, I think, without a college degree. And she did it. And this is important. She did it fearlessly. And what I would love to go back in time and have a conversation with her about where did she tap into that fearlessness? And you will start to see. Frazer Rice (24:48.665)Mm-hmm. Julia (25:06.77)On my own social media, am trying to tap into that whole mindset of women need to lose fear. I’ve already talked about it, but here’s what’s important to know, right? By 2030 in the US alone, women will control $34 trillion of investable assets. I believe that that is when you start seeing the game change. Look at how Mackenzie Scott is giving without glory. I posted that in a remark that’s gone semi-viral on LinkedIn. Like she is giving without glory. She wants to give, she wants to be anonymous almost about it, and she’s giving without handcuffs. And what is she giving to? She’s giving to communities, she’s giving to schools, she’s giving to healthcare. I mean, it gives me goosebumps every single time. And so I feel like women When we start to control more, we’ll start giving in, Alice Walton is the same way, giving in a different way to change society in a more meaningful way at scale. And Muriel was a pioneer in that regard. And she is someone I think we need the next generation to know about. because she was so fearless and it’s an inspiration. But you and i both know that all kinds of things that women have accomplished are never spoken about in the same way that they are about man and about men. I do think that that’s one of the great things about some of we can go into social media some of the social media change that we see happening with alpha female and all of these great accounts that are just starting to say, know what ladies, we don’t have to buy into the patriarchy. We can do it our own way. And so I think we will finally see change, but I wanna be very clear, Frazer, it’s going to get worse before it gets better. Frazer Rice (27:12.195)Got it. So for people who are in a corporate structure, corporate environment, aren’t ready to make the leap to starting their own business, which is obviously a difficult decision, but when you’re in there, what are the things tactically that one can do to prepare, not only prepare themselves, but protect themselves against these forces that are out there? One of the thoughts I had is making sure that in the job description that you’re able to point to numerical or formulaic successes so that if a narrative is being built against you, you can point to dollars created or jobs saved or metrics that in the boardroom. Not only just qualitative successes, but also quantitative ones that makes it difficult for people to ignore you from a pure dollar perspective. Things like that, what pops up in your mind? That you would tell people to think about in terms of art directing their career. Julia (28:15.023)Yeah, well, the number one thing that I always say, and I’m kind of, it’s kind of a legend for it. So it’s ABE and it stands for Always Be Executing. And when I look back and see how successful I was in a corporate setting, of course, in my case, it was that I had a great boss and a great mentor and sponsor in him. But actually, I was always focused on executing and doing it in a way that is collaborative so that you don’t have the knives coming for you from every direction. think a lot of people who the more successful that you get in your career, you think, I’m fabulous because I’m fabulous. No. You need a mindset of I’m fabulous because I am creating a team around me, no matter who I am, even if I’m not the boss, to protect each other and help each other and lift each other up. if you are always executing and you hit on it, right, as a woman, you should always be keeping track of your metrics in a way that is tangible and defensible. But you also should never take for granted the fact that no matter how senior you are, you need to be getting something done. And I do think that it is a big mistake for people to get high on their own supply and forget that. And then, and then the sharks will come for you. So always do something. And this is just a final thing, cause I have lots of people that I mentor. They’re like, just name one thing. I’m going to give you one thing. Send meeting notes. If you go to a meeting, and everybody’s on a call, 15 people are on a call. If you’re the one who sends meeting notes and this is a hot button, right? For women, they’re like, well, I’m not the secretary. I don’t wanna take me. You know what? Put your ego, park it in a parking lot and send meeting notes. You would be shocked how much goodwill and how effective you’re perceived when those notes, like say a project is going downhill and somebody goes, but. Julia (30:30.157)Such and so committed to this and you’re like, those meeting notes were written by Julia Carrion. Nobody has to do that. But corporations get unwieldy. lot of churn happens. A lot of stuff doesn’t get done in a day. If you can demonstrate that you are someone who is acting in good faith and doing small things to keep the needle moving, somebody in senior management is going to notice that, I promise. Frazer Rice (30:53.763)The other thing I sort of, and this doesn’t just go for women, this is for people generally, is the ownership mentality and the move toward equity, and by equity I mean stock equity, where the mindset to me shifts when you move from sort of salary and bonus to equity in the firm. And that subtle shift suddenly puts you in a different position in terms of sitting at the same table as someone who is, let’s call it quote unquote, making the decisions. When you’re there and your ownership of the firm, however small it is, is rendered unimportant. First of all, that tells you to go. Second of all, I just feel like the people who exist on that plane bring up different things and then are thought of differently. Does that track with your experience? Julia (31:48.819)It does, but I think that this goes to kind of how is the corporate world changing and then how does that impact employees? So, and where I’m going with this is when I was at Wells, my compensation was a third, a third, a third. So it was a third cash, a third cash bonus and a third in stock. Do you want to know what’s going on? And I don’t know if you know what’s happened on Wall Street. Every single major bank is moving to you only get a quarter in equity and the rest of it is cash. So I think that the onus to here is on corporations to be thinking about how they’re treating employees. And to your point, what, what does that mean when you show up and how vested are you in the option? Just real quick, I want to give a shout out to Maureen Clough. I don’t know if you follow her, she just yesterday did an amazing six minute post on why companies are losing loyalty from employees. so like, again, this goes back to is everybody backsliding right now because these corporations have to realize that in order to keep good talent, you want them to have a stake in the game, but that’s winnowing, I think. Frazer Rice (33:11.819)I know. I agree. Frankly you know to me at the larger institutions that aren’t willing to sort of play ball as far as involving people in the ownership that’s a signal and when it’s a signal then you know if you’re good at your job and you bring things to bear you know there are other there are other places out there. I think those places that value you want you around and they want you to be able to participate and how the broader governance of the company works. It’s a lot like how Goldman Sachs was back when it was in the partnership days. Everyone who was a partner there understood how everything else was working and ultimately that meant that, I don’t know, I feel like Goldman still does well now, but it’s a different climate, different firm where you’re completely involved in everything else and therefore the information is out there and… it’s something that you’re not blindsided as much by what’s happening in other divisions within your firm. Julia (34:15.472)Yeah, totally agree. Frazer Rice (34:16.911)One other thought that as we were sort of squiring through this was the idea that it’s important to have information sources or networks both within your company that are outside of your reporting line, but also information networks and support outside your company. I call it sort of the kitchen cabinet of people who are similarly situated or in different spots so that you have context into which to sort of find out what your what you’re up against both inside the company and outside of it. Is that something that makes sense to you or is it something that was lacking in your current situation? How did you think about that? Julia (34:57.906)Hmm. I love that because in 2017, I took stock of the fact that I had become too comfortable in my lane and I was seeing that my influence at Wells was waning for whatever reason. And so I started blogging on LinkedIn in 2017. Because of a conversation with a Harvard sociologist that I write a lot about. Fscinating guy who predicted the current turmoil 10 years, almost 10 years ago. And so I started networking outside and I could not agree with you more that you need to be building your networks, not just inside. That goes without saying, right? Like I had a great career partly because I was a boss at gaining political capital at Wells all the time, right? Giving goodwill and getting it back but outside is critical. during our book, what we found out is, that women are more likely to put that aside. Because we feel like we’ve got too many other things going on, work, know, kids, all of the pressures, trying not to, you know, have a nervous breakdown on any given day, trying to stay fit, dealing with menopause. Which of course is a whole other thing that is a whole other bag of tricks. And so we don’t do it as much and it hurts us. So I absolutely think being deliberate about an external network is essential. When women ask me how to do that, I say to commit to a certain number of hours, half an hour to two hour, whatever you can give a week to doing it deliberately. I wish I had done that earlier in my career for sure. So it’s great advice. Frazer Rice (36:49.865)Along that line, I’m a big believer in being aware of your surroundings. In a sense aware of yourself and what your skills. Things that you’re annoyed are at are and what you’re good at and what you’re not good at. Did you take any tests or anything to understand what your aptitudes were or what you were interested in or more importantly not interested in or how you interact with other people personality wise and Is that something that resonates with you? sort of am a big sports fan. Dan Quinn, who’s the Washington commander coach. He got fired from the Falcons. He did a real deep soul searching and went in and got tested on a whole bunch of different things and where he came up short, where he was really good. And that allowed him to get hired again and to have at least some initial success with the team and hopefully going forward from my rooting perspective. But where does that fit into your analysis for people? Julia (37:50.351)Did somebody set that question up? That’s what I want to know. I am a huge believer in strength finders. Some people take discs, some do Myers-Briggs. The reason I asked if it was a setup is because strength finders saved my life. I was deemed top talent when I was like 34 years old at Wells and they gave me a career coach who by the way was Sarah Grady is her name. and she was Dick Kvasevich’s legend on Wall Street. She was his leadership coach and she gave me strength finders and I very quickly was very clear my top five strengths and then my bottom five strengths are not a surprise. Like I am zero. I’m like negative zero at woo. I was like, it won’t even shock you for a minute. Yes i do think that those kinds of valuations are critical and in fact i’m gonna talk to my twenty year old son about taking one i think you’ll end up taking disk but. One thousand percent if you if you do not know what you’re good at and why then try to find out because it can save your life i mean the awareness and the learnings that i got about myself. From taking one test have stayed with me for 25 years. And I’m gonna be really blunt here. I forgot those lessons when I stepped into a new culture and it was painful. So I think you have to also be disciplined about… Take it again, remind yourself, reread whatever book helps you stay grounded in who you are and how you’re showing up. And get some friends to give you feedback. Frazer Rice (39:44.111)Well, mean, people get better or change or worse at certain things. And so you’re not the same person you were 20 years ago. And, you know, it merits revisiting every once in a while. As we wind down here, unfortunately, we probably could go on for about three hours, which I wish we could do. But one of the things that I think is interesting, too, you talked about political capital and building it up, is that I think one piece of advice that I tend to give to people who are starting out and might be useful in the situation that we’re describing here is that when you have political capital, you’ve got to be willing to spend it occasionally. Careers, in my experience, take quantum leaps in that you’ll be going around for a while and then something good will happen and then you’ve got to kind of take advantage of the advantage while you have the advantage of having the advantage and moving up and then reestablishing the plane. And it’s a little bit like a ratchet where when the wrench turns, it doesn’t turn backward. You can kind of continue to elevate on that point. Is that something that you saw where, you know, as you were making the moves up the ladder that didn’t happen at the last situation that maybe might’ve been something that could’ve turned out differently? Julia (41:01.791)Yes, and I think that being more aware of my surroundings would have helped. I don’t think it would have changed the outcome in the other example. But the political capital that I was able to gain is that I got promoted every single time Wells did a major merger when people were panicking about their jobs. Frazer Rice (41:08.623)Mm-hmm. Julia (41:31.061)And one of the things that I did that you and I could probably discuss for two days is I gave up control of trying to manage the outcome. In other words, I went to senior management with two major mergers and I said, you know what? I don’t care what I do for the time that the companies are trying to come together. You give me something hard to do and ugly and I will get it done the right way. And then you decide whether I get rewarded or not. And when I crushed both of those tasks, I got major promotions. So I think it, I think a lot of people think, I’m going, I had a, had an employee who told me I should just get promoted because I’m sitting here and I’ve been sitting here for two years. mean, it really, life just really doesn’t work that way. In my experience, you got to work your ass off for it. And, and you have to put your ego aside and you have to hope that the universe is gonna pay you back. And I believe that because the universe always has. I believe that even now with my current situation, like everything that has brought me here has made me a spokesperson for like a better way because of what happened to me, right? I had 20 years of goodness and then I had something really hard happen. And I’m trying to make lemonade out of a very difficult situation because it is the only way, the only way out is through. So I just have to keep going through and I love the idea of yes, you’ve got to spend your political capital. can’t, know, George Bush said that you can’t just collect it. What are you collecting it for? If you’re not going to spend it. Frazer Rice (43:17.817)Exactly. Okay, we have to disembark here, unfortunately. How should people keep track of your situation? How do they find the book? And how do people get in touch? Julia (43:31.846)Yep. I have, um, I’m on LinkedIn. I have a website, juliacarrion.com. If you are looking for, I’m doing some consulting on a digital transformation always and org design or whatever. So you can find me there. And then, um, you know, today’s a big day. We are filing today or tomorrow, a response to my lawsuit. So it would probably make the news. Thank you to you for being a great ally to women and having me on. The book is walking on broken glass.com. It’s such a great name. So you can order the book on the website from any of your favorite book resellers. Frazer Rice (44:14.639)Super, well good luck with the legal proceedings. All of your information will have that in the show notes so people can find it easily. I think you’re coming off of a difficult situation. I think you’re gonna turn it into something far more transformative. Even you’re envisioning it right now. So I’m hoping for the best here. Resources & Links: Walking on Broken Glass: Navigating the Aftermath of the Glass Ceiling StrengthsFinder Assessment Julia Carrion on LinkedIn Julia Carrion's Website Connect with Julia: LinkedIn Website Stay tuned for updates on her legal case and ongoing advocacy efforts. Don't miss her insights into transforming adversity into empowerment and systemic change. https://www.amazon.com/Wealth-Actually-Intelligent-Decision-Making-1-ebook/dp/B07FPQJJQT/ Keywords: Gaslighting, Corporate Culture, Women in Leadership, Workplace Equity, Julia Carreon, Wells Fargo, Citi, Legal Battle, Glass Ceiling, Political Capital, StrengthsFinder, Work-Life Balance, Systemic Change, Weaponized HR
Summary: I'm currently taking an improv class, and it has highlighted a major leadership blind spot: the leftover vibe. In improv, if you carry the "stiffness" of a bad day onto the stage, the scene fails. Leadership is no different. We play many roles—the efficient delegator, the empathetic coach, the bold visionary. These aren't masks; they are authentic "costumes" we wear to meet the moment. But if you don't "shake out" the energy of a budget crisis before walking into a sensitive one-on-one, your team feels that residue. This episode is about the power of the 30-second transition and why your energy speaks louder than your words. Takeaways Energy is Pre-Planned: Just like an improviser chooses a vibration for a scene, you can consciously choose the energy you bring into a room. The Hazard of Residue: Carrying stress from one meeting to the next isn't just a personal burden; it's a "vibe-killer" for your team that prevents real connection. Costumes vs. Masks: Adapting your energy for different leadership roles is an act of respect and intentionality, not a lack of authenticity. The 30-Second Reset: Before your next call, literally "shake it out." Take half a minute to shed the previous meeting so you can show up fully for the person in front of you. Good Vibes to Go: For those of you into HGTV-type shows, check out Homegrown on HBO. Hosted by urban farmer Jamila Norman, it's a joyful, grounding series that helps families transform their yards into thriving food gardens while celebrating Black agricultural traditions and food justice. We love this show! Connect with Me The Newsletter: This week in the newsletter, I wrote about trash bags turned into duffels, protest songs turned into $600,000, classrooms turning fast fashion on its head, courtrooms redefining family, a global vote affirming who counts, and more! Subscribe to the 5 Things Newsletter here. Work with Me: Let's talk. Watch 5 Things on YouTube. Join thousands of readers by subscribing to the 5 Things newsletter. Enjoy some good vibes every Saturday morning. https://5thingsdei.com/
Welcome to today's ICYMI, where we kick off the week with a quick game-changing tip from past episodes that you might have missed. What achievement would feel like "enough" for you? Is there a level of success you'd ever be totally satisfied with? If you're an over-achiever that's always chasing what's next, this one's for you. We're throwing it back to this potent conversation with Leisse Wilcox, where we unpack the never-ending pursuit of more achievement, the 4 "P"s of self-sabotage (from perfectionism to people-pleasing) and how to actually feel like enough. Leisse is a keynote speaker, leadership consultant, performance coach, emotional intelligence expert and two-times best-selling author. Known as “the Marie Kondo of your Unconscious”, She helps clients and businesses turns self-sabotage into success in each of life's cornerstone areas, combining strategic consulting and therapeutic coaching tools. Follow Leisse on Instagram and check out her website. Read Leisse's bestselling books, To Call Myself Beloved and Alone: The Truth + Beauty of Belonging. Listen to our full episode here. Tune in every Monday for an expert dose of life advice in under 10 minutes. For advertising and sponsorship inquiries, please contact Frequency Podcast Network. Sign up for our monthly adulting newsletter:teachmehowtoadult.ca/newsletter Follow us on the ‘gram:@teachmehowtoadultmedia@gillian.bernerFollow on TikTok: @teachmehowtoadultSubscribe on YouTube
Content warning: Some cursing.What happens when you lose your mother… and still have to show up to work on Monday?In this deeply honest conversation, I sit down with Sarah Kagan of Keriah Coaching to talk about something we do not address nearly enough: grief in the workplace. Together, we explore how losing our mothers shaped not only our personal lives, but also how we experienced professional environments during one of the most vulnerable seasons of our lives.You can find Sarah here: https://www.keriahcoaching.com/Support me on Patreon! https://www.patreon.com/nikkithedeathdoulaYou can find me here:https://linktr.ee/nikkithedeathdoulaGet merch! https://good-grief-podcast.printify.me/ Music:https://incompetech.filmmusic.io/song/3495-cheery-monday
#thePOZcast is proudly brought to you by Fountain - the leading enterprise platform for workforce management. Our platform enables companies to support their frontline workers from job application to departure. Fountain elevates the hiring, management, and retention of frontline workers at scale.To learn more, please visit: https://www.fountain.com/?utm_source=shrm-2024&utm_medium=event&utm_campaign=shrm-2024-podcast-adam-posner.Thanks for listening, and please follow us on Insta @NHPTalent and www.youtube.com/thePOZcastFor all episodes, please check out www.thePOZcast.com Takeaways- Creativity is a skill, not a personality trait.- In-person collaboration enhances creativity and problem-solving.- Complaining is seductive but unproductive; focus on solutions instead.- The fear of being wrong stifles innovation; embrace mistakes as learning opportunities.- Old-school skills are becoming the new techniques for success.Chapters00:00 Introduction to Nir Bashan and His Journey05:08 The State of Creativity in Advertising10:07 The Importance of In-Person Collaboration15:00 Reframing Creativity as a Skill19:47 Shifting from Complaining to Creating24:56 The Cost of Ignoring Creativity
SummaryIn this first-ever episode of Visionary Leader, Steve Blair sits down with host Jim Robinson for a candid conversation about the real evolution of leadership. From his own winding path, spanning roles at Procter & Gamble to leading organizations in Arkansas, Steve offers insight on what it truly takes to become an impactful leader.Leadership, Steve explains, is not an overnight achievement but a journey with real milestones. He describes four pivotal chapters in his career: starting as a capable contributor, moving into authentic management, stepping up to organizational leadership, and finally reaching a place where he's truly operating in his “sweet spot.” Honest reflection about these phases reveals that finding your lane in leadership sometimes takes decades, but with the right support, it can happen faster.A key takeaway from the episode is the power of authenticity, with Steve stressing the importance of living and leading by your core values, and making decisions through their lens. He advocates that storytelling is one of the most influential tools leaders possess because having real stories at the ready helps bring organizational values to life and creates a culture that sticks.Additionally, the episode also dives deep into how leaders can accelerate engagement, set expectations, and move people forward, not just through systems, but by caring deeply and modeling behaviors they wish to see in others. If you're looking to step up as a leader, this conversation is packed with wisdom you won't want to miss!Show Notes(00:00) Introduction(05:20) Steve's Career Growth and Leadership Journey(10:46) Leaderships Influence on Corporate Culture(11:57) Using Organizational Values to Lead(16:20) Authenticity and Clear Leadership Values(19:07) Buy-In-Based Feedback Development(25:23) Reinforcing Company Values with Storytelling(32:36) How Manager Engagement Shapes Team SuccessLinksJim Robinson CGP Maintenance and Construction ServicesSteve BlairFulcrum Collective
Listen to Jay and Kay Discuss Today's Trending Stories.Kevin Henry, People Culture Leader and Senior HR Executive stopped by The Jay and Kay Show and talked about workplace related topics. Tap in to hear Kevin Henry's opinion on AI replacement, Corporate Culture, Labor Relations, Human Resource Policies and much more.TheJayandKayShow - YouTubeTheJayandKayShow (@thejayandkayshow_) • Instagram photos and videos
By Paul Sloane, who is the author of The Art of Unexpected Solutions: Using Lateral Thinking to Find Breakthroughs, published by Kogan Page In a cathedral in Pisa, a young Galileo Galilei observed a swinging incense chandelier. While others saw a mundane ritual, Galileo saw a variable. Using his pulse to time the oscillations, he saw that a pendulum's period remains constant regardless of its arc. He deduced that the period of a pendulum was constant and not dependent on the weight of the pendulum or the initial displacement. It was dependent only on the length of the rope. Building a Question-Rich Corporate Culture, Unexpected Solutions In 1943 naval engineer Richard James was working on the problem of how to stabilize sensitive ship equipment at sea. He was using coiled springs and accidentally knocked one off a shelf. He was fascinated to see that it seemed to walk down and come to rest in a standing position. Where others might have seen a nuisance, James saw a kinetic possibility, leading to the invention of the Slinky. These stories are often relegated to the realm of "happy accidents." In reality, they are the results of a specific cognitive discipline: curiosity. In the modern corporate landscape, curiosity is frequently treated as a secondary trait, a "nice-to-have" eclipsed by the "must-haves" of efficiency, specialized expertise, and immediate ROI. However, this prioritization is wrong. Curiosity is the primary engine of innovation and the most effective hedge against institutional stagnation. To remain competitive, leaders should switch from a culture of "knowing" to a culture of "inquiring." The Institutional Suppression of Inquiry From early education through professional development, we are conditioned to value the definitive answer over the provocative question. Success is often measured by the speed at which we can provide a solution, rather than the depth at which we understand the problem. In many organizations, this leads to a "stick to what you know" mantra. When an organization prioritizes conformity over curiosity, it inadvertently creates blind spots. The Four Pillars of Individual Curiosity Curiosity is not an innate gift but a professional muscle that requires deliberate conditioning. To lead a curious organization, individuals shoould adopt four specific behaviors: 1. Challenging the "Obvious" Assumptions are the silent killers of innovation. They act as mental shortcuts that prevent us from seeing new paths. Consider George de Mestral, the inventor of Velcro. He could have viewed the burrs stuck to his dog's fur as a minor irritation. Instead, his curiosity led him to study the mechanics of their adhesion. Rigorously audit your "legacy" processes. Ask: "If we were starting this company today, would we still do it this way?" 1. Destigmatizing Experimentation Innovation is a non-linear process characterized by trial and error. Thomas Edison famously viewed his 10,000 failed attempts at the lightbulb not as setbacks, but as the successful elimination of non-viable options. Reframe "failure" as "data collection." If an experiment doesn't yield the intended result but provides a new insight, it is a net gain for the company. 1. Intellectual Humility The greatest barrier to learning is the illusion of knowledge. Intellectual humility involves acknowledging the limits of your expertise and remaining open to insights from any level of the hierarchy. Adopt a beginner's mindset. Approach high-level strategic meetings with the intent to learn something new from the junior staff in the room rather than just delivering directives. 1. Strategic Divergence Curiosity thrives on variety. When we only read industry journals and speak to immediate colleagues, our thinking becomes derivative. Deliberately seek out "intellectual friction." Read outside your field, attend conferences in unrelated industries, and engage with people whose perspectives challenge your own. Engineering an Organizational Ecosystem Individua...
Send us a textIf professionalism is restrictive by design, asking us to shrink, perform, and drain our precious energy on keeping up appearances – unprofessionalism is the undoing of the rules. It's the freedom to be our full, unequivocal selves.And who better to teach us about the business of belonging than Jon Berghoff? He's the founder of Xchange and one of the most sought-after facilitators in the world. He also does his best work barefoot.Jon's early years were marked by doubt and displacement. Instead of performing his way into acceptance, he learned how to regulate his own nervous system so he could hold space for others to feel safe. Now guided by that learning, Jon helps people speak their truth and connect to something greater than themselves. In this conversation, he shares the risks he's taken, the stories he's collected, and what happens when you stop performing and start belonging.Find out about:Jon's experience of being unprofessional – and his learnings from leaning into risksWhy feeling safe to be yourself starts with creating the right conditions to regulate your nervous systemHow facilitators can expand their capacity for self-regulation, in order to expand the room's collective capacityHow to spot when professional performance is draining your energy – and more importantly, how to challenge itLinks:LinkedInWebsiteSupport the show✨✨✨If you miss the "workshops work" podcast, join us on Substack, where Myriam builds a Podcast Club with monthly gatherings around old episodes: https://myriamhadnes.substack.com/
What does it take to shift from goal-driven leadership to identity-led leadership? In this episode, we sit down with Bianca D'Alessio — star of HBO Max's Selling the Hamptons, top-ranked real estate broker, and author of Mastering Intentions: 10 Practices to Amplify Power and Lead with Lasting Impact. Bianca shares why ambition isn't the enemy — misalignment is, and how setting intentions (not just goals) transforms your confidence, leadership style, relationships, and long-term success. Timestamps00:00 Intro: Goal-driven vs identity-led leadership 01:15 Why Bianca felt successful… but not aligned 03:10 The real shift: “Who am I becoming?” 05:00 Reframing failure into growth + resilience 06:20 Why Bianca seeks failure (and what it unlocks) 07:45 Perfectionism kills creativity + connection 08:30 Leading with vulnerability vs being “stoic” 09:20 How to know you've hit a growth ceiling 11:00 Work identity vs personal identity (and why it causes crisis) 12:10 “If you don't want to be a people person… don't be a manager.” 13:40 Mastering Intentions: transformation starts with self-awareness 15:40 Bianca's family intervention moment (rock bottom clarity) 19:45 Teamship: why life and leadership aren't solo sports 23:10 Stop trying to be liked by everyone — focus on respect 25:50 When inner circle resistance reveals your priorities 27:20 What misalignment feels like (the warning signs) 29:10 Bianca's alignment reset: daily/weekly check-ins + giving yourself grace 30:20 Bianca's #1 tip: write down your story + use it as your superpower 31:10 Where to find Bianca + closing remarksConnect with Bianca D'AlessioWebsite: biancadalessio.com Book: Mastering Intentions: 10 Practices to Amplify Power and Lead with Lasting Impact (Available on Amazon) Follow Bianca: LinkedIn, InstagramCalls to Action✔️ Subscribe to the podcast, leave a review, and share this episode with a colleague, friend, or leader who needs alignment right now ✔️ Watch on YouTube: Shed the Corporate Bitch TV ✔️ Follow the show: balloffirecoaching.com/podcastSupport the show
In this episode of Corporate Finance Explained on FinPod, we break down how company culture affects financial performance and why culture should be treated as a real asset or a serious liability. This episode shows how work culture directly shapes forecasting accuracy, capital allocation, risk management, and long-term value creation.Culture is not what a company says in its mission statement. It's what gets rewarded, tolerated, and ignored. From a finance perspective, those behaviors eventually show up in the numbers through turnover costs, project ROI, safety and compliance risk, and the quality of decision-making. This episode walks through culture using three practical lenses: culture as an efficiency engine, culture as a strategic asset, and culture as a value destroyer.In this episode, we cover:How culture drives margins through unit costs, productivity, and turnoverWhy Costco's wage and retention strategy can be an efficiency advantageHow Southwest's cost discipline becomes balance sheet resilience in downturnsWhy Danaher's operating system culture reduces execution risk in M&AHow Netflix uses radical transparency to improve capital allocation and avoid “zombie projects”Why Google's tolerance for failure functions like an internal venture portfolioWhat went wrong at WeWork, Wells Fargo, Boeing, and Theranos, and how culture distorted incentives and risk controlsThe financial signals that reveal culture problems, including forecast accuracy, budget variance patterns, project post-mortems, and hiring costsHow finance leaders influence culture by forcing clarity, challenging assumptions, and refusing “fluff numbers”This episode is designed for:Corporate finance professionalsFP&A teams are responsible for forecasting and budgetingFinance leaders involved in capital allocation and strategic planningAnyone managing risk, performance, or operational decision-making through financial reportingCorporate Finance Explained is a FinPod series from Corporate Finance Institute (CFI), created to make complex finance topics clearer, more practical, and easier to apply in real-world decision-making.Subscribe to FinPod for more corporate finance explainers, real-world case studies, and practical finance insights.
The NRF Big Show is always a whirlwind and this year was no exception. In this special episode of Retail Remix, host Nicole Silberstein is joined live from the show floor by her colleagues Adam Blair of Retail TouchPoints and Kate Robertson of Shop Eat Surf Outdoor to break down what stood out while everything was still fresh.From first-time impressions (Kate has never been before) to veteran perspectives (Adam has attended going on 20 years), the trio reflects on the themes that dominated conversations across sessions and booths. Unsurprisingly, AI was everywhere but the editors also dig into the growing emphasis on humanity, trust, authenticity and culture as retailers figure out how (and where) new this technology fits in.This candid, on-the-ground conversation captures what NRF really feels like — and what retail leaders are wrestling with as 2026 gets underway.Highlights from this episode include:How the AI conversation shifted at NRF 2026 from hype to hands-on learnings;The striking quality and confidence of Gen Z voices on stage — and what that says about the future workforce;Why retailers like LVMH are doubling down on the human element, even as automation accelerates;How creators, trust and authenticity are becoming more critical in a world of AI-driven discovery;Leadership lessons from Dick's Sporting Goods on culture, competitiveness, and rewarding the unglamorous work.Related LinksRelated reading:Dick's Sporting Goods Chairman Ed Stack on House of Sport, Corporate Culture and Fixing Foot LockerRelated reading: AI in Luxury: Why LVMH Won't Let AI Eclipse Humanity or CreativityRelated reading: How Inviting Consumers to ‘Ask Ralph' Deepens Their Connection to the Ralph Lauren BrandExplore ongoing NRF coverage and retail insights from Retail TouchPoints.Subscribe so you don't miss more episodes of Retail Remix from the show floor of NRF26.
They say it's about collaboration and face-to-face interactions - but you're still expected to join your virtual meeting in a private call booth.So, what's really behind these RTO mandates? If the research shows better work-life balance and productivity when employees have the option to work remotely, what's the big push for the big return? Does work-from-home still exist six years after the pandemic?Host Catherine Jette speaks to Kathy Chow, a Toronto-based writer who wrote a piece called "Welcome Back to the Office. You Won't Get Anything Done.". The two discuss corporate culture's inability to prioritize the employee, how women are disproportionately affected by RTO mandates, and how surrounding suburbs of big cities can fall victim to the return to the office. We love feedback at The Big Story, as well as suggestions for future episodes. You can find us:Through email at hello@thebigstorypodcast.ca Or @thebigstory.bsky.social on Bluesky
Fluent Fiction - Danish: Navigating Stress: The Unexpected Strength of Workplace Bonds Find the full episode transcript, vocabulary words, and more:fluentfiction.com/da/episode/2026-01-15-23-34-02-da Story Transcript:Da: Midt i Københavns glashav af moderne kontorbygninger sad Freja ved sit skrivebord.En: In the glass sea of modern office buildings in København, Freja sat at her desk.Da: Udenfor var vinteren i fuld gang, snefnug svævede forsigtigt ned på de travle gader.En: Outside, winter was in full swing, snowflakes gently floating down onto the busy streets.Da: Freja klikkede koncentreret på sin computer, mens deadline nærmede sig hastigt.En: Freja clicked intently on her computer as the deadline rapidly approached.Da: Hun var dygtig og ambitiøs, men sommetider følte hun, at det var svært at balancere mellem sine egne mål og at være en god kollega.En: She was skilled and ambitious, but sometimes she felt it was difficult to balance her own goals with being a good colleague.Da: Lars sad tværs over fra hende.En: Lars sat across from her.Da: Han var en pligtopfyldende medarbejder, altid dedikeret, men nogen gange lidt for presset af arbejdet.En: He was a conscientious employee, always dedicated, but sometimes a bit too pressured by work.Da: I dag skinnede hans angst igennem.En: Today, his anxiety was showing.Da: Hans naturlige ro var erstattet med uro.En: His natural calm was replaced with restlessness.Da: Mens Freja skimtede op fra skærmen, bemærkede hun Lars' rastløse hænder og uregelmæssige vejrtrækning.En: As Freja glanced up from her screen, she noticed Lars' restless hands and irregular breathing.Da: Hun vidste, hvad det betød.En: She knew what it meant.Da: Mens minutterne tikkede forbi, blev Frejas bekymring større.En: As the minutes ticked by, Freja's concern grew.Da: "Jeg har travlt," tænkte hun.En: "I'm busy," she thought.Da: Men hendes samvittighed lod hende ikke sidde stille.En: But her conscience wouldn't let her sit still.Da: Til sidst skubbede hun stolen tilbage og rejste sig beslutsomt.En: Finally, she pushed her chair back and stood up decisively.Da: Ude af stand til at ignorere det mere, gik hun over til break-rummet, hvor hun fandt Lars.En: Unable to ignore it any longer, she walked over to the break room, where she found Lars.Da: Lars sad alene, hans ansigt var blegt, og han gispede efter luft.En: Lars sat alone, his face pale, gasping for air.Da: "Lars, det er okay," sagde Freja blidt og satte sig roligt ved siden af ham.En: "Lars, it's okay," said Freja gently as she sat calmly beside him.Da: "Tag det stille og roligt, jeg er her."En: "Take it easy, I'm here."Da: Lars kiggede op med taknemmelighed og en smule skam.En: Lars looked up with gratitude and a hint of shame.Da: "Undskyld, jeg... jeg ved ikke, hvad der sker."En: "Sorry, I... I don't know what's happening."Da: "Du behøver ikke undskylde," forsikrede Freja.En: "You don't need to apologize," Freja assured him.Da: "Alle har brug for hjælp nogen gange.En: "Everyone needs help sometimes.Da: Har du prøvet at tale med nogen om det?"En: Have you tried talking to someone about it?"Da: Lars nikkede langsomt.En: Lars nodded slowly.Da: "Jeg... jeg har bare ikke vidst, hvor jeg skulle starte."En: "I just haven't known where to start."Da: Freja holdt en pause, lettet over at han var åben med hende.En: Freja paused, relieved that he was open with her.Da: "Hvad hvis vi laver en plan sammen?En: "What if we make a plan together?Da: Nogle mål for at håndtere det bedre?"En: Some goals to manage it better?"Da: Lars slugte og nikkede.En: Lars swallowed and nodded.Da: "Det kunne jeg godt tænke mig."En: "I'd like that."Da: Freja og Lars begyndte at tale om små skridt, han kunne tage, og Freja indså, hvor vigtigt det var at støtte hinanden i pressede situationer.En: Freja and Lars began to talk about small steps he could take, and Freja realized how important it was to support each other in stressful situations.Da: Timer senere, mens sneen skinnede i stearinlysenes lys fra kontorets vinduer, følte både Freja og Lars en lethed glide ind i deres sind.En: Hours later, as the snow glistened in the candlelight from the office windows, both Freja and Lars felt a sense of ease entering their minds.Da: Freja gik tilbage til sit skrivebord.En: Freja returned to her desk.Da: Hun havde måske mistet noget tid på sin deadline, men hun vandt noget langt mere værdifuldt - forståelsen af vigtigheden af mental sundhed og støtte på arbejdspladsen.En: She might have lost some time on her deadline, but she gained something far more valuable - an understanding of the importance of mental health and support in the workplace.Da: Lars fik ikke kun håb, men også en ven ved sin side.En: Lars not only found hope but also a friend by his side.Da: Sammen var de stærkere mod vinterens kulde og erhvervslivets udfordringer.En: Together, they were stronger against the winter's cold and the challenges of the professional world. Vocabulary Words:conscientious: pligtopfyldendeanxiety: angstrestlessness: uroconcern: bekymringconscience: samvittigheddecisively: beslutsomtpale: blegtgasping: gispedegratitude: taknemmelighedapologize: undskylderelieved: lettethandle: håndteresupport: støttedeadline: deadlineskilled: dygtigambitious: ambitiøsbalance: balancereirregular: uregelmæssigegoal: målsense: følelseease: lethedcandlelight: stearinlysenes lysunderstanding: forståelsenmental health: mental sundhedprofessional: erhvervslivetschallenge: udfordringerglisten: skinnewindow: vinduercolleague: kollegapressure: presset
In this Season 10 debut of Dope Interviews, Warren Shaw welcomes corporate leader and author Beverly Vanterpool for a powerful discussion on career navigation, ambition, and building influence beyond traditional corporate ladders.Beverly shares her journey from the Caribbean to London, unpacks the hidden dynamics of corporate leadership, and explains why women, especially women of color, must focus on visibility, sponsorship, and community, not just hard work. She also discusses her book Build Your Table and the mission behind her podcast Stories By Career Sistas.This episode is a must-listen for anyone questioning their next career move or feeling stuck in systems not designed for them.Become a supporter of this podcast: https://www.spreaker.com/podcast/dope-interviews--5006633/support.Follow Dope Interviews on X: https://www.twitter.com/dope_interviewsFollow Warren Shaw on X: https://www.twitter.com/thewarrenshawFollow Warren on IG: https://www.instagram.com/thewarrenshawRock "Dope Interviews" gear: https://19-media-group.myspreadshop.comLooking to book a vacation? Our travel partner Exquiste Travel & Tours has you covered: Call 954-228-5479 or visit https://exquisitetravelandtours.com/Discover our favorite podcast gear and support the show—shop our studio must-haves on our Amazon Affiliate page! https://www.amazon.com/shop/19mediagroupWant to join the conversation or invite us to your platform? Connect with us and share your vision (budget-friendly collaborations welcome)! https://bit.ly/19Guest
Send us a textWhat happens when a high-performing CEO burns out—and chooses a different path?In this episode, Tom Gegax—chairman, mentor, and subject of Confessions of a CEO—shares his journey from big oil and boardroom success to burnout and conscious reinvention.Tom opens the books on the daily practices that rebuilt his life and leadership: therapy, meditation, clean nutrition, and mentorship from leaders like Deepak Chopra. He also offers candid insights on modern corporate culture, from CEO-worker pay gaps to organizational consolidation, and how leaders can create workplaces that treat people as whole humans.We explore practical tools for conscious leadership:Learning and teaching as daily disciplineAppreciative inquiry for organizational changeWellbeing as an invitation, not a mandateMeasuring pride, health, and humanity alongside profitThere's also a striking technology dimension: after radiation altered his voice, Tom used AI ethically to narrate his story, showing how innovation can support truth and humanity.Finally, Tom shares daily routines for sustainable leadership—sweat, meditate, eat clean, play hard—and a timeless audit for every decision:Will you be proud of this twenty years from now?If you're ready to rethink success, culture, and leadership, this episode offers clarity, habits, and insight you can apply today.Listen, share, and leave a review sharing the one change you'll make this week.Watch confessions of a CEO here ➡️ https://linktr.ee/confessionsofaceomovieSupport the showThank you for listening
As a new year begins, Jason reminds us all that our canvas is blank. Who do we want to BE in the year ahead and what cultures do we want to create? Set the Temperature of Your Leadership and Corporate Culture. In a world of constant disruption, high-performing teams don't just happen by accident—they are led by design. Welcome to The Thermostat with Jason V. Barger, the podcast dedicated to helping you step back, breathe in "good oxygen," and calibrate the temperature of your life, your leadership, and your organization. Hosted by Jason V. Barger—globally celebrated author, consultant, and keynote speaker for Fortune 500 companies—this show is an essential resource for elite executives, entrepreneurs, and team leaders who recognize that corporate culture is the ultimate competitive advantage. Rather than just reacting to the "weather" around them, true leaders act as thermostats—intentionally setting the climate for innovation, accountability, and engagement. Through solo insights and interviews with world-class thought leaders, Jason unpacks the mindsets required to thrive in today's complex business landscape. Why Listen to The Thermostat? Each episode is a strategic "micro-break" designed to help you move beyond the "doing" of your daily task list and into the "being" of an impactful leader. Key themes include: Corporate Culture Strategy: How to move vision from a daydream to a created reality. Leadership in Teams: Master the E.A.T. framework (Empathy, Reciprocal Accountability, and Trust). Emotional Intelligence: Developing the self-awareness and regulation needed to lead through change. Servant Leadership: Flipping the pyramid to empower your people and drive sustainable results. Mindset Calibration: Practical tools to stay grounded and inspired, no matter the external environment. About Jason V. Barger Jason V. Barger is a sought-after motivational keynote speaker and leadership consultant known for his work with some of the world's most recognizable brands. He is the author of several celebrated books, including Thermostat Cultures and ReMember, and is committed to breathing oxygen into organizations to help them set the temperature they desire. Are you ready to calibrate? Subscribe today and become an ambassador for the culture you want to create. Learn more and connect with Jason at JasonVBarger.com Please rate and review the podcast to help amplify these messages to others! For full show notes visit https://jasonvbarger.com/podcast/new-year-your-canvas-is-blank/ Subscribe to our channel: https://www.youtube.com/@JasonVBarger Make Your 2025 Effective! Book Jason with your team at https://www.jasonvbarger.com Like or Follow Jason
In corporate finance, we often focus on balance sheets, cash flow, and NPV. However, there is an "invisible factor" that dictates whether those numbers hold up: Corporate Culture. While it doesn't have a line item, culture acts as either a precision tool for financial discipline or a toxic liability that destroys enterprise value.In this episode of Corporate Finance Explained, hear how to move culture from the HR office to finance, exploring how trust, psychological safety, and accountability translate into hard dollars and cents.The 4 Financial Levers of CultureA strong culture isn't just about "feeling good" it's a performance multiplier that impacts the bottom line through four direct channels:Productivity & Execution: High-trust cultures move with incredible velocity. By cutting through bureaucratic "sign-off" layers and blame-avoidance, high-trust teams can reduce decision cycle times by up to 40%, accelerating time-to-market.Decision-Making Quality: Healthy cultures encourage "robust debate." When employees feel safe to voice concerns (Psychological Safety), leadership avoids the catastrophic blind spots that lead to failed mergers or flawed product launches.Cost of Human Capital: Employee turnover is a massive recurring expense. Replacing an employee can cost 50% to 150% of their salary, but the hidden costs—lost institutional knowledge and training dips—are even higher.Risk Management & Compliance: Fear-based cultures suppress bad news. A culture that encourages surfacing risks early lowers the company's risk profile, directly reducing the Cost of Capital (the interest rates you pay) demanded by lenders.Culture in Strategy: Accuracy, Discipline, and InnovationCulture fundamentally changes how a company executes its financial planning and growth:Forecast Accuracy: Transparent cultures provide cleaner, earlier data. Surfacing a risk is rewarded, leading to fewer "end-of-quarter" surprises.Cost Discipline: Cultures of high accountability drive Zero-Based Budgeting (ZBB), moving away from "entitlement spending."Innovation: Real innovation requires the safety to fail. If failure is punished, employees only pursue safe, incremental ideas, stifling disruptive growth.Resilience: During market shocks, trust enables rapid cost-cutting and resource reallocation that low-trust competitors cannot match.Case Studies: Triumphs and TragediesNetflix (Success): Their "Freedom & Responsibility" model enabled massive capital shifts from DVDs to streaming via extreme strategic agility.Google (Success): Psychological safety powers an R&D engine that prunes failing projects early, saving billions in "sunk costs."WeWork (Failure): A culture of unchecked exuberance ignored financial controls, erasing tens of billions in paper value.Theranos (Failure): Suppression of dissent led to massive misstatements and total corporate obliteration.The Finance Professional's Cultural DashboardFinance teams should track cultural health using these granular data indicators:Turnover by Function: High churn in Internal Audit or Compliance is a massive red flag. Forecasting Behavior: Are teams "padding" budgets to create easy beats? This is a symptom of low trust. Project Delivery Metrics: Consistent delays in cross-functional handoffs often signal a collaboration problem, not a funding one. Ethical Indicators: Spikes in whistleblower reports or audit findings are leading indicators of catastrophic financial risk.
Does getting promoted literally rewire your brain to lose empathy? The science says YES.
Happy Holidays from Frequency Podcast Network! Over the next couple weeks, we'll be joined by the Friends of Frequency (FOF). In this special holiday edition of What Would Emily Do, I'm answering your real career questions. We're talking about what to do when your boss doesn't care about your health, how to know when it's actually time to quit your job, and how to think about taking a pay cut without blowing up your future.If you've been rethinking your job going into the new year, this episode will help you get clear on your next move. Send me your questions: https://forms.gle/ktToU5GFXnsFkveA6 We love feedback at The Big Story, as well as suggestions for future episodes. You can find us:Through email at hello@thebigstorypodcast.ca Or @thebigstoryfpn on Twitter
Going home for the holidays can feel strange when you've outgrown the version of yourself that your family still sees. After living abroad for 13 years, I know this feeling well, and I've navigated uncomfortable conversations over the holidays quite a few times.Whether you're building a business, planning a move abroad, or living a life that doesn't fit the “traditional” mold, this episode is for you.This Episode Covers:Navigating holiday conversations when your life, business, or plans don't fit the traditional pathHow to respond to family concern, judgment, or guilt trips with calm confidence (and without over-explaining)The identity shift that happens when you outgrow the version of yourself people still seeWhy you don't need approval to change, move abroad, or build a life that feels alignedSubscribe and ReviewIf you loved this episode, please take a moment to subscribe and leave a review on Apple Podcasts! Your support helps us reach more visionaries who need these insights.
Follow optYOUmize Podcast with Brett Ingram: LinkedIn | YouTube | Instagram | Facebook | Website Summary Brett Ingram speaks with Jurriaan Kamer, an organizational change expert, about the evolving landscape of entrepreneurship and management. They discuss the importance of adaptability in business, the impact of AI on organizations, and the need for a shift in corporate culture towards trust and autonomy. Jurriaan shares insights on productivity, decision-making, and the significance of building high-performing teams. The conversation emphasizes the necessity of clear strategies and the value of reflection for continuous improvement in organizations. Chapters 00:00 Introduction to Change and Entrepreneurship 02:46 The Evolution of Organizational Management 05:15 The Future of Work and AI 08:06 Rethinking Work Hours and Productivity 10:57 Corporate Culture and Trust 13:24 Decision-Making in Organizations 16:07 Building High-Performing Teams 18:38 The Importance of Strategy Execution 21:19 Reflection and Continuous Improvement 24:15 Final Thoughts and Key Takeaways #productivity #organizationalchange #personaldevelopment #entrepreneurship #optyoumize #brettingram #entrepreneurpodcast #podmatch Learn more about your ad choices. Visit megaphone.fm/adchoices
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