Podcasts about corporate culture

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

Was passiert, wenn HR aufhört, alles sein zu wollen?Cawa Younosi ist CEO der Charta der Vielfalt und eine der profiliertesten HR-Stimmen in Deutschland. Im Level Up HR Podcast greift er gemeinsam mit Host Johannes Füß die zentralen Thesen seiner Keynote beim Level Up HR Summit 2025 auf und führt sie gedanklich weiter. Es geht um ein zentrales Spannungsfeld der HR-Arbeit: den Anspruch, strategisch, kulturell, operativ und moralisch alles zugleich sein zu wollen. Cawa zeigt, warum genau dieser Anspruch HR oft handlungsunfähig macht. Warum es „die HR-Abteilung“ nicht gibt. Und weshalb Führung, Kultur und Change dort scheitern, wo Verantwortung bequem an HR ausgelagert wird.Im Zentrum stehen unbequeme, aber notwendige Fragen: Wo überschätzt sich HR systematisch? Warum klaffen Idealbild und gelebter Alltag so weit auseinander? Und wie kann Technologie, insbesondere KI, HR endlich vom administrativen Ballast befreien, ohne Empathie, Beziehung und menschliche Verbindung zu ersetzen?Diese Folge ist kein Wohlfühlgespräch. Sie ist eine Einladung zur Reflexion. Für HR-Leader, die bereit sind, Rollen neu zu überdenken, Verantwortlichkeiten klar zu benennen und Wirkung nicht zu versprechen, sondern möglich zu machen.Dich erwarten folgende Themen:1) Warum HR wirksamer wird, wenn es aufhört, alles sein zu wollen.2) Weshalb Führung und Kultur nicht delegierbar sind.3) Wo Selbstüberschätzung in HR zu Enttäuschungen führt.4) Wie KI das Brot-und-Butter-Geschäft radikal entlasten kann.5) Was fokussierte HR-Arbeit heute wirklich ausmacht.___________Cawa Younosi freut sich über den Austausch rund um die strategische Positionierung von HR und Diversität als Führungsauftrag.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/ 

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

Respekt ist kein Soft Skill, sondern der härteste Hebel in Restrukturierungen.Matthias Mittelsten Scheid ist Berater für „Respectful Restructuring“. Im Gespräch mit Johannes Füß erklärt er, warum gute HR-Arbeit nicht in Checklisten, sondern in Haltung beginnt und warum echte Veränderung nur gelingt, wenn Kommunikation auf den Punkt ist.Geprägt durch internationale Erfahrungen und intensive Start-up-Jahre bringt Matthias eine klare Perspektive mit: HR darf sich nicht hinter Idealen verstecken, sondern muss wirtschaftliche Entscheidungen menschlich begleiten, und zwar für alle Beteiligten. Statt auf populäre LinkedIn-Themen zu setzen, plädiert er für Businessnähe, Klarheit und Empathie.Dabei geht es nicht nur um Personalabbau, sondern um die Rolle von HR als moralischer Kompass in unsicheren Zeiten. Matthias spricht offen über naive Vertrauensbilder, toxische Leadership-Kulturen, den Unterschied zwischen Authentizität und Wirksamkeit und darüber, warum er sich selbstständig gemacht hat, um nicht mehr bei 50 % Menschlichkeit stehenbleiben zu müssen.In dieser Episode erfährst du:1) Weshalb Vertrauen in Krisen oft bröckelt und was HR daraus lernen muss.2) Weshalb es in Restrukturierungen nicht nur um die geht, die gehen.3) Warum Authentizität nur wirkt, wenn sie in die Sprache des Gegenübers übersetzt wird.4) Wie sich fehlender Pragmatismus rächt und warum HR Businessnähe braucht.5) Warum Post-Restructuring-Maßnahmen für die Zukunftssicherung unerlässlich sind.___________Matthias Mittelsten Scheid freut sich über den Austausch rund um respektvolle Restrukturierung, Haltung in der HR-Arbeit und die Frage, wie wir in Krisenzeiten menschlich führen können.Wenn du dich angesprochen fühlst, dann melde dich bei ihm auf LinkedIn: https://www.linkedin.com/in/matthiasmittelstenscheid/?locale=en ___________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/ 

#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

In dieser inspirierenden Folge beim CULTiTALK begrüßt Georg Wolfgang die Arbeits- und Organisationspsychologin Carolina Heinke zum Start ins Jahr 2026. Gemeinsam tauchen sie tief in das Thema positive Unternehmenskultur ein und hinterfragen traditionelle Glaubenssätze zu Zufriedenheit, Leistung und Sinn in der Arbeitswelt. Carolina Heinke berichtet, warum Arbeitszeit immer auch Lebenszeit ist und wieso eine 70:30-Ratio zwischen Freude und Mühe am Arbeitsplatz erstrebenswert erscheint. Sie teilt persönliche Einblicke aus ihrem familiären Umfeld, spricht offen über Hürden und darüber, wie herausfordernde Lebensumstände unsere Kompetenzen und Perspektiven auf Arbeit, Zusammenarbeit und Verantwortung prägen können.Georg Wolfgang und Carolina Heinke nehmen den oftmals fatalistischen Blick auf Kulturwandel und Führung auseinander: Warum ist es ein Irrglaube, dass positive Unternehmenskultur und Performance im Widerspruch zueinander stehen? Wie können Teams selbst in schwierigen Zeiten Verantwortung übernehmen und an der eigenen kleinen "Diskokugel" arbeiten? Die beiden erzählen, warum Führung immer eine Frage von Selbstbewusstsein, Vorbildrolle und Gestaltung ist – und warum Ausreden wie „keine Zeit für Kultur“ zeigen, dass die eigentliche Führungsaufgabe oft missverstanden wird.Mit Metaphern, Praxiserfahrungen und Mut zur Offenheit wird klar: Eine gute, lebendige Unternehmenskultur entsteht nicht im Projektmodus, sondern durch kontinuierliche Arbeit und Echtheit – und ist essentiell für nachhaltigen Unternehmenserfolg und individuelle Zufriedenheit. Diese Folge öffnet Räume zum Nachdenken und inspiriert, Teil der Veränderung zu werden.Alle Links zu Carolina Heinke:LinkedIn: https://www.linkedin.com/in/carolinaheinke/Unternehmen: www.culturalhire.com Alle Links zu Georg und dem Culturizer:Georg: https://www.linkedin.com/in/georg-wolfgangCulturizer: https://culturizer.appCULTiTALK: https://cultitalk.de

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...

Was passiert, wenn man Transformation nicht als Projekt denkt, sondern als Dienstleistung für Menschen? Laura Zielinski, Senior Vice President Group Human Resources bei Aurubis, verfolgt eine klare Mission: HR soll nicht verwalten, sondern ermöglichen, mit einem ausgeprägten Serviceverständnis, klarem Blick auf das Business und echtem Interesse an den Menschen im Unternehmen. Im Gespräch mit Host Johannes Füß erzählt sie, wie sie bei Aurubis die HR-Arbeit neu ausrichtet: schlanker, digitaler, wirksamer. Orientierung gibt ihr dabei ein Prinzip, das sie aus der Hotellerie mitbringt: aufmerksam beobachten, flexibel reagieren und verstehen, was Menschen wirklich brauchen. Für Laura bedeutet Transformation vor allem eines: HR so aufzustellen, dass es im Alltag Wirkung entfaltet. Nicht durch Tools allein, sondern durch Haltung, Orientierung und die Bereitschaft, Neues auszuprobieren.In dieser Folge erfährst du:1) Wie Serviceorientierung zur Basis strategisch wirksamer HR wird.2) Warum jede:r im Team bei Aurubis Group HR einen KI-Agenten entwickelt und was das verändert.3) Wie KPIs, Bauchgefühl und aktives Zuhören gemeinsam Wirkung entfalten.4) Was es braucht, um HR vom operativen Reagieren ins strategische Gestalten zu bringen.5) Warum digitale Kompetenz zur Grundvoraussetzung für moderne HR-Arbeit wird.___________Laura Zielinski freut sich über den Austausch rund um moderne HR-Arbeit, digitale Ansätze und menschenzentrierte Transformation.Wenn du dich angesprochen fühlst, dann melde dich bei ihr auf LinkedIn: https://www.linkedin.com/in/laura-zielinski-5b917719b/ ___________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/

A nonprofit, a bold mission, and a fresh way of thinking about healthcare- this episode tells the story of Windsor-based GreenShield. From its roots in Southwestern Ontario helping Canadians get the medicine they need, to becoming a national healthcare and insurance company, the podcast explores how the organization grew without losing sight of its purpose. “We believe that healthcare is a right, not a privilege,” explains Zahid Salman, GreenShield President and CEO. “So this universal cornerstone that we've all lived on ever since we adopted the Canada Health Act is critical to us.”In conversation with host Goldy Hyder, Salman discusses GreenShield's origins, why the company is putting an emphasis on mental health support and how corporate culture influences the work they do.With headquarters in Windsor, Ontario, he even shares what makes for the best Windsor Pizza!  Revealing conversations with influential innovators, entrepreneurs and leaders. Listen to more episodes here: thebusinesscouncil.ca/podcasts/

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 Hiring to Firing, hosts Tracey Diamond and Emily Schifter use the Netflix hit America's Sweethearts: Dallas Cowboys Cheerleaders as a lens to examine best practices in providing effective employee feedback. Joined by Ann Hart, vice president of human resources at ampliFI Loyalty Solutions, they unpack what the show gets right — and wrong —about challenging performance discussions, from high-stakes cuts from the team to real-time coaching.The discussion explores how to turn feedback into a tool for growth, how to leverage annual performance reviews and ongoing dialogue, and how to use performance improvement plans in good faith rather than as mere paper trails. Tune in for concrete strategies to help managers deliver clear, timely, and compassionate feedback that supports employees, strengthens culture, and reduces legal risk.  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

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

In this episode of Hiring to Firing, hosts Tracey Diamond and Emily Schifter revisit Harper Lee's To Kill a Mockingbird to unpack what corporate governance means for today's workplace. Joined by Richard Gerakitis, senior advisor at the YMCA of Metropolitan Atlanta and former Troutman Pepper partner, they explore how boards, committees, and leadership set the tone through accountability, transparency, and integrity. Using Atticus Finch, Tom Robinson, and Boo Radley as examples, they examine how bias can undermine even the best‑designed systems and when "moral discretion" might justify bending the rules to protect the vulnerable. The conversation also touches on emerging issues, such as AI oversight, and the critical role HR plays in culture, compliance, and risk management. Tune in for practical insights on how thoughtful governance can turn ethical challenges into opportunities for trust and long‑term stability.Troutman Pepper Locke's Labor + Employment Practice Group provides comprehensive thought leadership through various channels. We regularly issue advisories that offer timely insights into the evolving employment law landscape, and maintain the HiringToFiring.Law Blog, a resource spotlighting best practices for employers. Our Hiring to Firing Podcast, hosted by Tracey Diamond and Emily Schifter, delves into pressing labor and employment law topics, drawing unique parallels from pop culture, hit shows, and movies. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

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

Fluent Fiction - Serbian: From Snowfall to Friendship: A New Year's Night to Remember Find the full episode transcript, vocabulary words, and more:fluentfiction.com/sr/episode/2026-01-15-08-38-20-sr Story Transcript:Sr: Снег је тихо прекривао улице, стварајући чисти бели тепих испред стаклене зграде која доминира градским пејзажом.En: The snow quietly covered the streets, creating a pure white carpet in front of the glass building that dominated the city's landscape.Sr: Биће то веома посебан дан у корпорацији - новогодишња прослава.En: It was going to be a very special day at the corporation—the New Year's celebration.Sr: Светла су треперила у великој сали, а банери у бојама зиме дочекивали су госте.En: Lights flickered in the large hall, and banners in winter colors welcomed the guests.Sr: Мирис зимских делиција ширио се ваздухом, а гужва се полако груписала око богато декорисаног шведског стола.En: The scent of winter delicacies filled the air, and the crowd slowly gathered around the richly decorated buffet.Sr: Милош, тихи и вредни пројект менаџер, стајао је уз прозор посматрајући снег како пада.En: Miloš stood by the window watching the snow fall.Sr: Осећао се усамљено у великој фирми, жудећи за правим пријатељством и разумевањем.En: A quiet and hardworking project manager, he felt lonely in the large company, yearning for true friendship and understanding.Sr: Није био сигуран да ли би требало да присуствује догађају.En: He wasn't sure if he should attend the event.Sr: Али његова колегиница Ивана је инсистирала.En: But his colleague Ivana insisted.Sr: „Дођи, Милоше,“ рекла је с топлим осмехом.En: "Come, Miloše," she said with a warm smile.Sr: „Биће забавно, а и упознаћеш нове људе.“En: "It will be fun, and you'll meet new people."Sr: Милош је, након кратког оклевања, коначно пристао.En: After a brief hesitation, Miloš finally agreed.Sr: Његова одлука је била кључна јер је исту вечер Јелена, нова запосленица у маркетингу, размишљала о пропуштању прославе.En: His decision was crucial because that same evening, Jelena, a new employee in marketing, was considering skipping the celebration.Sr: Осећала је огроман притисак у доказивању у новом окружењу. Бојала се да не оствари добар утисак.En: She felt immense pressure to prove herself in the new environment, fearing she wouldn't make a good impression.Sr: Узбуђење и страх борили су се у њој. Али одлучила је да превазиђе страхове и пружи себи прилику.En: Excitement and fear battled within her, but she decided to overcome her fears and give herself a chance.Sr: Док је прослава узимала замах, Милош и Јелена нашли су се у истом тиму током једне од игара за изградњу тима.En: As the celebration gained momentum, Miloš and Jelena found themselves on the same team during a team-building game.Sr: Њихов тим је морао да реши загонетке не би ли добили награду.En: Their team had to solve puzzles to win a prize.Sr: Милош је понекад био уздржан у таквим ситуацијама, али Јелена је осветлила атмосферу употребом свог шарма и домишљатости.En: Miloš was sometimes reserved in such situations, but Jelena brightened the atmosphere with her charm and wit.Sr: Насмејана и спонтана, помогла је Милошу да се опусти.En: Smiling and spontaneous, she helped Miloš relax.Sr: Ускоро су обоје били упрегнути у веселој дискусији и смеху.En: Soon they were both engaged in lively discussion and laughter.Sr: Као што ноћ трајао, Милош и Јелена су делили животне приче и откривали колико им је заједничког.En: As the night went on, Miloš and Jelena shared life stories and discovered how much they had in common.Sr: Милош је први пут после дуго времена осетио праву свезу.En: For the first time in a long while, Miloš felt a true connection.Sr: Иако је прослава била при крају, за обоје је представљала нови почетак.En: Although the celebration was nearing its end, for both it represented a new beginning.Sr: Милош је отприладано усвојио новостечену сигурност и отвореност у будућим социјалним окружењима.En: Miloš embraced his newfound confidence and openness in future social settings.Sr: С друге стране, Јелена је пронашла утеху у спознаји да није сама и да је прихваћена у новом окruženју.En: On the other hand, Jelena found comfort in the realization that she was not alone and was accepted in the new environment.Sr: Њихово дружење је наставило да цвета, и ко зна, можда ће један дан то прерасти у нешто више.En: Their friendship continued to blossom, and who knows, maybe one day it will grow into something more.Sr: На крају ноћи, испред канцеларијске зграде прекривене снегом, док се град сјајно одражавао у стакленим фасадама, Милош и Јелена су пријатељски загрлили.En: By the end of the night, in front of the office building covered in snow, as the city brilliantly reflected in the glass façades, Miloš and Jelena shared a friendly hug.Sr: Осећали су топлину која је побеђивала зимску хладноћу и стварала им осећај припадности и заједништва.En: They felt a warmth that overcame the winter cold and gave them a sense of belonging and camaraderie.Sr: Њихово новогодишње искуство претворило је њихово радно место у нешто више од обичне канцеларије.En: Their New Year's experience had transformed their workplace into something more than just an ordinary office.Sr: То је постало место где пријатељства могу цветати.En: It had become a place where friendships can flourish. Vocabulary Words:carpet: тепихdominated: доминираlandscape: пејзажcelebration: прославаflickered: треперилаbanners: банериdelicacies: делицијаgathered: груписалаlonely: усамљеноyearning: жудећиhesitation: оклевањаcrucial: кључнаimmense: огроманimpression: утисакmomentum: замахreserved: уздржанcharm: шармаwit: домишљатостиspontaneous: спонтанаlively: веселојnearing: приconfidence: сигурностblossom: цветаfacades: фасадамаcamaraderie: заједништваcovered: прекривенеreflection: одражаваоfriendship: дружењеembrace: загрлилиovercome: побеђивала

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.

Dr. Joel Levey, along with his wife Michelle, are pioneers in the global “mindfulness revolution." Through the International Center for Corporate Culture and Organizational Health, they have been introducing mindfulness into workplace as a “vital organizational operating system” for enhancing the quality of every aspect and encounter of life and work within an organization. They are the authors of Manual for the Awakening Warrior.   Here Joel and Dawson explore: Joel's background Consciousness research in the 70s at Washington University Understanding human potential movement Exercise: Feeling each of your fingers individually Integrating high level nutrition, aikido, biofeedback and neurofeedback Dissolving tension, regulate emotions, calm minds, contemplative mindfulness The word for being unable to describe your feelings: Alexithymia Exercise: Wiggle fingers, feel toes Vipassana techniques Releasing traumas that are encoded in the deep matrix of the body Allowing the field of our love reach out to touch everyone   Learn more about Dr. Joel Levey at: https://www.wisdomatwork.com/   Find host Dr. Dawson Church at: http://dawsongift.com/   To purchase Dawson's latest book, Spiritual Intelligence:  https://www.amazon.com/Spiritual-Intelligence-Activating-Circuits-Awakened/dp/160415294X/   #mindtomatter #blissbrain #spiritualintelligence #eft #meditation #highenergyhealth #sq #wisdomatwork #awakeningwarrior     

Does getting promoted literally rewire your brain to lose empathy? The science says YES.

Send us a textIn this conversation, Sarah Clatterbuck, a seasoned engineering leader with over 30 years of experience in tech, shares her journey at major companies such as Google, LinkedIn, and Yahoo. She discusses her recent decision to take a break from her career, her thoughts on leadership, the importance of authenticity, and the cultural differences she experienced after moving to Zurich. Sarah also reflects on the impact of COVID-19 on team dynamics and the challenges of executive leadership.Chapters00:00 Introduction to Sarah Clatterbuck01:13 Navigating Career Transitions05:03 The 30-Year Career Arc08:36 Transitioning into Engineering12:21 Growth at LinkedIn16:33 Challenges of Executive Leadership19:25 Leaning Out: A New Perspective21:11 Moving to Zurich: A New Chapter24:31 Cultural Differences in Leadership25:22 Building Culture During COVID28:59 Authenticity in Leadership32:20 Leaving the Google Bubble

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

Big shout out to the business side of The Cameron Journal, today we are talking with corporate culture consultant, Chris Majer. We are talking about his new book The Power to Transform.Chris has spent decades helping leaders and organizations unlock their highest potential while staying ahead of disruptive change. With a background that spans from teaching hand-to-hand combat to Marines and performance principles to Special Forces, to leading billion-dollar cultural transformation projects at companies like Microsoft, Intel, AT&T, and Capital One, Chris brings a rare blend of discipline, innovation, and practical wisdom.You can visit Cameron online at CameronJournal.com Watch The Cameron Journal Newshour every Monday at 7 pm!Part of the SOOPcast Podcast Network

Send us a textYou just got the calendar invite. Company holiday party. Tuesday night. 6 PM.Your immediate reaction isn't excitement—it's a mental calculation. You are weighing the cost of a babysitter and dry cleaning against the sheer exhaustion of making small talk with people you already see on Zoom 40 hours a week. Your brain is screaming, "I would rather be anywhere else," but your professional guilt says, "I have to go."If your current plan is to stand in the corner, eat a stale canapé, and leave as soon as possible, you are paying an energy tax with zero return. Your time is your most valuable asset—so if you're going to spend it, let's make sure you get a return on that investment.What This Episode is About In this episode of Communicate to Lead, host Kele Belton dismantles the "obligation" of the corporate holiday party and rebuilds it as a strategic opportunity.We are moving beyond "survival mode." Kele explains why holiday parties are distinct communication environments where the hierarchy is flatter, the guards are down, and business gets done in the gray areas. Whether you are aiming for a promotion, trying to bond with a new team, or looking for "skunkworks" projects that haven't been announced yet, this episode gives you the permission and the playbook to work the room on your own terms.And for the introverts? Kele shares her personal strategy for conserving energy, skipping the small talk, and executing the perfect "exit strategy" without guilt.What You Can Expect to Learn:The "ROI" Framework: How to choose one of three specific missions for the night: Deepening Alliances, Strategic Visibility, or Intel Gathering.The Introvert's Advantage: Why introverts are actually better at strategic networking than extroverts (if they have a plan).Conversation Starters that Work: Specific questions to ask senior leaders and cross-functional peers that move past "How about this weather?" and demonstrate intellectual curiosity.The "Skunkworks" Strategy: How to use informal chatter to discover career opportunities and projects that haven't hit the company newsletter yet.The 48-Hour Golden Thread: The exact email template to send after the party to turn a casual chat into a formal business connection in January.Resources Mentioned:Book a Call: Ready to enter 2026 with a clear communication strategy? Book your complimentary Leadership Clarity Call with Kele here.About Your Host:Kele Belton is a communication and leadership facilitator, coach, and consultant who specializes in helping women leaders develop confidence and impact through strategic communication and practical leadership frameworks.Connect with Kele for more leadership insights:LinkedIn: https://www.linkedin.com/in/kele-ruth-belton/Instagram: https://www.instagram.com/thetailoredapproach/Website: https://thetailoredapproach.com

As we enter the holiday season full swing, we're bringing back this listener favorite featuring Frank Blake, former chairman and CEO of The Home Depot. In this episode, Frank breaks down the servant-leadership principle that still shapes some of the most respected cultures in the world. Watch the full podcast on YouTube: https://www.youtube.com/watch?v=8xGlt6svZ6M&t

Strategy doesn't fail because it's wrong on paper; it fails when culture and execution don't carry it across the line. We sat down with board leader and former CFO Heidrun Wechter-Essig to map the triangle that actually delivers results—strategy for clarity, culture for belief, and execution for momentum—and to explore how that lens changes the way we approach transformation, AI, and M&A.Heidrun shares hard-won lessons from 50+ deals, calling out hubris as the top red flag and highlighting the underrated signal few teams discuss: a refusal to choose. If leaders can't say what won't get done post-close, integration drifts and politics bloom. We talk through practical guardrails—clear decision rights, measurable milestones, and incentives tied to a crisp integration thesis—that keep value creation on track. The conversation also reframes “transformation” from a vague mandate to a capability you build: early wins, peer-to-peer storytelling, and transparency that outlasts the flavor-of-the-month cycle.On AI, we cut through buzzwords and get specific. Boards need literacy in machine learning and large language models, the ability to ask for explainability, and a scorecard for bias and model risk. Strategic edge comes from targeted use cases that improve decisions, speed innovation, and sharpen focus—not generic tools your competitors can copy. We explore smart versus dumb governance: focus on the few risks that matter with strong controls, give freedom within a framework elsewhere, and replace the illusion of control with clear containment principles for volatile markets.Finally, we rethink power at the top. Real power is influence—the quiet force that aligns stakeholders and enables excellence—balanced with moments of visible clarity when uncertainty spikes. Heidrun's stories show how leaders manage contradictions like stability versus reinvention and control versus entrepreneurial freedom, and how legacy is measured in people who can now run the triangle without you. If you're building a board, leading a deal, or trying to make AI useful rather than noisy, this is your playbook for practical, people-centered change.Enjoyed the conversation? Subscribe, share with a colleague who's navigating change, and leave a quick review to help others find the show.Send us a textCheck out "Protection for the Inventive Mind" – available now on Amazon in print and Kindle formats. The views and opinions expressed (by the host and guest(s)) in this podcast are strictly their own and do not necessarily reflect the official policy or position of the entities with which they may be affiliated. This podcast should in no way be construed as promoting or criticizing any particular government policy, institutional position, private interest or commercial entity. Any content provided is for informational and educational purposes only.

The Trump administration's war on DEI, diversity, equity and inclusion policies, has left many companies that value a welcoming workplace more than a little confused. What is allowed — and legal? Barbara L. Johnson, the founder of BLJohnsonLaw and counsel with Potter & Murdock, is an accomplished employment lawyer and workplace consultant with a passion for creating safe, productive and thriving workplace cultures. She is a guest on this episode of Equal Time. Learn more about your ad choices. Visit megaphone.fm/adchoices

The Trump administration's war on DEI, diversity, equity and inclusion policies, has left many companies that value a welcoming workplace more than a little confused. What is allowed — and legal? Barbara L. Johnson, the founder of BLJohnsonLaw and counsel with Potter & Murdock, is an accomplished employment lawyer and workplace consultant with a passion for creating safe, productive and thriving workplace cultures. She is a guest on this episode of Equal Time. Learn more about your ad choices. Visit megaphone.fm/adchoices

Why Nobody Talks About Being a Caregiver at Work (& What It's Costing Us) with Jennifer LevinIn this deeply personal episode of The WorkWell Podcast™, Jen Fisher speaks with Jennifer Levin, television writer, journalist, and founder of Caregiver Collective, about her powerful book "Generation Care: The New Culture of Caregiving." While we're in meetings and hitting deadlines, millions of workers are simultaneously managing something most colleagues know nothing about—caring for aging or chronically ill family members. Jennifer became a caregiver at 32 when her father was diagnosed with a rare degenerative illness, and what she discovered changed everything about how we should think about work, support, and what it means to show up.Episode Highlights:What makes millennial and Gen X caregiving different—and why "you don't have other responsibilities" is a dangerous assumptionWhy most young caregivers don't identify as caregivers—and what that silence costs themThe role reversal nobody prepares you for: becoming your parent's parentWhy our culture doesn't value family care as strong social capital—and the discrimination that followsThe real cost to companies: employees leaving not because they want to, but because unpaid leave forces impossible choicesSigns a team member might be struggling with caregiving (even if they haven't said anything)Ambiguous loss: grieving the person who's still here and the life you thought you'd haveWhy guilt is the one word every caregiver mentions, no matter what aspect of care they're discussingHow to create a culture of care awareness without requiring people to sacrifice their careersThe "waiting for the other shoe to drop" reality—and why caregiving emergencies don't follow a scheduleQuotable Moments:"People will question your decisions all the time when you're a caregiver. But the person you're caring for wouldn't want you to give up on yourself either." - Jennifer LevinResources:This episode of The WorkWell Podcast™ is made possible by Lyra Health, a premier global workforce mental health solution. Learn more at Lyrahealth.com/workwell.Jennifer's Book: "Generation Care: The New Culture of Caregiving" by Jennifer LevinJoin the Caregiver Collective: A national online support group for caregivers who feel younger than expected in this role

What if your next season wasn't about doing more, but dreaming bigger?Whether you're craving rest, adventure, or soul-nourishing connection, there's something beautiful waiting for you.Space to Dream RetreatPhineas Wright House EventsParis Christmas Markets TripWelcome to the Say YES to Yourself! Podcast—the show for midlife women, empty nesters, and anyone navigating life after divorce, burnout, or big transitions. If you're ready to shed cultural expectations, reconnect with your true self, and put your joy first—you're in the right place.In this episode, Wendy sits down with Elizabeth Bieniek, tech pioneer, leadership consultant, and author of Cake on Tuesday: 25 Lessons to Unlock Corporate Innovation. Elizabeth shares her journey of leaving corporate America after 20+ years to launch her own consulting practice, publish her book, and start a podcast all while discovering what it means to say yes to herself in midlife.They explore: Why culture isn't a luxury, but the foundation of innovationThe value of disagreement, vulnerability, and psychological safety in leadershipHow to navigate the messy middle of any venture and focus on the gain, not the gapThis conversation is packed with wisdom for anyone leading teams, starting something new, or learning to trust themselves as the CEO of their own life. Connect with Elizabeth:Get her book: Cake on TuesdayInstagram @cakeontuesdayLinkedInElizabethBieniek.comWendy's Appearance on the Cake on Tuesday PodcastReferenced in this Episode:The Gap & The Gain & Who Not How by Dan SullivanNow, Discover Your Strengths by Don CliftonOn Our Best Behavior by Elise LoehnenEpisode 242: Julia Brooks________________________________________________________________________________________ Say YES to joining Wendy for her: Say YES Sisterhood PWH Farm StaysPWH Curated France TripsInstagram: @phineaswrighthouseFacebook: Phineas Wright House LinkedinWebsite: Phineas Wright HousePodcast Production By Shannon Warner of Resonant Collective Want to start your own podcast? Let's chat! If this episode resonated, follow Say YES to Yourself! and leave a 5-star review—it helps more women in midlife discover the tools, stories, and community that make saying YES not only possible, but powerful.

In this episode of the Revenue Builders Podcast, our hosts John Kaplan and John McMahon are joined by Susan Lucia Annunzio, the “CEO Whisperer” and President of the Center for High Performance. With over 25 years of expertise in leadership and organizational culture, Lucia shares her insights on fostering sustainable growth by treating people well, the importance of leveraging brain power, and the generational dynamics impacting today's workforce. They delve into strategies for leaders to harness the unique strengths of Gen Z, overcome organizational toxicity, and create environments where innovation and accountability thrive. Tune in to explore how to unlock potential within your teams and drive profitable growth.ADDITIONAL RESOURCESConnect with Susan Lucia Annunzio.LinkedIn: https://www.linkedin.com/in/susanannunzio/Learn more about the Center for High Performance: https://centerforhighperformance.com/ Get Lucia's books: https://centerforhighperformance.com/category/books/Read the Guide on Six Critical Priorities for Revenue Leadership in 2026: https://hubs.li/Q03JN74V0Enjoying the podcast? Sign up to receive new episodes straight to your inbox: https://hubs.li/Q02R10xN0HERE ARE SOME KEY SECTIONS TO CHECK OUT[00:03:08] Lucia's Journey and Mission[00:06:18] The Importance of Treating People Well[00:08:22] Return on Brain Power[00:10:17] Challenges in Leadership and Management[00:30:25] Generational Differences and Gen Z[00:33:39] The Most Rejected Generation[00:34:23] Technological Savvy and Social Media Influence[00:36:03] Gen Z's Desire for Purpose and Socialization[00:37:53] The Impact of Overprotection and Fear[00:40:21] Work Environment and Remote Work Preferences[00:43:37] The Future of Work and Leadership[00:53:30] Empowering Gen Z in the WorkplaceHIGHLIGHT QUOTES[00:06:56] “A great strategy without allowing people to use their brains will never maximize its potential.”[00:08:41] “Companies leave money on the table because they don't allow people to challenge assumptions.”[00:10:57] “The number one differentiator of sustainable growth... was the people in the group felt valued.”[00:13:41] “People work for people. When you look authentic, people begin to trust you.”[00:21:55] “Most Gen Zs prefer to work in person, learn socialization skills, and make friends.”[00:28:35] “Resilience comes from making mistakes, learning from them, and getting back up again. But when you make a mistake and people keep you down, you become a victim.”[00:32:32] “Ask for help. Tell your boss you want to be a star player and want to know what good looks like.”[00:38:13] “Anybody can be good. But how do you become great? That's what's going to give you satisfaction.” Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

This conversation with Dee Scarano delves into the concept of psychological safety, emphasizing the importance of honesty and vulnerability in communication. Dee shares how fear of judgment can hinder open expression and explore practical strategies for creating an environment where individuals feel safe to share their thoughts. They highlight the significance of anonymity, comfort zones, and standardized formats in fostering inclusivity and collaboration.    Honesty in communication fosters psychological safety. Psychological safety allows individuals to voice their thoughts without fear. Fear of judgment is a significant barrier to open communication. Anonymity is crucial for creating a safe space for sharing ideas. Building comfort zones is essential before encouraging risk-taking. Standardized formats help ensure equal contributions from all participants. Facilitators must create structures that promote psychological safety. Understanding human behavior is key to effective facilitation. Sharing knowledge within the facilitation community is vital. Vulnerability can lead to stronger connections and collaboration. Learn more about Dee - https://www.deescarano.com/ Dee on LinkedIn - https://www.linkedin.com/in/deescarano/ Support the podcast - www.verticalplaypen.org Music and sound effects - www.epidemicsound.com    

We all know netops, NRE, and devops can increase productivity, increase Mean Time Between Mistakes (MTBM), and decrease MTTR--but how do we deploy and use these tools? We often think of the technical hurdles you face in their deployment, but most of the blockers are actually cultural. Chris Grundemann, Eyvonne, Russ, and Tom discuss the cultural issues with deploying netops on this episode of the Hedge.

Check out the TIES Sales Showdown at www.tx.ag/TIESVisit The Sales Lab at https://thesaleslab.org and check out all our guests' recommended readings at https://thesaleslab.org/reading-listTo listen to The Sales Lab Podcast on your favorite apps, visit https://thesaleslab.simplecast.com/ and select your preferred method of listening.Connect with us on Facebook at https://www.facebook.com/saleslabpodcastConnect with us on Linkedin at https://www.linkedin.com/company/thesaleslabSubscribe to The Sales Lab channel on YouTube at  https://www.youtube.com/channel/UCp703YWbD3-KO73NXUTBI-Q 

On this week's Modern Retail Podcast, co-hosts Gabriela Barkho and Melissa Daniels discuss the rollout of ChatGPT's new Instant Checkout feature that will initially support single-item purchases from Etsy sellers, and how brands are increasingly looking at third-party AI tools as a sales channel. Then they chat about Walmart's announcement that it's removing more artificial dyes and additives from its private label food products amid a growing drumbeat of customer demand for transparency and clean ingredients. Then on the featured segment (16:40), the hosts are joined by Taylor Capuano and Casey Sarai, who co-founded Cakes Body in 2021. Their discussion focuses on the company benefits they've rolled out to improve company performance, and how emerging brands can redefine corporate culture. The company blew up on TikTok and has now surpassed $100 million in revenue. This summer they also made their national retail debut in Ulta stores. Behind the scenes, though, Cakes offers benefits to employees like child care reimbursement and unlimited PTO that the founders say increases company performance in the long run. Their conversation dives into not only why Cakes offers such benefits but how it is adhering to this company culture as it scales, including: the importance of a $3,000 per month child care benefit that is used by around 20% of their team, how Cakes employees schedule and plan to accommodate week-long companywide quiet periods, even during the fourth quarter, and the advantages of being a bootstrapped company when it comes to deciding operational expenses.

Send us a textWhat truly defines luxury in travel and events? In this engaging conversation, Joey Pinz sits down with award-winning event producer Cindy Nachman-Senders to explore how the hospitality industry is evolving — and what businesses must know to create unforgettable experiences.Cindy, a nationally respected leader with over 25 years in luxury hospitality and event design, pulls back the curtain on:✨ Why the meaning of “luxury” has shifted post-COVID — and how independent brands are filling the gap.✨ The hidden role of meeting planners and why the best events aren't about hotels, but about strategy, culture, and flawless execution.✨ How speakers, podcasters, and content extend an event's impact long after it ends.

Are you feeling guilty about taking time off? Does the day-to-day grind keep you from thinking about big-picture growth? In this episode, roles are reversed as Pablo Gonzalez joins us to ask Marc the questions. Marc opens up about his unconventional philosophy that helped him scale Grace Management to over 1200 doors. Revealing why reading the Wall Street Journal is a good use of his time, how he embraced legislation as an opportunity, and why doing less of the day-to-day is how he built his team and business. Stop feeling lazy and start acting like the CEO your company needs. Attend the National Association of Residential Property Managers, where Marc will be speaking: https://www.narpmconvention.com/ Connect with Vendoroo, your AI maintenance coordinator https://vendoroo.ai/ Lead Simple - manage more doors with less stress using LeadSimple   Property Manager Websites - the highest performing property management website in the industry   Rentvine - the property management software you can trust   Lending One - real estate loans for investors https://lp.lendingone.com/grow   Reconcile Daily - corporate & trust accounting experts https://www.reconciledaily.com/   NARPM Orlando Event: Register here   PMbuild - Marc's education for property managers   Join Marc's new property management Facebook group This podcast is produced by Two Brothers Creative.

#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 SummaryIn this episode of the #thePOZcast, Adam Posner interviews Jahmaal Marshall, a corporate wellness advocate and founder of Listen Then Speak. They discuss Jamal's journey from a challenging childhood to a successful career in coaching, emphasizing the importance of mental health, the impact of social media on workplace culture, and the misconceptions surrounding incarcerated individuals. Jamal shares insights on the significance of vulnerability in leadership, the role of AI in the workplace, and how to redesign corporate culture for better employee well-being. The conversation concludes with Jamal's definition of success and the importance of authenticity in both personal and professional life.Takeaways- Jahmaal Marshall is on a mission to transform how we work.- The journey from childhood influences to career choices is significant.- Social media can create unrealistic expectations about work culture.- Vulnerability in leadership is essential for authentic connections.- Work-life balance is a myth; focus on work-life rhythms instead.- AI should enhance human capabilities, not replace them.- Success is defined by authenticity and being true to oneself.- It's important to have a support system of trusted individuals.- Burnout is a real issue that needs to be addressed in corporate culture.- You can only do what you can; it's okay to say no.Chapters00:00 Introduction to Jahmaal Marshall and His Mission02:56 Jahmaal's Journey: From Childhood to Career05:58 Transitioning from Justice to Coaching08:44 The Impact of Social Media on Work Culture12:03 The Role of the Church in Jahmaal's Life14:50 Finding Purpose in Coaching17:57 Misconceptions About Incarcerated Individuals20:44 The Importance of Offline Time23:49 The Birth of Listen Then Speak27:02 Navigating Corporate Culture and Burnout29:48 The Role of AI in the Workplace32:52 Redesigning Corporate Culture35:54 Vulnerability in Leadership38:39 Defining Success and Authenticity41:48 Closing Thoughts and Future Plans 

A meandering conversation that starts with selling clothes and thrift-store economics before drifting into consumer culture, retail politics, and why big-box stores feel more expensive and less worth it than ever. Seasonal fashion trends, skinny jeans dying off, and the quiet humiliation of getting rejected by resale counters set the tone. From there it spirals into corporate behavior, unions, Walmart documentaries,Target backlash, and how politics, branding, and shopping have become weirdly inseparable. Schools, surveillance tech, keylogging, work devices, and the creeping sense that everything you type is being watched push the discussion into modern paranoia. The back half fractures into internet absurdity and cultural noise. AI-generated headlines, bizarre viral stories, strange animals, Mars obsession, celebrity tangents, conspiracy-adjacent thinking, and the way conversations slowly dissolve when there's too much information and no clear point. It all ends where it always does: hunger, dinner decisions, and the realization that none of this actually resolved anything.