Podcasts about leadership today

Summary Hybrid work isn't simply about where people are most productive. New research shows that working remotely tends to satisfy our need for autonomy, while office days strengthen our sense of connection, with both playing a vital role in sustaining motivation. Rather than debating attendance, effective leaders intentionally design office days for collaboration and relationship building, and remote days for focused, independent work.   Transcript Hello and welcome to episode 234 of the Leadership Today podcast, where each week we share practical tips to improve your leadership. This week we look at the hidden motivation trade-off in hybrid work. The debate about hybrid work often comes down to a single question: where are people most productive? Are they better off working from home or in the office? While that's an understandable question, new research suggests it may not be the most helpful one. Instead of asking where people work best, perhaps we should be asking which psychological needs are being met in each environment. A recent diary study published in the European Journal of Work and Organizational Psychology followed 187 employees over ten working days, collecting almost 3,000 daily observations. Rather than simply measuring productivity or job satisfaction, the researchers looked at three fundamental psychological needs identified in Self-Determination Theory: autonomy, competence and relatedness. Autonomy is our need to feel we have choice and control over our work. Competence is our need to feel capable and effective. Relatedness is our need to feel connected to other people. These three needs are important because they underpin high-quality motivation. When they're met, people are more likely to feel engaged, energised and willing to contribute. When they're frustrated, motivation tends to become more controlled, draining and less sustainable. The findings paint a much more nuanced picture of hybrid work than many headlines suggest. On remote workdays, employees experienced greater autonomy. They felt they had more control over how they structured their work and, importantly, they maintained their energy better throughout the day. The researchers found that this greater sense of autonomy was associated with lower declines in energy during the afternoon and evening. However, there was a trade-off. On office days, employees experienced greater relatedness. They felt more connected to the people around them. While office work didn't provide the same autonomy benefits, it did satisfy an equally important psychological need to belong. This suggests that the question isn't whether remote work is better than office work, or vice versa. Each environment appears to support different aspects of motivation. For leaders, this changes the conversation. Rather than arguing about how many days people should be in the office, we should be asking what each day is designed to achieve. If someone comes into the office simply to spend eight hours attending virtual meetings with headphones on, they've probably lost much of the autonomy of working from home without gaining the connection that office work can provide. Likewise, if someone works remotely every day without meaningful interaction, they may enjoy greater independence but gradually lose the sense of belonging that helps teams perform well over time. The best hybrid leaders think less about attendance and more about purpose. Office days should be designed around the activities that benefit most from human connection. Coaching conversations, creative problem-solving, mentoring, relationship building, onboarding new team members and tackling complex issues together are all likely to benefit from being face-to-face. Remote days, on the other hand, can be protected for focused work, thoughtful analysis, writing, planning and tasks that benefit from uninterrupted concentration and greater flexibility. This research also reminds us that motivation isn't like one bucket that we are either filling or depleting. Motivation is shaped by the environment leaders create. We influence motivation every time we decide how work is organised, how meetings are scheduled and how much choice people have over the way they complete their work. There are three practical areas you can consider this week. First, look at your team's calendar. Are office days genuinely designed around collaboration and connection, or are people simply working alone in a different location? Second, think about remote work. Are people given enough autonomy to benefit from working remotely, or have online meetings gradually filled every available hour? Finally, ask your team a simple question: "When do you feel most energised during your working week?" Their answers may tell you far more than another debate about office attendance. The key takeaway is that hybrid work isn't primarily a location challenge. It's a motivation design challenge. Remote work tends to support autonomy. Office work tends to support connection. Great leaders understand that both needs matter, and they intentionally design work so their people experience the benefits of each. As always the reference we used is in the show notes. If you did enjoy this episode, please take a few moments to rate and review it on your preferred podcast player - that helps others to find it. Have a great week.   Reference Olafsen, A. H., Kujanpää, M., Stenling, A., Tafvelin, S., & Bentzen, M. (2026). Daily need experiences across office and remote workdays. European Journal of Work and Organizational Psychology.     Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - Five five day challenges with workbooks - Nineteen recorded webinars - A searchable library of 170+ "how to" quick videos on a range of leadership challenges That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary Being busy does not protect people from boredom, and boredom does not mean someone has spare capacity. New research shows employees can be bored and burned out at the same time. This episode explores how role conflict, limited autonomy and poorly designed work create this combination, and what leaders can do about it.   Transcript Hello and welcome to the Leadership Today podcast, where each week we share practical tips to improve your leadership. In this episode we explore whether it's possible to be both bored and burned out, and what that means for us at work. We often think of boredom and burnout as opposites. A bored employee does not have enough to do, while a burned-out employee has far too much. One needs more work and the other needs less. But new research suggests that this neat distinction does not reflect how people actually experience work. Research shows it is possible to be extremely busy and still be bored. It is also possible to be both bored and burned out at the same time. A recent longitudinal study examined different profiles of boredom, burnout and work engagement. Rather than assuming every employee fell somewhere on a simple line from disengaged to engaged, the researchers found several distinct combinations. Some people experienced the familiar pattern of high burnout and low engagement. Others experienced boredom and burnout together. At first, that may sound contradictory. But think about a person whose day is packed with repetitive tasks, constant interruptions, unclear priorities and unnecessary administration. They may be exhausted by the volume and fragmentation of the work while also feeling under-stimulated by its content. They have too much to do, but it still doesn't feel challenging, meaningful or worthwhile. That is one reason simply reducing workload may not solve every wellbeing problem. Managing workload matters enormously, but the design and quality of the work matter too. The research found that role conflict predicted less favourable wellbeing profiles. When people face incompatible expectations or competing priorities, they expend significant energy without necessarily experiencing progress or purpose. By contrast, autonomy, learning opportunities and cognitive demands were associated with healthier wellbeing patterns. Cognitive demands do not mean overwhelming people with complexity. They involve providing enough challenge to keep work interesting and engaging. There are three practical implications for leaders from this research: First, don't just look at workload alone. Someone can have a full calendar and an overflowing task list while still feeling deeply under-challenged. Ask not only, "How much work do you have?" but also, "Which parts of your work are energising or stretching you?" Second, reduce role conflict. Clarify priorities when expectations compete. If everything is urgent, people can spend enormous amounts of energy shifting between demands without feeling they have accomplished anything meaningful. Leaders add value by deciding what matters most. Third, increase healthy challenge and autonomy. Look for opportunities to give people ownership, involve them in problem-solving, rotate responsibilities or build new skills. The goal is not to add more tasks - it is to create better work. It is also worth paying attention to mixed signals. A person who appears disengaged may not lack motivation. They may be depleted by the wrong kind of demands. Someone who asks for more challenging work may not have spare capacity. They may be looking for work that feels more worthwhile than the tasks currently exhausting them. The takeaway is that wellbeing is not simply about how hard people work. It is also about what they are working on, how much control they have and whether the work provides clarity, learning and meaning. Great leaders do not just manage the quantity of work. They improve its quality. As always the reference used in this podcast is in the show notes. Have a great week.   Reference Toscanelli, C., Parmentier, M., Urbanavičiūtė, I., & Hirschi, A. (2026). The dynamics of well-being at work: Longitudinal profiles of boredom, burnout, and work engagement. European Journal of Work and Organizational Psychology. Advance online publication. https://doi.org/10.1080/1359432X.2026.2699462   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription.  Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks  - Five five day challenges with workbooks - Nineteen recorded webinars  - A searchable library of 170+ "how to" quick videos on a range of leadership challenges  That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect 

Summary Humility is often overlooked as a leadership strength, yet research links it to higher trust, engagement, creativity, and performance. Learn why humility is far more than being nice and discover practical ways to demonstrate confidence, openness, and a willingness to learn.   Transcript Hello and welcome to episode 232 of the Leadership Today podcast, where each week we share practical tips to improve your leadership. When we think about great leadership, humility isn't always the first quality that comes to mind. We often focus on confidence, vision, decisiveness, or influence. Yet some of the most effective leaders demonstrate humility. They don't pretend to have all the answers, they're quick to recognise the contributions of others, and they're always learning. It turns out that humility isn't just a nice leadership quality, it has a measurable impact on how people experience their leader. Two recent research reviews back this up. The larger paper brought together 212 separate studies on leader humility and found that, above everything else, humble leadership predicts how satisfied people are with their leader and how much leaders involve others in decisions. It also improves how well teams and individual followers perform. A second review, of 53 studies covering more than 16,000 people found humble leadership is linked to stronger trust, deeper engagement, greater job satisfaction, more creativity, and better performance at the individual level. The second review also answered a question that's followed humility research for a while: is this just transformational leadership, servant leadership, or ethical leadership wearing a different name? The answer, in large part, was no. Humility contributed something beyond those other styles when predicting how people think and feel about their work. It has its own distinct influence. So what does humility look like in practice? Across this research, humble leaders share three things in common: They have an accurate understanding of their own strengths and limitations They genuinely appreciate the strengths and contributions of others, and They're open to feedback, learning, and changing their views when presented with new information. In other words, humility isn't thinking less of yourself, it's having an accurate view of yourself while recognising that others have valuable perspectives and capabilities too. So what can leaders do to develop greater humility? First, become comfortable saying "I don't know" or "I was wrong". Many leaders worry that admitting uncertainty will undermine their credibility. In reality, people often trust leaders more when they're honest about what they know and what they don't know. It also creates an environment where others feel safe to admit mistakes, ask questions, and learn. Second, give credit generously. When someone on your team contributes an idea, solves a problem, or helps achieve a result, make sure people know where the contribution came from. It's a simple habit, but it sends a powerful message that leadership isn't about personal recognition, it's about helping others succeed. And when people feel their contributions are noticed and valued, they're more likely to continue contributing. Third, regularly seek feedback from the people around you. One simple question is, "What's something I do that gets in the way of you doing your best work?" The key is not just asking the question, but listening carefully to the answer. Resist the urge to explain or defend. Instead, thank the person for their feedback, reflect on what you've heard, and look for opportunities to improve. The key point is that humility isn't weakness. it's not a lack of confidence, and it's certainly not about downplaying your strengths. Humility is having the confidence to recognise that you don't have all the answers and that other people have valuable insights to contribute. People are more willing to trust, engage with, and follow leaders who are continuing to learn and grow. Have a great week.   Research references Chandler, J. A., Johnson, N. E., Jordan, S. L., Brian, D. K., & Short, J. C. (2023). A meta-analysis of humble leadership: Reviewing individual, team, and organizational outcomes of leader humility. The Leadership Quarterly, 34(1), 101660. https://www.sciencedirect.com/science/article/abs/pii/S1048984322000637   Luo Y, Zhang Z, Chen Q, Zhang K, Wang Y, Peng J. (2022) Humble leadership and its outcomes: A meta-analysis. Front Psychol. 2022 Dec 21;13:980322. doi: 10.3389/fpsyg.2022.980322. PMID: 36619057; PMCID: PMC9811147.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - Five five day challenges with workbooks - Nineteen recorded webinars - A searchable library of 170+ "how to" quick videos on a range of leadership challenges That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary Underperformance conversations often go wrong before they even begin. In this episode, we explore the CLEAR framework to help leaders prepare with greater clarity, curiosity and confidence. You'll learn how to clarify the purpose, listen well, explore causes, agree on next steps and reinforce progress after the conversation.   Transcript Hello and welcome to episode 231 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we look at how to prepare for an underperformance conversation. Most leaders think the hardest part of a performance conversation is the conversation itself. In my experience the hardest part is often the period beforehand. It's the days or weeks spent thinking about the conversation, worrying about how the other person might react and wondering whether you're approaching the situation in the right way. I've noticed that when leaders describe a performance conversation that went badly, the problem rarely started in the conversation itself. More often, the leader entered the discussion without enough clarity. They hadn't fully thought through what they wanted to achieve. They weren't clear on the evidence they wanted to discuss. They hadn't considered the other person's perspective. And because they weren't prepared, they became reactive when the conversation didn't unfold exactly as expected. What's interesting is that the conversations we avoid are often the conversations that would help the most. A performance issue continues. Team members become frustrated. Standards start slipping. The leader becomes increasingly concerned. Yet the conversation keeps getting postponed because it feels uncomfortable. Unfortunately, avoidance doesn't make the issue smaller. It usually makes it larger. By the time the conversation finally happens, something else has often occurred as well. The leader has spent weeks carrying the emotional weight of the issue. They've replayed examples in their mind. They've built up frustration. They've developed assumptions about why the problem exists. In some cases, they've already decided what the other person thinks before they've even had the discussion. That's why preparation matters so much. Douglas Stone in his work on difficult conversations, suggests that these conversations become challenging when the stakes matter, views differ and emotions are involved. That combination exists in almost every performance discussion. The goal of preparation isn't to eliminate those factors. The goal is to help us navigate them more effectively. One framework that is particularly useful is CLEAR. The framework provides a simple structure for thinking about a conversation before it happens. It doesn't give you a script to follow. Instead, it helps you clarify your thinking so you can enter the conversation with confidence, curiosity and purpose. The first step is Context. Before you think about what you want to say, it's worth asking yourself why you're having the conversation in the first place. What is the purpose? What outcome are you hoping to achieve? What would success look like? Many leaders focus immediately on the problem. They begin preparing examples, evidence and arguments. While those things matter, starting with the problem can create a mindset where the goal becomes proving a point. A more useful approach is to start with the outcome. If the conversation goes well, what will be different afterwards? For example, perhaps you want someone to understand the impact of their behaviour on others. Perhaps you want them to improve a particular aspect of performance. Perhaps you want to understand what obstacles are getting in the way of success. Clarifying the purpose helps shape everything that follows. The second step is Listen. This is where many leaders struggle because we've often spent so much time thinking about our perspective that we forget to explore theirs. When leaders describe performance conversations that went unexpectedly well, one of the most common reasons is that they learned something they didn't know beforehand. The person revealed challenges, concerns or circumstances that completely changed how the leader understood the situation. Listening doesn't mean agreeing. It doesn't mean lowering expectations. It simply means recognising that there may be information you don't yet have. Questions such as, "How do you think things have been going?", "What's been most challenging recently?" or "How do you see the situation?" create opportunities for insight. Sometimes the other person is already aware of the issue and has been struggling with it for some time. Sometimes they have a completely different interpretation of events. Either way, listening helps ensure the conversation is based on understanding rather than assumption. The third step is Explore. This is where we move from symptoms to causes. We have previously discussed clarity, capability, confidence, and motivation. The Explore stage is where those concepts become useful. Rather than assuming you already know why the issue exists, you start investigating possible explanations. Perhaps the person lacks a particular skill. Perhaps they're uncertain about expectations. Perhaps they're experiencing personal challenges. Perhaps they've lost confidence after a setback. Perhaps they're doing acceptable work but have stopped growing. The key is curiosity. Many leaders approach performance conversations believing they need to diagnose the problem before entering the room. A better approach is to enter the room with hypotheses rather than conclusions. Be willing to test your assumptions and adjust your thinking based on what you learn. The fourth step is Agree. Once both perspectives have been explored and the likely causes are becoming clearer, it's time to discuss what happens next. This is where vague commitments can become a problem. Statements such as "I'll try harder", "I'll do my best" or "We'll keep an eye on it" sound positive, but they rarely create lasting change because nobody is clear about what success actually looks like. Effective agreements are specific. What will change? What actions will be taken? What support will be provided? How will progress be measured? When will you check in again? The more specific the agreement, the greater the likelihood of improvement. Clarity reduces confusion and creates accountability. The final step is Reinforce. Many leaders treat the conversation as the finish line when it should really be viewed as the starting point. Most meaningful performance improvement occurs after the conversation. People need encouragement, support and accountability. They need opportunities to discuss progress and obstacles. They need recognition when they improve and guidance when they struggle. Without reinforcement, even a strong conversation can lose momentum. With reinforcement, a difficult conversation can become the catalyst for genuine growth. Running through all five stages is one underlying principle: curiosity. The most productive conversations are often those where the leader creates the conditions for understanding to emerge. Rather than delivering a verdict, they facilitate a discussion. Rather than proving a point, they explore possibilities. Rather than solving the problem alone, they work with the other person to identify a path forward. That's why preparation matters so much. Good preparation doesn't help you control the conversation. It helps you enter the conversation with greater clarity, confidence and curiosity. This week, think about a performance conversation you need to have. Spend ten minutes working through the CLEAR framework. Clarify the context, identify questions you want to ask, think about what you need to explore, consider what agreement might look like and decide how you'll reinforce progress afterwards. You may find that the conversation feels significantly less daunting once you've taken the time to prepare properly.

Summary Quiet quitting isn't usually about laziness or a lack of motivation. Research suggests it's often a sign that the relationship between an employee and their organisation has become unbalanced. Discover how leaders can spot the warning signs early and rebuild engagement through better conversations and clearer expectations.   Transcript Hello and welcome to episode 229 of the Leadership Today podcast, where each week we share practical tips to improve your leadership. This week we explore how to re-engage a "quiet quitter".   Over the past few years, you've probably heard the term "quiet quitting" - the idea that some people are stepping back from their roles to just do the bare minimum. It's one of those phrases that quickly gained popularity and sparked plenty of debate. Some people viewed it as a sign that employees had become less committed. Others saw it as a healthy rejection of unrealistic work expectations.   But the important question is what causes someone who was once engaged, enthusiastic, and willing to go the extra mile to start doing only the minimum required in the first place? Recent research suggests the answer has less to do with motivation and more to do with relationships and fairness.   Researchers studying quiet quitting have found that one of the strongest predictors is employees' perceptions of the exchange relationship they have with their organisation. In simple terms, people compare what they're contributing with what they're receiving in return. When they feel the relationship has become unbalanced and they don't see a way to improve it, they often respond by reducing their discretionary effort. Importantly, this doesn't necessarily mean they're planning to leave. Instead, they adjust their level of investment. They continue to do their job, but they stop contributing the extra effort that often drives innovation, collaboration, and performance.   The research also points to an important leadership influence. Teams whose leaders maintain regular conversations about both work and wellbeing appear less likely to experience quiet quitting. In other words, leaders who stay connected with their people are often better able to identify and address issues before disengagement takes hold. So what can you do to reduce the risk of quiet quitting?   First, have open conversations about expectations. Work relationships involve an ongoing exchange. What is the employee contributing? What are they receiving in return? Have either of those things changed recently? These discussions can sometimes uncover relatively small issues that, if left unaddressed, gradually erode engagement.   Second, make sure your one-on-one meetings cover more than just tasks and deadlines. It's important to understand how people are feeling about their role, what's energising them, and what's becoming frustrating or difficult. These conversations often provide early warning signs that someone may be disengaging.   Third, if you notice a drop in effort or enthusiasm, get curious rather than critical. It's tempting to focus on the behaviour itself. However, quiet quitting is often a symptom rather than the problem. Understanding what has changed is usually more productive than immediately trying to correct the behaviour.   The key point is that quiet quitting is rarely about laziness. More often, it's a signal that something in the relationship between the employee and the organisation has shifted. As leaders, we may not be able to solve every issue, but we can create the conversations that help us understand what's really going on. And often, that's the first step towards rebuilding engagement.   Have a great week.   Research references: Galanis, P., et al. (2023). The quiet quitting scale: Development and initial validation. AIMS Public Health, 10(4), 828 to 848. https://pmc.ncbi.nlm.nih.gov/articles/PMC10764970/   Dilchert, S., et al. (2026). Expanding Our Understanding of Quiet Quitting: Antecedents, Correlates, and Consequences. Human Resource Management. https://onlinelibrary.wiley.com/doi/10.1002/hrm.70038   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - Five five day challenges with workbooks - Nineteen recorded webinars - A searchable library of 170+ "how to" quick videos on a range of leadership challenges That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Send us Fan MailGrounded in change psychology, resilience and neuroscience, her work in Change Management and leadership spans over 20 years partnering with leaders to enable high performance sustainability, the kind that strengthens people and mindsets, adaptability, culture and results. Meet our guest today, Mona Momtazian the Change Management and Leadership Consultant who has worked with leaders in Australian and global organisations through some of the hardest moments at work. Restructures. Redundancies. Teams falling apart and shifting to completely different ways of working. Mona is the founder of Change Capability and the creator of the ReFocus Method™ and the Change Support Stack™ framework. Drawing on behavioural neuroscience, she has developed an online learning store designed to make the language of self-care and emotional intelligence a norm in the workplace. [3:30s] Her journey into Change Management Leadership [14:12s] Evolution of leaders' understanding of change and its complexities[27:06s] Doing change right versus doing it quick[33:12s] On change projects she's led - digital transformation, AI [39:00s] Top learnings and insights on Change Management [45:21s] RWL Read: Mona's book ‘The Many Hats of Resistance'; ‘Appreciative Inquiry'by David Cooperrider and Diana Whitney;  ACMP resourcesfor Change Management; Human Centered Design Thinking; SCARF® NeuroLeadership; Listen to Brené Brown's podcastConnect with Mona on LinkedIn Connect with Vinay on LinkedIn What did you think about this episode? What would you like to hear more about? Or simply, write in and say hello! podcast@c2cod.comSubscribe to us on your favorite platforms – Google Podcasts, Apple Podcasts, Spotify, Overcast, Tune In Alexa, Amazon Music, Pandora, TuneIn + Alexa, Stitcher, Jio Saavn and more.  This podcast is sponsored by C2C-OD, your Organizational Development consulting partner ‘Bringing People and Strategy Together'. Follow @c2cod on Twitter, LinkedIn, Instagram, Facebook 

Episode 228 - How To Get The Best From AI Without Falling Off The Edge   Summary AI can be incredibly helpful, but it's not always right. Learn about the "jagged frontier" of AI capability and why the most effective leaders know when to rely on AI and when human judgement remains essential. Discover practical ways to get the benefits of AI without falling into its traps.     Transcript Hello and welcome to episode 228 of the Leadership Today podcast, where each week we share practical tips to improve your leadership. In this episode we explore the so-called "jagged frontier" of Artificial Intelligence - where we fail to apply human judgement and pay the price.   If you've been using AI for a while, you've probably had two very different experiences. Sometimes it feels almost magical. It helps you generate ideas, summarise information, improve your writing, and solve problems faster than you thought possible. Then there are those other moments. The answer sounds convincing, looks professional, and is completely wrong. Understanding why that happens is becoming one of the most important leadership skills of our time.   A study involving more than 750 consultants at Boston Consulting Group explored the impact of using GPT-4 on a range of consulting tasks. The results were impressive. People completed more work, worked faster, and generally produced higher-quality outputs when using AI. But the researchers uncovered something equally important. When participants used AI on tasks that were beyond the technology's capabilities, their performance actually became worse. The AI didn't simply fail to help. It often led people towards the wrong answer.   The researchers described this as the "jagged frontier" of AI. Some tasks sit comfortably within AI's capabilities and the benefits can be substantial. Other tasks sit just beyond that frontier. The challenge is that AI often sounds equally confident in both situations. That's why the biggest risk with AI isn't that it makes mistakes. Humans make mistakes too. The risk is that we stop applying our own judgement because the answer looks so polished and convincing. So what can leaders do?   First, identify where AI genuinely adds value in your work. Think about the tasks where it consistently helps you save time, generate ideas, improve communication, or increase quality. Just as importantly, identify the situations where you've seen it get things wrong. Understanding both sides of the equation helps you use AI more effectively.   Second, keep your judgement in the process. For important decisions, strategic thinking, or complex problem-solving, consider forming your own view before turning to AI. Even a few notes or bullet points can help you avoid being overly influenced by the first answer AI provides.   Third, have open conversations with your team about how they are using AI. Some tasks may be suitable for handing over largely to the technology. Others require people to stay actively involved, challenging assumptions and validating outputs along the way. The more explicit you are about these differences, the better the outcomes are likely to be.   The key point is that AI is neither a miracle solution nor something to be feared. It's a powerful tool with strengths and limitations. The leaders who get the greatest benefit won't be those who use it for everything - they'll be the ones who learn where it performs best and where human judgement remains essential.   Have a great week.   Research reference: Dell'Acqua, F., et al. (2023). Navigating the Jagged Technological Frontier: Field Experimental Evidence of the Effects of AI on Knowledge Worker Productivity and Quality. Harvard Business School Working Paper 24-013. https://papers.ssrn.com/sol3/papers.cfm?abstract_id=4573321   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - Five five day challenges with workbooks - Nineteen recorded webinars - A searchable library of 170+ "how to" quick videos on a range of leadership challenges That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary Feeling exhausted despite being busy all day? Research suggests that short breaks throughout the day can boost energy, reduce fatigue, and help sustain performance. Discover how leaders can use microbreaks more effectively and encourage healthier work habits across their team.     Transcript Hello and welcome to episode 227 of the Leadership Today podcast, where each week we share practical tips to improve your leadership. This week we're exploring how to use microbreaks to restore focus.   Have you ever reached the end of a day and wondered why you're exhausted despite never really stopping? Many leaders spend their day moving from meeting to meeting, email to email, task to task, without taking a genuine break. We often assume that pushing through is a sign of commitment and productivity. But there comes a point where working longer doesn't mean working better.   It turns out that even very short breaks can make a difference.   A 2022 review of more than 20 studies found that microbreaks, breaks of less than ten minutes, help boost energy levels and reduce fatigue. In other words, those small pauses throughout the day aren't wasted time. They're one of the ways we sustain performance over the longer term.   The researchers also found an important limitation. Microbreaks help maintain energy, but they aren't a substitute for proper recovery. If you've spent two hours doing deep analysis, solving complex problems, writing a major report, or making difficult decisions, a five-minute break will help, but it won't completely restore you. Some work requires a more substantial break. That's why lunch breaks, time away from work, and good recovery outside of work still matter.   So what can leaders do?   First, build short breaks into your day before you feel exhausted. Most of us wait until our energy is gone before stepping away. A better approach is to take a brief break every 60 to 90 minutes. Stand up, walk around, grab a drink, stretch, or simply look away from your screen for a few minutes. The goal is to create a genuine mental shift, even if it's only for a short period of time.   Second, match your work to your energy. Try to schedule your most demanding work when you're feeling fresh. Save routine tasks, administration, and email for periods when your energy is naturally lower. Too often we do the opposite, spending our best hours reacting to other people's priorities and leaving our most important work until we're already mentally depleted.   Third, role model healthy habits. Teams often take their cues from their leader. If you're working through lunch, responding to emails late at night, and sitting at your desk all day, others may feel pressure to do the same. When leaders take sensible breaks and openly manage their energy, they give others permission to do likewise.   The key point is that performance isn't just about how hard we work. It's also about how well we recover. Small breaks won't solve everything, but they can help us maintain our energy, focus, and effectiveness throughout the day. Sometimes the most productive thing you can do next is step away for a few minutes.   Have a great week.   Research reference: Albulescu, P., et al. (2022). "Give me a break!" A systematic review and meta-analysis on the efficacy of micro-breaks for increasing well-being and performance. PLOS ONE, 17(8), e0272460. https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0272460   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - Five five day challenges with workbooks - Nineteen recorded webinars - A searchable library of 170+ "how to" quick videos on a range of leadership challenges That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

You probably know the dream where you need to run and your legs won't obey. Carrie names that dream halfway through her conversation with Tanir Ami this week, and from there it's hard to let the idea go. What Tanir describes, and what the whole nonprofit and foundation sector seems to be describing right now, is the waking version of it.In 2020, leadership looked like a million-dollar check hand-walked to a closed UPS office. Decisiveness was the whole job. The uncertainty was acute but legible: a virus, a curve, a set of immediate needs. You moved, or people died. Today's uncertainty is different. Tanir calls it "quieter." The threats are diffuse, the timelines unclear, the systems shifting in ways that might not surface for months or years. The instinct to charge forward survives. The sense of which way to charge does not.Tanir, in the middle of all this, did the opposite of what the field expected. She narrowed. While other leaders were being told that strategic planning had become too hard to attempt, she and her team spent the year writing one. Not a sprawling, hedge-everything plan. The CARESTAR Foundation's new strategic plan turns on a single sentence: eliminate racial disparities in emergency medical services care across California.The 2026 Insights on Purpose research that anchors this season found that most leaders are making major changes to grantmaking or fundraising, and most are doing it without a strategic plan at all. The reasoning is easy to follow: when the ground keeps moving, why commit to a destination? Tanir's answer runs the other way. When the ground keeps moving, the destination is the only stable thing on the horizon. The path will change. The collaborators will undoubtedly change. The question of what you are trying to alter about the world only gets sharper under increasing pressure.When Tanir shared this new, tighter focus publicly, nobody backed away. They moved toward her. Committing publicly to one specific thing made her easier to find, and the plan turned into an invitation. In this week's Research Brief, Matt Price points the same direction: health-focused nonprofits report the lowest optimism of any subsector in the study, and they are the ones who most need a funder willing to cover work that is, as he puts it, "sometimes under attack."Carrie's dream, the one where you run and stay in place, marks one texture of leadership in 2026. This conversation points to another. Choose one thing, say it out loud, and build the plan around it. The legs start moving again. The dream hasn't ended. You've just stopped trying to outrun it. (00:00) - Welcome to Mission Forward (01:18) - Introducing Tanir Ami (04:42) - Why is Racial Justice so important to Pre-Hospital Care? (05:54) - Reflections on Leadership Today... versus 2020 (13:35) - Reimagining Creativity and Collaboration (16:22) - The Strategic Plan (23:05) - The Ten-Year Retrospective (27:55) - Research Briefs with Matt Price

Summary One in five people feel lonely at work. While loneliness is often seen as a personal issue, research suggests leaders play a bigger role than they might realise in helping people feel connected, included, and supported.   Transcript   Hello and welcome to episode 226 of the Leadership Today podcast, where each week we share practical tips to improve your leadership.   Most of us think of loneliness as something that happens outside of work. But Gallup's latest global research found that around one in five workers feel lonely at work.   Workplace loneliness isn't just about how people feel - research shows it's linked to higher burnout, lower performance, more sick leave, and greater turnover. In fact, loneliness can be just as damaging to performance as job dissatisfaction.   A recent review published in Occupational Medicine found that one of the strongest workplace factors associated with lower loneliness is leadership. Leaders who are supportive, approachable, and empowering help create an environment where people feel connected and valued.   Now, leaders can't solve every cause of loneliness. People bring their own circumstances, personalities, and experiences to work. But we can influence whether work becomes a place where people feel connected or isolated.   Here are three practical ways to help.   First, make genuine connection part of your regular conversations. Before jumping into tasks and deadlines, spend a minute asking how someone is going and really listen to the answer. People often don't need a solution. They just need to know someone is interested.   Second, pay attention to inclusion. Most people don't feel excluded during formal meetings. They feel excluded from the conversations before and after them. Notice who gets invited into informal discussions, brainstorming sessions, and problem-solving conversations. Small moments of inclusion often have a bigger impact than large team-building activities.   Third, be deliberate with hybrid work arrangements. People can easily become disconnected when their work patterns don't overlap with the rest of the team. Sometimes a simple conversation about coordinating office days can dramatically improve connection and collaboration.   The key point is this. Loneliness at work isn't simply a personal issue - it's often a leadership issue. Every interaction either strengthens or weakens someone's sense of belonging. As leaders, we have more influence over that than we might think.   Have a great week.   Research reference: Wright, J. K., et al. (2024). Loneliness in the workplace: a mixed-method systematic review and meta-analysis. Occupational Medicine, 73(9), 557 to 567. https://academic.oup.com/occmed/article/73/9/557/7591258     Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - Five five day challenges with workbooks - Nineteen recorded webinars - A searchable library of 170+ "how to" quick videos on a range of leadership challenges That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

In this episode Dr. Angel Pérez continues the conversation from part one, getting more personal about what it takes to lead in admissions -- burnout, boundaries, and balancing institutional needs with student access -- while reminding listeners why the work still matters.

Welcome to another episode of Data Debrief, the companion show to Driven by Data: The Podcast, where hosts Catherine Dowden-King and Kyle Winterbottom unpack Tuesday's episode, share what's been on their minds, and explore what's really happening across the data and AI landscape.This week, Catherine and Kyle reflect on the conversation with Peter Everill, diving deeper into the themes that matter most right now, from decision-led data strategies to the realities of operating in an AI-hyped market.They cover:Why the market is becoming saturated with “AI-everything” messaging, and how vendors are losing differentiationThe growing gap between activity and impact, and why many data teams are busy but not moving the needlePeter Everle's decision-making framework, and why focusing on decisions that impact P&L is the only thing that really mattersThe cultural challenge of empowering teams to push back, and why most organisations still operate like a ticketing service deskThe tension data leaders face between challenging the business vs protecting their role, especially under board-level pressure to “do AI”Why this AI cycle feels different from previous hype cycles, and how pressure is now coming from every function, not just ITWhat separates leaders who deliver real commercial value from those who don'tThey also dive into the current hiring market:Why data leadership hiring has become overwhelmingly saturated, with thousands of candidates for a single roleHow CVs are becoming indistinguishable in the age of LLMsWhy job applications are no longer an effective strategy on their ownThe shift from traditional hiring to network-led, trust-based recruitmentAnd what candidates must do differently to stand out in a market that's noisier than everThis episode is a candid look at the realities of data leadership today, where every path carries risk, AI pressure is unavoidable, and success comes down to judgement, influence, and the ability to focus on what truly drives value.

Dr. Angel Pérez, CEO of the National Association for College Admission Counseling (NACAC), joins the HigherEdJobs Podcast to discuss college access, affordability, and enrollment challenges, and how admissions teams -- and entire campuses -- support students and shape their experiences.

What if the blueprint for thriving in the AI era has been buried for centuries, inside the civilization that built the pyramids? Organizational psychologist Christine Mikhail joins Lori Adams-Brown live from the Transform Conference in Las Vegas to unpack one of the most urgent (and under-discussed) challenges in the modern workplace: we're racing to implement AI, but we're forgetting the humans doing the work. In this episode, you'll discover: Why Christine coined "compounded change" and why your workforce is carrying more layers of transformation than anyone is acknowledging The ancient Egyptian precedent: when women held positions of finance, governance, and pharaonic leadership and what modern society lost when that changed The critical AI adoption gap: organizations are deploying new technology without addressing the psychological and emotional responses of their people How change resilience workshops create unexpected catharsis and build communities people didn't know they needed How to frame AI as a tool that elevates human capability, and why that framing is the difference between adoption success and workforce anxiety Christine Mikhail is a master's-level industrial-organizational psychologist and founder of Mikhail Consulting Group, a consultancy specializing in work design and change management. With roots tracing to ancient Egypt, she brings a uniquely global lens to how humans navigate transformation at work. TIMESTAMPS 00:00 – Welcome from the Transform Conference, Las Vegas 02:17 – Egypt, cultural identity, and a heartbreaking lesson in gender inequality 05:00 – Ancient Egypt's golden era: when women were pharaohs, financiers, and leaders 08:59 – What excites Christine about the future of work and the human-AI relationship 10:59 – The overlooked gap in AI adoption: where is the human change strategy? 13:24 – Upskilling in the AI era: we promise humans will be needed — but for what? 15:49 – "Compounded change" — why this moment feels like a tsunami, earthquake, and ripple at once 18:09 – How change resilience workshops are building community and catharsis 20:27 – AI adoption success: framing technology as "for" people, not a replacement 22:40 – Where to find Christine and Mikhail Consulting Group Find Christine Mikhail at: https://www.linkedin.com/in/christine-mikhail-odconsultant | Mikhail Consulting Group on LinkedIn Subscribe, leave a review at https://www.aworldofdifferencepodcast.com/reviews/new/, and share this episode with five people who need to hear it. Visit https://www.aworldofdifferencepodcast.com for more resources on intercultural leadership and global impact. Learn more about your ad choices. Visit megaphone.fm/adchoices

What if the blueprint for thriving in the AI era has been buried for centuries, inside the civilization that built the pyramids? Organizational psychologist Christine Mikhail joins Lori Adams-Brown live from the Transform Conference in Las Vegas to unpack one of the most urgent (and under-discussed) challenges in the modern workplace: we're racing to implement AI, but we're forgetting the humans doing the work. In this episode, you'll discover: Why Christine coined "compounded change" and why your workforce is carrying more layers of transformation than anyone is acknowledging The ancient Egyptian precedent: when women held positions of finance, governance, and pharaonic leadership and what modern society lost when that changed The critical AI adoption gap: organizations are deploying new technology without addressing the psychological and emotional responses of their people How change resilience workshops create unexpected catharsis and build communities people didn't know they needed How to frame AI as a tool that elevates human capability, and why that framing is the difference between adoption success and workforce anxiety Christine Mikhail is a master's-level industrial-organizational psychologist and founder of Mikhail Consulting Group, a consultancy specializing in work design and change management. With roots tracing to ancient Egypt, she brings a uniquely global lens to how humans navigate transformation at work. TIMESTAMPS 00:00 – Welcome from the Transform Conference, Las Vegas 02:17 – Egypt, cultural identity, and a heartbreaking lesson in gender inequality 05:00 – Ancient Egypt's golden era: when women were pharaohs, financiers, and leaders 08:59 – What excites Christine about the future of work and the human-AI relationship 10:59 – The overlooked gap in AI adoption: where is the human change strategy? 13:24 – Upskilling in the AI era: we promise humans will be needed — but for what? 15:49 – "Compounded change" — why this moment feels like a tsunami, earthquake, and ripple at once 18:09 – How change resilience workshops are building community and catharsis 20:27 – AI adoption success: framing technology as "for" people, not a replacement 22:40 – Where to find Christine and Mikhail Consulting Group Find Christine Mikhail at: https://www.linkedin.com/in/christine-mikhail-odconsultant | Mikhail Consulting Group on LinkedIn Subscribe, leave a review at https://www.aworldofdifferencepodcast.com/reviews/new/, and share this episode with five people who need to hear it. Visit https://www.aworldofdifferencepodcast.com for more resources on intercultural leadership and global impact. Learn more about your ad choices. Visit megaphone.fm/adchoices

Practice servant leadership today!: Friday, March 20, 2026Do you want to go deeper with me? Book me for a keynote, workshop, or coaching.Subscribe to get my message delivered daily: https://www.michaelallosso.com/goodmorning.html——————May your morning begin shattering expectations right out of the gate. I hope my message brings a smile to your face. May you gain knowledge, become inspired, or collect a trivial fact that you might use in a contest someday.-------For the past 30 years, I've changed my phone message EVERY SINGLE DAY! It's a daily activity, as automatic as brushing my teeth.​ I actually do 2 unique messages daily: one on my cell phone and one on my landline. The time has come to share them. (Perhaps the time has come to get rid of my landline?

8. Philps draws parallels between Stalin's media control and Putin's modern propaganda machine. He argues that Stalin's "playbook" of disinformation and suppression remains central to Russian leadership today. The file also notes the post-war silence of Western newspapers, which often suppressed accounts of the heavy censorship they once endured. (25)1942 CHURCHILL, HARRIMAN, STALIN

In episode 005 of The Leadership Contrarian, Michael Redman explores how our cultural picture of leadership has evolved—from the lone hero archetype to the kind of leadership required in today's organizations. Classic movie heroes like John Wayne taught us that leadership meant strength, certainty, and independence. But stories like Star Wars revealed a different kind of leadership—one where very different people must learn to trust each other and work together to overcome challenges. Modern leadership isn't about the lone hero riding in to save the day. It's about bringing people together, building trust, and helping teams succeed collectively. This episode introduces two of the five relational capabilities that research has shown to be foundational to effective leadership: Caring Connection and Fostering Team Play. Michael reviews how trust, honesty, and shared responsibility can transform both culture and performance. If leadership today requires more than grit and determination, the real question becomes: what skills actually allow leaders and teams to thrive together?

In this opening episode, Paul explores what he believes is the greatest hidden problem in leadership today. Drawing on over four decades of experience, he looks at how leadership is often misunderstood, misdiagnosed, and reduced to surface-level fixes — while the real issues remain unseen.In this episode, Paul reflects on:why many leadership problems are hidden in plain sighthow obedience is often mistaken for leadership effectivenessthe difference between managing behaviour and cultivating ownershipwhy outcomes are easy to copy, but processes are harder to seehow misdiagnosis leads to repeated organisational frustrationKeep in touch with Paul's work, follow @paulscanlonuk, subscribe to the podcast, and find more at paulscanlon.com.

In this episode of the Measure Success Podcast, Carl sits down again with CEO and author Trey Taylor for a candid conversation on AI, culture, and the future of leadership. Trey explains why AI is no longer optional, how leaders can avoid lazy thinking, and what's driving the rapid rise of Latino-owned businesses in the U.S. He shares insights on balancing culture, people, and numbers—his signature "three things"—while adapting to tools that change faster than organizations can keep up. Trey also gives practical examples of AI improving operations, decision-making, and customer impact. Listen and learn how to lead with clarity in a changing world.

In this episode, Ryan Magnon, Chief Operating Officer at Ithaka Hospitality Partners, explains why strong operations are defining hospitality performance today. Drawing on experience shaped by quality management at Capella, operational leadership at Chick-fil-A, and his early career as a U.S. Air Force officer, Ryan outlines what great operators do differently: study their business as intentionally as they run it, develop their people with purpose, and commit to constant improvement.He also breaks down the metrics, dashboards, and “listening posts” that reveal what's really happening inside an operation — and why understanding the guest journey is essential to staying competitive.Read the research:Q3 2025 Hotel Results: The Profit Story Behind the Numbers (Actabl)Q3 2025: How Hotels Pivoted to Protect Profitability (HotelData.com) A few more resources: If you're new to Hospitality Daily, start here. You can send me a message here with questions, comments, or guest suggestions If you want to get my summary and actionable insights from each episode delivered to your inbox each day, subscribe here for free. Follow Hospitality Daily and join the conversation on YouTube, LinkedIn, and Instagram. If you want to advertise on Hospitality Daily, here are the ways we can work together. If you found this episode interesting or helpful, send it to someone on your team so you can turn the ideas into action and benefit your business and the people you serve! Music for this show is produced by Clay Bassford of Bespoke Sound: Music Identity Design for Hospitality Brands

What happens when you put three top creatives in Leadership Room 101?In this special Creatives edition of The Courageous Leaders Podcast, I sat down with Dave Buonaguidi (Co-founder of St. Luke's, 4Creative, and Karmarama), Trevor Robinson OBE (Founder and ECD of Quiet Storm), and Kevin Howes (Freelance Creative Director, Porsche, Sony, Hotels.com) for a sharp, honest, and funny deep dive into the biggest frustrations in creative leadership and what they'd like to banish forever.From corruption to open-plan offices to phones in meetings, nothing was off the table. The conversation turned into an unfiltered look at what's broken in modern leadership and how we can make work better.We Cover:00:00 – Introduction01:28 – Dave Buonaguidi on corruption in business and creative leadership07:28 – Trevor Robinson on sexism, bullying, and why integrity matters14:53 – HR under fire: protecting culture or protecting bad behaviour?20:30 – Trevor on open-plan offices and how they stifle creativity24:30 – The tension between collaboration and individual space for ideas29:34 – Why toxic competition still damages creative teams today33:26 – Kevin Howes on phones in meetings and respect for attention37:22 – How technology addiction is undermining focus and connection41:14 – Which frustration deserves to be banished into Room 101?46:20 – Final reflectionsDon't miss out on this powerful and entertaining episode.

Princess Castleberry began her career in risk management in financial services, and the biggest risk she sees today is that “leaders are in a capacity crisis.” Work experience, education and professional networks are undermined by this lack of capacity driven by emotional triggers, she says, which are in turn compounded by a massive wave of societal, economic and technological change. Now an instructional design expert and leadership speaker, Castleberry discusses how leaders can understand and manage triggers to enhance their capacity to lead with empathy. Castleberry will also be discussing these and other topics — including how to reduce “conflict waste” — at the ABA Annual Convention next month in Charlotte.

Episode 132, Dichotomy of Leadership Today we read through a small portion of the lessons learned from this book and the optional workbook it can be paired with. We recapped a bit of our activities since being on hiatus for awhile. ;-)Always good to sit and speak with this growing kid, who I'm happy to share what I'm currently learning and share what I can. Thanks to @grok.ai2 for the fun images and video (from a photo in the book)And thank you to @jockowillink @echelonfront @leifbabin for the many lessons and ongoing leadership mentorship via their many channels. We made it fun but the lessons are well written and appreciated. Take care and be healthy y'all

Send us a textIn 2025's rapidly shifting workplace, women leaders face a unique set of challenges: staff cutbacks, fewer advancement opportunities, and the persistent shadow of imposter syndrome. For mid-career professionals, the pressure to remain visible, relevant, and confident has never been higher.In this episode of The Mid-Career GPS Podcast, John Neral sits down with Michelle Myers, a veteran leader at Women's Leadership Today with over 20 years of experience developing women leaders, to explore how authenticity, adaptability, and strategic personal branding can fuel career growth at any stage.Michelle demonstrates how continuous learning and mutual adaptation between leader and organization can lead to long-term career success.Whether you're navigating leadership visibility in a hybrid workplace, refining your professional brand, or battling the quiet creep of invisibility in your career, Michelle offers practical, actionable strategies to help you shine.What You'll Learn in This Episode:The new leadership reality for women in 2025 and how to adapt to fewer opportunities and shifting workplace dynamicsWhy personal branding matters and how to make it about authenticity and clarity, not egoHow to conquer imposter syndrome so you can confidently articulate your valueVisibility tactics that work from optimizing your LinkedIn headline to volunteering for high-profile projectsConducting a skills gap analysis to identify the competencies you need for your next roleThe power of feedback and vulnerability in building trust and uncovering blind spotsHow male allies can support women leaders by amplifying their visibility and listening with authenticityThe ABCV Framework: Authenticity, Brand, Clarity, and Value, the roadmap for sustaining leadership successResources & Links:Click here to learn more about Michelle's work at Women's Leadership TodayConnect with Michelle Myers, MBA, on LinkedInSupport the showVisit https://johnneral.com/resources to: Subscribe to my free leadership and career newsletter Get The Mid-Career Promotion Blueprint to help you figure out whatever is next for you and your career Join The Mid-Career GPS Membership Community. Thank you for listening to The Mid-Career GPS Podcast. Please leave a rating and review on Apple Podcasts here. Connect with John on LinkedIn here.Get John's New Mid-Career Journal on Amazon here. Follow John on Instagram @johnneralcoaching. Subscribe to John's YouTube Channel here.

In this episode of Health Coach Conversations, Cathy Sykora talks with Kimberly Spencer, a high-performance, trauma-informed coach and founder of CrownYourself.com. Kimberly shares her journey from battling bulimia and finding healing through Pilates to becoming a successful entrepreneur and leadership coach. She dives deep into the core issues facing leaders today, especially the struggle to stay in their "zone of genius." Kimberly also reveals how podcast guesting can be a powerful, low-cost lead-generation strategy for coaches and entrepreneurs. In this episode, you'll discover: Why staying in your zone of genius directly impacts your income and fulfillment The differences between your zone of genius, excellence, and competence How podcast guesting can build brand visibility and drive lead generation Why leadership success hinges on decisiveness and courage How language rewires your subconscious beliefs and business outcomes What makes a podcast interview a powerful relationship-building tool Tips for building sustainable business models aligned with your lifestyle Memorable Quotes: "A podcast interview is like a first date with a potential referral partner." "You get to be the living, breathing embodiment of what's possible for others." "Don't put your past identity or your goals on a pedestal—pedestals are shaky." Bio: Kimberly Spencer is an award-winning high-performance, trauma-informed coach and trainer, Amazon best-selling author, TEDx speaker, and the founder of CrownYourself.com, helping visionary leaders transform their self-limiting stories, build their empire, stand out fearlessly, and make the income and the impact they deserve. Mentioned in This Episode: CrownYourself.com Links to Resources: Health Coach Group Website: thehealthcoachgroup.com Special Offer: Use code HCC50 to save $50 on the Health Coach Group website Leave a Review: If you enjoyed the podcast, please consider leaving a five-star rating or review on Apple Podcasts.  

What if thriving at work wasn't a nice-to-have, but a human right?

In a world where AI is transforming the workplace faster than ever, self-leadership has become a must-have skill. But what does it actually mean to lead yourself—and how can you start?In this episode, Leading Yourself author and leadership consultant Elizabeth Lotardo breaks down four essential practices of self-leaders. Whether you're navigating uncertainty, looking for more meaning in your work, or trying to stay motivated without a micromanager, this episode is your guide to becoming the kind of leader your career needs—starting with you.You'll learn:The 4 core practices of self-leadership and how to apply themHow to find meaning in your work, even if your job isn't your dream roleSimple habits to stay accountable, focused, and resilient—even when no one's watchingShow NotesGet 15% off OneSkin with the code CONTESSA at https://www.oneskin.co/ #oneskinpodWeekly Newsletter Sign-Up: http://bit.ly/37hqtQW Guest Resources:Elizabeth Lotardo website: https://www.elizabethlotardo.com/ Leading Yourself: https://www.elizabethlotardo.com/writing Career Contessa ResourcesBook 1:1 career coaching session: https://www.careercontessa.com/hire-a-mentor/ Take an online course: https://www.careercontessa.com/education/ Get your personalized salary report: https://www.careercontessa.com/the-salary-project/ See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this episode, Kevin Kelleher, a former hotel leader who is now an account manager at Actabl, shares what he's learned about leadership in hospitality.Recommended next episode with Kevin: The 70% Rule: Why Hospitality Leaders Grow Faster by Stepping Beyond Their Comfort ZoneAlso see: From Heart of House to Leadership: Lessons From My Journey to Hospitality Excellence - Kevin Kelleher A few more resources: If you're new to Hospitality Daily, start here. You can send me a message here with questions, comments, or guest suggestions If you want to get my summary and actionable insights from each episode delivered to your inbox each day, subscribe here for free. Follow Hospitality Daily and join the conversation on YouTube, LinkedIn, and Instagram. If you want to advertise on Hospitality Daily, here are the ways we can work together. If you found this episode interesting or helpful, send it to someone on your team so you can turn the ideas into action and benefit your business and the people you serve! Music for this show is produced by Clay Bassford of Bespoke Sound: Music Identity Design for Hospitality Brands

Show Notes:Coach Bill Courtney is not just the man behind an $80M company, bestselling book, and an Oscar-winning film. He's a living example of what it means to lead with humility, heart, and service. In this deeply moving and power-packed conversation, Rudi sits down with Coach Bill to talk about what true leadership looks like—starting at home, expanding into our communities, and rejecting the divisive noise of modern culture.From growing up in trauma to transforming a failing football program in inner-city Memphis, Coach Bill shares how servant leadership can radically change lives. Tune in to hear the story behind Undefeated, his transformative work with Manassas High School, the importance of prayer and family values, and why it's time to reclaim our country's narrative—one “normal” person at a time. In this episode, you'll learn:True leadership starts with service, not self-promotion.You don't have to be extraordinary to make an extraordinary impact.Reclaiming cultural unity begins with individual action and integrity.Leadership at home—especially in marriage and parenting—is foundational.You don't need permission to lead, teach, or serve. Just start where you are.

Show Notes:Coach Bill Courtney is not just the man behind an $80M company, bestselling book, and an Oscar-winning film. He's a living example of what it means to lead with humility, heart, and service. In this deeply moving and power-packed conversation, Rudi sits down with Coach Bill to talk about what true leadership looks like—starting at home, expanding into our communities, and rejecting the divisive noise of modern culture.From growing up in trauma to transforming a failing football program in inner-city Memphis, Coach Bill shares how servant leadership can radically change lives. Tune in to hear the story behind Undefeated, his transformative work with Manassas High School, the importance of prayer and family values, and why it's time to reclaim our country's narrative—one “normal” person at a time. In this episode, you'll learn:True leadership starts with service, not self-promotion.You don't have to be extraordinary to make an extraordinary impact.Reclaiming cultural unity begins with individual action and integrity.Leadership at home—especially in marriage and parenting—is foundational.You don't need permission to lead, teach, or serve. Just start where you are.

Send us a textWhat kind of leader do you want to be remembered as? Not someday—right now. In this episode, we're unpacking what it means to leave a legacy through the daily moments: how you encourage, how you show grace, how you handle hard conversations. If you're an aspiring or new building leader, you don't have to wait to make your mark. You're shaping culture, building trust, and leading with heart starting today. Legacy isn't a future milestone—it's your current mission.Empowered Educator CommunityCalling All Educators! I started a community with resources, courses, articles, networking, and more. I am looking for members to help me build it with the most valuable resources. I would really appreciate your input as a teacher, leader, administrator, or consultant. --> You can find it here: Empowered Educator CommunityBook: Educator to Entrepreneur: IGNITE Your Path to Freelance SuccessLet me help you determine the next steps in your career!Grab a complimentary POWER SessionWith Rubi.ai, you'll experience cutting-edge technology, research-driven insights, and efficient content delivery.email: melinda@empowereducator.com

How prepared are you to lead in a workplace that's changing faster than ever before? As corporate executives, you're facing unprecedented challenges—shifting workforce dynamics, evolving employee expectations, and relentless demands for adaptability.Is your leadership evolving to meet these demands, or are you stuck in outdated methods that no longer work?Bernadette Boas is joined by Vanessa Juldeman, President of Mosaic People Development, to delve into the rapidly evolving landscape of leadership in today's corporate world. With over 20 years of experience with top organizations such as Campbell Soup and the UN, Vanessa shares her expertise on how leaders need to adapt to meet the demands of an ever-changing work environment.Key Challenges Explored:Navigating unprecedented workplace challenges and shifting workforce dynamics.Addressing the macro and micro-level changes in organizational structures.Dealing with the lack of self-awareness, strategic insight, and insufficient education among leaders.Key Talking Points:The New World of LeadershipEssential Leadership SkillsFive Powerful Tools to Lead SuccessfullyBalancing Task and Relationship OrientationsResources and Links:Dive deeper with Vanessa's book, Mastering Leadership,available at mosaicpd.com.Connect with Vanessa Judelman through Mosaic People Development's website for more insights.Stay Connected: Follow Bernadette Boas and the Shedding the Corporate Bitch Podcast on social media to join the conversation and receive updates on future episodes.Don't forget to revisit this episode for a refresher or share it with colleagues to foster a collective journey in becoming powerful leaders. For personalized guidance, reach out to Bernadette at coachmebernadette.com/discoverycall.We're thrilled to have you with us and look forward to embarking on this transformation journey together!Support the show

How prepared are you to lead in a workplace that's changing faster than ever before? As corporate executives, you're facing unprecedented challenges—shifting workforce dynamics, evolving employee expectations, and relentless demands for adaptability.Is your leadership evolving to meet these demands, or are you stuck in outdated methods that no longer work?Bernadette Boas is joined by Vanessa Juldeman, President of Mosaic People Development, to delve into the rapidly evolving landscape of leadership in today's corporate world. With over 20 years of experience with top organizations such as Campbell Soup and the UN, Vanessa shares her expertise on how leaders need to adapt to meet the demands of an ever-changing work environment.Key Challenges Explored:Navigating unprecedented workplace challenges and shifting workforce dynamics.Addressing the macro and micro-level changes in organizational structures.Dealing with the lack of self-awareness, strategic insight, and insufficient education among leaders.Key Talking Points:The New World of LeadershipEssential Leadership SkillsFive Powerful Tools to Lead SuccessfullyBalancing Task and Relationship OrientationsResources and Links:Dive deeper with Vanessa's book, Mastering Leadership,available at mosaicpd.com.Connect with Vanessa Judelman through Mosaic People Development's website for more insights.Stay Connected: Follow Bernadette Boas and the Shedding the Corporate Bitch Podcast on social media to join the conversation and receive updates on future episodes.Don't forget to revisit this episode for a refresher or share it with colleagues to foster a collective journey in becoming powerful leaders. For personalized guidance, reach out to Bernadette at coachmebernadette.com/discoverycall.We're thrilled to have you with us and look forward to embarking on this transformation journey together!Support the show

(***TIMESTAMPS in description below) ~ Chief Special Operator Eddie Gallagher is without a doubt the most controversial Navy SEAL in modern day history –– and quite possibly in the entire history of Naval Special Warfare. Jim DiOrio is a former Army Ranger & FBI Special Agent in Charge. PATREON https://www.patreon.com/JulianDorey FOLLOW JULIAN DOREY INSTAGRAM (Podcast): https://www.instagram.com/juliandoreypodcast/ INSTAGRAM (Personal): https://www.instagram.com/julianddorey/ X: https://twitter.com/julianddorey EDDIE'S LINKS BOOK (Man in the Arena): https://www.amazon.com/Man-Arena-Fighting-ISIS-Freedom/dp/1733428003 IG: https://www.instagram.com/eddie_gallagher/?hl=en X: https://x.com/irving_nicholas YouTube Podcast: https://www.youtube.com/@shootmestraight/videos LISTEN to Julian Dorey Podcast Spotify ▶ https://open.spotify.com/show/5skaSpDzq94Kh16so3c0uz Apple ▶ https://podcasts.apple.com/us/podcast/trendifier-with-julian-dorey/id1531416289 JULIAN YT CHANNELS - SUBSCRIBE to Julian Dorey Clips YT: https://www.youtube.com/@juliandoreyclips - SUBSCRIBE to Julian Dorey Daily YT: https://www.youtube.com/@JulianDoreyDaily - SUBSCRIBE to Best of JDP: https://www.youtube.com/@bestofJDP ****TIMESTAMPS**** 00:00 - Eddie Gallagher Today, Reflecting on the Betrayal on Navy SEAL Community 08:02 - Disgraced Accountability in Military, Leadership Today & Rules/Woke Agenda 15:30 - 4th Turning Book, Younger Generations Mindset & Last Platoons Weakness 25:01 - Biggest Differences b/w Afghanistan & Iraq (Job Difficulties), Green Beret vs SEAL Job, “We Got Lied To” 32:07 - Eddie's View on Sadaam Hussein (Power Vacuum), Rise of 1S1S, Obama Regime's BS Rules 40:15 - Eddie Started Career as Marine, Wanting to Become SEAL, Surviving BUDs & Making It 52:57 - 1st Deployment to Iraq (HIT), Ambush Story, Preparation for Job & Greyness of War 01:03:21 - Eddie's Faith Journey 01:07:21 - Most Memorable Deployment, Fell into Well Story, Fighting During Deadliest Years (Dead Bodies) 01:14:30 - Becoming a BUDs Instructor (First Phase) 01:22:48 - SEAL Team 7 in Afghanistan (Investigation Story), Jim Investigating Laundered Money 01:31:03 - First Couple Platoons vs Failed Leaderships Later, Eddie Reacting to Afghanistan Withdrawal in 2021  01:38:50 - Eddie's Extreme Solution to Fixing US Military Leadership 01:40:05 - SEAL Team 7 Head of Platoon, Training His Last Troop 01:50:17 - Iraq Deployment to Wipe 1S1S Out, SEAL Team Engaging 1S1S 02:00:23 - Teammates Begin Complaining (Hate Circles), Most Traumatic Deployment (Horrific Stories) 02:09:00 - Reflecting on Group of Toxic SEALs 02:13:11 - The Event Story, Captured Fighter (Internal Injuries) 02:22:34 - Craig Miller (Toxic SEAL), Footage of Medical Treatment (Tampered) 02:30:34 - Miserable Attitudes & Being Accused of Stealing/Blaming Eddie 02:38:37 - Eddie Leaves Mosul & Gossiping Gets Worse, Confronts Team 02:45:41 - 7 Months Post Deployment (Under Investigation), Arrested and Interrogated 02:54:11 - Scaring Family, Weakest/Spineless NCIS Agency 02:59:01 - Arrested on 9/11, Military Prison Trial (Corruption), Trump Noticing & Eddie's Wife Helping 03:08:00 - Eddie's Youngest Son Visit, Trying to Embarrass Him, Eddie's Rock Bottom 03:14:11 - Firing First Group of Lawyers, Hiring Bernie as Lawyer 03:20:01 - Prosecution Leaking Info & Caught Spying, Eddie Questioning Himself & Training 19 Year Old Kids 03:29:21 - Going to Trial (Craig Miller Crying), Caught Spying Allowed Out of Solitary Confinement 03:34:25 - Corey Scott (Prosecutor's Main Witness) Asking for Forgiveness, Whole Case Blew Up Moment 03:38:31 - Innocent only Guilty on Photo (Banned from all SEAL Bases), Fired Secretary of Navy 03:45:01 - Finding Peace with Media Slander CREDITS: - Host & Producer: Julian D. Dorey - In-Studio Producer & Editor: Alessi Allaman - https://www.youtube.com/@alessiallaman Julian Dorey Podcast Episode 256 - Eddie Gallagher Music by Artlist.io

(00:00) Zolak and Bertrand kick off the fourth hour continuing the Sounds Of Sunday from week 7 of the NFL.  (6:00) The crew jumps back in, questioning some of the coaching calls that Jerod Mayo made during the game against the Jaguars. (19:03) The guys get right back to it as Bill Belichick defends the Patriots' defense after Jerod Mayo called the team soft. (34:42) Zo and Beetle close out the fourth hour with Today's Takeaways on how bleak things are for the Patriots.

Alex Petkas of Cost of Glory discusses leaving academia and how the ivory towers are no longer a place for excellence and high agency people but conformity and mediocrity. He explains why Plutarch is more important than you think and how the ancient Greeks and Romans are the model of manliness and hero culture for the West. He points out ancient elite dynamics and past history which rhymes with the present. Watch on BitChute / Brighteon / Rokfin / Rumble / Substack Geopolitics & Empire · Alex Petkas: Ancient Hero Culture, Leadership Today, & Academia as No Place for High Agency #481 *Support Geopolitics & Empire! Donate https://geopoliticsandempire.com/donations Consult https://geopoliticsandempire.com/consultation Become a Member https://geopoliticsandempire.substack.com Become a Sponsor https://geopoliticsandempire.com/sponsors **Visit Our Affiliates & Sponsors! Above Phone https://abovephone.com/?above=geopolitics easyDNS (use promo code GEOPOLITICS for 15% off!) https://easydns.com Escape The Technocracy course (15% discount using this link) https://escapethetechnocracy.com/geopolitics LegalShield https://hhrvojemoric.wearelegalshield.com Wise Wolf Gold https://www.wolfpack.gold/?ref=geopolitics Websites Cost of Glory https://costofglory.com Substack https://costofglory.substack.com YouTube https://www.youtube.com/@costofglory About Alex Petkas Alex likes helping people draw energy and practical insights from great figures of the past. He left a successful career in academia in order to this better.  You can read his CV here. Besides peer reviewed research publications, he has written for many non-academic venues, including Compact, American Mind, Man's World, and Antigone (where he is a founding editor). He lives with his wife and kids in his native Texas. *Podcast intro music is from the song "The Queens Jig" by "Musicke & Mirth" from their album "Music for Two Lyra Viols": http://musicke-mirth.de/en/recordings.html (available on iTunes or Amazon)

Alex Petkas of Cost of Glory discusses leaving academia and how the ivory towers are no longer a place for excellence and high agency people but conformity and mediocrity. He explains why Plutarch is more important than you think and how the ancient Greeks and Romans are the model of manliness and hero culture for the West. He points out ancient elite dynamics and past history which rhymes with the present. Watch on BitChute / Brighteon / Rokfin / Rumble / Substack Geopolitics & Empire · Alex Petkas: Ancient Hero Culture, Leadership Today, & Academia as No Place for High Agency #481 *Support Geopolitics & Empire! Donate https://geopoliticsandempire.com/donations Consult https://geopoliticsandempire.com/consultation Become a Member https://geopoliticsandempire.substack.com Become a Sponsor https://geopoliticsandempire.com/sponsors **Visit Our Affiliates & Sponsors! Above Phone https://abovephone.com/?above=geopolitics easyDNS (use promo code GEOPOLITICS for 15% off!) https://easydns.com Escape The Technocracy course (15% discount using this link) https://escapethetechnocracy.com/geopolitics LegalShield https://hhrvojemoric.wearelegalshield.com Wise Wolf Gold https://www.wolfpack.gold/?ref=geopolitics Websites Cost of Glory https://costofglory.com Substack https://costofglory.substack.com YouTube https://www.youtube.com/@costofglory About Alex Petkas Alex likes helping people draw energy and practical insights from great figures of the past. He left a successful career in academia in order to this better.  You can read his CV here. Besides peer reviewed research publications, he has written for many non-academic venues, including Compact, American Mind, Man's World, and Antigone (where he is a founding editor). He lives with his wife and kids in his native Texas. *Podcast intro music is from the song "The Queens Jig" by "Musicke & Mirth" from their album "Music for Two Lyra Viols": http://musicke-mirth.de/en/recordings.html (available on iTunes or Amazon)

What happens when a mission trip transforms your perspective, your relationships, and even your approach to leadership? In this episode, Nikki takes us on a journey through her life-changing experience with Homes of Hope, an organization that's built over 8,000 homes in 30 countries. Joined by the founders, Sean Lambert and Andrea East, Nikki explores how service doesn't just uplift communities—it has the power to recalibrate how we think, work, and connect with others. Additional Resources: Connect with Nikki on LinkedIn  Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network Homes of Hope International Websight Contact Andrea to discuss next steps: hope@ywamsdb.org Promotional Video Homes of Hope family story Our pricing model for Homes of Hope in Mexico  Key Takeaways:  Transformative Power of Service: Serving others not only helps those in need but creates a deep bond and sense of purpose among those who give. Connection Through Immersive Service: A mission trip creates stronger relationships between coworkers by uniting them in a meaningful cause. Purpose and Impact in Leadership: Today's workforce seeks purpose beyond a paycheck—serving as a team fulfills that deeper desire for meaning and trust.

Summary We each have mindsets that we bring to our leadership. In this final of a five part series, we explore Drive for Growth and the role it plays in The Leader's Mindset.   Transcript Hello and welcome to episode 225 of the Leadership Today podcast where each week we share practical tips to improve your leadership. In this final of a five part series, we explore Drive for Growth and the role it plays in The Leader's Mindset. We are continuing to explore The Leader's Mindset which has four elements: Goal Orientation, Optimistic Outlook, Options Thinking and Drive for Growth. I encourage you to listen to the  previous episodes first and also take the time to complete our free Mindset to Action assessment. This provides detailed feedback on all four areas along with development suggestions. Just go to https://leadership.today/mta Continuing our journey metaphor, we can be clear about where we're going, have a positive attitude towards that journey, and even be great at identifying various options to get there, but without Drive for Growth we won't make progress. Drive for Growth is like momentum and making forward progress on the journey. With a Drive for Growth mindset, a person will be motivated to keep going and persist even when things get hard. They push themselves to standards that are greater than the minimum that's expected. Without a Drive for Growth, a person tends to give up when things become difficult to achieve. They also find it hard to get going on a task they know will be difficult. Sometimes it can feel like some people are just born with higher levels of drive and motivation, but we can all develop and improve our Drive for Growth. Here are five practical ideas you can use: Boost Your Mood: Procrastination is about putting short term mood repair over long term results. We procrastinate because it makes us feel better in the moment. Research demonstrates that boosting your mood by completing an activity you enjoy makes you less likely to procrastinate. Whether it's going for a quick walk or talking with a colleague, take a few moments to boost your mood before you begin. Start Small: Getting started can be the hardest part of pursuing any goal. Identify a small first step you can take to make progress. Dedicating a short amount of time such as 10 to 15 minutes to begin can also be a useful approach. You can then add another 10 to 15 minutes on at the end, as you're likely to be more motivated once you get started. Review Why It Matters: It's challenging to make progress when we lose sight of why our actions matter. Think about your broader goals and sense of purpose in life. Identify how activities align with this purpose to give you that extra motivation. Reflect on Progress: Take stock of the progress you have already made. Think about where you were a month or a year ago and reflect on what you've learned and how you've grown. This will help to build your confidence and motivation to keep going. Recognise That Growth is Difficult: Learning anything new is uncomfortable. Feeling awkward and wanting to give up are natural responses to trying any new activity or pushing ourselves out of our comfort zone. It doesn't mean that you lack potential. Push through the awkwardness towards growth and improvement. Becoming comfortable with feeling uncomfortable is a key part of a Drive for Growth mindset. Choose one of these to practice over the coming week. That's our final episode in this series on The Leader's Mindset. If you found the episodes and Mindset to Action assessment helpful, please share them with a friend or colleague. We are committed to sharing resources that help everyone with their leadership and you play a big part in spreading the news. Have a great week as you become an even better leader.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - Five five day challenges with workbooks - Nineteen recorded webinars - A searchable library of 170+ "how to" quick videos on a range of leadership challenges That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Today on the Daily Nugget, Mike continues his study in 2 Corinthians 10. Paul talks about the criticisms he was facing. In this criticism, he gives us insights into a couple of things that will transform us.

Summary We each have mindsets that we bring to our leadership. In this fourth of a five part series, we explore Options Thinking and the role it plays in The Leader's Mindset.   Transcript Hello and welcome to episode 224 of the Leadership Today podcast where each week we share practical tips to improve your leadership. In this fourth of a five part series, we explore Options Thinking and the role it plays in The Leader's Mindset. We are continuing to explore The Leader's Mindset which has four elements: Goal Orientation, Optimistic Outlook, Options Thinking and Drive for Growth. I encourage you to listen to the three previous episodes first and also take the time to complete our free Mindset to Action assessment. This provides detailed feedback on all four areas along with development suggestions. Just go to https://leadership.today/mta We often aren't great at coming up with multiple options when we encounter challenges. Typically we will generate one option, and then become stuck if that option doesn't work. Options Thinking is like identifying various pathways to the destination on your journey. With Options Thinking, a person identifies ways around emerging challenges and problems. They are confident in their ability to come up with another way around obstacles they might face. Without Options Thinking, a person gets stuck when things don't go to plan. They find it hard to identify new ways to reach their destination when the first pathway is blocked. So Options Thinking has two parts - the identification of options up front, and then immediately focusing on options when you become stuck. There are five ways you can build your Options Thinking: Brainstorm Options: When you face an obstacle, immediately start to brainstorm options. Recognise that option generation and option evaluation are two distinct steps. If we are trying to evaluate our options while we generate them, we will often throw out too many options that could have merit. Instead, spend time generating multiple options before evaluating them. Ask Yourself Questions - Use these questions to help prompt further options: What are your options moving forward? What else might you do? What has worked so far? How could you do more of that? Who else could help? What are the pros and cons of these options? What are the easiest options that will have the biggest impact? Engage Others: Ask a trusted colleague or friend to help you generate new options. Having someone asking you for further options and guiding you towards new areas to consider is extremely helpful. It's often even better if the person isn't close to the problem so they can take a more objective view. Change Your Setting: Consider where you come up with your best ideas. Most people develop their best ideas when they're relaxed, maybe having a shower or going for a walk, and when they're interacting with others. Make sure you give your brain time to relax and consider options, and bring others around you to bounce ideas off. Reflect on Past Successes: Take time to reflect on moments when you have overcome challenges or worked through adversity. Reflecting on our past successes can encourage us to keep going and generate new ideas to move forward. As always I encourage you to select one of these to practice over the coming week. In our final episode of this series we are going to explore Drive for Growth. Have a great week as you become an even better leader.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - Five five day challenges with workbooks - Nineteen recorded webinars - A searchable library of 170+ "how to" quick videos on a range of leadership challenges That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Leadership is a demanding path. We're constantly navigating complex challenges, making tough decisions, and trying to inspire those around us. But in the midst of all this, it's easy to lose sight of our own personal growth and spiritual well-being. Recently, I embarked on a 12-stage journey towards spiritual transformation. I'm excited to share the first three stages with you today. My hope is that my experiences might resonate with you, or perhaps even inspire you on your own path. 1. Awakening Awareness Understanding and Admitting My Limitations The first step was about waking up. I had to look in the mirror and honestly acknowledge that I don't have all the answers. As leaders, we often feel the pressure to appear infallible, but the truth is, we're all human. Admitting my limitations wasn't easy, but it was an act of courage. It opened the door to growth, allowing me to seek help, learn from others, and foster a more collaborative environment. Realizing That My Current Path Is Unsustainable I also came to the realization that the way I was operating was simply not sustainable. The relentless pursuit of goals without self-care was leading to burnout. This wasn't just affecting me personally, it was impacting my team and my overall effectiveness as a leader. Recognizing this was a pivotal moment. It became clear that I needed to make a change—not just for myself but for everyone who depended on me. Exercises in Self-Awareness and Mindfulness To cultivate this newfound awareness, I started incorporating mindfulness practices into my daily routine. Simple exercises like mindful breathing, journaling, and taking short breaks throughout the day to reflect helped me stay present. These practices increased my self-awareness, reduced stress, and improved my decision-making skills. I found that when I was more attuned to my own thoughts and feelings, I could lead with greater empathy and clarity. 2. Recognizing Universal Connection Accepting That a Greater Wisdom or Energy Can Guide Us The second stage involved recognizing that we're all part of something larger than ourselves. I started to accept that there's a greater wisdom or energy that can guide us if we're open to it. This wasn't about adopting a specific religious belief but about embracing the idea that we're interconnected with the world around us. Exploring Various Spiritual Traditions and Beliefs I began exploring different spiritual traditions and philosophies—reading about Buddhism, Stoicism, and even delving into indigenous wisdom. Each offered unique insights into the human experience and our connection to the universe. This exploration broadened my perspective, allowing me to see beyond the immediate challenges of leadership and consider the bigger picture. Meditation Practices to Connect with the Universe Meditation became a key practice during this stage. Techniques like loving-kindness meditation helped me cultivate compassion, while mindfulness meditation improved my focus and presence. These practices not only enhanced my personal well-being but also had a positive impact on how I interacted with my team and approached problem-solving. 3. Embracing Surrender Letting Go of Control and Trusting the Process Perhaps the most challenging step was learning to embrace surrender. As a leader, I'm used to being in control, steering the ship, and ensuring everything goes according to plan. But I realized that clinging too tightly to control was limiting possibilities. By letting go and trusting the process, I opened myself up to new ideas and solutions that I might have otherwise overlooked. Developing Faith in a Higher Self or Universal Intelligence I started to develop faith—not necessarily in a religious sense but in the belief that there's a higher self or universal intelligence at play. This faith allowed me to trust that things would work out as they should, even if the path wasn't immediately clear. It brought a sense of peace and reduced the anxiety that often accompanies leadership responsibilities. Practical Techniques for Surrendering Ego To surrender my ego, I practiced active listening and encouraged feedback from my team. I made a conscious effort to value others' opinions and admit when I didn't have all the answers. This not only built trust within the team but also fostered a more innovative and collaborative environment. By stepping back, I empowered others to step forward, which ultimately strengthened the organization as a whole. Conclusion Embarking on this spiritual journey has been transformative, both personally and professionally. By awakening awareness, recognizing our universal connection, and embracing surrender, I've become more attuned to myself and those around me. These stages have helped me lead with greater authenticity, compassion, and effectiveness. I encourage you, fellow leaders, to consider your own path. Maybe some of these experiences resonate with you, or perhaps they inspire you to explore new avenues of growth. Remember, leadership isn't just about guiding others; it's also about evolving ourselves. I'm excited to continue sharing my journey with you. In my next three blog posts, I'll delve into the next nine stages of my spiritual transformation. Stay tuned!

In this talk from our series "What is the Church," we delve into the foundation of church leadership. We discuss the roles of elders, pastors, and deacons, clarifying their biblical qualifications and responsibilities. Emphasizing a unified vision, we address common misconceptions about leadership, highlighting that leaders equip the church for ministry. Join us to understand how we can collaboratively build a mission-driven community. ------ Come join in with what God is up to at Commonwealth Church. Join us on Sundays at 10 AM. commonwealthsd.org

Leadership isn't getting any easier. Globally each day millions of leaders are left to their own devices to navigate the complexities of leading people, organizations, change and leading themselves. Leadership today has changed drastically, and so must how we prepare leaders for success. Stan Peake, Canada's leading leadership coach has a new book Fixing Leadership, a comprehensive guide that delves into the very essence of modern leadership. Based on interviews with over 300 leaders and leadership coaches Stan's authentic and compelling writing offers practical advice, solid research, and takes a look at what's changed and what it takes to be a great leader today, no matter the industry.   LINKS   Stan Peake website contact https://getsuccessfaster.com/stan-peake   Book on Amazon Fixing Leadership   The Mojo Sessions website www.themojosessions.com   The Mojo Sessions on Patreon www.patreon.com/TheMojoSessions Full transcripts of the show (plus time codes) are available on Patreon.   The Mojo Sessions on Facebook www.facebook.com/TheMojoSessions   Gary on LinkedIn www.linkedin.com/in/gary-bertwistle   Gary on Twitter www.twitter.com/GaryBertwistle   The Mojo Sessions on Instagram www.instagram.com/themojosessions   If you like what you hear, we'd be grateful for a review on Apple Podcasts or Spotify. Happy listening!   © 2024 Gary Bertwistle.  All Rights Reserved.

In this episode, Wayne Turmel talks with Alex Geesbrecht, co-founder of PRAX Leadership, about the changing landscape of leadership in the remote and hybrid work environment. Alex shares insights on the state of leadership today, the importance of authentic connections, and the skills leaders need to develop to succeed. They discuss emotional regulation, the significance of self-leadership, and how leaders can genuinely connect with their teams despite the physical distance. Key Topics: The current state of leadership and how it has changed over the past five years The impact of remote and hybrid work on team connection and leadership The difference between connectivity and true connection Importance of authenticity and vulnerability in leadership Practical tips for emotional regulation and self-awareness The role of neuroscience in leadership development The future of leadership and the importance of investing in individual growth Resources Mentioned: PRAX Leadership The Long-Distance Leader: Rules for Remarkable Remote Leadership, Second Edition (Available September 17th) Timestamps 00:00 - Introduction 00:43 - Meet Alex Geesbrecht 01:45 - The State of Leadership Today 02:50 - Impact of Remote Work on Connection 04:24 - The Importance of Authenticity 07:23 - Teaching Authenticity in Leadership 10:28 - The Role of Neuroscience 12:27 - Key Skills for Remote Leaders 14:51 - Challenges of Remote Leadership 17:14 - The Future of Leadership Want us to answer one of your questions? Contact Us!   Subscribe to Long-Distance Worklife wherever you listen to podcasts. If you enjoyed this episode, please take a moment to rate the show 5 stars and leave a review! Connect with us: Instagram: https://www.instagram.com/longdistanceworklife/ YouTube: https://www.youtube.com/channel/UC2P22kW5iaX8zU3B0-HVCUA Website: https://longdistanceworklife.com/  TikTok: https://www.tiktok.com/@longdistanceworklife  Join us for a powerful, 4-part video series titled, Demystifying Remote Leadership. You will learn how to create solid working relationships in a virtual team with more confidence and less stress! Sign up: https://longdistanceworklife.com/video  

How does a product marketer end up in the CEO seat? Moving from being an analyst at Forrester to starting at BlueConic as a product marketer and doing many different jobs at the company over the years landed Cory Munchback the CEO seat.Fully backed by the founder, Cory shares her remarkable journey from analyst to CEO, detailing the vital lessons learned and the strategies that have shaped her leadership.Cory's Path to CEOCory started her career at Forrester Research, gaining invaluable insights into marketing leadership and technology strategy. This foundational experience at Forrester was crucial as she transitioned to BlueConic, where she began as the Director of Product Marketing. Reflecting on her diverse roles within the company, Cory notes, "I've always been someone who feels how the system works."Key Takeaways for CEOsEmpathy and Understanding Across Roles: Cory emphasizes the importance of understanding every department's role in achieving the company's objectives. She shares, "I have a deep reverence and admiration for the skills that they bring, because I literally knew I wasn't good enough at them or wasn't passionate about them to do it myself."Replacing the Founder as CEO: Cory highlights the smooth transition from the founder being the CEO to her replacing him as a well-planned succession. "He was fully behind me. This was a thoughtful succession plan...me taking over was something he valued as part of his own legacy," Cory explains, underscoring the significance of support and clear communication during leadership transitions.The Importance of Customer-Centric Leadership: The customer is at the core of Cory's leadership philosophy. Coming from product marketing she knows better than most that you have to stay close to the customer. Don't miss the rapid fire session at the end of the episode where Cory shares her favorite books and podcasts that have influenced her career and leadership style.For an in-depth understanding of Cory Munchbach's strategic approaches and personal influences that have shaped her journey at BlueConic, listen to the full episode.Join us next week on Sales Talk for CEOs for more insights from top executives on driving growth and leadership effectiveness.Chapters00:00 Introduction - Unveiling the critical sales knowledge CEOs need to thrive in modern markets.00:03 Female CEO Spotlight - Kicking off with excitement for female CEOs and the fresh perspectives they bring to the table.01:05 Welcome Cory Munchbach - Introducing Cory Munchbach, CEO of Blueconic, and her unexpected career journey.01:29 Exploring Blueconic - Diving into what Blueconic does, its ideal customer profile, and how their tech drives business forward.02:26 The Importance of Consumer Insights - Discussing the necessity for brands to deeply understand consumer behaviors.02:44 Cory's Path to CEO - A look at Cory's progression within Blueconic and her transition to the CEO role.03:02 From Analyst to CEO - Tracing Cory's professional roots from Forrester Research to her leadership position.05:03 The Lure to Blueconic - Cory shares what drew her to join a fresh, dynamic startup and tackle new challenges.06:07 The Marriage of Sales and Product Marketing - Understanding how product marketing works in unison with sales to achieve success.07:56 Initial Sales Struggles & Strategies - Reflecting on early sales efforts and the push for establishing brand credibility.08:05 Rapid Role Progression - Cory recounts the various roles she adapted on her way to the top.11:14 Cultivating Customer Success - Emphasizing the need for focusing on customer satisfaction to drive sales and business growth.14:15 Journey to CEO - Cory's evolution within Blueconic and the responsibilities she accumulated along the way.17:11 Cory's Role in Sales as CEO - Outlining how the CEO's involvement can significantly impact sales initiatives.About GuestAs the CEO of customer data platform BlueConic, Cory has spent her career on the cutting edge of marketing technology and has years of experience working with Fortune 500 clients from various industries. Before joining the BlueCrew, she was an analyst at Forrester Research where she covered business and consumer technology trends and the fast-moving marketing tech landscape. A sought-after speaker and industry voice, Cory's work has been featured in Financial Times, Forbes, Raconteur, AdExchanger, The Drum, Venture Beat, Wired, AdAge, and Adweek. A life-long Bostonian, Cory has a bachelor's degree in political science from Boston College and spends a considerable amount of her non-work hours on various volunteer and philanthropic initiatives in the greater Boston community. The rest of that time is spent hanging with family and friends; running around with her rescue dog; or – most likely of all – reading.Connect with Cory on LinkedIn:https://www.linkedin.com/in/Corymunchbach/BlueConic LinkedIn:https://www.linkedin.com/company/blueconic/Check out Alice's website: https://aliceheiman.com/Connect with Alice on LinkedIn: https://www.linkedin.com/in/aliceheiman/

Instilling One Powerful Trait in His Team…Raj Mukherjee, CIO at HIT Promotional Products (one of the largest in the US), has steadily risen through the ranks over the last five years.There's one trait that is so foundational that he seeks to foster it in every team member.It's so critical that he won't let his teams operate without it…CARESo simple yet often forgotten in hiring and development.Consider….have you ever had training for “care”? Unlikely.Raj shares a powerful strategy he uses to boost the care that the team takes with their customers……it's been transformative.HIT Promotional Products has been in business for over 50 years and ranked #5 in their industry with 3,000 employees and shipping over 3,500 orders per day.Raj has a Masters degree from the University of South Florida and an MBA from the University of Florida.LinkedIn Profile https://www.linkedin.com/in/rishiraj-mukherjee-712b4222/Company Link: https://hitpromo.net/What You'll Discover in this Episode:The First job Still Influences his Leadership Today.A Hard Lesson from his First Day at Work.A Selling Secret he Learned from a Sheriff.The Advice he'd give his Younger Self.The Mindset that Transformed his Career.The One Trait He'd Like to Instill in Every Employee.A Colorful Story of When Someone Quit.Why the Promotional Product Industry is a Leader's Best Friend-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

There's often a huge difference between the rhetoric around L&D leadership and the reality. It's not all about creating a Learning Culture and sailing a course to L&D nirvana. The reality is it's a lot messier with a lot of hustle, winning some days and losing many more. In this episode, presented by 360Learning, Simon Gibson lifts the lid on his reality and how L&D leadership today is evolving and changing within these turbulent times. KEY TAKEAWAYS Hiring people from diverse backgrounds and disciplines results in a more innovative and resilient team. L&D is evolving fast, so there are some big skill gaps, e.g. data analysis.  Those professionals who can prove the positive impact they have had on the business are the most likely to get hired. Get under the skin of what the managers you work for really need. Getting managers together to discuss what challenges they face and how they overcome them is incredibly instructive for them and you. Discovery sessions are powerful. Being clear about what you are trying to fix and staying focused on that is essential. Analysis is essential, without it you cannot prove that you are actually closing the skills gap. Consumption does not equal competence. If that knowledge is not retained and applied on the job, the training is useless. BEST MOMENTS 'Theory is one thing, but show me how, show me when and what that meant. Build that body of evidence.' 'They're bound by restricted and empowered by the culture.' 'Go build that commercial muscle, go find out how things work, go find out how things are made.' VALUABLE RESOURCES The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523 L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/ Simon Gibson Bio Simon is Group Head of Learning & Development at Marks & Spencer and an experienced executive-level People Leader/Chief Learning Officer. He has a passion to deliver meaningful commercial change and transformation via learning, organisational development, and talent initiatives. You can follow and connect with Simon via: LinkedIn: https://www.linkedin.com/in/simongibsonlearning/ X / Twitter: @simon1gibson ABOUT THE HOST David James  David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.  As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D.  CONTACT METHOD  Twitter:  https://twitter.com/davidinlearning/ LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/  L&D Collective: https://360learning.com/the-l-and-d-collective/ Blog: https://360learning.com/blog/ L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/

In this captivating episode of the Moonshots Podcast, hosts Mike and Mark dive into Simon Sinek's transformative book, "Leaders Eat Last." The episode is structured into five insightful chapters, each shedding light on different aspects of leadership in the modern world.Buy The Book on Amazon https://geni.us/LeaderseatlastBecome a Moonshot Member https://www.patreon.com/MoonshotsWatch this episode on YouTube  https://www.youtube.com/watch?v=w2WA15UUK0ISummary:https://www.apolloadvisor.com/summary-leaders-eat-last-why-some-teams-pull-together-and-others-dont-simon-sinek/Chapter Breakdown:Johnny Bravo - Definition:Johnny Bravo: An exploration of the concept and its relevance in leadership.Where Does Johnny Bravo Come From?: Understanding the origins and implications of this leadership style.What is Leadership Today? - Context:Leadership Crisis - False Definition of Leadership (from the 80s): Discuss how outdated perceptions of leadership still influence today's leaders.Who Gets the Medal? - We Have It Backwards: A critical look at the current state of leadership recognition and its flaws.Leadership Has Nothing To Do With Rank: Emphasizing that authentic leadership is about courage, not hierarchical position.Leaders Eat Last - How You Do It:What Leaders Eat Last Means: Delving into the core message of Sinek's philosophy.Direction & Sense of Purpose Helps Leaders Lead: Exploring how purpose guides effective leadership.Responsibility of Leadership: Discussing the weight and responsibility that comes with being a leader.Morality vs The Law: The distinction between legal obligations and moral responsibilities in leadership.Case Study:Better That We All Suffer a Little - Bob Chapman: Examining a real-world example of leadership principles in action.Courage & Safety:How Safety Creates Courage: Understanding the relationship between a safe environment and the development of courage in teams.Why Some Teams Pull Together: Analyzing the factors that lead to cohesive and effective team dynamics.Throughout this episode, Mike and Mark engage in deep discussions, pulling out key insights and practical applications from each chapter. This episode is a treasure trove for anyone interested in leadership, team dynamics, and personal development, offering a fresh perspective on what it means to be a leader today.Buy The Book on Amazon https://geni.us/LeaderseatlastBecome a Moonshot Member https://www.patreon.com/MoonshotsWatch this episode on YouTube  https://www.youtube.com/watch?v=w2WA15UUK0ISummary:https://www.apolloadvisor.com/summary-leaders-eat-last-why-some-teams-pull-together-and-others-dont-simon-sinek/ Thanks to our monthly supporters Diana Bastianelli Andy Pilara ola Lorenz Weidinger Fred Fox Austin Hammatt Zachary Phillips Antonio Candia Dan Effland Mike Leigh Cooper Daniela Wedemeier Bertram O. Gayla Schiff Corey LaMonica Smitty Laura KE Denise findlay Krzysztof Wade Mackintosh Diana Bastianelli James Springle Nimalen Sivapalan Roar Nikolay Ytre-Eide Stef Roger von Holdt Jette Haswell Marco Silva venkata reddy Dirk Breitsameter Ingram Casey Nicoara Talpes rahul grover Evert van de Plassche Ravi Govender Andrew Hyde Craig Lindsay Steve Woollard Lasse Brurok Deborah Spahr Chris Way Barbara Samoela Christian Jo Hatchard Kalman Cseh Berg De Bleecker Paul Acquaah MrBonjour Sid Liza Goetz Rodrigo Aliseda Konnor Ah kuoi Marjan Modara Dietmar Baur Ken Ennis Bob Nolley ★ Support this podcast on Patreon ★