Podcast appearances and mentions of lindsay mcgregor

Worried about retaining your best employees? Our guest on this episode is helping you do just that. Lindsay McGregor is the CEO and Co-Founder of Factor.ai and co-author of the bestselling book "Primed to Perform: How to Build the Highest Performing Cultures Through the Science of Total Motivation." Lindsay has one of the best track records of working with fast-growing startups like Slack, Grab, and Flexport byhelping them build a high-performance team culture. Previously, Lindsay led impactful projects at McKinsey, partnering with Fortune 500 companies, nonprofits, universities, and school systems. She earned her B.A. from Princeton and her MBA from Harvard Business School. In Episode 075 of CLIMB by VSC, Lindsay discusses why the 'fun' culture in entrepreneurship isn't working, the importance of measuring your team's motivation, and why autonomy could be killing your startup. Follow us on LinkedIn: Lindsay McGregor— https://www.linkedin.com/in/lindsaymcgregor/ Jay Kapoor— https://www.linkedin.com/in/jaykapoor/ VSC Ventures— https://www.linkedin.com/company/vsc-ventures/ 00:00:00 Intro 00:00:47 Meet Lindsay McGregor 00:02:01 3 Frameworks Every Founder Needs to Know 00:03:36 Tactical and Adaptive Balance in Startups 00:08:53 The 6 Key Motivators for Your Startup 00:16:00 The 'Fun' Culture in Entrepreneurship isn't Working 00:23:43 Are You Measuring Your Team's Motivation? 00:31:05 Strategy is Ignoring Great Ideas: Slack Founder 00:31:57 Autonomy is Killing Your Startup 00:36:02 No Velocity? Your Startups is Doomed to Fail 00:39:32 Factor.ai is Simplifying Management 00:42:38 Great founders Aren't the Most Charismatic 00:48:28 You Needs this Pit Stop Strategy to build a Great Company 00:53:03 Where can people learn more about Factor.ai?

Show Notes: Lindsay McGregor discusses her firm's focus on building high-performing organizations. She explains that the highest performing organizations motivate people in a specific way, unlocking play, purpose, and potential for the problem they're solving. The firm trains leaders to be inspirational and consults with organizations on designing their operating models. She shares a story about how the firm explained the deeper concepts of play at work, and how implementing these concepts of play was worth millions of dollars to the fund's portfolio managers every year. Play is often seen as something we do during our hobbies, but when we feel engaged by what we're solving, we perform at our best.  Utilizing Play Concepts for Growth Management Lindsay talks about the tools used to facilitate the play process and shares a sample engagement with a client who was the founder of a tech company that had scaled rapidly and the former processes no longer worked. Lindsay shares examples of the challenges faced  in managing a team due to the rapid growth of the organization, including issues of talent retention, burn out, and AI adoption. To address these issues, Lindsay's firm found three simple, easy-to-implement routines: goal checks, health checks, and skill checks. She shares a story that demonstrates the benefit of problem solving activities. She explores each routine and explains that, by focusing on these strategies, companies can ensure their teams are equipped to handle the demands of their rapidly growing environment and maintain a competitive edge. Outcome-related Goals, Process-related Goals, and Idea-related Goals The conversation moves to outcome-related, idea-related, and process-related goals in a company. Lindsay emphasizes the importance of tracking process metrics and idea metrics to track how many ideas or experiments are being run. Aggressive goals can lead to increased effort, but it's crucial to manage experimentation and work smarter instead. For example, a tech company's recruiter had to fill double the number of jobs in the coming quarter than she normally does. By breaking down her goal into six categories, AI helped her create five sub goals that focused on working smarter, not harder. This allowed her and her leader to focus on creatively adapting their approach. Team Alignment, Strategy, and Outcome Goals In some organizations, having a senior leader join the goal meetings and challenges can be powerful, as it allows senior leaders to help block the team and identify blockers that are outside of their control. This creates a sense of understanding and cooperation between the team and the executive. The quarterly health process and skill check are essential for ensuring the right goals are set and the team has the necessary skills to accomplish them. Motivation in the workforce is a key factor in achieving success. A study found that people who learn valuable skills on the job and have good work-life balance are more motivated. However, many find learning new skills difficult, as it is often seen as a big training or time-consuming process. Lindsay talks about the problem of skills gaps and how to deal with this issue. Lindsay also mentions the benefits of remote work culture, which can be great but requires more intentional skill building, and offers a few approaches to team skill building.  Vega Factor Certification for Consultants The discussion revolves around the firm's resources and tools for consultants to access, such as goal checks, health checks, and skill checks. One of their current offerings is a platform called Factor, which enables consultants to run goal checks, health checks, and skills checks. They train and certify consultants to do these checks with their organizations. The certification and training process for using the platform is a six-part learning session that goes deep into how to conduct these checks. The platform is designed to help consultants and leaders retain top performers by putting in place good processes, making it easier for them to problem solve with their teams. Lindsay talks about the popular training sessions, including how to solve problems cross functionally, and how to make cross-functional collaboration and problem-solving easy for high performers. One of the leaders mentioned that this way of asynchronous problem-solving brought depth, breadth, and lightness to his job. He was able to go deeper into the problems, look at the solutions, and make informed decisions. In conclusion, the firm's platform offers valuable resources and tools for consultants and leaders to improve their work and retain top performers. High Performers and the Play Processes Companies need to focus on retaining high performers and fostering a culture of play, purpose, and potential. High performers are more likely to leave a company that is bureaucratic and dysfunctional, while non-high performers are more likely to stay due to the perks and benefits they receive. Millennials are more skeptical than ever about the value of work, and they tend to see it as a transactional decision. However, high performers know that work can be meaningful, important, and impactful. To help them realize this, companies should focus on fostering a culture of play, purpose, and potential. The Genesis of Vega Factor Lindsay explains that the firm's journey began with researching what makes a high-performing company and culture. They wanted to understand if there was a quantitative, productive way to build a high-performing culture. They measured hundreds of factors from psychology and business best practices across thousands of people and hundreds of companies. They found that employees from companies like Home Depot and Lowe's answered questions differently, and that their performance management systems and leader behavior were also different. The research was conducted through market research firms, where they found that employees from companies with similar systems answered questions differently. They also found that when the survey was administered internally by the company, there was a consistent increase in positivity, which they believe occurs because people don't trust the anonymity of their survey. The firm's website offers screenshots, interactive tools, and tips for implementation. They also provide links to download research.  Timestamps: 04:43 Using goal, health, and skill checks to improve company performance 09:35 Goal setting and performance, with a focus on problem-solving goals 13:04 Using AI to help teams work smarter, not harder, and improve team health through goal setting and problem-solving 17:40 Teamwork, motivation, and skill development in the workplace 23:30 Apprenticeship-based learning in consulting and remote work culture 28:50 Using AI to improve team performance and retain top performers 34:35 Motivating high performers and millennial employees through problem-solving processes Links: The website: https://www.factor.ai/ Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com.

Como líderes siempre buscamos motivar a nuestros equipos a través de reconocimientos monetarias y no monetarios, pero ¿Cómo logro que los miembros del equipo estén motivados permanentemente y no solo por un momento? ¿Cómo logro individualizar la motivación para cada colaborador de una forma efectiva? Y ¿porqué los motivadores monetarios duran impactan solo en el corto plazo? En este episodio de la serie “los 5 aprendizajes de los 5 mejores libros” usamos como referencia los siguientes libros en el tema “motivación del talento”: ·         "Drive: La sorprendente verdad sobre qué nos motiva" por Daniel H. Pink ·         "Reconocimiento: El poder de la recompensa intangible" por Kevin Kruse ·         "Preparados para actuar: cómo construir las culturas de mayor rendimiento" por Neel Doshi y Lindsay McGregor ·         "1001 formas de premiar a los empleados" por Bob Nelson ·         "Mindset: La actitud del éxito" por Carol S. Dweck

A lo largo de mis años de experiencia trabajando en el ámbito de la cultura organizacional, he observado y documentado cómo una cultura organizacional, basada en valores sólidos y prácticas coherentes, es fundamental para el éxito y sostenibilidad de cualquier empresa. Esta cultura no solo actúa como el ADN que guía las acciones y decisiones de los colaboradores a todos los niveles, sino que también se traduce directamente en mejoras en la productividad, satisfacción del cliente, innovación y, finalmente en los resultados financieros. En este episodio de la serie “los 5 aprendizajes de los 5 mejores libros” usamos como referencia los siguientes libros en el tema “cultura organizacional”: ·         "Cultura Corporativa" de Edgar H. Schein. ·         "Cultura Organizacional y Liderazgo" de Edgar H. Schein. ·         "El Poder de la Cultura Organizacional" de Bryan Walker y Sarah A. Soule. ·         "El código cultural" de Daniel Coyle. ·         "Preparado para actuar" de Neel Doshi y Lindsay McGregor.

I invite guests to share personal stories about acts of leadership that help shape their lives. In Episode 142, I describe Doshi and McGregor's three direct motivators. Keith then describes switching to be, do have to experience peace, power, and flow. Prologue Keith E. Smith, CEO of Vonco Products, a leading medical device contract manufacturing and consumer flexible packaging producer, has made some recent life-balancing changes that opened him to lead more through connection than strategy. 01:10 Switch to Be Do Have I begin by describing Doshi and McGregor's three direct motivators: play, purpose, and potential. Keith explains that we need to switch to be, do, and have, which leads to experiencing peace, power, and flow. _________________________________ How You Can Support the Show Unlabeled Leadership is a free service for people to learn about leadership. If you want to support the show, you can make a $0.99 donation. Your support reduces production expenses. https://anchor.fm/unlabeled-leadership/support Robynne Orr is the opening voice narrator. To learn more about her amazing storytelling capabilities, visit Robynne's website, R.ORR. No transcript available (future enhancement) Episode links Keith's LinkedIn Profile and website His company's website Two of Keith's articles: Unlocking The Potential of Having It All: Part I – The Path of Force Unlocking The Potential to Having It All: Part II, The Path of Power Neel Doshi and Lindsay McGregor's book, Primed to Perform Gary DePaul's website Gary's books: What the Heck Is Leadership and Why Should I Care? Nine Practices of 21st Century Leadership Background Music You can find all the musical tracks at Envato Elements. 00:14 Theme music: Uplift Corporate Inspire by OlexandrIgnatov 05:45 Fun and Flirty by BrownHouseMedia Lead on! --- Send in a voice message: https://anchor.fm/unlabeled-leadership/message Support this podcast: https://anchor.fm/unlabeled-leadership/support

In this episode, host Craig Forman speaks with Cornelius Chang Head of People and Organisational Development at Grab, South East Asia's largest ride-hailing and food delivery company. Craig and Cornelius compare notes on their military experience and how it's shaped their views of culture and leadership, and dig into how Grab is using ToMo (Total Motivation) to build a thriving Culture First workplace.  Explore Sprouta's Activation Pack full of free tools and resources to help you drive impact. Go to   www.sprouta.com/activateListen to this episode now to discover: How Cornelius's military background influenced his views on leadership, and the courage to go after what you really wantA breakdown of Cornelius's role at Grab, and the three key pillars he builds his work on Cornelius's thoughts on the relationship between performance and culture (and why you can't excel at one while ignoring the other) The importance of strengthening the bonds between employees, and why focusing on the everyday experience of employees is vital to gaining real engagement Discover why inclusion is vital when building a diverse workforceCornelius shares the personal story that led him to turn away from a successful career as a consultant and why he believes we all are capable of courageCornelius shares his insights on the gig economy and what Grab are doing for their Driver PartnersThe big question Cornelius is ruminating on right now Plus so much more!   Show Notes: Singapore National Service Primed to Perform: How to Build the Highest Performing Cultures Through the Science of Total Motivation, Lindsay McGregor and Neel Doshi Credits:Host: Craig FormanWriters: Alessia Campagna and Craig FormanProducer and Editor: Alessia CampagnaTechnical Producer: Anthony Watson www.luma.city Executive Producers: Leonie Rothwell and Marcus Worrall Marketing & Promotion: Valerie Saindon and Sophie CallahanWe would like to acknowledge the Traditional Owners of the land on which the podcast is taking place today. We pay our deep respects to all Elders past, present and emerging.  We would also like to extend that respect to any Aboriginal and Torres Strait Islander peoples listening today.

In the first episode of Humanity Works Season 2, Craig Forman sits down with Culture Amp Co-Founder and CEO Didier Elzinga to talk about his alternative approach to compensation, how to build a movement and his personal journey striving to build an anti-racist and equitable organisation.Explore Sprouta's Activation Pack full of free tools and resources to help you drive impact. Go to   www.sprouta.com/activateListen to this episode now to discover: What inspired Didier to create Culture Amp, a culture-first company How he landed the role of CEO at just 26 years old The career trajectory that led Didier to Culture AmpThe importance of storytelling in effective leadership Why Didier didn't offer commission-based salaries to his sales team for quite a few years after launching Culture Amp (and why he's changed his mind now)Hear Didier's thoughts on compound privilege, diversity and learning what he's doing to build an inclusive cultureDidier discusses the role privilege has played in his own career Discover the biggest challenges in building a culture first companyPlus so much more!   Show Notes: Primed to Perform: How to Build the Highest Performing Cultures Through the Science of Total Motivation, Lindsay McGregor and Neel Doshi Culture First - https://culturefirstglobal.cultureamp.com/Culture Amp – Diversity, Equity and Inclusion - https://www.cultureamp.com/platform/solutions/diversity-inclusionBe Anti-Racist - https://www.ibramxkendi.com/ Explore Sprouta's Activation Pack full of free tools and resources to help you drive impact. Go to   www.sprouta.com/activateCreditsHost: Craig FormanWriters: Alessia Campagna and Craig FormanProducer and Editor: Alessia Campagna Technical Producer: Anthony Watson www.luma.city Executive Producers: Leonie Rothwell and Marcus Worrall Marketing & Promotion: Valerie Saindon and Sophie CallahanWe would like to acknowledge the Traditional Owners of the land on which the podcast is taking place today. We pay our deep respects to all Elders past, present and emerging.  We would also like to extend that respect to any Aboriginal and Torres Strait Islander peoples listening today.

Welcome to episode 4 of the Human Side of Finance podcast series, brought to you by Humans in Finance and ICMA Future Leaders. In this podcast we interview thought leaders on workplace culture and design: Annie Coleman and Kursty Groves. Annie Coleman is Group Head of People & Culture at UniCredit, former Global Head of Culture at UBS Investment Bank, and has also held senior roles at Goldman Sachs, GAM investments and the London Stock Exchange. Kursty Groves is a workplace strategist, author on workplace design, and founder of Shape Work Life, a consulting firm that specialises in co-creating the best places to work. Episode notes: I Wish I Worked There!, Kursty Groves How Company Culture Shapes Employee Motivation, Harvard Business Review, by Lindsay McGregor and Neel Doshi Rungway: an anonymous workplace advice platform Designing Your Own Workspace Improves Health, Happiness and Productivity, University of Exeter research, by Dr Craig Knight The Office Chronicles podcast series, Kursty Groves

Lindsay McGregor is the co-founder of Vega Factor and co-author of bestselling book, Primed to Perform: How to Build the Highest Performing Cultures Through the Science of Total Motivation.  Previously, Lindsay led projects at McKinsey & Company, working with large fortune 500 companies, nonprofits, universities and school systems.  In this episode she shares the concept of Total Motivation, or ToMo—a simple theory based on the idea that why people work determines how well they work. She'll walk us through the six reasons why people work—three leading to higher performance and three leading to lower performance—and how to measure and manage them all. What is so powerful about her approach is that ultimately it enables you to take something that is often considered "soft" and "squishy"—culture—and turn it into something tangible you can actually measure, track, and manage. __________________________________________________________________________________________"Your reason for working will change what you do. And there's a spectrum of reasons why people do anything...it can range because you're working because you love the work itself. -Lindsay McGregor__________________________________________________________________________________________Episode Timeline:00:00—Introducing Rita McGrath + The topic of today's episode1:27—If you really know me, you know that...2:01—What would you say you're known for?4:04—What is your definition of strategy?5:36—What got you interested in strategy?7:00—The Total Motivation (Tomo) Model9:34—Indirect negative motives11:55—Thinking of Tomo as an NPS measurement13:21—An example of implementing Tomo in an organization16:36—The Cobra Effect18:55—How to start influencing culture in your company20:27—Where to connect with Lindsay__________________________________________________________________________________________Book: https://www.vegafactor.com/bookTotal Motivation Survey: https://app.vegafactor.com/take_the_survey

Lindsay McGregor is the co-founder of Vega Factor and co-author of bestselling book, Primed to Perform: How to Build the Highest Performing Cultures Through the Science of Total Motivation.  Previously, Lindsay led projects at McKinsey & Company, working with large fortune 500 companies, nonprofits, universities and school systems.  In this episode she shares the concept of Total Motivation, or ToMo—a simple theory based on the idea that why people work determines how well they work. She'll walk us through the six reasons why people work—three leading to higher performance and three leading to lower performance—and how to measure and manage them all. What is so powerful about her approach is that ultimately it enables you to take something that is often considered "soft" and "squishy"—culture—and turn it into something tangible you can actually measure, track, and manage. __________________________________________________________________________________________"Your reason for working will change what you do. And there's a spectrum of reasons why people do anything...it can range because you're working because you love the work itself. -Lindsay McGregor__________________________________________________________________________________________Episode Timeline:00:00—Introducing Rita McGrath + The topic of today's episode1:27—If you really know me, you know that...2:01—What would you say you're known for?4:04—What is your definition of strategy?5:36—What got you interested in strategy?7:00—The Total Motivation (Tomo) Model9:34—Indirect negative motives11:55—Thinking of Tomo as an NPS measurement13:21—An example of implementing Tomo in an organization16:36—The Cobra Effect18:55—How to start influencing culture in your company20:27—Where to connect with Lindsay__________________________________________________________________________________________Book: https://www.vegafactor.com/bookTotal Motivation Survey: https://app.vegafactor.com/take_the_survey

Today we sit down Gary Ware, a corporate facilitator and keynote speaker who uses the power of play to transform lives! He has been recommended by previous guests and for good reason, so sit down, listen up, and enjoy.Gary acknowledges that finding diverse talent requires extra effort. Companies that struggle to find diverse candidates need to peel back the layers on their recruitment efforts to find the problem. Are they looking for talent in schools that promote diversity? Perhaps your company needs to support efforts in the local community to help young people of color get exposure to the tech industry. Gary supports the push to remove CS degree requirements from software engineering roles because many of the necessary skills for the trade can be self taught or learned through mentorship. An apprenticeship is a great way to identify people who have the hunger and drive to learn. This model works because it teaches the apprentice the technical skills needed to get the job done and it also allows them to learn the grit and adaptive skills that cannot be taught in a classroom. In regards to retaining talent, Gary recommends that a company set metrics on their culture by referencing Primed To Perform a book by Lindsay McGregor and Neel Doshi. Additionally, he believes that the workplace should be one where employees feel like they want to be at work, their needs are heard, and their leadership cares about them.Gary Ware, the Founder of Breakthrough Play is a sought-after Corporate Facilitator and Keynote Speaker with nearly a decade of experience as performer in improv theatre. He assists teams with unlocking creativity, confidence, and sparks collaboration with experiential methods proven to drive peak performance. Gary became obsessed on learning how to use play as a transformational tool and as a result, happily transitioned from marketing to pursue facilitation full time.Gary Ware: www.linkedin.com/in/garywareBreak Through Play: www.breakthroughplay.comTwitter Account: www.twitter.com/garywareInstagram Account: www.instagram.com/garywareFacebook Page: www.facebook.com/breakthroughplayMore episodes of the SnackWalls Podcast: http://podcast.snackwalls.comSnackWalls is powered by San Diego Code School: https://sdcs.ioPlease share like and subscribe for more reach

In today’s podcast episode, we have Lindsay McGregor, co-founder of the organization called Vega Factor and co-author of the bestselling book "Primed to Perform," to talk to us about how you can harmonize and embed motivation into your team.

While the world is fighting against the recent pandemic, many business owners—big or small—are also fighting to keep their businesses afloat. Company morale has reached an all-time low and leaders are having a hard time keeping everything and everyone together. However, finding the right way to inspire your team is crucial in boosting your company's performance. During these times where keeping a close watch over your team's productivity can prove to be challenging, working around it in an organized and scientific fashion may be the key to keeping your team motivated. Today, we have Lindsay McGregor, co-founder of the organization called Vega Factor and co-author of the bestselling book "Primed to Perform," to talk to us about how you can harmonize and embed motivation into your team. Tune in today and get some useful insights into the science and practice of motivation. What We Talked About in This Episode: The management differences between then and now and its challenges [02:39] How to set harmony within the team [05:00] How being proactive and planning ahead affects team motivation [08:00] Micromanagement affects motivation, visibility helps it [09:10] Motivation in a real-life situation—getting the right rhythm in your team [10:44] What is performance? Tactical performance and adaptive performance defined [13:18]  Tactical and adaptive performance: how are they different and how do they work together? [17:39] Keeping adaptive performance fresh [19:34] ToMo—the science and practice of motivation [21:00] Six reasons that affect total motivation [22:20] Improving organizational culture to get positive results [25:53] What three tools are required to change an organization's culture? [29:07] About our Guest: Lindsay McGregor is a co-founder of Vega Factor and co-author of the bestselling book “Primed to Perform,” which explains the psychology of the success of several multi-billion dollar companies, and how motivation boosts company performance. Formerly a consultant at McKinsey & Company, she received her BA from Princeton University and MBA from Harvard Business School. Get access to their resources at www.primedtoperform.com. Connect with John Murphy: Youtube Facebook LinkedIn Twitter If you liked this episode, please don't forget to subscribe, tune in, and share this podcast. Thanks for tuning in!

In today’s podcast episode, we have Lindsay McGregor, co-founder of the organization called Vega Factor and co-author of the bestselling book "Primed to Perform," to talk to us about how you can harmonize and embed motivation into your team.

It turns out why we work determines how well we work. This is the conclusion Lindsay McGregor and Neel Doshi made after their research of Top 100 Forbes Company Executives, 20000 workers at about 50 different companies in order to explore how company culture shapes employee performance. In this short episode, I review a convenient tool validated based on McGregor and Doshi's research published in the Harvard Business Review called the "ToMo" Total Motivation Score, which you can use to monitor and measure the job fulfillment and engagement of your employees which can positively impact company culture and significantly enhance employee growth and performance. --- Support this podcast: https://anchor.fm/alloutcoach/support

We say on our website who we want to be as an organization, but the reality is that like 16% of people believe what's on a website. Words are cheap. For decades, we've been putting marketing filler on a website, but then we don't deliver on our brand promise.  On this episode of CXNext, I interview Nate Brown, chief experience officer at Officium Labs and co-founder of CX Accelerator. In the final part of a three-part conversation, we discussed what putting the customer at the center of everything we do really requires. What we talked about: It's a lot more challenging to create a customer-centered culture than it is to talk about one How do we refine ourselves, learn from other industries, and improve on what we know about customer-centric culture? … And how do we deliver a personal touch at scale?   Resource mentioned in this episode: Primed to Perform by Lindsay McGregor and Neel Doshi Fusion by Denise Lee Yohn

Lindsay McGregor is the CEO and co-founder of Vega Factor.  Vega Factor is a company that helps organizations build high performing, adaptive cultures through, technology, learning programs, and process design.  Lindsay earned her Bachelor's degree from Princeton and attended Harvard Business School 2011-2013. She went on to work at McKinsey & Company, working with large Fortune 500 companies, nonprofits, universities, and school systems. Lindsay and her husband Neel co-authored the New York Times bestselling book, Primed to Perform: How to build the Highest Performing Cultures through the Science of Total Motivation. Connect with Lindsay: Twitter- https://twitter.com/mcgregorle Website: vegafactor.com LinkedIn: https://www.linkedin.com/in/lindsaymcgregor/ In this episode, we discuss: Merging Emotional Intelligence and IQ How to Collaborate and Motivate How to Set Expectations for Experimenting Psychology of Recruiting and Hiring Flash Points What Writing a Book is Really Like Working as a Husband and Wife Team Tactical and Adaptive Performance

Why does working on some teams highly motivate and inspire you while being on another team deflates and demoralizes you? Lindsay McGregor wanted to know. So, she left her job at McKinsey and dug into the science. On this week's show she shares what she discovered. You'll find huge value in the data and leadership tips she shares in our interview.Here are some of the links from this week's show:Connect with me on LinkedIn for daily Culture Hack videos and storiesVisit my website or learn more about our firm, Partners In LeadershipFind out more about or buy Lindsay's book, Primed to Perform, on AmazonWatch Lindsay McGregor's talk at GoogleRead Lindsay's article in the Harvard Business Review--About the podcast:Decide to Lead is a weekly leadership podcast. It's designed to share leadership development ideas based on the leadership coaching I do with Fortune 500 executives. I also throw in productivity tips and personal development ideas I pick up interacting with some of the most successful leaders in business today. Make sure you subscribe so you get each new episode as soon as it comes out!

Can you organize a company around collaborative projects and break free from your org chart? Liz and Kat talk with author Chris Creel, who says yes! Chris Creel, a technologist and futurist, is the author of Adaptive: Scaling Empathy and Trust to Create Workplace Nirvana (https://www.amazon.com/Adaptive-Scaling-Empathy-Workplace-Nirvana-ebook/dp/B07WSGD18D). Adaptive is the result of years of research and re-thinking about how work gets down through collaboration and organizational design. The Adaptive project started in 2013, when Chris was tasked with improving productivity by 10-fold. He began thinking about what type of organization could adapt to the technology advances that were heading our way, and this research and experimentation eventually resulted in the book. Another book recommendation: Primed to Perform (https://www.amazon.com/dp/B00S590OQI/ref=dp-kindle-redirect?_encoding=UTF8&btkr=1) by Lindsay McGregor on how organizations get good at what they do vs. changing and evolving with emerging markets. In order for a company to be adaptive, one of its major values has to be adaptivity and change. Chris distinguished between servant leaders vs managers, and how being adaptable means giving employees the tools but also making them empowered to act on their own to drive the company's strategy forward. When professionals aren’t empowered to make change, companies can get stuck. Managers keep trains running and maintain discipline at work, but one of the aspects of a healthy and functioning organization needs to enable their people to be limber. As a society, Americans are programmed for change; other countries, like China, are programmed for stasis. Companies need to look to see if they are designed for change or not. Change comes at us so quickly today that companies need to be designed for it from the ground up. As you design your company, the rules of the road that you establish are important in allowing people to figure out how to succeed. Make sure that these norms and standards of the culture are practical so that people can be held accountable to them and can get better a them. As an example, look at the employee handbook of the game company Valve (https://www.valvesoftware.com/en/publications), where employees become characters in the story. Historically, org charts were made to manage railroad employees for robotic precision: they’re great for precision, but they're not great for managing change. An adaptive environment is one where employees are empowered to align their career aspirations to drive company strategy forward however they see fit. They are also empowered to take risks and try new things. True adaptive environments allow people to fail if their failure was trying to better the company and to move things forward. In traditional companies, we are responsible for our careers and we get coaching from our managers. In an adaptive organization, everyone is rooting everyone on, and we get coaching from our whole team to make us better. For Chris, this includes quarterly 360 degree feedback based on cultural values. After the feedback process, each person would then work with a coach -- a coach that was not their manager -- to help them level up to be a better team player. Technology platforms like Zugata and Betterworks helps with this type of 360-degree feedback. Chris talks about HR needing to rethink their role and priorities to be more about company strategy and what skills will be needed to successfully complete that strategy. This kind of approach helps avoid stasis in the company and in the company culture. It also helps with retention. How can you as a manager get better at building adaptivity within your team and your company? One way is to help the people on your team to help each other improve their skills. Pair up people on your team to achieve goals; essentially you are crowdsourcing improvement to get the team working better together without the direct involvement of management. In this way, the team’s performance will improve faster and the managers will have more time to improve your own skills and performance. You will have more time to coach and to be coached. In the research that Chris did that formed the basis of the book, he found that women were hindered by the org charts and rigid hierarchy of a traditional corporate structure, but they succeeded so much better in adaptive environments because of their emotional intelligence. Chris also developed a methodology to teach people how to receive feedback so that this kind of true adaptive environment could work. The feedback training was part of the coaching and performance process. The coaches -- not their managers -- taught people that feedback was the other person’s reality and to receive it. The goal is then to see the other person’s reality, and to relate it back to the truth of how you perceive the situation. For example, someone may give feedback that your performance isn’t good and that you don’t get enough donethink you’re lazy, but the truth is that you are juggling too many things. Christopher Creel Linkedin profile: https://www.linkedin.com/in/chris-creel/ Email: chris.creel@adaptive.team Website: https://www.adaptive.team/ The Book: Adaptive: Scaling Empathy and Trust to Create Workplace Nirvana (https://www.amazon.com/Adaptive-Scaling-Empathy-Workplace-Nirvana-ebook/dp/B07WSGD18D)

This week on the Finding Impact Podcast, we are talking about the challenges of maintaining culture as your social business scales, and tactics for how to adapt and scale your culture, with Paul Breloff of Shortlist. Paul's company, Shortlist, helps companies build and develop their teams through a new approach to hiring. Particularly, we'll be talking about Paul's experience as he grew Shortlist's team across two continents and to nearly 100 people and lessons he's learned from the entrepreneurs at companies Shortlist works with. On this podcast you will learn: The definition to the word Shwashbuckle. 0:58. Why why he got into “talent;” his background is mostly in non-talent social enterprise and impact investing after advertising and corporate law. For about 14-15 years now, very focused on financial inclusion and initially was part of a team who set up a community development bank in the US which led to Accion Venture Lab. https://www.accion.org/how-we-work/invest/accion-venture-lab The theme underlying all of this has always been looking at for-profit business models which can expand access to opportunities in different ways. 2:30. Saw a talent gap in companies and how culture could enable or disable teams in doing things.  Realized that investors comfort zone was talking about fundraising and strategy. The messy reality of building teams and getting the right people on those teams are something that doesn't get talked about as much, but they often make or break whether these companies work. So Shortlist emerged from those experiences. 6:12. Shortlist created a platform (now close to 1 million people) that connects skilled professionals to great careers in India and Kenya, using tech tools that automates the collection of data points beyond their CV. 8:08. How Paul came to define Shortlist's culture. 10:10. Culture should come from the co-founders. A key part of defining the culture was setting strong core values, which are: own it, act with intention, find the adventure, be a whole person, and one team. Core values can adapt! Shortlist added “one team” after realizing the importance of this after a merger with another company and now they make it a major priority. 18:56. Challenges he faced maintaining culture across multiple continents and what process or activities he put in place to help develop it. Tried to create consistency, and enough opportunities for exchange so people could get to know each other. But distributed teams is probably the future. 21:15. Things that have worked: 1) Creating global informal places to spark chatter and sharing of personality. E.g. Their global WhatsApp group is quite active, silly, not very professional, but lets people throw emoji's back and forth. 2) Creating face-to-face opportunities for real time connection, ie. making sure the team travels between India and Kenya. 3) Investing in technology that allows you to stay connected remotely. 4) Monthly remote town halls which get the whole office together to say hello to new employees, goodbye to employees moving on, promotions, etc. 24:30. Any pushback from Board members or investors about having too much fun? No. “A startup's most important product is the team, and making sure it works well. I think our stakeholders believe that and want us to invest in that.” 30:45. Resources that Paul would recommend to others: The Culture Code by Daniel Coyle, Setting the Table by Danny Meyer, Delivering Happiness: A Path to Profits, Passion, and Purpose by Tony Hsieh (Zappos CEO), Primed to Perform by Neel Doshi and Lindsay McGregor. 32:10. Resources from this episode: Shortlist company website https://www.shortlist.net/ The Meta-Culture of Building Great Teams https://medium.com/@paul_53628/the-meta-culture-of-building-great-teams-b08b8daf5023 One Team: A Fifth Shortlist Value Enters the World https://medium.com/@paul_53628/one-team-a-fifth-shortlist-value-enters-the-world-87d6fa7b828b The Power of Swashbuckle: How Shortlist Decided What's Important https://medium.com/@paul_53628/the-power-of-swashbuckle-how-shortlist-decided-whats-important-5ca817efcf51 Connect with Paul: LinkedIn https://www.linkedin.com/in/paul-breloff-5638b67/ Twitter https://twitter.com/paulbreloff?lang=en

A rockstar manager does more than make sure timelines are met and goals accomplished. They know how to get an individual or team to do the best work of their lives while finding satisfaction or meaning in the process. As this week’s guest learned, it’s not about being nice, but instead about how to be authentically yourself while enabling people to accomplish more than they ever thought possible. Lindsay McGregor is the co-author of New York Times bestselling book, Primed to Perform: How to Build the Highest Performing Cultures Through the Science of Total Motivation. She is also the CEO and co-founder of Vega Factor, a startup building technology to help organizations transform their cultures. Previously, Lindsay led projects at McKinsey & Company, working with nonprofits, universities, school systems and Fortune 500 companies.  Lindsay and I talk about being nice and being a leader, how to manage for both tactical performance and adaptive performance, how various motivations can help or hinder performance, and what you can do to increase TOMO - that stands for total motivation. Read the related blog article: Manage Adaptive Performance, Achieve Exceptional Outcomes Join the Modern Manager community (www.mamieks.com/join) to get a complimentary session with one of Linday’s colleagues to plan next steps based on your team survey results. Plus, one member will will a signed copy of Primed to Perform.   Become a member by Friday October 18, 2019 to be eligible for a free private coaching session with prior guest Lindsey Caplan of episode 70. If you work for a nonprofit or government agency, email me at mamie@mamieks.com for 20% off any membership level. Subscribe to my newsletter to get episodes, articles and mini-guides delivered to your inbox.  KEY TAKEAWAYS: Every manager must manage two types of performance: (1) Tactical performance: codifying best practices and lessons learned, keeping everyone aligned on what to do and how to do it. (2) Adaptive performance: creating conditions for and facilitating learning, problem solving, and innovation. To enable adaptive performance, it helps to understand people’s motivations. Not all motivations will inspire people to achieve their best performance, especially when creativity, risk taking and growth are involved. The three positive motivations are: (1) Play: find joy in doing the work itself; (2) Purpose: the work leads to a meaningful, desired outcome; (3) Potential: the work positions you for something desired in the future. The three negative motivations are: (1) Emotional Pressure: do the work out of fear of disappointment or missing out, shame, or guilt; (2) Economic Pressure: the carrot and stick approach to do the work for the reward; (3) Inertia: Do the work because it’s what you’ve

A rockstar manager does more than make sure timelines are met and goals accomplished. They know how to get an individual or team to do the best work of their lives while finding satisfaction or meaning in the process. As this week’s guest learned, it’s not about being nice, but instead about how to be authentically yourself while enabling people to accomplish more than they ever thought possible. Lindsay McGregor is the co-author of New York Times bestselling book, Primed to Perform: How to Build the Highest Performing Cultures Through the Science of Total Motivation. She is also the CEO and co-founder of Vega Factor, a startup building technology to help organizations transform their cultures. Previously, Lindsay led projects at McKinsey & Company, working with nonprofits, universities, school systems and Fortune 500 companies.  Lindsay and I talk about being nice and being a leader, how to manage for both tactical performance and adaptive performance, how various motivations can help or hinder performance, and what you can do to increase TOMO - that stands for total motivation. Read the related blog article: Manage Adaptive Performance, Achieve Exceptional Outcomes Join the Modern Manager community (www.mamieks.com/join) to get a complimentary session with one of Linday’s colleagues to plan next steps based on your team survey results. Plus, one member will will a signed copy of Primed to Perform.   Become a member by Friday October 18, 2019 to be eligible for a free private coaching session with prior guest Lindsey Caplan of episode 70. If you work for a nonprofit or government agency, email me at mamie@mamieks.com for 20% off any membership level. Subscribe to my newsletter to get episodes, articles and mini-guides delivered to your inbox.  KEY TAKEAWAYS: Every manager must manage two types of performance: (1) Tactical performance: codifying best practices and lessons learned, keeping everyone aligned on what to do and how to do it. (2) Adaptive performance: creating conditions for and facilitating learning, problem solving, and innovation. To enable adaptive performance, it helps to understand people’s motivations. Not all motivations will inspire people to achieve their best performance, especially when creativity, risk taking and growth are involved. The three positive motivations are: (1) Play: find joy in doing the work itself; (2) Purpose: the work leads to a meaningful, desired outcome; (3) Potential: the work positions you for something desired in the future. The three negative motivations are: (1) Emotional Pressure: do the work out of fear of disappointment or missing out, shame, or guilt; (2) Economic Pressure: the carrot and stick approach to do the work for the reward; (3) Inertia: Do the work because it’s what you’ve always done. When combined, you can rate your individual or team Total Motivation (TOMO). Do this through the Vega Factor surveys (below). A team’s TOMO will predict their overall performance. As a manager, you can adjust performance by changing someone’s TOMO via role design, routines and responsibilities, and professional development. You can also help connect a person’s role to the success of the team or organization by helping them feel valued for their unique contributions. Resources: Motivation Surveys: https://www.vegafactor.com/survey KEEP UP WITH LINDSAY: website:  www.vegafactor.com email: lindsay.mcgregor@vegafactor.com linkedin: https://www.linkedin.com/in/lindsaymcgregor/   mamie@mamieks.com

In her book, “Primed to Perform - How to Build the Highest Performing Cultures Through the Science of Total Motivation”, Lindsay McGregor and her co-author Need Doshi say: “While most people agree that culture is important, building great cultures still feels like magic that only a gifted few are born knowing how to practice.” In this episode of the CultureLab podcast, Lindsay talks about the findings of her research to demystify this “magic”. We explore what she learned from over a century of existing science on high performance as well as from her original research that involved iconic organizations such as Southwest Airlines, the Apple Store and Starbucks. Episode Highlights In this interview, Lindsay and I discuss: What brought her to culture work What tactical and adaptive performance are, how they differ and why it’s so important to balance both Total Motivation (ToMo) - what it is and why it can revolutionize the way you and your team work and what you can achieve New insights after publishing her book What’s next for Lindsay and her company, the Vega Factor      

“Business leaders believe a strong organizational culture is critical to success, yet … most executives manage it according to their intuition,” asserts Lindsay McGregor and Neel Doshi in the Harvard Business Review. In most cases, organizational outcomes are clearly defined and measured, while organizational culture is left up to “good intentions.” This lack of intentional focus on the design and creation of culture often leaves a disconnect between the stated values of the organization and the actions of its employees, resulting in increased turnover and decreased performance. In this episode, Dr. Sheryl White will discuss with special guest Tony Moore, Culture Architect, Speaker and Author of Culture in 4D a blueprint for a culture of engagement, ownership and bottom-line performance.

I recently sat down to chat with Lindsay McGregor in New York City. Lindsay is the co-author of The New York Time's best selling book "Primed to Perform" and also spoke onstage at Responsive 2018. She and her husband co-founded the company, VegaFactor, which works with fortune 500 companies, fast growing start-ups, and a wide variety of other organizations to improve performance. In this interview, we discuss her life, her work, and her personal journey to peak performance.

Alexander and Josh review the wonderful work of Lindsay McGregor. They discuss TOMO, or total motivation, from the frame of the 3 Ps Join us on another reforging episode! --- Support this podcast: https://anchor.fm/forgeant/support

Motivation. If you can understand what motivates your employees, you’ll have summarily solved your organizations engagement problem. Unfortunately, the journey of understanding each employee’s individual source of motivation is long and difficult. While everyone is motivated by something, sources of motivation are as unique as the people themselves. Here in lies the burden of leadership, managers must know what motivates their people. It is impossible for the company executives to both understand and make policies that are custom tailored to all the employees. So, the burden rests with managers to make sure they lead their people according to what moves them. When trying to better address the ever elusive “why” behind employee engagement issues, organizations must ensure they have created an environment that allows management to find real answers. All too often, organizations pass along as lip service the idea of management empowerment, which encourages them to run their teams they way they want to produce the best work. At the same time these same organizations enforce so much bureaucratic approval processes that nothing gets done without their bosses’ boss giving the sign off. If organizations consistently reinforce the idea that management doesn’t actually have the power to make real meaningful decisions, then in time managers will stop trying to effect positive change in their teams. They will stop trying to figure out what moves their employees to greatness because even if they could figure it out, they’re powerless to enable those aspirations. Without being able to motivate employees, organizations will be stuck in the void of low engagement. In a recent podcast, Lindsay McGregor, author of Primed to Perform and cofounder of Vega Factor, explained to us the science behind employee motivation. She described three instrumental characteristics to ensure that employees are fully motivated: play, purpose, and potential. She asserts that work needs to have elements that are enjoyable. People want to have an amount of fun while doing any task so why not help make work a little more fun? That fun shouldn’t just be random and directionless but be focused and with purpose. Everything that people do at work should have a purpose. Useless and boring tasks will demotivate people very quickly. Finally, the work should drive people to reach their potential. To reach out to Lindsey, visit her at her LinkedIn page. Everybody has drive. Everybody has passion. As humans, there are things that move us and inspire us to be better than we are. While the specifics behind each person’s motivation vary tremendously, it’s imperative to understand that each of us has something for which we are willing to go above and beyond. Only organizations that enable managers to affect change in their employees’ lives will find success motivating their people. --- Support this podcast: https://anchor.fm/forgeant/support

Today’s guest is Lindsay McGregor, McKinsey alum and co-author of the book Primed to Perform. She and her co-author and former McKinsey Partner Neel Doshi created the concept of Total Motivation – or ToMo for short. Lindsay and Neel founded a consulting firm, Vega Factor, that works with clients to help implement the ToMo principles they describe in their book. In this episode, Lindsay talks about her path to understanding what drives motivation, and the impact that it has had on her own life. Lindsay views each day as an opportunity to play, and helps organizations see how that same mindset can drive productivity and profitability.   Total Motivation is a measure of the degree to which individuals feel a sense of play, purpose and potential minus the degree to which they feel inertia and emotional and economic pressures.   Lindsay talks about how we all can use Total Motivation techniques to manage our personal productivity and aspirations, shifting our focus from numerical, outcome-based goals to performance-oriented ones, including learning new skills to help us get where we want to go. Lindsay sand her co-author Neel Doshi are on a mission to introduce ToMo to the world, and hope that by 2050 everybody on Earth works in a high ToMo organization.   To learn more about Total Motivation and Lindsay, visit the website: www.PrimedtoPerform.com. It has a short survey you can take to gauge your own ToMo, and a contact form that you can fill out to learn more about their company and their mission. To receive the weekly Unleashed email, that includes a transcript of each episode, book recommendations, and consulting tips, sign up at: https://www.umbrex.com/unleashed-podcast/

In this episode I sit down with the amazing Chris Allen and we begin a multi part series discussing the importance of TOMO in the work place based on the teachings of Neel Doshi and Lindsay McGregor from Vega Factor.. This will be an ongoing series with Chris so strap in and get your TOMO on!!

“Business leaders believe a strong organizational culture is critical to success, yet … most executives manage it according to their intuition,” asserts Lindsay McGregor and Neel Doshi in the Harvard Business Review. In most cases, organizational outcomes are clearly defined and measured, while organizational culture is left up to “good intentions.” This lack of intentional focus on the design and creation of culture often leaves a disconnect between the stated values of the organization and the actions of its employees, resulting in increased turnover and decreased performance. In this episode, Dr. Sheryl White will discuss with special guest Tony Moore, Culture Architect, Speaker and Author of Culture in 4D a blueprint for a culture of engagement, ownership and bottom-line performance.

How do top companies build high performing cultures by focusing on motivation drive? This podcast features an interview with Lindsay McGregor, co-author of the best-selling book Primed to Perform, who details a new framework for understanding and building employee motivation.

Neuroscience, which deals with the function of the nervous system and the brain, has certainly become the next big thing in human resources and employee productivity. But don’t worry, if you quite didn’t pay attention in your high school science and chemistry classes, you can still use neuroscience to maximize engagement among your employees. Basically, neuroscience gives leaders information about various aspects of the workplace and their impacts on the brain. From there, management can use that data to motivate employees and show them that they’re appreciated. Neuroscience is making waves in the work world, and illustrating how a new look at incentives and enthusiasm can help businesses reach goals. Culture drives performance. If leaders can use neuroscience to determine ‘the why’ behind hard work, they can guarantee hard work from their teams. In this podcast featuring Lindsay McGregor and Neel Doshi, learn how to identify mistakes and avoid distractions that hinder performance, and how leaders can create an ideal work culture that incorporates business goals gets employees on board to strive for success. To learn more about the 2017 Employee Engagement Conference please visit: http://www.hci.org/ee-conference/2017

How can we make work more enjoyable, so that we look forward to showing up?

Lindsay McGregor is the co-founder and CEO at Vega Factor, a company that helps organizations build high-performing, adaptive cultures. She is also the co-author of a New York Times Best Seller, Primed to Perform: How to Build the Highest Performing Cultures Through the Science of Total Motivation. Lindsay received her B.A. from Princeton University and an MBA from Harvard, and has worked with Fortune 500 companies, nonprofits, and universities. She started her career working in strategy and found that one question often popped up.. "Do we have the culture to pull off the strategy?" Many companies would chose small, incremental improvements in their culture. She found that it was difficult to convince companies that big culture changes could really impact their performance and bottom line. Lindsay teamed up with Neel Doshi to research what is a great culture. They tested dozens of theories through research around the world, from 50 major companies and 20,000 people. They found that one truly predicted performance and that is total motivation. Total motivation, or ToMo, is the simple theory that why people work determines how well they work. There are six reasons why people work - three lead to higher performance and three lead to lower performance. They range from play, which is working because you love the work itself, to inertia, which is showing up today simply because you showed up yesterday. Many factors influence an employee's ToMo score like performance reviews, pay, and design.   Organizations can measure employees' individual ToMo scores and then use them to measure the organization's ToMo score as a whole. Not many companies have a high ToMo score... most are pretty low. A common misconception that can fuel this is that leaders have to be tough dictators to get high performance. However, happy employees and high performing organizations are not competing things. Investing in one leads to the other. Organizations should create a balance of play, purpose, and potential to combat low performance and increase their bottom line!   Things you will learn in this episode: Total motivation, or ToMo The six reasons why people work The two types of performance Cobra effect How annual performance reviews affect ToMo Blame bias Fluid vs. frozen organizations Links From The Episode:   Primed To Preform On Amazon    (Music by Ronald Jenkees)  

Need Doshi and Lindsay McGregor are partners in life, work, and writing. The are the founders of the consulting firm Vega Factor and authors of "Primed to Perform." In this interview, we dive deep into culture, systems, and motivation. We define TOMO and outline how the science of motivation can help build high performing cultures.

Segment 1: Joanne Domeniconi is Co-founder & Chief Discovery Officer of the product launch platform, The Grommet. The company's Citizen Commerce™ movement is reshaping how consumer products are discovered, shared, and bought. Segment 2: Richard Krevolin is the author of THE HOOK: How to Share Your Brand's Unique Story to Engage Customers, Boost Sales, and Achieve Heartfelt Success. Segment 3: Ray Barlow is Vice President of Accountant Solutions for Sage in North America. He previously worked in the Accountant & Advisor Group at Intuit. Ray has over 20 years of experience with the accountant market with roles including Vice President of Sales and Marketing at CCH, a Wolters Kluwer business, and sales leadership roles at Thomson Reuters.Segment 4:Lindsay McGregor is the co-author of New York Times bestselling book, Primed to Perform: How to Build the Highest Performing Cultures Through the Science of Total Motivation, as well as the CEO and co-founder of Vega Factor, a startup building technology to help organizations transform their cultures.Segment 5: Dave King has been involved in high-tech startups since the early 1990s. In 2011 he founded a company called Exaptive, with a mission to create a software platform that could facilitate “ah-ha!” moments of innovation instead of leaving them to serendipity. In 2015 Exaptive was selected by Gartner as a “cool new vendor” in the life sciences. Sponsored by Sage and Nextiva. 

Lindsay McGregor is the co-author of New York Times bestselling book, Primed to Perform: How to Build the Highest Performing Cultures Through the Science of Total Motivation, as well as the CEO and co-founder of Vega Factor, a startup building technology to help organizations transform their cultures. Previously, Lindsay led projects at McKinsey & Company, working with large Fortune 500 ... Read More

Most business leaders today realize that a strong organizational culture is critical to success. However, culture tends to feel like some magic force that few leaders know how to control. So most leaders try to shape culture based on their intuition, leave it to chance, or try carrot-and-stick approaches to drive performance. To find a […] For additional content and links, visit http://www.EngagingLeader.com

Are you successfully maximizing employee performance? The key is in the data, says author Lindsay McGregor. When shared, it can help motivate workers and improve workplace performance. Lindsay discusses findings from her and Neel Doshi’s new book, “Primed to Perform.”

Neel Doshi and Lindsay McGregor are the co-Founders of Vega Factor, a consulting firm that measures the strength of an organization's culture and quantifies the return on investment of building a great culture. Neel and Lindsay's new book is Primed to Perform: How to Build the Highest Performing Cultures Through the Science of Total Motivation. They also happen to be married. To each-other. Learn more at PrimedToPerform.com

On this week's episode of the podcast, we take a look at how to build high-performing teams and cultures through the science of "total motivation." Among the topics we discuss include how to spot the worst motivation for getting your job done, why culture might not want to eat strategy for breakfast anymore, and how to help employees long for the sea in their own ways. Neel Doshi and Lindsay McGregor join us on this episode of the podcast to discuss all that and more. Neel and Lindsay are co-founders of Vega Factor, a company focused on unlocking human potential to build the most adaptive organizations. Prior to founding Vega, Neel was a Partner at McKinsey & Company, as well as CTO and a founding member of Genesant Technologies. Lindsay is a former consultant at McKinsey & Company, where she led strategic and operational projects for Fortune 500 companies in the financial services, media, nonprofit, and education sectors.  Show Notes Visit the Primed to Perform website to take a ToMo survey to see how your company fares Follow Neel Doshi on Twitter Follow Lindsay McGregor on Twitter Follow the official Vega Factor on Twitter