Podcasts about organisational

In this episode of the Building Better Cultures podcast, Scott McInnes has an insightful conversation with Professor Peter Hawkins, a leading authority in systemic coaching and leadership development. They explore the essential elements organisations need to thrive in the 21st century, emphasising the importance of being purpose-led, stakeholder-centric, and fostering collective leadership. Hawkins discusses the critical role of organisational culture and learning, the dynamics of trust within teams, and the concept of WeQ—collaborative intelligence. The conversation also delves into the nature of connection in leadership and the need for organisations to discover their purpose rather than merely creating it. Hawkins shares practical examples and insights on how organisations can align their efforts to meet the needs of the future, ultimately highlighting the unique contributions that teams can make to drive meaningful change.     Takeaways:  Organisations must be purpose-led, not profit-led.  Stakeholder-centricity is crucial for modern organisations.  Partnership with stakeholders enhances organizational effectiveness.  Teams should be more than the sum of their parts.  Organisational learning must outpace external changes.  Trust is essential, but addressing mistrust is equally important.  WeQ, or collaborative intelligence, is vital for leadership.  Connection in leadership should focus on shared purpose.  Purpose should be discovered, not created.  Organisational culture is shaped by collective patterns.    Chapters:  00:00 Introduction to the Podcast and Guest  02:13 Essential Elements for Organisations in the 21st Century  05:42 The Importance of Purpose in Organisations  08:25 The Role of Organisational Culture and Learning  12:54 Collective Leadership and Team Dynamics  17:16 Trust and Mistrust in Teams  18:42 The Nature of Team Relationships  22:10 The Concept of WeQ and Collaborative Intelligence  23:13 Connection in the Age of Technology  27:40 Understanding and Defining Purpose  31:30 Leading Towards an Evolving Purpose  37:12 The Unique Contribution of Teams and Organisations  39:47 Organisational Culture and Its Habituated Patterns  41:06 Conclusion and Final Thoughts    Connect with us:  LinkedIn  |  YouTube  |  Instagram    Connect with Prof. Peter Hawkins:  LinkedIn  |  Website - Personal  |  Website - Company Keywords:  leadership, organisational culture, purpose, collaboration, team dynamics, coaching, stakeholder engagement, collective intelligence, trust, systemic coaching  

In this week's episode of the Building Better Cultures Podcast, host Scott McInnes sits down with Joe Lalley, author of 'How Curiosity Can Transform Your Career, Your Team, and Your Organisation.' Together, they explore the power of curiosity in transforming careers, teams, and organisations. Tune in to discover practical insights on fostering curiosity, psychological safety, and innovative cultures.  Keywords:  Curiosity, innovation, psychological safety, organizational culture, design thinking, leadership, experimentation, learning from failure, AI, creative thinking  Key Topics:  The definition of curiosity as the desire to go from not knowing to knowing  The role of psychological safety in encouraging curiosity  Patterns of questions that drive innovation and learning  The importance of being close to customers for effective curiosity  The impact of organisational culture on curiosity and experimentation  The risks and rewards of curiosity in the workplace  Practical strategies for leaders to foster curiosity  The influence of childhood and education on curiosity development  The relationship between curiosity and AI in learning and work  How to balance curiosity with decision-making and focus  Takeaways  Curiosity is simply the act of wanting to go from not knowing to knowing.  Psychological safety is essential for fostering curiosity in teams.  Ask open-ended questions that challenge assumptions and explore possibilities.  Being close to the customer enhances the effectiveness of curiosity.  Organisational culture should be built around experimentation and learning.  Shortening feedback cycles accelerates learning and innovation.  Celebrate failures as first attempts in learning to encourage risk-taking.  Leadership modeling of curiosity and experimentation sets the tone.  Use examples and data to demonstrate the value of iterative work.  Encourage questioning and exploration as core organisational behaviours.  Chapters  00:00 Introduction to Curiosity in Organisations  02:53 Defining Curiosity and Its Importance  05:34 Psychological Safety and Curiosity  08:47 Curiosity in Meetings and Organisational Culture  11:29 Learning from Customers and Iterative Processes  14:48 Creating Space for Curiosity in Organisations  17:36 Embedding Curiosity into Organisational Culture  20:29 The Balance of Curiosity and Action  23:27 Practical Steps for Leaders to Foster Curiosity  26:32 The Impact of Technology on Curiosity  29:08 The Future of Curiosity in the Age of AI    Link to Joe's book:  Joelalley.com/book    Connect with us:  LinkedIn YouTube Instagram     

In Japan, "engagement" is a loanword (エンゲージメント), which is a neat metaphor: the sound exists, but the meaning can feel fuzzy at work. Yet global surveys still measure it, and Japan often lands near the bottom — Gallup's recent Japan spotlight reporting puts engaged employees at about 7%.  So how do you lift engagement in a culture that's cautious with self-scoring, allergic to over-promising, and hyper-sensitive to responsibility? You stop chasing a Western definition and start building the three drivers that actually move hearts and behaviour in Japanese teams: manager trust, senior leadership credibility, and organisational pride — with one emotional trigger that lights the fuse: feeling valued by your boss. What does "employee engagement" actually mean in Japan? In Japan, engagement shows up less as loud enthusiasm and more as quiet commitment, discretionary effort, and loyalty to the team. If you use a US-style definition ("I love my company and I'll shout it from the rooftops"), you'll undercount people who are genuinely doing the work and protecting the brand. This is why Japan can look "low engagement" on dashboards while still delivering operational excellence at firms like Toyota, Panasonic, and major banks — effort is often expressed through endurance, quality, and risk reduction rather than overt positivity. Post-pandemic (2020–2025), hybrid work also reduced informal connection, which matters disproportionately in relationship-heavy cultures. Do now: Define engagement behaviours in your context (e.g., proactive problem-solving, collaboration, customer ownership) and measure those, not just imported survey language. Why do Gallup-style engagement surveys often score Japan so low? Japan often scores low because translation and culture collide with how questions are interpreted and how people self-rate. Gallup's Japan-focused reporting highlights that engagement is extremely low by global comparison, and that disengagement is widespread.  Two common traps: Translation nuance: Questions like "Would you recommend this company to friends/family?" carry responsibility risk in Japan. If the friend hates the job (or the company hates the friend), the recommender feels accountable. Perfectionism penalty: Japanese respondents frequently avoid top-box scores. Luxury and service sectors have long observed that Japanese satisfaction ratings can be systematically harsher than other markets (the "Japan factor"). Do now: Audit survey translations with bilingual leaders, add Japan-relevant behavioural questions, and interpret trends (up/down) more than raw global ranking. How do you measure engagement without getting fooled by the numbers? Use a "triangulation" approach: one survey, a few operational signals, and regular manager check-ins. In multinationals, HQ loves a single engagement score — but Japan needs a dashboard that respects context. Practical measurement mix (2024–2026 reality check): Survey pulse: Keep it short; use Gallup Q12-style consistency, but validate Japanese phrasing. Operational indicators: regretted attrition, internal mobility, absenteeism, safety incidents, quality defects, customer complaints, and project cycle time. Manager "meaning" rhythm: monthly 1:1s, quarterly career conversations, and team retrospectives (especially important in hybrid setups). Compare apples-to-apples: Japan vs. Japan (trend), not Japan vs. Denmark (culture). Do now: Pick 5 metrics max, publish them quarterly, and make every manager accountable for one engagement input (e.g., 2 meaningful 1:1s per month). What are the three strongest drivers of engagement in Japanese teams? The biggest levers are (1) satisfaction with the immediate manager, (2) belief in senior leadership, and (3) pride in the organisation. These drivers are universal, but they hit harder in Japan because trust, clarity, and belonging are the social glue. Immediate manager: People don't quit companies, they quit bosses — and in Japan, the boss is also the cultural translator. Gallup research often points to managers as a major factor in team engagement variance.  Senior leadership credibility: If the "why" is vague, Japanese employees assume hidden risk. Clear direction reduces anxiety and boosts execution. Organisational pride: Internal rivalries (Sales vs Marketing vs IT) kill pride. Strong leaders unite teams against external competitors (Rakuten vs Amazon, incumbents vs startups like Mercari, etc.). Do now: Run a 30-day leadership reset: manager 1:1 cadence, CEO "why" messaging, and a pride campaign celebrating customer impact and team wins. What's the emotional trigger that flips people from "showing up" to "leaning in"? Feeling valued by your boss is the fastest emotional accelerator of engagement. People don't guess they're valued — they need to hear it clearly, consistently, and specifically. In Japan, "valued" lands best when it's concrete and modest: "Your analysis prevented a customer escalation." "Because you coached the new hire, the team's cycle time improved." "I trust you with this client because your prep is world-class." Tie value to meaning: how the work helps customers, protects colleagues, or strengthens reputation. This is where confidence, enthusiasm, and ownership start to appear — without forcing extroversion. Do now: Every manager: give 2 pieces of specific recognition per person per month, linked to business impact (customer, quality, speed, risk, revenue). What should leaders in multinationals do when HQ demands Japan "fix engagement"? Push back with data, reframe expectations, and localise the playbook — without looking defensive. Global leaders often see Japan at the bottom and assume leadership failure; the smarter move is to explain the measurement context andshow your improvement plan. A practical HQ message: "Japan's baseline is structurally lower due to survey interpretation and scoring norms." "We'll improve trend lines via manager capability, leadership clarity, and organisational pride." "We'll report both engagement and behavioural indicators quarterly." Gallup's Japan spotlight materials reinforce that Japan's disengagement is economically meaningful — which gives you permission to act decisively.  Do now: Agree with HQ on a 12-month target focused on movement (e.g., +2–4 points) and manager behaviours, not a magical leap to US levels. Final wrap If you want engagement to rise in Japan, stop arguing about the katakana and start building the conditions where people feel safe, valued, and proud. Fix the immediate manager experience, make senior leadership's "why" painfully clear, and create pride by uniting teams against external competitors. The best part: these levers cost zero yen — but they do require leadership discipline. Optional FAQs Is there a Japanese word for "engagement" at work? Not a perfect one — that's why many firms keep エンゲージメント and define it behaviourally. Agree on what engagement looks like day-to-day, then measure those actions. Should Japan use the same engagement questions as the US? Not without localisation. Translate for meaning (not words), test with Japanese employees, and adjust "recommend to friends/family" style items carefully. What's the single fastest engagement improvement tactic? Manager behaviour. Increase high-quality 1:1s and specific recognition; managers are a major lever in engagement differences.  Why do Japanese teams avoid giving 10/10 scores? Perfectionism and modesty norms. Use trend-based targets and multiple indicators rather than chasing top-box scores. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. Greg has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), and others.

This episode, Cat, Jen and Dom chat with Heidi Allan who heads up Employee Financial Wellbeing at pensions and investment advisory firm LCP. LCP's research into financial wellbeing provides illuminating data points that link financial worries to poor engagement, in turn impacting wider organisational performance. Heidi's work in this field highlights the benefits of offering financial education and support to anxious colleagues and showcases the opportunity for internal communicators looking to support colleagues in retirement and wider financial planning.   About Heidi Allan Heidi has been in the pension and employee benefits industry since the early 1990s and has worked for organisations from both a consultancy and provider perspective.  Over the last decade she has produced and authored a number of thought leadership papers on many facets of employee wellbeing.  Heidi helps clients to understand their workforce and the challenges they may be facing, supporting them in providing a valued, engaging, and well-communicated benefits package   Find Heidi on LinkedIn:         https://www.linkedin.com/in/heidijallan/ LCP's website:                         https://www.lcp.com/en LCP's employee wellbeing report:              https://www.lcp.com/en/insights/publications/employee-wellbeing-report

In this week's episode of the Building Better Cultures podcast, Scott McInnes speaks with Kim Bohr, President and COO of Spark Effect, about the critical role of trust in organisations. They discuss the findings from the report 'Trust in Turbulence' which breaks down trust into measurable domains and emphasises its importance as a competitive advantage. The conversation explores how disruptions, such as the return to office policies, impact trust, and how organizations can build and rebuild trust through effective communication and leadership practices.  Takeaways:  Trust is a measurable and critical component of organisational success.  Disruptions can erode trust in everyday interactions.  Return to office policies must be communicated effectively to maintain trust.  High trust organizations see better performance and retention rates.  Low trust environments lead to increased turnover and disengagement.  Younger generations prioritize alignment of values with their employers.  Technology rollouts can significantly impact trust dynamics.  Managers play a crucial role in translating corporate messages to their teams.  Celebrating achievements fosters a culture of trust and connection.  Rebuilding trust requires transparency and accountability from leadership.  Keywords:  Organisational trust, trust in leadership, building better cultures, trust metrics, employee engagement, return to office, trust and performance, psychological safety, technology and trust, trust rebuilding strategies  Chapters  00:00Introduction to Trust in Organizations  02:04Understanding Trust as a Competitive Advantage  04:24The Impact of Disruption on Trust  08:25Return to Office: Trust and Communication  11:51Linking Trust to Organizational Performance  13:57Low Trust and Its Effects on Culture  16:15Attracting Talent in a Low Trust Environment  18:11Technology's Role in Trust Dynamics  20:50Practical Steps to Build Trust  25:56Celebrating Achievements and Building Connections  29:57Rebuilding Trust After a Breach    Link to the report mentioned in the episode:  Report    Connect with us:  LinkedIn YouTube Instagram 

Corinna Stukan, Product Leader and Founder of Fintech marketplace Bizzy, lays out practical advice for connecting your product roadmap to business goals. She explains how a metrics one-pager aligns day-to-day product decisions with company goals, why understanding whether your business is in growth, acquisition or cost-control mode should shape every prioritisation call, and how to frame initiatives so stakeholders see commercial impact, not just better UX.Chapters4:00 — Why product people should care about business acumen6:01 — Organisational causes of weak commercial context for PMs8:10 — What business acumen means in practice9:10 — Wake-up story: prioritisation shifted after asking the CEO about revenue drivers11:05 — Misalignment: company goals vs team OKRs12:13 — How to run the metrics one-pager and link product to business goals14:37 — Strategy: where we are, where we're going, how we'll get there15:03 — Encouraging ideas while setting business context17:01 — Running collaborative bets before creating the roadmap19:20 — Communicating value: turn “better onboarding” into business impact22:08 — Avoiding over-attribution and internal attribution fights23:05 — Example: marketing's 12 touchpoints and joint contribution to acquisition24:26 — Practising stakeholder storytelling; where LLMs help and don't29:17 — Presentation craft: fewer slides, start with numbers, end with actions31:03 — Using LLMs for synthesis, not hOur HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath. Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

What if building a career in coaching did not require you to run your own business at all? In this episode, we open up a conversation that we realise we have not explored nearly enough. We often talk about creating a coaching business or becoming a coaching leader, yet there is a growing and exciting landscape of coaching jobs inside organisations that deserves real attention. This discussion was sparked by the noticeable rise in coaching roles appearing across LinkedIn and within our own community. As we began to explore them more closely, we reflect on our own experience of returning to an in-house role where coaching formed the heart of my work. It brought together everything we loved about developing people, with the stability of a regular income and without the constant need to generate clients. That combination created a deep sense of alignment and ease. We share the wide range of ways coaching now shows up in organisations. Some roles are fully dedicated internal coach positions. Others sit within learning and development, people development, leadership, apprenticeships or culture transformation. In many cases, coaching becomes the differentiating skill that allows someone to move from one profession into another and close the experience gap that once felt like a barrier. What becomes clear in this conversation is that there is no single pathway. For some people, the idea of running a business and stepping into a CEO identity is energising. For others, it is not where their passion lies. There is equal value in a role where you are paid to do the work you love every day, making a tangible difference to individuals and teams, without needing to manage marketing, sales and operations. We also reflect on the increasing recognition within organisations that coaching improves performance, supports wellbeing and helps retain talented people. As executive coaching has proven its impact, companies are now asking how to create that same level of support at scale. This is where internal coaching capability and coaching cultures are being built, and it is opening doors to roles that simply did not exist a decade ago. One of the most important themes running through this episode is possibility. Coaching training is not only about becoming a coach in private practice. It is a powerful, transferable professional development that allows you to reshape your current role, step into a new one or design a portfolio career that blends stability with independence. We also talk about timeframes, because the journey is often far more achievable than people imagine. Within a year to eighteen months, it is entirely possible to gain a qualification, apply your existing experience and position yourself as the ideal candidate for roles that previously felt out of reach. At its core, this episode is about contribution. It is about being paid to make a meaningful difference, to work with people in a way that feels purposeful, and to build a career that reflects how you truly want to spend your time.   Timestamps: 00:00 Introduction to coaching jobs in organisations 00:26 Jo's in-house coaching role and the value of income stability 01:48 Searching for coaching roles and surprising results 03:17 Using coaching to bring strengths and passions together 04:17 A success story of moving into an internal coaching role 05:11 New and emerging coaching career pathways 06:05 Coaching qualifications as a bridge into people roles 07:02 The scope and creativity within L&D and development roles 08:27 Portfolio careers and university coaching work 09:24 The rise of in-house coaching in global organisations 10:23 Building coaching capability at scale 11:21 Organisational support for coaching development 12:13 Coaching roles shaped by culture and organisational need 13:10 Business owner versus employed coach pathways 14:04 Part-time roles and blended career models 15:00 Being paid to make a meaningful difference 15:56 How quickly career change can happen through coaching 16:52 Transferable skills from other industries 17:22 First steps to explore coaching opportunities   Key Lessons Learned: A coaching career can exist fully inside an organisation without running a business. Coaching qualifications create powerful bridges into people development and L&D roles. Internal coaching is growing as organisations seek performance, wellbeing and retention at scale. Portfolio careers allow a blend of stability, flexibility and independence. Transferable skills from many industries align naturally with coaching. It is possible to reposition your career within one to eighteen months. Being paid to make a meaningful contribution is a valid and achievable goal.   Keywords: coaching jobs in organisations, internal coach roles UK, learning and development coaching careers coaching qualification career change, people development roles coaching, portfolio coaching career coaching culture in organisations, executive coaching internal capability, transferable skills into coaching, coaching career pathways,   Links & Resources: IG Company website: https://www.igcompany.com Coaching course quiz: https://www.mycoachingcourse.com

Welcome back to a brand-new series of the Building Better Cultures Podcast! In the first episode of the season, host Scott McInnes is joined by Phil Codd, Managing Director of Expleo in Ireland. They discuss the multifaceted nature of organisational culture, emphasising the importance of aligning leadership and employee cultures. Phil shares insights on employee happiness, effective communication, and the significance of feedback loops in fostering a positive work environment. The conversation also touches on the challenges of hybrid work, the future of organisational culture, and the need for organisations to adapt to a more flexible and inclusive work environments.   Here are some of the key insights from the episode: ·      Culture isn't just one thing; organisations have multiple cultures. ·      Happy employees lead to happy customers and growth. ·      Effective communication is a critical leadership skill. ·      Feedback loops are essential for employee engagement. ·      Celebrating employee longevity can enhance morale. ·      Technology can facilitate continuous feedback in organisations. ·      Hybrid work requires new ways of connecting teams. ·      Organisational culture is not confined to physical spaces. ·      Aligning leadership culture with employee culture is vital. ·      Policies should focus on the human aspects of work. Chapters: 00:00 Introduction to Building Better Cultures Podcast 03:12 Understanding Organisational Culture 09:54 The Importance of Communication in Culture 12:30 Feedback Loops and Employee Engagement 17:29 Flexibility and Hybrid Working Models 23:51 Challenges of Geographic and Hybrid Work 28:58 Future of Work and Cultural Alignment Keywords: Organisational culture, leadership, employee engagement, communication, feedback loops, hybrid work, employee happiness, culture alignment, workplace dynamics, future of work Connect with us: LinkedIn YouTube Instagram

On The Space Show for Wednesday, 4 February 2026: The Space Show is in conversation with Angelo Di Grazia, a Committee member of the ⁠Space Association of Australia⁠.*******Space Show News —The Artemis II launch has been delayed by at least one month due to a hydrogen leak during a wet dress rehearsal.*******Ensuring American Space Superiority: A new U.S. space policy directive —On 18 December 2025, President Trump signed an executive order entitled Ensuring American Space Superiority – essentially the new cornerstone of U.S. National Space Policy. Key highlights: ​Moon missions accelerated — Americans back on the lunar surface by 2028 (with Artemis), with the first pieces of a permanent lunar outpost established by 2030. ​Space nuclear power push — Deploy reactors in orbit and on the Moon, including a surface reactor launch-ready by 2030. ​National security focus — Build next-gen missile defence tech (including space-based) by 2028, develop strategies to detect/counter threats (even nuclear weapons in orbit) all the way out to cislunar space, and make the military space architecture more resilient and commercial-friendly. ​Commercial boom — Aim to pull in an extra 50 billion dollars of private investment by 2028, ramp up launch cadence, replace the ISS with private stations by 2030, and reform acquisitions to favour fast, commercial solutions. ​Organisational changes — Revokes the old executive order re-establishing the National Space Council (first Trump administration/Biden administration), shifts coordination to the President's science advisor, and tweaks older policies on space traffic management. *******A word from the new NASA Administrator, Jared Isaacman —On 19 December 2025, the newly appointed NASA Administrator addressed the agency's staff about his vision for the future of NASA and answered questions from members of the workforce.

Organisational change doesn't just test systems—it tests people.In this straight-talking episode, Amy unpacks what actually helps when teams are navigating uncertainty: the emotional impact leaders carry, the unspoken fear beneath resistance, and the small, consistent actions that build trust when big answers aren't available.She explains the powerful difference between “change” (the external stuff: org charts, new faces, shifting priorities) and “transition” (the internal process everyone goes through as they try to regain stability and clarity). She shares why leaders (and teams) don't just resist change—they resist loss of control, safety, and connection, and how that can show up as everything from tunnel vision to overwork, withdrawal, or just uncharacteristic quiet.Building real psychological safety is at the core of her advice. She offers hard-won, practical tips, be honest about what you know and don't know, keep communications predictable (even if your updates are “no update”), and don't disappear when the going gets tough. She makes a strong case for not just surviving but leading with authenticity and empathy—showing your own vulnerability in a professional way and giving your teams permission to do the same.The episode also tackles the not-so-glamorous “what NOT to do” list: going silent, pretending everything's normal, making promises you can't keep, punishing emotions, and trying to carry the emotional load alone. She calls out the power of external support—from team coaching to facilitated learning sets—especially when morale is taking knocks from too much uncertainty.To wrap up, Amy leaves us with three foundational principles: clarity, consistency, and compassion. They might sound simple, but they're the secret weapons for any team navigating change. If you're feeling stretched and need a pep talk (with a side of real talk), you'll definitely want to give this one a listen.Timestamps00:00 "Leading Through Uncertainty"03:19 "Leading Through Emotional Transitions"09:49 Navigating Fear Through Team Support10:52 "Creating Fearless Spaces for Change"15:16 "Consistency Creates Calm"17:34 Compassionate Leadership and Connection21:50 "Allowing Space for Emotions"Connect with The Fearless FoodiesThe Fearless Foodie Newsletter straight to your inbox. No fluff, no spam: https://foodies.fearlessfoodies.co.uk/podcastConnect with Amy here: https://www.linkedin.com/in/amywilkinsoncoach/Useful Links and Resources:Leading Through Uncertainty – free download: https://foodies.fearlessfoodies.co.uk/leading-through-uncertaintyIf support would help, I work with leaders and teams during periods of change through:Leadership workshopsFacilitated ways-of-working sessions1:1 coachingTeam coachingChange workshops for TeamsIf you want to talk things through, you're very welcome to drop me an email to explore how Fearless Foodies can help: amy@fearlessfoodies.co.uk  

Join the boys to discuss the latest news following the hire of John Harbaugh as he starts to shape the giants in to a winning football organisation.

What if the reason so many mergers, acquisitions and restructurings fail isn't strategy or execution but grief?That's the case my guest, Jennifer Fondrevay, makes in this episode. She's the author of Now What: A Survivor's Guide for Thriving Through M&A and an advisor to leaders navigating high-stakes transitions.We explore why unacknowledged grief can quietly drain 25–30% of productivity, and sabotage deal outcomes. Jennifer takes us through the five stages of grief in an organisational context, offering practical strategies leaders can use right away.You'll hear how to recognise the signals of grief, give people language for what they're experiencing, and channel that energy into performance and purpose. We also discuss why high performers often struggle the most, and why keeping customers as your North Star helps teams overcome turf battles.If you're leading change in your organisation right now, this conversation will give you a new lens and actionable tools to turn loss into momentum“They're mourning the loss of the future that won't be.” — Jennifer FondrevayYou'll hear aboutWhy productivity drops 25-30% after M&A announcementsThe five stages of organisational grief explainedPractical leadership scripts for major change announcementsHow to handle anger without dismissing concernsKeeping customers as your North StarThe former rock star phenomenon during transitionsPreparing boards and leaders before deals happenWhy high performers struggle most with changeThe employee engagement and customer relationship linkAbout Jennifer:Jennifer J. Fondrevay is the field-tested Founder and Chief Humanity Officer of Day1 ReadyTM, the M&A whisperer for CEOs and leaders who know "synergies" don't magically happen by themselves.After navigating multibillion-dollar deals, Jennifer wrote the manual everyone wishes they'd had: "NOW WHAT? A Survivor's Guide for Thriving Through Mergers & Acquisitions", helping executives lead when the playbook gets thrown out the window.Crowned #1 M&A Speaker by Research Leadership Institute, Jennifer's the go-to expert when uncertainty strikes. Her wisdom graces Forbes, Harvard Business Review, Fast Company, and Inc.Resources:Profile: https://shorturl.at/i1go1Book: https://shorturl.at/ufZRqArticle on employee grief in organisational transitions: https://shorturl.at/gLxsKMy resources:Try my High-stakes meetings toolkit (https://bit.ly/43cnhnQ)Take my Becoming a Strategic Leader course (https://bit.ly/3KJYDTj)Sign up to my Every Day is a Strategy Day newsletter (http://bit.ly/36WRpri) for modern mindsets and practices to help you get ahead.Subscribe to my YouTube channel (http://bit.ly/3cFGk1k) where you can watch the conversation.For more details about me:Services (https://rb.gy/ahlcuy) to CEOs, entrepreneurs and professionals.About me (https://rb.gy/dvmg9n) - my background, experience and philosophy.Examples of my writing https://rb.gy/jlbdds)Follow me and engage with me on LinkedIn (https://bit.ly/2Z2PexP)Follow me and engage with me on Twitter (https://bit.ly/36XavNI)

This is Day 2 of the Learn Like a Lobster skill sprint, and today Helen and Sarah focus on one of the hardest - and most important - career skills: how to give and receive tough feedback. Learning doesn't just happen after the difficult moment has passed - some of the most powerful development happens while things feel uncomfortable. In this episode, Helen and Sarah explore how to learn in the hard moments — particularly when feedback feels awkward, emotional, or risky.

Why short-term diversity efforts fail - and how to fix themIn this episode of The Inclusive Growth Show, Toby Mildon is joined by Juliane Schlüsener, a systemic organisational developer, researcher and coach. Together, they explore how organisations can drive sustainable equity, diversity and inclusion (EDI) by going beyond surface-level initiatives and embedding change across systems, structures and people.Juliane shares insights from her research into women working in male-dominated industries, revealing how stereotype threat undermines performance. She also explains why organisations must align their structures and processes with people-focused training to achieve lasting change.Key takeaways:The science behind underperformance in minority groupsWhy short-term EDI initiatives often erode employee trustHow to embed long-term change through a systemic lensThe role of leaders in supporting inclusive culturesWhy Juliane remains hopeful despite societal EDI backlashGuest highlights: Juliane Schlüsener, systemic organisational developer and EDI coach 

How do you get organisational buy-in for sustainable initiatives? In this episode, Nhung Kieu, Head of Sustainability at Vorwerk Group, and Michael Kroh, Fellow Materials Engineering and Sustainability Officer at Vorwerk Engineering, share how Vorwerk increased the use of recycled plastics in products such as Thermomix and Kobold vacuum cleaners. Based on Vorwerk's experience, we discuss how organisational support was built across engineering, procurement, and management. What you'll hear in this episode: • What drove Vorwerk to increase recycled content and position sustainability as part of the business strategy. • Which barriers had to be addressed, including quality perceptions, pricing constraints, and internal skepticism. • Which factors help to create both sustainability impact and economic value.  Listen now to get a practical perspective on how circular initiatives gain traction inside organisations by aligning technical feasibility with business and organisational realities. This episode is part of the “Recycled Plastics form Premium Brands” series, sponsored by HolyPoly.

AI is changing work faster than people can change how they workThis requires a new approach to human adaptation, not just technology deployment.A rich discussion with Nikki about how to move past chaotic AI adoption to focused, fast-paced organizational learning cycles, understanding at the same time that AI speed is unprecedented. We explore how leaders can transform, innovate, and amplify their impact in the AI age.Many organizations are grappling with the “Shiny Object Syndrome” in AI adoption. It is vital to keep business fundamentals in sight given that AI is ‘just' a tech to help meet business objectives, yet shiny object syndrome prevails in many companies - strategic business clarity does not come from AI.Now is an opportunity for every business, also to stay competitive – the fundamental operating cycles are getting faster, and models are changing (from pyramid to molecular).We discuss how to ensure sustainable transformation, through continuous iteration in rapid 90-day cycles. This sprint-based approach allows for quick wins, builds internal capability, and maintains relevance in a fast-changing AI landscape.The result is Agentic-Human Reinvention; where humans and AI amplify each other, where output becomes exponential without more hours. Where people become People Squared.Nikki shares insights from her 25-year career helping top brands reinvent their culture and capabilities.What specific business objective could AI help your organization achieve in the next 90 days?The main insights you'll get from this episode are :Organisational learning cycles help leaders trying to navigate the rapid changes AI is wreaking on work – it is the greatest disruption in modern human history, and most leaders are ill equipped to deal with it.It is not just a matter of AI adoption, but how to help humans adapt and relinquish evolutionary design to co-evolve with AI for a new reality that reshapes roles and value creation models.It is vital to keep business fundamentals in sight given that AI is ‘just' a tech to help meet business objectives, yet shiny object syndrome prevails in many companies - strategic business clarity does not come from AI.Clearly defined AI projects create sustainable change, which requires continuous and rapid iteration – in cycles – for specific use cases to create the highest ROI and demonstrate the value of AI.The superficial application of AI erodes trust and wastes resources; this new tech must be taught rather than learnt, which makes it more valuable yet also more difficult to create a culture of trust in it.Deploying AI must begin with the people, not the project - AI is forcing a deep change in human beings who feel threatened evolutionarily by a lack of safety, certainty and comfort.Embracing risk and navigating uncertainty is an identity/mindset shift and the starting point to determine which zone of genius remains and what must go; AI as a co-worker follows the reinvention of the people, the process and the tools.Personal transformation is the first step towards reshaping the philosophy of leadership guided by core values; continuous learning is now the ultimate superpower to turn knowledge into wisdom.Clarity, courage,...

THE STRUCTURE & ORGANISATIONAL STRATEGY FOR TAKING CITIES, PART 2 | DR DAVID OGBUELI

THE STRUCTURE & ORGANISATIONAL STRATEGY FOR TAKING CITIES, PART 1 | DR DAVID OGBUELI

What does it take to scale a consulting firm internationally without external capital? In this episode, Joe O'Mahoney speaks with Olly Purnell, Managing Partner and co-founder of Q5, about how the firm grew from a five-person partnership to a global consultancy. With nearly 30 years of consulting experience, he leads client engagements across sectors while also focusing on attracting top talent to support Q5's growth in the UK, US, and Australia.Olly explains why Q5 moved away from an associate-heavy model, how they built a culture around organisational health, and how their internal tool—Org Maps—supports operating model work by analysing spans, layers, and resource allocation directly from client ERP data.They also discuss Q5's shift from a traditional partnership to a broader shareholder structure, the targeted mergers that helped them enter new markets, and the leadership decisions that preserved the team during COVID-19.Olly closes with insights into the future of consulting, the impact of AI, and Q5's focus on strengthening their tools and international footprint. In this episode, you will learn: How Q5 scaled from a small founding team to an international consultancyWhy the firm shifted from an associate-led model to full-time hiringWhat “organisational health” means in practice and how Q5 delivers itHow Org Maps supports operating model and workforce decisionsWhy Q5 moved from a partnership to a broader shareholder structureThe leadership decision that protected the firm during COVID-19How Q5 approaches growth, culture, and the future of consulting in an AI-driven eraThis conversation offers a clear look into how Q5 has grown, adapted, and defined its approach to organisational health. Olly's reflections on culture, structure, and leadership provide practical insights for any consultancy thinking about scale. We hope you found the discussion valuable and thought-provoking.Connect with Olly:Website: q5partners.comLinkedIn: Olly Purnell Send us a textProf. Joe O'Mahoney helps boutique consultancies scale and exit. Joe's research, writing, speaking and insights can be found at https://equitysherpa.com.

Long-term planning has become one of the most decisive leadership responsibilities in today's volatile business environment. Yet many leaders struggle to provide clear direction, manage uncertainty and communicate strategy in a way that earns trust. In this episode, Niels Brabandt, international leadership expert and founder of NB Networks, delivers a rigorous, evidence-based analysis of how modern leaders must approach long-term planning to ensure organisational stability and performance. Drawing on real-world examples and executive-level experience, Brabandt explains: • why overconfident predictions and vague statements both erode trust, • how uncertainty triggers organisational overthinking when leaders lack clarity, • why gut feeling fails as a strategic tool and how evidence-based decision-making must replace it, • the essential role of professional forecasting, data science and stochastic modelling, • how leaders can manage expectations and negotiate strategic targets effectively, • why experience and expertise together form the foundation of credible leadership, • and how fact-based communication strengthens organisational alignment. This episode is designed for business decision makers who demand more than inspirational leadership rhetoric. It offers a practical, analytical and academically grounded framework for leading with integrity, clarity and strategic depth. For further insights, articles, videos and access to weekly leadership content, visit www.NB-Networks.com. Keywords: Niels Brabandt, Leadership, Long-Term Planning, Strategic Leadership, Organisational Strategy, Executive Decision Making, Forecasting, Stochastic Forecasting, Data-Driven Leadership, Overthinking Effect, Leadership Communication, Managing Expectations, Leadership Development, Business Leadership, Sustainable Leadership, Organisational Performance, NB Networks. Host: Niels Brabandt / NB@NB-Networks.com Contact to Niels Brabandt: https://www.linkedin.com/in/nielsbrabandt/ Niels Brabandts Leadership Letter: https://expert.nb-networks.com/ Niels Brabandts Website: https://www.nb-networks.biz/ 

"Making experiences, whatever they are, human is one of the key learnings of human-centered design, and at least one of those that I really keep close to my heart." - Marco Monterzino In this episode of the Facilitation Lab podcast, Douglas Ferguson interviews Marco Monterzino, a human-centered designer and innovation facilitator. Marco shares his journey from luxury product design to facilitation, emphasising the significance of ritual, adaptability, and purpose in both fields. They discuss how design thinking and frameworks like the hero's journey inform facilitation, and how rituals shape user  

Jehad Affoneh is Chief Design Officer at Toast, where he leads design across product, platform, and culture. Previously, he held design leadership roles at VMware and other complex B2B companies. Starting his career as an engineer, Jehad brings a unique perspective to design, viewing it fundamentally as problem solving. On today's show we chat about the transition from engineering to design, the value of being multilingual across disciplines, organisational design, and how AI is transforming the way teams build products.Timestamps:00:00 – Intro02:08 – Jehad's journey from engineering to design leadership05:32 – Being multilingual across disciplines and bridging gaps09:48 – Organisational design and how teams should be structured20:16 – The role of design systems and platforms at scale31:44 – Leading design in complex B2B environments42:22 – How AI is changing product building and design tools52:18 – The future of AI agents and conversational interfaces58:02 – End of show questionsConnect with JehadLinkedIn

This episode covers the first part of chapter 27 to: “...new school, which I called “Yogoda Satsanga Brahmacharya Vidyalaya.” Summary: This episode focuses on self-inquiry, and the role of rituals in achieving spiritual understanding with respect to Kriya Yoga. We discussed various philosophical perspectives on self-realization and the concept of Shankaracharya's Advaita Moksha, including references from Paramahansa Yogananda's translation of the Bhagavad Gita. The conversation concluded with reflections on the scientific and spiritual benefits of Kriya Yoga, emphasizing its unique blend of mathematical precision, spiritual guidance, and scientific reasoning. 1:15 Expectations from the chapter; 6:10 Organisational work and seva; 22:50 Look toward the larger family; 45:00 What was Guruji's school like? 59:45 Four Ashrams footnote; 1:07:30 Next episode Links discussed in the episode:  https://ysei.edu.in/ Homework for next episode— Read, absorb and make notes on the next part of chapter 27 from: “I organised a programme for both grammar- and high-school grades...” to “...he observed with twinkling eyes, ‘but I can feel for you!'”  #autobiographyofayogi  #autobiographylinebyline  #paramahansayogananda Autobiography of a Yogi awake.minute Self-Realization Fellowship Yogoda Satsanga Society of India #SRF #YSS 

Sian shares her journey from growing up in Australia with Sri Lankan heritage to leading global people functions. Sian reflects on finding confidence in her identity, breaking barriers, and creating opportunities for underrepresented talent, alongside her volunteer work with the Fashion Minority Alliance. Sian explores the evolving role of HR in a world shaped by AI, emphasising inclusive learning, psychological safety, and adapting to different learning styles. Sian also shares her commitment to fairness and education, showing how organisational practices can build trust, align with values, and drive success. Her one wish for HR leaders is to champion initiatives that grow people while delivering measurable organisational value. By linking storytelling, data, and business outcomes, Sian demonstrates how inclusive HR leadership can create lasting impact, calling on you to lead with purpose and break barriers. References  Fashion Minority Alliance UNESCO / UN Reports on Education and Wellbeing   Thank you to Staffbase for sponsoring this episode     Staffbase knows that HR leaders are driving transformation in the workplace and they're here to help.   Staffbase Communications Cloud empowers HR leaders to be transformation trailblazers, driving trust and business success in change through strategic communication. Their internal communications platform empowers companies to connect with their people, whether they're at their desks or on the front lines.   With tools that improve engagement, amplify employee voices and align everyone with your company's goals, Staffbase makes it easier for HR leaders to create and measure lasting change. Want to learn more? Head over to Staffbase.com to see how Staffbase can help your organisation thrive.    

Sian shares her journey from growing up in Australia with Sri Lankan heritage to leading global people functions. Sian reflects on finding confidence in her identity, breaking barriers, and creating opportunities for underrepresented talent, alongside her volunteer work with the Fashion Minority Alliance. Sian explores the evolving role of HR in a world shaped by AI, emphasising inclusive learning, psychological safety, and adapting to different learning styles. Sian also shares her commitment to fairness and education, showing how organisational practices can build trust, align with values, and drive success. Her one wish for HR leaders is to champion initiatives that grow people while delivering measurable organisational value. By linking storytelling, data, and business outcomes, Sian demonstrates how inclusive HR leadership can create lasting impact, calling on you to lead with purpose and break barriers. References  Fashion Minority Alliance UNESCO / UN Reports on Education and Wellbeing   Thank you to Staffbase for sponsoring this episode     Staffbase knows that HR leaders are driving transformation in the workplace and they're here to help.   Staffbase Communications Cloud empowers HR leaders to be transformation trailblazers, driving trust and business success in change through strategic communication. Their internal communications platform empowers companies to connect with their people, whether they're at their desks or on the front lines.   With tools that improve engagement, amplify employee voices and align everyone with your company's goals, Staffbase makes it easier for HR leaders to create and measure lasting change. Want to learn more? Head over to Staffbase.com to see how Staffbase can help your organisation thrive.    

In this special episode of the Fundraising Everywhere podcast, we celebrate a major milestone—reaching 100 organisational members! Join host Simon Scriver, Nikki Bell and Cam St-Omer Donaldson as they reflect on the journey from the very first member to a thriving community of changemakers. Discover the impact of organisational membership, the power of community, and the lessons learned along the way. Whether you're a seasoned fundraiser or new to the sector, this episode is packed with inspiration, practical insights, and a look at what's next for Fundraising Everywhere. Tune in and be part of the celebration! Click here to subscribe to our email list for exclusive fundraising resources, early access to training, special discounts and more If you enjoyed this episode, don't forget to hit follow and enable notifications so you'll get notified to be first to hear of future podcast episodes. We'd love to see you back again! And thank you to our friends at JustGiving who make the Fundraising Everywhere Podcast possible.

Ashkan returns to reveal how Southcliffe Dental transformed from near-bankruptcy to unprecedented profitability through a revolutionary therapist-led model. From losing half his body weight to facing GDC proceedings, he opens up about the personal costs of rapid expansion and the dark period when £4 million in clawbacks nearly destroyed everything. His ex-wife's intervention during his lowest moment becomes a turning point, leading to a complete business overhaul that's now attracting attention from private equity firms across the sector. Raw, unfiltered, and brutally honest about the realities of corporate dental leadership.In This Episode00:01:25 - Quality over quantity mindset shift00:02:50 - The £4 million clawback crisis00:06:00 - Revolutionary therapist business model00:17:35 - Organisational restructure and delegation00:25:30 - Leadership philosophy and high standards00:30:50 - Physical transformation journey00:46:45 - GDC proceedings and workplace allegations01:04:25 - Blackbox thinking01:17:05 - Clinical errors and patient management01:23:15 - Business decisions and banking relationships01:33:15 - Fantasy dinner party01:08:45 - Last days and legacyAbout Ashkan PitchforthAshkan is the CEO and co-founder of Southcliffe Dental Group, which operates 24 mixed NHS practices employing around 400 people. He pioneered an innovative therapist-led delivery model that has revolutionised the group's profitability, taking EBITDA from zero to 7-8 million within two years. A clinical dentist turned entrepreneur, he's known for his direct leadership style and willingness to challenge conventional dental business models.

This episode we republish a classic conversation referenced in the new book, Manage Self, Lead Others:Constructive Conversations, True Self-Leadership and Culture You Can't Fake by Nina Sunday. (Amazon). Brendan Rogers turns the spotlight on Nina Sunday to unpack rookie mistakes new managers make, and how to avoid them. Experience our episodes in a whole new way and watch every video version on our YouTube channel HERE Subscribe to catch each episode.release.   Soundbites [01:00] Why leaders need to hear this conversation [03:08] Link between culture and team performance results [04:37] Turning mistakes into growth and improving team motivation [05:09] Work experience that shapes views on feedback [06:57] Learn to have better conversations [08:22] The big picture of leadership [11:24] Why one-on-ones are essential for communication and trust [15:32] One-on-ones and job rotation to unlock hidden strengths [18:01] The role of psychometric tools in managing individuals [20:30] Balancing laissez-faire leadership [21:26] The danger of shutting down innovation [23:22] Constant reinvention and valuing staff ideas [25:25] Google's Project Oxygen on effective management behaviours [26:36] Culture through informal rituals [29:35] Phone use at work and setting clear expectations [30:58] Choosing the right language for feedback [33:35] Organisational theory and avoiding workplace disharmony [35:12] Leading from the front vs. from the side [38:22] Impact of small irritations left unaddressed [42:29] Not creating a second curve for growth [44:48] New challenges and projects to maintain engagement [47:40] Missed opportunities to offer career progression within roles [49:41] Hiring lessons and using interns as a talent pipeline [51:16] How young professionals value portfolio careers and side projects [52:23] Neglecting your own capability development [53:37] Google's Project Aristotle and the importance of psychological safety [54:32] Conversational equality and inviting all voices [55:50] VW ''Dieselgate'' and the dangers of groupthink [57:14] Brainstorming and continuous improvement [59:29] Leadership skills in associations and community roles [01:01:17] Why leaders must use mistakes as learning opportunities [01:02:57] Systems, checklists, and protecting corporate memory [01:05:04] Asking questions in one-on-ones to improve communication [01:07:02] Cultivating loyalty through acknowledgment [01:08:33] Publicly sharing customer compliments to build confidence CONTACT BRENDAN ROGERS Website: https://leaderbydesign.au/ LinkedIn: https://www.linkedin.com/in/bjrogers01/   ABOUT PODCAST HOST, NINA SUNDAY Nina Sunday's latest book, ‘'Manage Self, Lead Others: Constructive Conversations, True Self-Leadership, and Culture You Can't Fake'' now on Amazon - paperback or kindle. Amazon USA ⁠⁠https://a.co/d/3WaplI9⁠⁠ Amazon Australia ⁠⁠https://amzn.asia/d/0KwghaM⁠⁠ You can read the Kindle version on your PC, laptop or phone; you don't need a Kindle device. Feel free to leave a review so others know it's a good read. === Brainpower Training To learn more about face-to-face training programs with Nina Sunday or one of her experienced Facilitators from Brainpower Training Pty Ltd in Australia Pacific, visit: ⁠⁠⁠⁠⁠⁠⁠https://www.brainpowertraining.com.au/signature-programs/⁠⁠⁠⁠⁠⁠⁠ === NinaSunday.com To visit Nina Sunday's speaker site for global in-person speaking bookings visit: ⁠⁠⁠⁠⁠⁠⁠https://www.ninasunday.com/⁠⁠⁠⁠⁠⁠⁠ === LinkedIn: Connect with Nina Sunday on LinkedIn ⁠⁠⁠⁠HERE⁠⁠⁠⁠ === BLOG To subscribe to Nina Sunday's blog go to ⁠⁠⁠⁠⁠⁠⁠https://www.brainpowertraining.com.au/ ⁠⁠⁠⁠⁠⁠⁠and scroll to bottom of page to register. Learn more about your ad choices. Visit megaphone.fm/adchoices

Why trust is the ultimate driver of long-term sales success in Japan Salespeople everywhere know that trust is essential for winning deals, but in Japan, trust is the difference between a one-off sale and a lifelong customer. Research shows that 63% of buyers prefer to purchase from someone they completely trust—even over someone offering a lower price. In a market where relationships outweigh transactions, trust doesn't just support sales, it builds loyalty. Why does trust outweigh price in Japanese sales? While discounting may win a deal, it doesn't create loyalty. Trust, on the other hand, generates repeat business. The cost of building trust is far lower than repeatedly slashing prices to close deals. Buyers in Japan, who are highly attuned to signs of insincerity, quickly detect opportunistic sales tactics. When they find a salesperson who is genuinely trustworthy, they hold on tightly. This is why successful firms in industries from pharmaceuticals to IT services prioritise building trust-based partnerships over price competition. Global research and local practice confirm that loyalty is rooted in belief, not bargains. Mini-Summary: Trust is more powerful than price in Japan because it creates repeat business and loyalty, while discounting only secures short-term wins. What mindset builds long-term customer loyalty? The salesperson's mindset determines whether buyers see them as a partner or a pusher. A focus on long-term relationships rather than one-off transactions changes everything. When salespeople think in terms of “partnership” and “reorder,” communication becomes more genuine, reassuring buyers that their interests are respected. In Japan, this long-term orientation aligns with cultural norms of reliability and stability. Buyers expect a salesperson to stand by them through multiple cycles, not just disappear after the first contract. Sales leaders at companies like Toyota and Hitachi have reinforced this by emphasising repeat business as a performance metric, not just one-time deals. Mini-Summary: A partnership mindset—focused on reorders and long-term success—creates loyalty and aligns with Japanese business culture. How do buyers sense a salesperson's true intention? Buyers are experts at detecting hidden agendas. If a salesperson approaches with a “win-lose” attitude, buyers sense it immediately. Past purchasing mistakes make buyers cautious and wary of being taken advantage of. By contrast, when salespeople project genuine interest in mutual success, buyers relax and open the door to trust. The key is consistency: every action, from initial meetings to after-sales support, must reinforce the message that the salesperson is invested in a “win-win” relationship. Mini-Summary: Buyers intuitively sense whether a salesperson is seeking a win-win or win-lose deal. Only the former leads to loyalty. What drives buyer loyalty beyond trust? Loyalty is both emotional and behavioural. It stems from the buyer's belief that the salesperson is reliable, competent, and focused on their success. The trust-loyalty equation can be expressed as: Trust + Relationship = Buyer Loyalty At one extreme sits the “product pusher,” chasing maximum price before moving on. At the other extreme is the “trusted advisor,” dedicated to mutual benefit and long-term collaboration. The question every salesperson must ask is: where do you sit on this scale? Mini-Summary: Buyer loyalty comes from the combination of trust and relationship, positioning the salesperson as a trusted advisor rather than a product pusher. What are the five drivers of trust in sales? To earn loyalty, salespeople must master five trust drivers: Intention: Always seek win-win outcomes. Competence: Deliver reliable solutions that meet buyer needs. Customer Focus: Prioritise the buyer's success as the path to your own. Communication: Provide clarity, manage expectations, and follow through. Value Creation: Continuously add value that goes beyond the product. In sectors like finance and healthcare, where risk is high, these drivers determine whether clients commit for the long term. Without them, loyalty cannot be sustained. Mini-Summary: Trust is built on intention, competence, customer focus, communication, and value creation—five pillars every salesperson must master. What should leaders do to embed loyalty in sales teams? Organisational culture matters as much as individual behaviour. Some firms claim to be “customer-first,” but internally reward only short-term sales. Leaders must align messaging and incentives with trust-building behaviours. Salespeople working in trust-driven environments are more motivated, more professional, and more successful. If a company does not encourage loyalty-driven practices, sales professionals may need to move to one that does. In Japan's competitive market, those who embody trust and loyalty enjoy longer, more rewarding careers. Mini-Summary: Leaders must create environments that reward trust-building, or risk losing both customers and talented salespeople. Conclusion Customer loyalty is built on trust, not discounts. For salespeople in Japan, adopting a win-win mindset, projecting genuine intentions, and mastering the five drivers of trust are essential to becoming a trusted advisor. Companies that encourage loyalty-focused behaviour will thrive, while those stuck in transactional models will struggle to sustain growth. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Episode 66 - Organisational psychologist Marina Mayer shares insights on leading through change with resilience, emotional intelligence and embodied leadership. Disclaimer: Please note that all information and content on the UK Health Radio Network, all its radio broadcasts and podcasts are provided by the authors, producers, presenters and companies themselves and is only intended as additional information to your general knowledge. As a service to our listeners/readers our programs/content are for general information and entertainment only.  The UK Health Radio Network does not recommend, endorse, or object to the views, products or topics expressed or discussed by show hosts or their guests, authors and interviewees.  We suggest you always consult with your own professional – personal, medical, financial or legal advisor. So please do not delay or disregard any professional – personal, medical, financial or legal advice received due to something you have heard or read on the UK Health Radio Network.

Aubrey Masango speaks to Andisa Ramavhunga, Group Chief Advisor at Ntiyiso Consulting Group on some of the key considerations to think of when structuring one's company. They also reflect on how to align every layer of the company to deliver on its vision. Tags: 702, The Aubrey Masango Show, Aubrey Masango, Entrepreneurship Feature, Entrepreneurship, Organizational Architecture, Strategy, Business, Growth, The Aubrey Masango Show is presented by late night radio broadcaster Aubrey Masango. Aubrey hosts in-depth interviews on controversial political issues and chats to experts offering life advice and guidance in areas of psychology, personal finance and more. All Aubrey’s interviews are podcasted for you to catch-up and listen. Thank you for listening to this podcast from The Aubrey Masango Show. Listen live on weekdays between 20:00 and 24:00 (SA Time) to The Aubrey Masango Show broadcast on 702 https://buff.ly/gk3y0Kj and on CapeTalk between 20:00 and 21:00 (SA Time) https://buff.ly/NnFM3Nk Find out more about the show here https://buff.ly/lzyKCv0 and get all the catch-up podcasts https://buff.ly/rT6znsn Subscribe to the 702 and CapeTalk Daily and Weekly Newsletters https://buff.ly/v5mfet Follow us on social media: 702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

What if love, not fear, was the foundation of your workplace culture?In this enlightening episode, Toby Mildon is joined by Simon Phillips - founder of The Change Maker Group and co-host of the Love Lead Change Podcast - to explore the transformative concept of a love-based organisation. They unpack the difference between love- and fear-based cultures and why empathy, psychological safety, and human-centred leadership are vital for inclusive growth.Simon introduces the LACE Framework - Listening, Accountability, Collaboration and Empathy - and how it's helping organisations shift from compliance-driven environments to high-performing, human-focused cultures. With references to Google's Project Aristotle and Renee Smith's research, Simon brings compelling evidence to back the business case for cultural change.Key takeaways:What defines a love-based organisation—and why it mattersReal-world data linking empathy and performanceThe core principles of the LACE FrameworkPractical tips for being a change-makerWhy active listening is tougher—and more important—than we thinkGuest Highlights: Simon Phillips, Change Leadership Expert

Welcome to our series of bite-sized episodes featuring favourite moments from the Leading for Business Excellence podcast series.In this minisode, experienced board director Helen Mahy shares practical advice on what non-executive directors focus on to understand an organisation's health. From financial control to executive quality and early signals that a growing business needs a board, Helen offers candid guidance for aspiring and seasoned non-execs alike.Listen to the full episode here: https://pmi.co.uk/knowledge-hub/what-makes-an-effective-non-executive-director-steering-ftse-companies/PERFORMANCE IMPROVEMENT IN AN AI-DRIVEN WORLD.Save the Date. 17th March 2026.The Goals to Results Conference is back, and it's grounded in the challenges you're experiencing and the opportunities you're facing as you lead change, transformation, and continuous improvement.>>> Join Priority Booking List

Allan Rhodes is Chief People Officer at teal-inspired insurance broker Konsileo. He shares what he's learned over the last three years about helping to design a self-managing organisation, including how to onboard people into a totally new way of working. We also talk about his favourite metaphor of organisational gardening. We can be inspired by other gardens and gardeners, but what will grow best in our unique soil and climate? Allan has dual nationality as a Mexican Englishman so he shares observations on the two cultures having experienced communities exploring progressive ways of organising in both Latin America and the UK. Resources: Konsileo's website: https://konsileo.com/ Allan's blogs about Organisational Gardening Latin American networks and organisations promoting self-management: Co-crealia: https://www.linkedin.com/company/cocrealia/  Pancho Mora's podcast, Autogestión: https://panchomora.life/  Organizaciones Brillantes: https://www.organizacionesbrillantes.com/el-movimiento  Brave Job: https://www.brave-job.com/home/ CultureSee: https://www.culturesee.com/  Outiopía: https://ouitopia.team/en/  Luis Salas - Polymath - Reinventando a tu Organización (newsletter): https://www.linkedin.com/in/luis-salas-0b7b7135/  Encuentro Internacional Teal: https://www.congresointernacionalteal.com/  Related Leadermorphosis podcast episodes: Ep. 49 with Peter Koenig about Source Ep. 5 with Tom Nixon Ep. 82 with Mayden, another UK self-managing company Ep. 52 with Jorge Silva from 10Pines, Argentina Ep. 96 with Xavier Costa about the movement in Spain Ep. 33 with Margaret Wheatley

What if we treated mental health like a capability instead of a crisis? On this episode, I'm talking to a business school professor and a counselling psychologist about their new book that looks at practical ways we can manage mental health. Not after it manifests itself, but beforehand.Episode SummaryMental health has become part of the workplace conversation, but all too often, that conversation stops at slogans and superficial gestures. On this episode, I explore what it really means to build mental wellbeing into the culture of an organisation with two guests who bring very different — and deeply complementary — perspectives.Dr. Kiran Bhatti is a counselling psychologist working one-on-one with individuals experiencing anxiety, trauma, and burnout. Professor Thomas Roulet is an organisational sociologist at the University of Cambridge who researches the social dynamics of modern workplaces.Together, they've written Wellbeing Intelligence, a book that offers a smarter, more integrated approach to mental health at work. Our conversation blends the clinical and the organisational.We talk about why mental health needs to be treated not just as an emergency response but as a proactive skillset, why high performers are often the most vulnerable, and why grand programmes can fall flat if they don't feel human. Kiran explains how physical symptoms can mask deeper emotional struggles, and Thomas highlights the invisible tensions that can shape how teams feel and function. We unpack how leaders can signal care without being intrusive, and how a culture of safety is built more through micro-interactions than policies. This episode is for anyone trying to build workplaces that support — rather than erode — human wellbeing. It's full of practical insight, honest reflection, and just the right amount of theory to make it stick. You'll also hear what parenting a newborn has taught them about emotional intelligence and stress, and why the best mental health support often starts with listening, not fixing.And we break new ground on the show. Not just by having the first couple on as guests, but also because we're joined by their newborn son, who plays his part in making the show more human!Guest BiographiesDr. Kiran Bhatti is a counselling psychologist with over 15 years of experience working with individuals and organisations on issues related to mental health, trauma, and emotional wellbeing. She describes herself as someone who works at the intersection of science and soul — blending evidence-based psychological techniques with a deep respect for human complexity. In her practice, she focuses on empowering clients to make sense of their experiences and build sustainable emotional resilience.Professor Thomas Roulet is a Professor of Organisational Sociology and Leadership at Cambridge Judge Business School and a Fellow at King's College, University of Cambridge. His research explores the social dynamics of organisations, including topics like stigma, conformity, culture, and leadership. He's published widely on how organisations manage tensions, and how individuals navigate identity and meaning at work. His writing has appeared in Harvard Business Review, The Conversation, and major academic journals. Together, they co-authored Wellbeing Intelligence: Building Better Mental Health at Work, combining their clinical and organisational expertise to offer a fresh approach to workplace wellbeing that moves beyond tokenistic initiatives.AI-Generated Timestamped Summary[00:00:00] Introduction and the concept of "wellbeing intelligence"[00:03:52] Why mental health should be viewed as a spectrum, not a binary[00:07:10] The limitations of performative wellbeing initiatives[00:09:24] How leaders can signal real care without being intrusive[00:13:17] The interplay between physical and emotional symptoms[00:16:45] Why psychological safety needs to be lived, not just stated[00:21:06] What makes high performers especially vulnerable to burnout[00:26:08] Cultural tensions: hybrid work, visibility, and presenteeism[00:29:33] Real-life stories of clients struggling in 'healthy' work cultures[00:34:12] What we can learn from parenting a newborn about stress response[00:38:05] Thomas on data vs experience in mental health measurement[00:41:52] Kiran on the role of micro-connections in building trust[00:44:30] Why middle managers are often the most squeezed and unsupported[00:48:17] The risk of "outsourcing" care via tech or tools[00:52:01] Final thoughts on how to embed wellbeing into everyday leadership[00:55:12] Outro and links to the book and guest profilesLinksDr Khiran Bhatti - https://www.drkiranbhatti.com/Professor Thomas Roulet - https://www.thomasroulet.com/Wellbeing Intelligence - https://profilebooks.com/work/wellbeing-intelligence/Thomas' previous appearance on the show on Negative Social Evaluations - https://www.humanriskpodcast.com/dr-thomas-roulet-on-negative/

STATE OF TALENT ACQUISITION: THE RECFEST REVIEW 2025   Recfest is the largest in person event for Talent Acquisition professionals and the perfect barometer for the state of the market. Let's see what we learn from the 100+ talks and conversations with 1000's of delegates who will have attended the industry's premier event.   We will review   - RecFest main themes - UK Economy vs Global Macro - AI-enablement and the AI First Movement - Where are we with DEI? - Employer branding when the Internet is dominated by AI slop - All we need to know about bias - Organisational agility - can we train for this? - Update on AI legislation in TA / HR - Expanding scope beyond Permanent Hiring - Expanding scope beyond Recruiting - New Metrics for the AI Era - Core skills for Future Fit Recruiters - AI leaving TA Leaders Behind - TA transformation: Moving from cliche to confirmation   All this and more with Jamie Leonard, Founder (RecFest), Clair Bush, Fractional CMO (AM-Bush), Bas van de Haterd, Founder (Digitaal-Werven & friends)   We are on Friday 11th July, 2pm BST - follow the channel here (recommended) and save your spot for this demo by clicking on the green button.     Ep318 is sponsored by our friends Ashby   There's no shortage of AI in recruiting. The hard part is finding what's actually useful. Ashby's one of the few building practical tools that make recruiters' lives better.   Their latest Ashby One release shows what thoughtful AI looks like:   AI Notetaker that automatically captures transcripts, summaries, and feedback prompts AI‑Assisted Report Builder uses plain English to ask questions of your data AI Candidate Assistant to help you understand candidate histories and next steps at a glance Plus AI‑Generated Feedback Tokens that let you send polished rejection or update emails in seconds No AI for AI's sake. Just practical tools that reduce busywork and help teams move faster.   See what's new   Not on Ashby yet? Get a demo today.

Is organisational loyalty outdated, or are we asking the wrong questions?This week, on the latest episode of ‘The Bridge', Shantanu engages in a thought-provoking discussion with leaders from both sides of the generational spectrum.On the one hand, Aseem Dhru (MD & CEO at SBFC Finance Ltd.) and Luis Miranda (Former Bank Treasurer at HDFC and Ex-CEO at IDFC) share valuable insights on why internal promotions, career patience, and organisational commitment remain the bedrock of professional success.On the other hand, Ishaan Gulati (Chief of Staff to CEO at Rebel Food) and Arshi Gupta (Senior Associate, Investments at Singularity AMC), the Gen Z voices, reflect on how they view career progression with their fast-moving approach to work and the gig economy.Tune in for a raw, honest conversation about:- Why does career patience and internal promotions still matter?- The unspoken pressure of choosing the “dream career”.- How Gen Z's approach to job hopping is reshaping workplace norms.For those eager to understand what's driving these shifts, this latest episode provides all your answers. Tune in and share your thoughts in the comments.Also, don't forget to let us know what topics you'd like to see on The Bridge next!Navigate your way through these chapters00:00 Coming up00:52 Introduction01:38 Organisational loyalty: a two-way street?02:42 Founders on organisational loyalty04:56 Role of self-interest in job-switching vs commitment08:00 Loyalty: from promotion to retention to trust14:47 Jobs: situationship or relationship? Gen Z's FOMO decoded19:30 Rise of JOB culture & Gen Z lost in Career Choices21:09 What senior leaders look for in hiring22:28 Closing thoughts

In this episode of Connected Leadership Bytes, Andy Lopata revisits his episode with Lee Cockrell, former Executive Vice President of Operations at Disney World. Andy and Lee discuss  the power of storytelling in leadership. Drawing from his extensive experience at Disney, Lee highlights how storytelling is deeply embedded in Disney's culture, shaping everything from guest experiences to employee training. He emphasises that storytelling isn't just about entertainment—it's a strategic tool that connects emotionally, conveys values, and drives engagement. Lee also shares insights on how leaders can use personal stories, including their vulnerabilities and failures, to build trust and inspire teams. He offers practical tips for incorporating storytelling into everyday communication, stressing the importance of authenticity, emotional connection, and visual elements. They finish with reflections on how organisations must align their actions with their stories to maintain trust and reputation in today's digital world. Key Takeaways: 1. Storytelling is a powerful leadership tool that engages hearts and minds more effectively than facts or presentations. 2. Authenticity matters—sharing personal struggles and failures builds trust and relatability. 3. Every employee plays a role in the organisational story, much like cast members in a show. 4. Visuals and attention to detail enhance storytelling and shape memorable experiences. 5. Organisational stories must align with real-world experiences to maintain credibility and reputation. SELECTED LINKS FROM THE EPISODE Connect with Andy Lopata: Website |Instagram | LinkedIn | X/Twitter | YouTube Connect with Lee Cockrell: Website |LinkedIn | The Financial Times Guide to Mentoring Episode 140 Lee Cockrell

Is innovation enough without integrity? This episode explores why responsible AI governance is the foundation of sustainable business transformation. Discover how leaders can align innovation with ethics, manage AI risks strategically, and create value without compromising trust. From risk-based governance to embedding accountability and compliance, learn the key principles driving successful AI leadership. Ideal for executives, consultants, and digital strategists navigating AI in the enterprise. Tune in now and shape a future where technology serves with purpose. 

Returning guest Rich Mironov is a B2B product management legend, long-time blogger and author of "The Art of Product Management". He's recently moved to Portugal to sample the best of European product culture, and is currently actively coaching and mentoring product leaders. His goal is to help them understand what business leaders really care about and ensure that they make an impact by speaking the same language as the rest of the executive suite. Episode highlights: 1. No one in the leadership team cares about how products are made; they care about making money We product people can often be so in love with our craft and our terminology that we forget that no one else wants to hear it. We need to craft a narrative that moves beyond esoteric, fuzzy concepts about delight and happiness. These are important, but not as important to the leadership team as how those things make money for the company. We need to get off our high horses and meet our stakeholders where they are, just like we would with our users. 2. Product Managers need to know how their product and their company make money Too many product managers are not aware of how their company makes money, how things are priced and packaged, and the effect that this will have on the types of decisions they can make. We need to up our game when it comes to financial literacy and understand the growth levers that we can pull if we want to have an impact at the top level. 3. It's important to build internal coalitions to get support early, rather than being the one person who dissents It's always hard when there's a seemingly blockbuster deal on the table that has big revenue numbers attached, but is going to derail the roadmap for months. It's important to understand the positions of other non-product stakeholders and get their buy-in so that you're not the only person against the deal. Make sure you build bridges with your colleagues and go in with a united front. 4. Learn to tell "Money Stories" to get alignment around your roadmap and calculate the true cost of trade-offs There are four different types of money stories: Cost savings, Upselling, New Market and Customer Satisfaction. These all use simple heuristics to sense-check the revenue impact of any initiative. Product people can get obsessed with accuracy, but your colleagues are guesstimating all their numbers, so get comfortable with directionally correct numbers. You can still make prioritisation debates clearer by "counting the digits" or comparing orders of magnitude. 5. Organisational context is everything, so you need to understand it There are big differences between how Private Equity-funded and Venture Capital-funded startups work. They have different timeframes, different goals and, ultimately, a different mindset. There's no right or wrong here, simply an acknowledgement that your company's investment context will dramatically impact the types of decisions the leadership team will make. If you know this context, it can help you make better decisions (as well as decide whether it's the type of company you want to work for) Check out Rich's essay "Business Cases are Stories about Money" Rich's original essay, which has led to conference talks as well as this interview, can be found here: https://www.mironov.com/moneystories/ Buy "The Art of Product Management (2nd edition)" "The Art of Product Management takes us inside the head of a product management thought leader. With color and humor, Rich Mironov gives us a taste of Silicon Valley's tireless pursuit of great technology and its creation of new products. He provides strategic advice to product managers and tech professionals about start-ups, big organizations, how to think like a customer, and what things should cost. He also reminds us to love our products and our teams." Check it out on Amazon: https://www.amazon.co.uk/Art-Product-Management-Second-Innovator-ebook/dp/B0CVL45F36. Contact Rich You can catch up with Rich on LinkedIn: https://www.linkedin.com/in/richmironov/. Or check out his website: https://mironov.com.