Podcasts about Vuca

Producer's Note: It's been two years since this episode first aired, and it's every bit as relevant today. We've got some exciting things on these themes coming really soon, so revisit this one and we'll see in two weeks with a brand new episode. --- For decades, traditional consulting (think “management” or “strategy” varieties now synonymous with the Big Three) has been a go-to move for organizations looking for a shake up. Need a bulletproof vision for the future or a new org restructuring that'll win over the C-suite and shareholders? You can't beat their analytical prowess, strategy design, and slick presentation. But too often clients wind up stuck with expensive change plans they can't execute on their own. Without real coaching, structure, and experienced guidance, these efforts stand a high chance of fizzling out and collecting dust on a shelf. Facing that reality time and time again lead The Ready to study and understand how organizations actually work and evolve. Yes, we're also consultants—but the processes, outcomes, and experiences we create differ greatly. And that can lead to a whole bunch of confusion. In this episode of At Work With The Ready, Rodney Evans and Sam Spurlin delve into the stark differences between traditional consulting and how future-of-work firms like The Ready operate. Because not all consulting is created equal. -------------------------------- Ready to change your organization? ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Let's talk.⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Get our newsletter: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Sign up here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Follow us: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ -------------------------------- Mentioned references: ⁠VUCA⁠ "participatory change": ⁠BNW Ep. 43⁠ "cross-functional teaming": ⁠Future of HR Ep. 1⁠ "strategy pancakes episode": ⁠AWWTR Ep. 2⁠ 00:00 Intro + Check-In: What's your best advice for moving? 04:37 Disclaimer: This isn't a takedown episode of traditional consulting 06:33 The Pattern: Traditional consulting is a band-aid for a broken OS 10:20 The deliverable is often confused with an outcome 13:20 Executives and C-suite buy projects for the visible work, not the invisible work 15:31 Traditional consulting is a hedge for the CEO–Board of Directors relationship 17:52 Traditional consulting works around and outside a broken OS; it doesn't fix it 25:30 Builds dependency on a third party for expertise or sensemaking the market 28:30 What to do instead: prioritize effectiveness even/over growth and extraction 31:34 Figure out where you'll always want an outside partner, and where you want to learn to do it internally 34:19 Seek our partners you want to be positively disrupted by, if you want to be disrupted 37:57 Contract for the partnership you want and what your needs are 39:19 Decide for yourself what you need and then ask for it, rather than having a third party tell you what you need 42:42 Be clear about what you're buying, and what it will require from you 45:50 Closing round: What did we learn? 49:10 Wrap up: share the show with your friends and coworkers! Sound engineering and design by Taylor Marvin of ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Coupe Studios⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.

How Critical Thinking Shapes Your Adaptability: A VUCA Framework Guide Worth LearningThe digital era is a world defined by volatility, uncertainty, complexity, and ambiguity (VUCA). This makes critical thinking the foundation that allows us to adapt and thrive. In this video, I break down the VUCA framework and show how sharpening your critical thinking skills can help you navigate uncertainty, make better decisions, and build confidence in any environment. It's by taking the acronym and focus on demonstrating their opposites. You create vision from volatility, understanding from uncertainty, clarity from complexity, and respond to ambiguity with agility.Watch now to unlock your adaptability!#VUCA #futureofwork #criticalthinking #adaptability0:00 - 1:30 - Introduction1:30 - 15:15 How Critical Thinking Shapes Your Adaptibility15:15 - Wrap Up*RESOURCES*For all topics related to renewing and rebuilding family, communities and relationships, check out our blogs! We post bi-weekly:https://www.spe-projectpurpose.com/blogsMake sure to come visit us, subscribe to the website, and join our Member's Area for more valuable content:*SOCIALS*Website: www.spe-projectpurpose.com Facebook Page: @ProjectPurposeSPEInstagram: @ProjectPurposeSPE or my personal account @realistraeTwitter: @Purpose_SPEPinterest: @ProjectPurposeSPE

In dieser Folge gehen wir der Frage nach: Wie kommen Führungskräfte von einem direktiven, hierarchischen Stil zu einem Ansatz, der Talententwicklung und Verantwortungsübernahme fördert – jenseits von klassischem Coaching? Die Antwort: Situative Führung, New Power-Prinzipien und die Anpassung an die BANI-Welt sind der Schlüssel. Wir beleuchten, warum alte Führungsmuster in einer zerbrechlichen, ängstlichen und nicht-linearen Welt nicht mehr funktionieren – und welche konkreten Schritte du heute schon gehen kannst, um zukunftsfähig zu führen. Mit Bezügen zu Old Power vs. New Power, VUCA/BANI und deiner eigenen Haltung als Führungskraft, die Bewusstheit, Balance und Purpose in den Mittelpunkt stellt. Die 5 zentralen Themen im Überblick 1. Direktive Führung: Warum sie heute scheitert: Hierarchie und Kontrolle blockieren Innovation und Motivation – in komplexen Systemen braucht es Flexibilität statt Anweisungen. 2. Old Power vs. New Power Old Power: Machtkonzentration, Top-down, Kontrolle. New Power: Partizipation, Vernetzung, Empowerment – der Schlüssel für agile, resiliente Teams. 3. VUCA war gestern – BANI ist heute: Brittle (Zerbrechlich), Anxious (Ängstlich), Nonlinear (Unberechenbar), Incomprehensible (Unverständlich). Folge: Führung muss Unsicherheit aushalten und Teams befähigen, selbst Lösungen zu finden. 4. Situative Führung als Game-Changer: Führung passt sich an Kompetenz & Motivation der Mitarbeiter:innen an. Und:70% des Lernens passiert durch Herausforderungen im Job – daher: Verantwortung delegieren! 5. 5 konkrete Schritte für zukunftsfähige Führung: Situativ führen, psychologische Sicherheit schaffen, New Power-Strukturen testen, BANI-Kompetenzen stärken, Purpose leben. Außerdem nochmal 4 Wege, wie du praktisch NICHT hierarchisch führen kannst! „Führung gelingt heute nicht durch Kontrolle, sondern durch Vertrauen, Empowerment und Sinnstiftung.“ Shownotes: Quellen der Studien: McKinsey: Innovationskraft durch partizipative Führung; Studie: "The most innovative companies: How they succeed in a digital world" (2023) Gallup: Mitarbeiterbindung & Führung; Studie: "State of the Global Workplace" (2024) Google's Project Aristotle: Psychologische Sicherheit; Studie: "The five keys to a successful Google team" (2015, aber weiterhin relevant) ---

In this episode of Partnering Leadership, futurists Bob Johansen and Jamais Cascio join the conversation to explore the ideas behind their new book, The Age of Chaos: A Sense-Making Guide to a BANI World That Doesn't Make Sense. Both guests bring decades of deep foresight work, scenario planning, and leadership insight—Bob through more than 50 years with the Institute for the Future, and Jamais as the originator of the BANI framework (“brittle, anxious, nonlinear, incomprehensible”). Their combined perspectives create a powerful lens for leaders facing a world where old assumptions and linear playbooks no longer hold.Across the discussion, they argue that today's disruptions are not isolated shocks. They are interconnected, compounding forces that make the environment fundamentally different from the “VUCA world” many leaders were trained for. Johansen and Cascio unpack how brittleness shows up in organizations disguised as efficiency, why anxiety has become a rational and necessary signal, and how nonlinearity rewrites traditional cause-and-effect expectations. They challenge leaders to rethink certainty, decision-making, and the stories they tell inside their organizations.At the heart of the conversation is a clear message: leading in a BANI world requires a shift in mindset. The best leaders will cultivate clarity instead of certainty, ask better questions instead of providing fast answers, and build organizations that bend rather than break under pressure. Cascio highlights how empathy, diverse perspectives, and even “useful wrongness” serve as strategic advantages. Johansen pushes leaders to think farther into the future than they are comfortable with—then work backwards to create resilient clarity in the present.The episode does not offer easy fixes. Instead, it gives listeners a framework for making sense of complexity, a set of practices to strengthen foresight, and a renewed understanding of the human side of leadership in chaotic times. For CEOs, board members, and senior executives navigating relentless uncertainty, this conversation provides both grounding and a challenge: to lead with more humility, more imagination, and more future-back discipline.Actionable TakeawaysYou'll learn why “clarity beats certainty” and how leaders who project confidence without openness can miss critical signals in chaotic environments.Hear how to spot brittleness in your systems—and why high efficiency often hides vulnerabilities that collapse under stress.You'll learn why a healthy level of anxiety is necessary and how leaders can use it to sharpen attention without slipping into dysfunction.Hear how to apply foresight as a leadership practice, using scenarios not to predict the future but to “vaccinate” your organization against emerging risks.You'll learn why nonlinear environments break traditional planning, and how to cultivate neuro-flexibility and improvisational leadership.Hear how storytelling becomes a strategic tool, helping leaders create meaning, focus attention, and align teams in moments of uncertainty.You'll learn why cross-generational leadership is becoming a competitive advantage, especially as digital natives bring new skills to nonlinear problem-solving. Connect with Bob Johansen and Jamais CascioBook Website Institute for the FutureJamais Cascio LinkedIn  Connect with Mahan Tavakoli:Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

・カルビーポテトチップスのパッケージが白黒になると聞いて思った事。VUCAにしなやかに生きる方が楽チン。、ならミニマリストが強いよね・蛍光灯　買い替えたら4000円、LEDシーリングライトは6000円。寿命は3年と10年。時代は変わるよね！Nationalからホタルクス

Keeping yourself fit and healthy and in shape is vital for life’s long game. And no-one understands that more than celebrated chef Neil Perry, who chats with organisational psychologist Dr Amanda Ferguson about what it takes to survive the demanding restaurant game for more than 40 years. About the episode – brought to you by Australian Seniors, in partnership with RSPCA. Join Jean Kittson for the seventh season of DARE: The time of your life (formerly Life’s Booming), called Better With Age. Too often ageing is painted as decline. In reality, Australians are living longer, healthier lives and reshaping what “older” looks like. This series flips the script and shows how ageing is not a dirty word but rather a time to be embraced, featuring interviews with extraordinary over 50s refusing to slip quietly into the background, who instead continue to survive and thrive in the long game of life. Neil Perry is Australia’s most decorated chef. The culinary genius behind Rockpool and winner of the 2024 World’s 50 Best Icon Award, Neil has spent 40 years at the very top of his craft, including his latest venture, the Margaret Family Group. Staying there hasn’t been accidental. It takes relentless passion, resilience, and an unwavering belief that what you put on the plate – and into your body – genuinely matters. Dr Amanda Ferguson is a registered psychologist, organisational psychologist, author and speaker, whose three-decade career has been devoted to helping people find meaning, motivation and wellbeing in work, life and relationships. – Watch DARE: The Time of Your Life on YouTube Listen to DARE: The Time of Your Life on Apple Podcasts Listen to DARE: The Time of Your Life on Spotify For more information visit seniors.com.au/podcast Produced by Medium Rare Content Agency -- TRANSCRIPT:​ Jean Kittson: DARE the time of your life, formerly Life's Booming, is brought to you by Australian Seniors in partnership with RSPCA. For more episodes of this and our Life's Booming series, visit seniors.com.au/podcast. Hi, I'm Jean Kittson. Welcome to the latest season, Better with Age, where we are celebrating Australians who are living, working, and ageing on their own terms. No ageing stereotypes for them. This week's episode is called Playing the Long Game, and no one exemplifies what that means more than our first guest, Neil Perry. With a career spanning more than four decades, he is one of our most influential chefs. Indeed, he's the only Australian to receive the prestigious World's 50 Best Restaurants Icon Award, the food oscars. The culinary genius behind Rockpool, and his latest venture, the Margaret Family Group, Neil has survived the often brutal hospitality world without disappearing or burning out. And joining him is Dr Amanda Ferguson, registered psychologist, organisational psychologist, author, and speaker whose career has been devoted to helping people find meaning, motivation, and wellbeing in work, life and relationships. Neil and Amanda, welcome to the podcast. Thank you. Neil Perry: Thanks, Jean. Good to be here. Jean Kittson: Neil, the restaurant business is often very brutal, long hours, highly competitive, stressful, fickle market, lots of pressures, all that, not that I want you to feel any pressure from me about this, but you've not only survived, but you've thrived for over 40 years. So, what do you think is the key ingredient or the secret ingredient to your longevity? Neil Perry: Well, I think just the enthusiasm of which I approach every day because, I mean, you know, it is an old cliche, but they say if you find a job you love doing, you'll never work a day in your life. And I am lucky enough to have found, you know, something that's intrinsic in lifestyle. So I kind of dream about food. I eat food, I wake up, I work in it. You know, my whole focus on a daily basis is about my restaurants, my staff and how we grow and continually evolve. So, I've kind of spent the last 51 years in the industry continually evolving rather than, you know, sort of deciding, oh my God, I've gotta change what I'm doing. I'm just day by day trying to do better than I did the day before. And that's a kind of mantra that we roll into the entire team so that they're always thinking about getting better and more focused and getting the best out of themselves and growing as people, which is really important. So, I think that's helped me keep an edge to continually keep thinking that. You know, I've got a role in the industry and I wanna keep moving forward. And, you know, tomorrow is another day and it's another day that I get an opportunity to be better than I was the day before. Jean Kittson: And you translate that to your teams by the sound of it, that is important. Neil Perry: Until I was 25, I was working front of house and managing restaurants and running restaurants, which has kind of helped me become a restaurateur rather than just a chef. And then at 25 transitioned into the kitchen and it was really obvious to me that there tended to be a kind of ‘us and them’ culture in the restaurant business. And we see with a lot of things at the moment on chefs and the way they treat people and they have treated people, and particularly in Europe, that it can be a very hard place to be. But, I made a very conscious decision to try and make it, you know – more about the way my personality is anyway – but to make it a place where it was really, everyone working together as one team, no front and back of house. It was, you know, really everyone coming together to make sure that the most important person in the room was the customer – and that we were supporting each other. So through the care philosophy, which, you know, is a really simple word, but it embodies itself in so many things that we do. So, you know, we care about our incredible suppliers. They're the lifeblood of our restaurant. Our amazing farmers and fishermen and, you know, incredible vignerons and so forth. And then it's really about caring about the place in which we work, because I really love to have a restaurant that's as beautiful 10 or 15 years down the track as it is the day that it opens. More patina, of course, but like a great pair of shoes – loved and comfortable – and that's really important to me. And then core to, I guess, the whole thing is we gotta care about each other. So we try to make sure that, you know, we're checking in. Are you okay? You know, are you doing your mise en place or can I help you set up the restaurant? And make sure that if we think somebody's coming in and they've got issues at home or with relationships, or even with a relationship within the restaurant, that we're trying to solve that and make sure that we can get to the point where we're all pulling in the same direction. And then for us, community's key. So caring about our community. We've always been involved in fundraisers and trying to help people that are less fortunate than us. We're in a very privileged position to be able to do that as restaurateurs and chefs. And then care about the environment because if we don't have clean air and clean water and clean earth, we can't get that amazing produce. It's my role to make them better chefs, better waiters, better sommeliers, better managers. But I like to make them better people. I always say at every large staff gathering, probably most of them under 30, that, you know, my generation kind of sucked the marrow out of the world, and it's up to them to make sure that the next generation of leaders are held to account. So, I do try to get them to think about community, you know, sustainability and politics – and their role in it. And that makes them hopefully, you know, more rounded people. Jean Kittson: Well, it sounds to me that longevity we're talking about and that success, so it would go the other way too. Do you get a lot of support from them? Because you give them so much care and attention and your expertise and you're bringing them up. And do they support you when there's challenges as well? Neil Perry: Yeah, of course. I mean, I always say that I'm kind of like a vampire. So, you know, I run this amazing team of people with huge amounts of energy and youth and they need to be guided and sort of, you know, given opportunities in life. But in return, I get so much energy and so much joy from them that that actually keeps me young. I look through my eyes and I actually think that I'm their age, you know? Jean Kittson: And Amanda, in your work, in different industries, do you see this teamwork as part of an essential ingredient as well in different industries? What helps your clients? Dr Amanda Ferguson: Yeah. Every industry is different in terms of how much teamwork you're gonna have and gonna need. Certainly in Neil's area, you can see the necessity of people there physically, and yet we've got a lot of remote working now and a lot of organisations have pivoted that way. But I think, Neil, you were talking beautifully about a whole lot of organisational psychology concepts like growth mindset; that the growth factor of helping these younger people moving forward and growing. And we know that the growth mindset is important for all ages and you know, fundamental to performance anyway, but then to ageing performance, this engagement Neil's talking about, what makes him engaged and motivated internally. That's what we know, as we get older, matters even more than when we're younger. So a lot of your younger staff, they're really motivated by extrinsic, which is external reward, which is building their careers and gaining money and being able to put down any roots that they can do at the time of their lives. And yet, these internal motivations are what are driving us as we age increasingly, which is about contributing, which is the influence you're having, the legacy you're creating. And that clearly motivates you as well with the care concept there, which is a wonderful driving factor. Jean Kittson: Do you think that keeps people more engaged with the work they do and able to meet challenges better? Dr Amanda Ferguson: Well, as long as you shift with your motivation. So we change across the lifespan, and Ericsson talked about the tasks of different ages and stages of life. Those travel with us during, staying at the top of our game. And so as long as we keep negotiating them, which is where our motivation's gonna change. So now, you know in our 60's, the main motivation there for the life stage is about legacy, and then it's gonna become wisdom, and moving into the wisdom part that we're negotiating with. So it's like in any generation pivoting, continuing to pivot even in older age. And you know, not giving up, you know, that there is a choice there that people make and have to be conscious of. Ericsson said at 63, it's a real challenge of; are you gonna regenerate or are you going to degenerate? Jean Kittson: Right. Dr Amanda Ferguson: Yes. Neil Perry: I think it's really important for people to recognise that a lot of things that happen to them are within their control. Dr Amanda Ferguson: Mm-hmm. Neil Perry: So for me, you know, I'll be 70 next year, so in 10 years I'm 80. So, you get a choice of thinking, well, you know, I've got 11, hopefully, very mobile years ahead of me. Because there's no guarantee physically, particularly when you've worked as many hours as I have and worn out most of the joints in your body, that you're going to be fabulously mobile. But it's important for me now, like, as we all know with longevity, like muscle mass is very important. So it's important for me to do enough exercise and it's really important for me to also think about balance and also flexibility. The three things that probably give you the most opportunity to get into your 80s and live the sort of life you'd still love to lead. And I know people who I always say are very inspirational to me who are like that hitting their eighties and, you know, still going out and playing golf and going on holidays and still working and doing things and I think that'll always be a very important part of my life. I couldn't imagine retiring. I could imagine taking it a little bit easier, you know, maybe not working every weekend, but I couldn't imagine not having the motivation mentally to come in and set parameters and talk to the chefs and speak to the wonderful fishermen and the farmers and the people that are the most important people in my life. So I just think for me, it's a matter of kind of putting the energy into those things that will give me the kind of outcome that I want. Dr Amanda Ferguson: And that's your internal motivation. Neil Perry: Yeah. There's a very traditional, you know, big pharma way of thinking about medicine and the body. And we now know that there's a very well documented and proven, you know, functional way of looking at it. We know diet's really important, so I eat really well. I mean, one of the things that's great for me is I don't eat really any processed food at all, probably except for bacon, which I love. Jean Kittson: You said processed. That's not processed. It's just dry. Neil Perry: Not really. It's like when I make our hamburgers, people say, ‘oh yeah, you eat a hamburger.’ Yeah, it's like freshly ground beef. That's what it is. It's got properly made sauces and it's got a bun, you know, so it's actually pretty good for you. I'm not sure about the other processed ones but, you know, I do think if you eat a lot of whole food, it's really important. I mean, my probably one sin in my life is I love red wine. So, I'm thinking a lot about, you know, how much I drink and maybe I should cut back. But every time I think about that it's just, you know. Jean Kittson: Too hard! Neil Perry: I think is it worth an extra couple of years? Maybe not. Jean Kittson: No, that's right. Benefit. Neil Perry: You gotta get the balance. Jean Kittson: Risk benefit. Risk benefit. Amanda, do you see that people with longevity in their chosen careers, do you see that as a psychological important part of them surviving, you know, playing the long game? Dr Amanda Ferguson: Oh, absolutely. And look, most of those people will either have really pivoted in their careers away from say, line management to supervising or training in a corporate kind of job. Or if you're lucky enough, I think as both Neil and I are, to actually love what you do and live to work because we get so much like a vampire back from the… Jean Kittson: Yes. Dr Amanda Ferguson: The beautiful energy of what we give out and what comes back. And that's engagement, that's called employee or work engagement, where we love and like our work. So clearly the cognition side that Neil loves, you know, the way he thinks about all his work as well as emotionally, what he's gaining and giving, and giving out cognitively – so everyone has a different long game. You know, I'll often say to people who have worked to live; ‘don't just retire, retire to something.’ And that's when they may sort of, you know, think of buying another business that is actually non-corporate, where they can have their staff if they're similarly engaged or creative outlets where they can really be more creative in the workplace or in hobbies or pursuits or golf. So, you know, the long game may be pivoting to being the brilliant golfer in your peer group. Jean Kittson: Right. Using your energy in your, yeah, well that sounds pretty good. but use that drive… Neil Perry: Frustrating game though. Jean Kittson: Yes. Frustrating game. Dr Amanda Ferguson: Well, yes, use the pivoting drives because as we age, the reason that we are motivated changes. So it's typically becoming, as we are entering post 50s, we're moving from – and certainly from late forties – we're moving from being really motivated by caring for others to wanting to build a legacy. And so if you feel your legacy is in the community, say, of having the surf club managed really that legacy may matter. And even having a plaque for yourself or you might become an elder to the local surf group. So, it's the pivoting and noticing and negotiating the lifespan changes that you have to go through in order to keep this motivation, engagement, growth mindset and risk failure – and have fun along the way. I mean, all those basic performance motivations and factors, they all still apply in older age. We draw on that breadth of knowledge and survive and thrive because of that, you know, it doesn't matter that the cognitive decline is happening. If you are pivoting, if you're compensating with all of that knowledge and ability and, you know, even muscle memory that you would have, definitely for your work. Jean Kittson: I think they call it crystallised experience. Dr Amanda Ferguson: Yes. Jean Kittson: Have you heard that expression? Dr Amanda Ferguson: Yes. Jean Kittson: Yes. So that's very valuable to workplaces. Dr Amanda Ferguson: Absolutely. Jean Kittson: I know you've been talking about legacy and I would think that Neil's already got an enormous legacy. Dr Amanda Ferguson: Exactly. Jean Kittson: And you could, you know, leave the business tomorrow and you'd still be as renowned and as admired and respected. Dr Amanda Ferguson: Except the care of the younger people. Neil Perry: Yeah, absolutely. Getting young people to care. I mean, it starts really with kind of, you know, you get young 16, 17-year-old people coming and working with us. I mean, we're very lucky through COVID that my daughters were in year 9 and 11. And when we came out of COVID and staff was very difficult, we'd already been doing, sort of, takeaway and burgers and everything we possibly could to survive. And one of the things that all these young kids loved, they loved coming and working for us because they're very social. And all of a sudden, for four months of their life, they were like, you guys cannot be together. So, for them to come and work and putting little bits of sources in containers and doing all that stuff. But to see them sit around a table, eight of them, and laughing and, you know, engaging and being social was just so wonderful because I know, with my girls, you could really sense that they were struggling and they really missed that. So they then came on to be, you know, the kids who worked in our restaurants, all of their friends, and they were anywhere from 15 through to 17. And we've put many of them through university. And so, they're a really important part of what Margaret is, and that makes it an incredible family restaurant beside the fact that my three daughters and wife worked there as well. So what was really wonderful was for their parents to come in and have dinner and just say, ‘thank you, you've really taught our daughters what it is to, or our son, what it is to strive,’ you know, to try to be the best you possibly can. And I just thought it was a really wonderful impact to have on young people. And then other times where we get young kids in the kitchen, 16, 17, and they're, you know, used to eating processed food and cans of drink and, you know, all the sorts of stuff that I dislike immensely. We don't force them, but we try to make them appreciate real food and whole food. And, you know, every day we have a family meal when we're open and it's not leftovers, it's a planned meal. We buy food in and our kids, you know, get in pairs and they get to prepare a family meal. We have some fantastic… Dr Amanda Ferguson: Wow. Neil Perry: dinners because we have kids from Korea and Indonesia and Singapore and China, Greece and Spain and Italy. And so we just get these amazing, very traditional meals cooked with real food. My motivation is to move the goals for those kids and to show them not just restaurant food, but what good eating is, to value and how to enjoy because, you know, part of their training is really tasting everything that we make and making sure that everything's perfectly balanced. But I want them to understand what, you know, eating and enjoying life is really all about because we have to eat to survive. So it's really wonderful. We can get great joy out of that as well. You know, it's the icing on the cake. Jean Kittson: That is a wonderful legacy, but also then they will learn and pass it on. I mean, do you see your role as a chef and a restaurateur, in the broader community, as education as well about food? Neil Perry: Yeah. Oh, very much so. And that's been like, I think I've got 11 cookbooks that I've put out since 1994 was the first one. Jean Kittson: And your recipes are fantastic, by the way. Neil Perry: Yeah. I wrote for Good Weekend for, you know, 15 years. Nearly every book is the same, in essence, because it all starts out with good cooking is good shopping. So, you know, if you buy beautiful produce, you'll end up, and that doesn't mean spending a fortune, it means cooking with a season, and often that'll be the cheapest way to buy fruit, vegetables, whatever it might be. And, you know, eating fresh food. You know, if you prepare fresh food or eat lovely fresh food when you go out, again you know, from a lifestyle point of view, it's just so much easier to process, so much better for you. You know, I really learned how to wash, dry and dress a salad properly at Stephanie's. And that's been very fundamental to all the things that I've done through my career and like people come to my place, they go, ‘oh my God, the salad's amazing.’ Well, it's just, you know, really well washed, dried and dressed and seasoned lettuce. I hope to impart on the next generation is just the fundamentals of doing stuff properly. Jean Kittson: Properly. I'm going to make sure I dry my lettuce properly now. Neil Perry: You must have a salad dry. You must dry your lettuce properly. Jean Kittson: Yes. It's pretty old. My salad dry. But to think that even three months with an elder in your business, like Stephanie, had such a big impact, shows what an elder and that experience has… Neil Perry: Well, she was older, but she wasn't that much older than… Jean Kittson: Oh I'm sorry. Neil Perry: Steph must be like, she would probably hate it if I said it, but, you know, approaching 80 or in her eighties. Jean Kittson: Oh, not that much older… Neil Perry: But back then she was probably in her early forties or whatever, and I was 26. I guess the reason it was so impactful for me is that because I'd run restaurants and managed restaurants and my father kind of taught me pretty much everything about food. Because he was a butcher, you know, mad keen angler. So we went fishing all the time on our holidays and he came from the country, so we were lucky enough to have a small garden and grew vegetables. So he taught me all about the seasons. But when I did my year of working with a whole lot of great chefs in Australia, I was 26, I'd run restaurants, you know, I'd been buying the wine, you know, doing lots of wine tastings, buying fish for the seafood restaurant I worked for, running the books, doing everything. So as soon as I jumped into that environment of working with chefs, I was like a 26-year-old, highly motivated, knew the business really well, so it really focuses you. Dr Amanda Ferguson: You've adapted and you've pivoted with the times, like you said with COVID and, you know, that's where you regenerate all the time. Neil Perry: Yeah, well, I have a nasty habit of opening restaurants in like – if I'm about to open a restaurant, anyone in the stock market should look at it and go like, ‘okay, where's my investment opportunity or divestment?’ Because when I opened Rockpool in– I started building in 1988. I opened it in the middle of the recession. We had to have, in 89, we had 18% interest rates. We'd borrowed 1.8 million, you know, Trish and I had to pay 360,000 in interest. I mean, made $0 for working 18 hours a day, six days a week for the first year. And we were just lucky that it all of a sudden hit the spot. So we were full. And I suppose the positive was unemployment was about 10%. So, it was easy to get staff. And then when I was opening Rockpool Bar and Grill in Sydney and Spice Temple, you know, we spent $11 million on that project and the GFC came along. And then the day that I was about to open Margaret in June, 2021, Gladys got on the TV and said, ‘okay, the Eastern Suburbs is shutting down.’ And then the next day she went, ‘the whole of Sydney's shutting down.’ And about a week and a half into that, feeling very sorry for myself, and this is the first time I'd owned a restaurant, 100%, you know, my own. I'd had partners before that since ‘83 all the way through. And I just remember that feeling of like, hang on. You just cannot sit here and feel sorry for yourself anymore. You've got staff to worry about, you've gotta get yourself back into action. So it was like, you know, zoom calls, getting all the staff, getting all the management team, making sure that everybody who worked for us was having the opportunity to engage in any government relief that they possibly could through the job keeper and workforce scenarios with state and federal. And importantly recognising what we could pivot to and how we can engage with the community. And it was incredible. We worked our butts off for four months. I made absolutely $0, but I didn't lose anything. And that was with a whack of government assistance. I'd been lucky enough to do some trials and have some corporate sellouts before they shut us down, before we were supposed to officially open. And it was an extraordinary time, but it meant that those 50 people that we were all working together every day, albeit not running the restaurant, but we were living in the restaurant. We were moving through the kitchen. We were cooking, we were doing all this stuff. And then we got to retrain again, and then we opened. And it's the best restaurant opening I've ever done. So we were under restrictions, we couldn't do as many people, but it was just extraordinary. And, to this day, like in the entire, probably open 27 restaurants in my life. So, that was just, you know, the most extraordinary opening ever because we had the time to do it properly. Dr Amanda Ferguson: So, that's a beautiful vignette I think of self-compassion, which is that hang on, you know, you can't feel sorry for your self courage. And the wisdom that, you know, I’ve done it before, pivoted before with major world crises. Do it again. Neil Perry: Yeah. Dr Amanda Ferguson: And you did it. Jean Kittson: Do you find that as a common experience for people who can… Dr Amanda Ferguson: Yes. Jean Kittson: Have longevity? Dr Amanda Ferguson: Absolutely. Because again, we've got the wisdom. We may not have as much cognitive capacity. We've got the wisdom. If you can find the courage, you know, and a lot of elderly people don't have that. They lose it because of ageism around us. It's having a big effect, the loss of self-esteem, but we have more ability to self-regulate, the research shows, generally, most of us. And so, you regulated yourself, which is very much about resilience and self-management and, you know, the wisdom that you drew on. And so it's leaning into the database that we really have inside ourselves, and the knowledge that isn't just about conscious ability. It's about, okay, I've been there before. Obviously you must have cast back to oh, we did the GFC, we did the other challenges. This is just another one. And age gives us that perspective that, okay, we are looking now from here to death, whereas people earlier– sorry younger than us are looking from how long I've been alive to where I am now. So that perspective… Jean Kittson: Right. Neil Perry: There is an end to this game. Yeah. It's interesting because, you know, you're right. I mean, I probably, it's only about five years, so probably since I was 64 or 65, I just started, you know, having these odd moments not of, you know, not of depression or, you know, dark thoughts. I've only got so long to achieve what I want to achieve. You know, so before, you're right, you were kind of looking forward, just going like, oh, there's no end game to this. Let's just keep forging forward. It's certainly a life perspective change that happens to you. Jean Kittson: So do you think the long game turns into the shorter game maybe? Neil Perry: Yeah. Gotta get this done game. Dr Amanda Ferguson: Or have fun while we can game! Jean Kittson: Or how do I ensure, really. When people– I'm just a little bit confused 'cause there's self-compassion. But what Neil mentioned kept him going was not self pity. So, what’s the difference? Dr Amanda Ferguson: Yeah. Self-compassion is completely different. And this is where we are finding a lot of, you know, high performing musicians and elite athletes cringe at the idea that they should take on self-compassion. No, it's about beating yourself up to get to move forward. Yeah. And then when you really counsel them that it's about courage. It's about wisdom that you're going to keep tearing your muscles if you keep pushing forward when you are actually having a weak day. Take some wisdom there and just back off a bit on the training. It's not, you know, feeling sorry for yourself. You know, a lot of people think, oh, self-compassion is self-soothing and positive talk. And if you dig deeper into the current research, it really is about this courage mindset, this wisdom mindset, even at younger ages. And once these younger people wrap their mind around it, and they take it on, they perform better. Look at Roger Federer. You know, look how he had to develop this self-compassion of courage and wisdom to learn how to play the ball. You know, he didn't retire till 41, but he was burning out and he was focused on performance and any failure, he was visibly, you know, having tantrums. He had to pivot his mindset to this courage, determination, grit, but also this mental resilience factor where it's not emotional now. And that's what you would've done too. You would've gone into the mindset that was needed, which is a growth mindset. It's like, how do we pivot? How do we learn? And Federer is a great public example, as are you, of course. Jean Kittson: When people lose their confidence as they get older because they are undermined, there is ageism, they probably feel that they are not achieving what they used to achieve on certain levels. Maybe it's, you know, they lose their confidence because of the way they talk to themselves, but also the way, external factors, some people are retrenched. How do people– how have you found that people overcome that lack of confidence? Dr Amanda Ferguson: So many different ways, Jean. You know, again, it's play to your strengths. I've counseled people who've been retrenched seven times, you know, it's like, you know, sick of that now the corporate burn and churn wheel, you know, is it time to pivot into something different if you're that jaded? And others are like no, I'm gonna start my own business. I've got a podcast on how it's an internal external conundrum – confidence. It's what you're thinking, so yes, the mindset, but it's also what you're doing to keep your confidence because the research shows that most of us know we're losing cognitive capacity. And if you’re then pivoting, accordingly, rather than feeling unconfident about that, that's just a part of life. Where’s all the rest of your confidence? Because we do know that if you do compensate with all the other confidence areas that we've got in wisdom, knowledge, expertise, experience, you know, the perspective of we’re looking towards the end of life now and that gives us a fantastic perspective that we need in our phase of life. Jean Kittson: Yes, and to pass on to others. Yeah. When you say we are losing cognitive capacity. Is it capacity or function? What ability? Dr Amanda Ferguson: It’s capacity. Yeah. Jean Kittson: Capacity. That's a scary thing because I think, oh, you mean we can't think as clearly, but I feel like I can make better decisions now than I ever could. So what is that word? Cognitive. Dr Amanda Ferguson: Information processing. It's very much up-skilling, re-skilling. We know that older people typically don't want to retrain. They don't want to relearn new things unless you can pivot them to what motivates them. Now, you are motivated about passing on and standards and excellence and your influence continuing. And so you've probably, you know, you are relearning as you go, what's happening with the economy, so that I can continue to be confident and have my capacity working for me. So, it's an unconscious thing we are doing, really, that we're compensating from capacity, which is about information processing, about retraining to, well, I'm willing to retrain. I'm willing to understand what's happening for the farmers, for the economy, for the fuel supply, for what organisational psychology calls VUCA times that we're in which is volatile, uncertain, challenging, ambiguous. You know, I'm relearning about the state of the world because my motivation is helping people of course. And so, if I wasn't motivated by that, I wouldn't use my cognitive ability that I do still have left for that. So, it's the combination of so many different factors at play as we age. Neil Perry: So Amanda, is that in speed of processing or is that just capacity of processing? Dr Amanda Ferguson: It's in speed. We don't want to work an 80 hour week anymore. So, that lack of cognitive ability that the twenties has – when we're in our twenties – we happily do an 80 hour week. We're just not interested and it's harder. The labour for that cognitively is harder because of our loss of capacity. And so, we have to keep pivoting. We have to keep drawing on the growing skillset that we do have, which is more about the wisdom and knowledge base that is so broad that we don't even realise what we're using often. And that continues to grow in middle age. Neil Perry: Yeah. Dr Amanda Ferguson: Into older age, and the research shows we can perform as well as people in their twenties. Neil Perry: By using that capacity of what we know as opposed to what they don't know. Dr Amanda Ferguson: That's right. Neil Perry: Yeah. Dr Amanda Ferguson: And you're not even conscious a lot of the times what you're drawing on. Neil Perry: Yeah. Dr Amanda Ferguson: That body of research is so robust. There's this concept that's totally misconstrued that we are less able as we get older. Jean Kittson: I think that whole cognitive decline is so loaded. I really, find... Neil Perry: Well, we live in the age of Alzheimer's and dementia and, I mean, you know… Jean Kittson: Yes, of course. Neil Perry: I just don't ever remember growing up, when I was younger, and ever hearing that term. And of course now it's like ADHD and everything that's happening with kids now, and everyone on the spectrum – and that just was not happening when I was younger. I just don't ever remember it even in my forties. But now, in the last 20 years, everything seems to be so focused on all of the various mindsets that can happen to a person. Jean Kittson: I just feel that the restaurant industry has retained so much of its human content. Neil Perry: Yeah, absolutely. Jean Kittson: Humanity, eating together with your team. And the care of food and the environment, it all goes hand in hand. So you are very lucky to be part of… Neil Perry: Yeah. Jean Kittson: That sector, rather. Neil Perry: Well, you know, somebody said to me the other day, ‘oh, when do you think you'll start using Tesla robots?’ And I said, ‘well, how about never?’ Our main focus is to create great memories, right? I tell everybody, ‘yeah, sure we're in the restaurant business,’ but our main focus is to create great memories. And that's what drives our business – word of mouth. People say, ‘oh my God, I have the best time at Margaret.’ And it was interesting because in 2002, I got a phone call from Scott Bowles, who is still doing Short Black, which is the gossip column in the Sydney Morning Herald for food. And he said a magazine in London, they asked 300 people their five favorite restaurant experiences in the world. And Rockpool finished fourth. And I thought, wow, that's incredible. And I spent seven years on that list. But, I came back to my team and I said, ‘see, we're in Sydney and most of these people would not have been to Sydney, so we must have got a lot of hits on the ones that did.’ So, that's living proof that great memories are created in this restaurant. By having you feel like this is your second home, you know, like our regulars are so important and anybody who's a first time visitor is a great opportunity to create a regular. That's how we look at it. Jean Kittson: Yes. Neil Perry: And we want people to feel like this is their second home. They're so comfortable here. You know, we know what they drink. We know what they like. We know the interactions and conversations and we want people to just think, oh, I've just gotta get back to Margaret, because I not only love the food, but I just love this whole experience of feeling like I'm part of the family. I don't think you'll ever be able to AI replace that. And I hope I'm well dead and buried if it ever happens, because it would break my heart if that happened. Jean Kittson: If we all had to do everything online and then, well, even the QR code doesn't code, doesn't… Neil Perry: Drive you crazy. Jean Kittson: In the pubs, now you order your food on the QR code. Neil Perry: I'm lucky enough to be well positioned to know people in restaurants that I want to go to or even around the world. So, I just never get online and make a booking. You know, it's always a phone call or a quick text or something, but all that stuff just takes the romance. I mean, I almost, I thought I wanted to give up restaurants when I got to the stage where we had to bring the EFTPOS machine over and leave it. I just thought romance is dead. Okay. I got over that. We moved on, and the technology works really well for everybody now. And, I guess the one thing about the stuff of the ordering and what have you as more and more restaurants move towards – potentially not even that – but different opportunities with technology on table, you'll still have waiters and all that stuff, but, you know, you get the walk, the check ability and all. It's just making life more convenient. But again, a lot of this is at the expense of the romance of what it's all about. And, you don't have a great memory of a seamless experience. You have a great memory of an interactive experience. Dr Amanda Ferguson: But you seem to be compensating for that with the care mentality. Neil Perry: Yeah. You have to. Jean Kittson: So Amanda, when Neil was talking about creating memories, do you think that translates into other businesses as well? Or even socially? I suppose, if we all thought that every interaction, we were creating some sort of memory, maybe we would get more pleasure ourselves from life and give other people more pleasure. Dr Amanda Ferguson: Yeah. Well, that's one of the internal motivators for our age group is the fact that we're connecting socially with other people for those memories, for the feel good in ourself. If that's about creating memories for others, maybe having memories for ourselves as well. That's driving us more at this age group. It's about memories and it's about pleasure and enjoyment and having fun. Neil Perry: And all those experience, kind of, industries are obviously doing the same thing, you know, whether that’s in the travel industry or events, airlines, you know, whatever it might be. That interaction that you have, you want people to get a lot of joy out of it. Dr Amanda Ferguson: And you want them to remember. I want them to remember, ‘oh, that's right. Amanda said 10 years ago,’ you know, because we’re in the people business. Neil Perry: Absolutely. And conversely, the fundamental thing that you have to get is job satisfaction. If you are already enjoying what you do, all the stuff we talk about with care, it's just not gonna come through. You know, all that has to be delivered with a genuine spirit of hospitality and that can't be done unless you are loving what you do and you're getting a lot of joy out of it. Dr Amanda Ferguson: Yeah. Job satisfaction is engagement. That was my PhD area, that you love and like your work. So it's cognitive and emotional. Neil Perry: Yeah. Dr Amanda Ferguson: And that's where you're giving memories. Creating memories. You're making memories for yourself. Jean Kittson: And so do you ever say to people who have not enjoyed their work and they're now in their fifties, do you ever sort of suggest they may like to find something they like doing? Dr Amanda Ferguson: Absolutely. Yes. If they've not enjoyed it, but they've worked for reasons that are external motivators like money, providing that kind of thing, they've now got an opportunity – especially with the perspective of, okay, we are now living to the end of our lives. What's gonna be important to you now, so that when you're on your deathbed, you can look back at the memories and go, I have got no regrets. Neil Perry: You crystallise that very well, Amanda. When you're on your deathbed. Jean Kittson: Is there something you would've told your 50-year-old self, which you were 20 years ago? It's hard to believe, isn’t it? Neil Perry: I know it is. Jean Kittson: Is there anything that you would've told your 50-year-old self that you know now that you would've thought, I would've done that differently or anything? Neil Perry: Look, you know, I've made a couple of mistakes in the past two years that I wish I hadn't, but experience told me that I shouldn't have done it, but I did. And it was partly, you know, just being drunk on the success of Margaret and vesting a lot in Double Bay that I probably shouldn't have done. You know, I'm happy where I am now, so I always managed to fight my way out of these things. But yeah, look, I would probably just sit back and say, ‘hey, just run the numbers one more time and remember all the things that you said that you were never going to do.’ Because there were a whole lot of red flags on what I did. And I’d never do a restaurant where it’s got da, da, da. Never do da, never do this, never do that. Did all of them because I really wanted it. And I think back then, I was 50 when I started, or a little bit younger, when I started building the Rockpool Bar and Grill part of our life, which was the business that I managed to sell for quite a bit of money and set myself up for life really. But, I was very focused on not making those mistakes. So maybe my 50-year-old self should be telling my almost 70-year-old self – or my 67-year-old self when I made these decisions – stay by your code of conduct and don't get over enthusiastic. Jean Kittson: Yeah, dry that lettuce. Neil Perry: Dry that lettuce. Exactly. So interestingly, I don't regret anything in my life, really. But I do think that when you are in a situation where you've lived as long and you've been in the industry for as long as I have been, and you've managed to have as much success, it's really very satisfying to look back and think about. And it was hard work, all the hard work that you put in, but, you know, all the rewards that you got from it. Jean Kittson: All the rewards that other people got too. Bringing training and mentoring and bringing up such a team. For someone who mainly works on their own, I just admire that so much and I feel that that must be one of your greatest legacies. Not only educating us all about food and introducing us to wonderful recipes and experiences and memories, but just what you've contributed to the following generations. Neil Perry: Well, I've got to, I've worked with an enormous amount of people. I mean I don't even know how I could figure it out, but it'd be, I don’t know, 50,000 people over my career probably. Jean Kittson: Wow. That's amazing. Congratulations. Well, Amanda, like you were saying before, so we don't have regrets on our death bed – I'm gonna have quite a few. Don't you worry about that. And, I may be seeking your advice on how to manage those regrets. But, most of us will have regrets and part of the resilience of getting older is how to manage, you know, mistakes we've made and how to sort of, I suppose, work out in our minds why that might have happened and forgive ourselves or move on. And do you find that that's a very important part of getting older and keeping on going? Dr Amanda Ferguson: Well, yes. Good that you mentioned resilience because that, in the research, is about self-regulation. So, managing ourselves and social competency. So, being able to manage dealing with other people and communication, relationships, conflict resolution. So yeah, resilience is the key factor to prevent burnout, to help with engagement. It's very important, and to avoid regrets. Yeah. Your example, Neil is exactly one of those that you manage yourself better now and we learned through failure. I mean, you can't avoid failure if you’re going to keep growing in your life and stay at the top of your game, failure's just part of it. Neil Perry: Oh, you've gotta embrace failure. Yeah. I mean, you know, you learn 10 times more from failure than it is from success. Dr Amanda Ferguson: Yeah. Neil Perry: So yeah, that's failing and then not being afraid to reengage, that's really important. Because some people fail and it causes them to overthink a lot and it causes them to not take the opportunities that are in front of them. So, it's really making sure that you look at the next opportunity and how do I make sure that those things aren't engaged in the thing going forward. Dr Amanda Ferguson: Exactly. Jean Kittson: Well, I think that is a really great way to end this conversation about continuing to fail is not a failure. Like continuing to fail is a good thing because you're taking risks and you're growing. And you have the confidence to not be damaged by it. Dr Amanda Ferguson: As Neil says, you can't avoid failure. If you fail to continue to be at the top of your game, there's a failure. But if you’re going to stay at the top of your game, you're gonna have to face failure. And that's a growth mindset. And welcome it because you're learning. Neil Perry: Yeah. Dr Amanda Ferguson: And you're still learning as you're getting older. How fabulous. Jean Kittson: How fabulous. Neil Perry: It's really about the amount of happiness that you have. So, there's no, no point in living an extra 10 years if you're not happy. Jean Kittson: Yeah. Neil Perry: So that's the key to life is like get to the end and be happy with where you've been, what you've done, and where you are. Dr Amanda Ferguson: Yeah. Agree. Jean Kittson: I agree too. That's fabulous. Thank you so much. Thank you, Neil. Thank you, Amanda. Thanks to our guests, Neil Perry and Dr Amanda Ferguson. You've been listening to Better with Age, season seven of DARE: The Time of Your Life, formally Life's Booming. Please leave a review and share this show with someone you know and visit seniors.com.au/podcast for more episodes. May you dare to live your best life. I'm Jean Kittson. Thank you. See omnystudio.com/listener for privacy information.

„BANI gibt dem nagendem Schrecken einen Namen, den so viele von uns gerade spüren, – es bestätigt, dass wir damit nicht allein sind, dass es nicht nur diesen Ort betrifft und auch kein flüchtiger Moment ist." —Jamais Cascio, Futurist & Schöpfer des BANI-Modells

Today, we explore what it means to invest in a world defined by volatility, uncertainty, complexity, and ambiguity (VUCA). We discuss why geopolitical shocks... especially supply-driven ones... are creating persistent trends across markets, and why trend-following strategies are thriving despite strong equity performance. The conversation dives into how investors process information (or fail to), the limits of central bank responses to supply shocks, and why markets may not be fully pricing in current risks. Mark also shares new research comparing hedge fund strategies under different volatility regimes, highlighting why managed futures stand out as a robust diversifier. The episode closes with a forward-looking discussion on AI, replication strategies, and the growing role of narrative versus data in investment decision-making.-----50 YEARS OF TREND FOLLOWING BOOK AND BEHIND-THE-SCENES VIDEO FOR ACCREDITED INVESTORS - CLICK HERE-----Follow Niels on Twitter, LinkedIn, YouTube or via the TTU website.IT's TRUE ? – most CIO's read 50+ books each year – get your FREE copy of the Ultimate Guide to the Best Investment Books ever written here.And you can get a free copy of my latest book “Ten Reasons to Add Trend Following to Your Portfolio” here.Learn more about the Trend Barometer here.Send your questions to info@toptradersunplugged.comAnd please share this episode with a like-minded friend and leave an honest Rating & Review on iTunes or Spotify so more people can discover the podcast.Follow Mark on Twitter.Episode TimeStamps:00:00 – Introduction: Preparing for the unpredictable00:36 – Entering a VUCA world: volatility, uncertainty, complexity, ambiguity02:00 – “Uncharted territory” in markets and beyond05:30 – Central banks, leadership changes, and policy uncertainty07:16 – Oil markets, OPEC shifts, and geopolitical tension10:16 – Trend-following performance update and market context14:06 – Reverse engineering CTAs and the role of AI18:42 – Replication strategies vs. true alpha22:41 – Trend-following performance metrics (April update)24:43 – Supply shocks and why they're harder to manage28:53 – Are markets underreacting to geopolitical risk?31:53 – Information overload, ambiguity, and trend persistence34:54 – Why more data doesn't mean better decisions38:34 – Government intervention vs. market-driven trends40:30 – Pandemic policies and unintended inflation43:00 – New research: hedge fund strategies vs. volatility regimes47:16 – Why managed futures stand out as diversifiers51:11 – Narrative vs. data in investment decisions55:36 – AI, sentiment analysis, and the future of models58:46 – Simplicity vs. complexity in strategy design01:00:49 – Bundling vs. unbundling investment strategies01:03:18 – Momentum crashes and new research directionsCopyright © 2025 – CMC AG – All Rights Reserved----PLUS: Whenever you're ready... here are 3 ways I can help you in your investment Journey:1. eBooks that cover key topics that you need to know about In my eBooks, I put together some key discoveries and things I have learnt during the more than 3 decades I have worked in the Trend Following industry, which I hope you will find useful. Click Here2. Daily Trend Barometer and Market Score One of the things I'm really proud of, is the fact that I have managed to published the Trend Barometer and Market Score each day for more than a decade...as these tools are really good at describing the environment for trend following managers as well as giving insights into the general positioning of a trend following strategy! Click Here3. Other Resources that can help youAnd if you are hungry for more useful resources from the trend following world...check out some precious resources that I have found over the years to be really valuable. Click HerePrivacy PolicyDisclaimer

BONUS: Why the People Track Exists — And What It Will Help You See at GAS26 The Global Agile Summit kicks off on May 4th, and the People track is one of the most loaded lineups this year. In this episode, track co-hosts Pete Oliver-Krueger and Alina Thapliyal share the story behind the track, the sessions they're most excited about, and why — in a world increasingly focused on technology and AI — the people dimension is more critical than ever. The Story Behind the People Track "Every transformation still comes down to how people feel, how they communicate, how they work with each other, how decisions are made, and how leaders can create a space and conditions for them to thrive."   The People track isn't new to the Global Agile Summit — it's been part of the event for several years, sometimes combined with the Product track. But this year, the volume and quality of submissions made it clear that the topic deserves its own dedicated space. Alina frames it in terms of the VUCA world we operate in: volatility, uncertainty, complexity, and ambiguity make the people dimension more important, not less. Pete picks up the thread with a sharper edge — as AI and technology increasingly dominate the conversation, it's easy to lose sight of the people creating, designing, using, and selling the products. That tension is exactly why he wrote Shift: From Product to People with his co-author Michael. The book exists to pull practitioners out of product-as-a-thing thinking and into product-as-people thinking. Product as a Thing vs. Product as People "When we lose sight of the people around the product is when things start to suffer."   When Pete reviewed the track submissions, he noticed a telling pattern — a divergence that confirmed the track's reason for existing. Many submissions talked about product as an artifact, focused on deliverables and outcomes, with no connection to the humans involved. Then there was a second group that immediately saw themselves in the People track. Pete explains the dynamic: we all start by caring about people and solving problems, but at some point we pick a solution and the work of getting it done becomes all-consuming. The task becomes the goal and the people become objects. Unless we consciously leave space to think about relationships and human dynamics, we drift into laser focus on things. The sessions in this track are designed to be the antidote. Marcus Bullock's Keynote — A People-First Success Story "It's so inspiring to just listen to it and think that I can also do it. We can give people a second chance. We can focus on what's good and increase the good, rather than focus on what's bad."   Both Alina and Pete highlighted Marcus Bullock's keynote as a must-watch. Marcus, CEO of Flikshop, started from a deeply difficult place and built his way to leading a business and empowering others. What makes his story stand out isn't the arc from adversity to success — it's the honesty. Pete, who has known Marcus for over 15 years, points out that Marcus's story includes genuine ups and downs, and his people-first approach is what helped him weather all of them. Alina was struck by the energy Marcus brings and his focus on amplifying what's good in people rather than minimizing what's bad. It's a message that resonates whether you lead a team of five or an organization of five thousand. Usability Theater — The Courage to Shut Up and Listen "Take a product, give it to a customer, and don't say anything. Just let the customer try it, let the customer experience the product. We need to have the courage to shut up."   Alina's second highlight was the session on usability theater, where the core idea is deceptively simple: put your product in front of a customer and resist the urge to explain anything. No "look what we did here," no guided tour. Just observe how people actually interact with what you've built. It takes real courage, Alina says, because our instinct is to showcase and defend our work. But the insights you gain from silence and observation are worth far more than the comfort of narration. This is one of those sessions that sounds simple but could change how you run your next product review or demo. Agency — Breaking the Permission Loop "There is a necessity to understand ourselves and have some of this confidence, but that's true for everybody, even our leaders. They may be stuck in permission loops with their own bosses."   Tara Scott's session on agency and breaking the permission loop touched a nerve for both hosts. Alina shared that in companies she's worked for, drawn-out decision processes wasted resources and drove people to leave. Tara's session tackles how to empower people to actually make decisions. Pete adds a crucial nuance: the permission loop isn't just a top-down problem. Leaders are stuck in their own permission loops too. Everyone in the chain faces the same challenge, and the solution can't be found in a vacuum — it requires understanding where each person is coming from and building flexibility across the team and organization. If this topic hits close to home, Tara is also doing a live Q&A during the summit. Neurodiversity, Jeff Patton, and the Full Lineup "Every time I have a conversation with Jeff Patton, it just goes in all kinds of directions, and I have so much fun."   Pete flagged two more sessions worth watching. The neurodiversity session with Anita promises to open up a topic that deserves more airtime in the agile community — how different minds experience and contribute to team dynamics. And Jeff Patton, whose conversations with Pete apparently never follow a straight line, brings his signature blend of product thinking and people awareness. The full track covers a wide range: trust, leadership, inclusion, decision-making, neurodiversity. As Alina puts it, these topics are universal — they're about human behavior, and that's valuable in any field where you work with people. A New Lens for Monday Morning "I think people can take away from the track the ability to see other dynamics in their workplace that maybe they currently aren't spending a lot of time paying attention to, or didn't even realize were there."   When asked what attendees will walk away with, both Alina and Pete landed on the same metaphor: a new lens. Alina described it as a better understanding of how human dynamics shape culture and performance, paired with practical tips that can be applied immediately — no theory, just real-life stories from real practitioners. Pete took the metaphor further, comparing it to putting on night vision goggles. After watching these sessions, you'll start noticing dynamics you'd been walking past every day — relationship patterns, permission loops, communication gaps. And with that new visibility comes influence. You'll realize you have more ability to shape your environment than you thought, simply because you can now see what was always there. About Pete Oliver-Krueger Pete Oliver-Krueger is an Executive Coach with the Library of Agile, and co-author of the book "Shift: From Product to People", a novel that tells the complex story of how leading "people-first" is required to solve tomorrow's biggest problems.   You can link with Pete Oliver-Krueger on LinkedIn, and visit Pete OK's website at https://www.shiftingpeople.com/. About Alina Thapliyal Alina Thapliyal is the Scrum Master for a team within the public sector. Her aspiration is to become an agile coach. She grew up in Romania and has been living in Germany for 13 years. She loves jogging, reading and actively listening to people's life stories.   You can link with Alina Thapliyal on LinkedIn.

Quantum Leadership, sebagaimana dikonsepkan oleh Rob Balmer, menandai pergeseran paradigma radikal dari model kepemimpinan "Newtonian" yang menganggap organisasi sebagai mesin linier yang dapat diprediksi secara kaku. Di tengah era disrupsi yang penuh dengan ketidakpastian dan kompleksitas (VUCA), pendekatan mekanistik sering kali gagal karena mengabaikan dinamika non-linier dari potensi manusia. Kepemimpinan kuantum memandang individu bukan sebagai aset tetap, melainkan sebagai sumber energi dinamis yang tak terbatas. Dalam kerangka ini, pemimpin beralih peran dari seorang pengawas yang mengontrol variabel menjadi seorang katalisator yang memengaruhi medan energi organisasi untuk memicu "lompatan kuantum" dalam inovasi dan kinerja. Keberhasilan model ini sangat bergantung pada kapasitas pemimpin dalam mengelola energi internal diri mereka sendiri sebelum mencoba memengaruhi orang lain. Balmer menekankan bahwa kondisi internal seorang pemimpin adalah alat kepemimpinan yang paling fundamental; organisasi yang utuh hanya bisa lahir dari pemimpin yang memiliki integritas dan keutuhan diri. Dengan melatih kesadaran diri (self-awareness) dan kehadiran penuh (presence), seorang pemimpin dapat menjaga kejernihan mental di tengah kekacauan, mencegah kebocoran energi akibat stres, dan memancarkan frekuensi positif yang menular ke seluruh tim. Pengelolaan energi—baik fisik, emosional, maupun mental—menjadi jauh lebih krusial daripada sekadar manajemen waktu tradisional dalam mencapai hasil yang transformatif. Pada tingkat kolektif, kepemimpinan kuantum membangun budaya yang berlandaskan pada keamanan psikologis dan kepercayaan, yang bertindak sebagai "superkonduktor" bagi aliran ide dan kolaborasi. Ketika kontrol mikro digantikan oleh visi yang didorong oleh tujuan (purpose-driven), anggota tim merasa memiliki kebebasan untuk bereksperimen dan melakukan lompatan kreatif tanpa rasa takut. Hubungan antarmanusia dipandang sebagai jalinan energi yang saling terikat, di mana keberhasilan satu bagian adalah keberhasilan seluruh sistem. Akhirnya, Quantum Leadership menawarkan jalan bagi organisasi untuk tidak sekadar bertahan dalam disrupsi, melainkan berkembang melampaui batasan konvensional dengan menyalakan kekuatan tanpa batas yang ada di dalam setiap manusia.

Survival in chaos doesn't come from optimization. It comes from diversification, buffers, and the speed to decide what to do next. Pragmatists have a completely different way of doing risk management that is designed for these VUCA times. By focusing on building resilience to survive volatility.  Most managers are doing this wrong by chasing efficiency in a uncertain world. In this episode, we break down the "Pragmatist Manifesto" and its six core principles.

Welcome back to Our Agile Tales as we continue our conversation with Bjarte Bogsnes, exploring case studies from his latest book, This Is Beyond Budgeting. The book distills nearly three decades of experience challenging traditional budgeting, targets, and control-based management.In this final episode of the series, we discuss with Bjarte what distinguishes business models (external interaction) from management models (internal organization). He introduces the Viable Map, inspired by the Business Model Canvas, to help management teams assess their management model against the 12 Beyond Budgeting principles, considering business environment from SUSO (simple, understood, stable, orderly) to VUCA and employees on a Theory X–Y scale. He emphasizes the need for coherence between values/purpose-based leadership claims and often “fixed” budgeting processes, calling mismatches “poisonous gaps.” He argues listed companies can adopt beyond budgeting, as markets want sustainable performance, and recommends starting by separating budget purposes—targets, forecasts, and resource allocation—implemented in parallel. He contrasts beyond budgeting's enterprise-wide focus with Agile's origins in software, shares disappointing and rewarding client experiences, and points listeners to bbrt.org and key books.Key topics and timestamps00:00 Welcome and Guest Intro01:09 Business vs Management Models01:59 Viable Map Framework05:16 Assessing Coherence Gaps08:02 Empowerment Needs Process Change09:40 Markets Wall Street Myths12:08 Why Beyond Budgeting Sticks14:34 Where to Start Separating Budgets17:45 Pilots vs Big Bang19:12 Disappointing Transformation Story21:20 Most Rewarding Successes23:06 Learn More About Beyond Budgeting25:20 Wrap Up and Next SeriesAbout Bjarte BogsnesBjarte Bogsnes is Chairman of the Beyond Budgeting Round Table, a former global finance executive, and a leading thinker in management innovation. He is the author of Implementing Beyond Budgeting and This Is Beyond Budgeting, showing how organizations can replace rigid, calendar-driven systems with models built on trust, transparency, and adaptability — creating companies that are both more responsive and more human.Follow Bjarte at:https://www.linkedin.com/in/bjarte-bogsnes-41557910/Music: https://www.purple-planet.comVisit us at https://www.ouragiletales.com/about

In nearly a thousand episodes of Natural Born Coaches, a topic like this has never been tackled! Today, Marc is joined by Bryce Hoffman, the founder of Red Team Thinking and a former business journalist who has spent decades looking inside the world's most successful organizations, as he dives into the concept of Red Teaming, a methodology originally developed by military and intelligence agencies to stress-test strategies and navigate extreme uncertainty. In a world that feels increasingly volatile, complex, and disrupted by AI, the old way of doing things isn't just a choice; it's a liability. Bryce breaks down how coaches can use these tools to help leaders challenge their own assumptions, identify unseen threats, and surface missed opportunities that others are walking right past, plus much more. Bryce is hosting a Red Team Coaching Bootcamp next Monday, April 27th at 12 PM EST. Listeners will learn foundational tools like Think-Write-Share and the Six Strategic Questions to help clients navigate complexity with clarity, and you can claim your spots now at https://www.naturalborncoaches.com/redteamcoaching!  What You'll Hear In This Episode: Defining the concept of red teaming within a business context and how deliberate challenge can actually strengthen an organization's strategy. A look at the massive shifts in the coaching industry over the last few years and the disruptive impact of a "VUCA world". How coaches can help leaders establish their unique value and build cognitive resilience in a market flooded with low-cost alternatives. The one critical limitation of AI and why this is important for coaches to understand. Practical steps for applying red team thinking to your own coaching business by focusing on the three Cs: Clarity, Capability, and Culture. A sneak peek at the upcoming Red Team Coaching Bootcamp and the two foundational tools that mine the hidden wisdom already existing within an organization. LINKS:  Register for Bryce's Red Team Bootcamp (Happening Next Monday, April 27th, 2026)!  Bryce's Website, Podcast & Book  Red Team Thinking's Website Need help launching a podcast or editing your current show? This podcast is proudly sponsored, edited and produced by PodAssist. Visit their website below for more info!  http://www.podassist.com Book a no-obligation 1:1 strategy call with Marc for your coaching business: http://www.chatwithmarcm.com   If you'd like more coaching clients without sending cold messages or spending money on ads, the Natural Born Coach Program is for you. Get the details here! http://www.nbcprogram.com Join The Coaching Jungle Facebook Group! http://www.thecoachingjungle.com   Become a Coaching Jungle VIP member which includes special posting perks in the group to reach almost 30,000 potential clients! http://www.myjunglevip.com   Grow your business with The Coaching Jungle Mastermind! http://www.coachingjunglemastermind.com If you have a product or service that helps coaches, and you'd like to get it in front of 100,000 of them: http://www.jvwithmarc.com

The superintendent isn't a budget manager, they're the chief advocate for all children. Dr. Michael J. Barnes rebuilt Mayfield City Schools around this principle, and the results speak for themselves.The superintendent is the chief advocate for all children in their community. Nobody else can say that, not the mayor, not the school board, not the superintendent of the next district over. But somewhere along the way, superintendents drifted from the instructional chair into operations and politics. Dr. Michael J. Barnes reversed that drift entirely.At Mayfield City Schools (Ohio), Barnes built a four-track personalized learning model that blew up the time/learning equation. Traditional, Cross-Curricular, Self-Paced, and The Option. When students got agency over their learning design, attendance skyrocketed, not because of better discipline policies, but because students were actually designing their own learning. Time stopped being the constant. Learning became it.In this conversation with Dr. Conner, Barnes walks the AC-Stage reframe: what does instructional leadership look like when the industrial model is obsolete? What's the role of the superintendent in an Innovation Core? Why do design thinking, engineering, and entrepreneurship matter as much as math? How do you navigate the VUCA landscape of state politics without abandoning your moral imperative?What You'll LearnThe superintendent's real job: chief advocate for all childrenHow to flip the time/learning variable, when learning is constant, time becomes flexibleThe four-track personalized learning model and why student agency drives attendanceWhy instructional leadership means staying in the learning chair, not the politics chairThe Creative Staircase framework for systemic innovationHow to navigate the VUCA landscape in state politics without compromising your visionThis conversation is essential for any superintendent or central office leader in the AC-Stage of education. Dr. Conner and Dr. Barnes dig into the frameworks that move the dial from excellence as an aspiration to excellence as a system.And on that note, onward and upward.

EMN Podcast DescriptionIn this episode of The Emergency Management Network Podcast, Andrew Boyarsky sits down with Todd DeVoe to unpack a powerful and timely idea: the world is not falling apart; it is revealing itself.Drawing from Todd's latest article, the conversation explores how today's risk environment is no longer defined by single incidents, but by a convergence of interconnected stresses across geopolitical systems, the economy, climate, technology, and public trust. What feels like instability is, in reality, a clearer picture of how fragile and interdependent our systems have always been.Todd challenges the profession to rethink preparedness in a VUCA environment, where volatility, uncertainty, complexity, and ambiguity demand adaptability over rigid planning. The discussion goes beyond traditional emergency management approaches and calls for a shift toward capability building, honest communication, and genuine whole-community engagement.This episode is not about fear; it is about clarity. It is a conversation about leadership, responsibility, and what it really means to prepare communities for a future that will not follow the plan.Show NotesIn this episode, Andrew and Todd explore the idea that what we are experiencing today is not a breakdown of systems, but a revelation of their true nature under stress. Multiple systems are being strained at the same time, from geopolitics and supply chains to climate extremes and cyber threats, and each one amplifies the others.The conversation reframes how emergency managers should think about risk. Rather than planning for isolated hazards, the focus must shift to understanding interconnected threats and building systems that can operate under continuous pressure.A central theme of the discussion is VUCA, a concept borrowed from the military that describes a world characterized by volatility, uncertainty, complexity, and ambiguity. Todd argues that while the term is widely used in emergency management, it is often misunderstood. It should not be used to explain why things are difficult, but to drive a fundamental shift in how preparedness is approached.The episode also challenges a long-standing assumption in public communication: that emergency managers must avoid creating fear. Instead, Todd emphasizes that fear is not the real issue. Helplessness is. Communities can handle difficult truths when they are given clear information and meaningful ways to act.Andrew and Todd discuss the implications for whole-community preparedness, arguing that it must move beyond messaging into a genuine partnership. When individuals understand their role and feel a sense of agency, they are far more likely to respond effectively during crises.The conversation also addresses a difficult but necessary reality: the federal safety net is becoming less predictable. Emergency managers must begin preparing communities with this in mind, shifting the narrative from reliance on external assistance to building local capability and resilience.The episode closes with a call to action. Preparedness is no longer about having the right plan on the shelf. It is about building adaptable systems, strengthening relationships, and leading communities through complexity with honesty and clarity.Key ThemesConvergence of risk across multiple interconnected systemsVUCA as a framework for action, not just descriptionThe gap between planning and true capabilityThe danger of avoiding hard conversations with the publicWhole community as partnership, not messagingShifting from federal reliance to local resilienceLeadership in complexity and uncertaintyEpisode Title OptionsThe World Isn't Falling Apart… It's Revealing ItselfVUCA Is Here, Now WhatPreparedness in a Converging Crisis EnvironmentFrom Plans to CapabilityLeading Through ComplexityTagsEmergency Management, VUCA, Community Resilience, Leadership, Disaster Preparedness This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit emnetwork.substack.com/subscribe

Business agility has become a defining capability for organizations operating in today's environment of volatility, uncertainty, complexity, and ambiguity (VUCA). But while many companies focus on operational flexibility or technology investments, fewer understand the critical role finance plays in enabling true agility across the business.In this episode of The CFO Show, Melissa Howatson speaks with Mitch Max, founder of BetterVu and Executive in Residence for the Association of Financial Professionals, about what separates organizations that survive from those that thrive during disruption. Drawing on research and decades of experience in enterprise performance management, Mitch shares how agility is less about tools and more about culture, decision-making, and embedded finance leadership.Together, they explore:The difference between finance agility and true business agilityWhy only a small percentage of companies outperform during volatilityThe “sense, decide, act” model for faster, more effective decision-makingHow finance teams act as early warning systems and strategic partnersThe role of EPM systems in enabling real-time planning and collaborationHow to manage data overload and focus on actionable insightsWhere AI is delivering value today, from automation to advanced analyticsWhether navigating economic uncertainty, implementing new planning systems, or redefining the role of finance, this conversation offers practical guidance for CFOs and finance leaders looking to build more agile, resilient organizations.

In this episode, Chad explores the vital role of coaching in leadership, emphasizing the importance of guiding team members toward their own success rather than providing all the answers. He discusses the challenges of leading in a VUCA world—where volatility, uncertainty, complexity, and ambiguity are prevalent—and the need to shift from traditional leadership styles to a coaching approach that empowers individuals. Chad introduces three essential skills for effective coaching and highlights the importance of recognizing when coaching is appropriate and when direct instruction is necessary. He closes by sharing a great resource designed to help integrate these coaching techniques into leadership practice, fostering growth and independence within teams. Audio Production by Podsworth Media - https://podsworth.com 

In Episode 307 of The Rainmaking Podcast, Scott Love interviews leadership expert Jon Lokhorst on what it means to practice mission-critical leadership in today's volatile and complex business environment. Jon introduces a powerful framework for leading in all directions—not just managing direct reports, but also leading yourself, influencing peers, and effectively managing upward. In professional services firms, where hierarchy is often flat and influence matters more than authority, this approach is essential for building trust, alignment, and long-term success. The conversation breaks down practical leadership tools, including self-leadership through vision and values, improving internal self-talk, leading peers without formal authority, and implementing coaching-style leadership with accountability. Jon also shares actionable strategies such as structured one-on-one meetings, supportive accountability, and leadership development planning. For law firm partners, executives, and professionals navigating growth and complexity, this episode delivers a clear roadmap for developing leaders people want to follow and building teams that perform at the highest level. Visit: https://therainmakingpodcast.com/ YouTube: https://youtu.be/pvw9vtfa8NM ----------------------------------------

Host Lewis Weiss interviews Jim Tompkins about his career path from industrial engineering academia and the Army to founding Tompkins Solutions and later launching Tompkins Ventures, a matchmaking firm that connects manufacturers with partners for logistics, procurement, technology, automation, AI, and organizational development, typically offering recommendations without consulting fees and earning a success fee when solutions are implemented. Tompkins discusses how manufacturers can focus on core competencies while outsourcing non-core functions, the challenges of maintaining quality in outsourcing, and VUCA (volatility, uncertainty, complexity, ambiguity) as the operating reality for global supply chains. He explains reshoring as a risk-mitigation hedge tied to adaptability, digital twins, scenario planning, AI, and automation, and outlines four factors for what to reshore: value density, demand volatility, IP sensitivity, and automation potential.   00:00 Welcome and Introductions 00:40 Tim's Career Origin Story 01:18 From Seminars to Global Supply Chain 02:56 Launching Tompkins Ventures 03:51 How Ventures Helps Manufacturers 04:42 No Fee Model Explained 06:19 Success Fees and Partner Network 07:45 Why Outside Expertise Matters 10:12 Virtual Companies and Outsourcing 11:07 Quality Control in Outsourcing 13:44 VUCA Defined for Supply Chains 17:10 Reshoring as Risk Mitigation 18:19 Surfing the Next Disruption Wave 22:25 Resilience Over Pure Efficiency 25:13 What to Reshore Four Criteria 26:59 Tariff Refunds Supreme Court Fallout 32:12 Wrap Up Contact and Subscribe Learn more about your ad choices. Visit megaphone.fm/adchoices

We push through, take on more than we should, and keep moving even when something does not feel right. From the outside, that can look like leadership strength or resilience. Inside, it can feel very different.In How to Break Resilience Myths and Spring Forward with Russell Harvey, I sit down with leadership coach Russell Harvey for a thoughtful conversation about what resilience really means for leaders and executive teams. Together, they challenge the myths many leaders have learned to accept, especially the idea that resilience means pushing harder, carrying more, and keeping it all moving no matter what.Through stories, reflection, and practical insight, this conversation helps you look at resilience, leadership energy, and over-functioning through a different lens. It also brings forward the role of self-awareness, the cost of staying in constant motion, and the kind of pause that can help leaders regain perspective before pressure starts affecting their confidence, decisions, and team impact.In this episode, listeners will:Gain a clearer and more practical way to think about resilience in leadershipRecognize patterns that may be draining energy, weakening perspective, or pulling them into over-functioningReflect on how greater awareness can strengthen leadership impact, team experience, and decision makingAbout Russell HarveyRussell Harvey is a Leadership Coach and Facilitator, Public Speaker, Managing Director, NED, Podcaster, and Radio Host. With over 20 years of experience in learning, leadership, and organizational development, he has specialized in resilience and VUCA for the past 18 years.Connect with Russell HarveyWebsite: The Resilience CoachEmail: russell@theresiliencecoach.co.ukLinkedIn: Russell HarveyRecommended resources:⭐ If you enjoyed this content, subscribe to our podcast, rate it so others can find it, and share the episode with your trusted network.Looking for ways to grow and lead?⭐ Let's connect for a 15-minute cyber coffee and explore what you're facing or what may be holding you or your team back. I've held a few spots on my calendar for these high-impact connections: https://cybercoffee.youcanbook.me/⭐ If you're hosting an event and looking for a relatable speaker who delivers fresh perspectives, energy, and practical insights, let's explore how we can collaborate. https://www.executivebound.com/speaking⭐ Gain weekly leadership tools and strategies by joining our ExecutiveBound Inner Circle: https://www.executivebound.com/innercircle⭐ Explore upcoming events and high-value resources from our website: https://www.executivebound.com/events⭐ And don't miss claiming your copy of Healing Leadership or Fearless Women at Work for actionable insights to strengthen your journey: www.executivebound.com/booksLet's expand our network!⭐ Send me a LinkedIn connection request. I'd love to share my network of over 29K members with you: https://www.linkedin.com/in/ginnybaro© ExecutiveBound®. All rights reserved. The Dr. Ginny Show content may not be reproduced, distributed, or transmitted in any form without prior written permission.Disclaimer: The views, information, and opinions shared on The Dr. Ginny Show are intended for entertainment and educational purposes only. They do not substitute for professional advice in legal, medical, financial, therapeutic, or organizational matters. Always seek the advice of qualified professionals regarding your unique situation.

We are making decisions with incomplete and conflicting information every day.  Volatility, Uncertainty, Complexity and Ambiguity (VUCA) make it harder and harder to get those decisions right. Maybe we need to change our objective, not to find the best decision, but the one with the least chance of disastrous consequences.  Keep your eyes out for the Regime change that has started.  We provide four examples of what may be next.  

Leadership today often feels like navigating constant change.Volatility, uncertainty, complexity, and ambiguity are realities many leaders face daily. But resilience is not about simply pushing through the chaos — it's about learning how to lead yourself and others through it.In this episode, Darrin sits down with Russell Harvey, The Resilience Coach, to explore how leaders can build resilience in themselves and their teams while navigating the modern leadership landscape.Russell shares powerful frameworks and practical strategies that help leaders move from overwhelm to clarity, from control to command, and from reactive leadership to intentional leadership.This conversation offers practical insights for leaders who want to strengthen their mindset, support their teams more effectively, and build sustainable leadership habits.In this episode, you'll learn:Why resilience is one of the most important leadership skills todayThe difference between being in control and being in command as a leaderHow the VUCA framework explains the constant change leaders faceThe importance of developing personal resilience before leading othersWhy great leaders focus on delegating brilliantly and removing obstacles for their teamsHow identifying your purpose can strengthen resilience and confidenceA practical strengths and skills grid exercise leaders can use immediatelyKey leadership insight from Russell:A resilient leader focuses on three core responsibilities:Delegate brilliantly based on the strengths of your teamBuild and nurture a resilient team cultureDevelop your own personal resilienceWhen leaders invest in these three areas, they create the conditions for trust, clarity, and stronger team performance.About Russell HarveyRussell Harvey, known as The Resilience Coach, is a leadership coach, facilitator, speaker, and resilience expert with more than 20 years of experience in leadership and organizational development.His work focuses on helping leaders and organizations build resilience in the face of constant change and uncertainty.Russell works with leaders and organizations to develop practical strategies that improve leadership effectiveness, strengthen team relationships, and help individuals rediscover their energy and purpose.Connect with Russell HarveyWebsite: https://www.theresiliencecoach.co.ukLinkedIn: https://www.linkedin.com/in/russelltheresiliencecoach/Facebook: https://www.facebook.com/theresiliencecoach/Connect with DarrinIf this episode resonated with you and you're looking for support in developing stronger leadership teams, clearer systems, and healthier school cultures, connect with Darrin.Website: https://darrinpeppard.com/Thank you to our Amazing SponsorsThis episode is sponored by DigiCoach, helping leaders capture real-time instructional data, provide meaningful feedback, and build clarity through strong systems. Go to digicoach.com and tell them you heard about them here on the Leaning into Leadership podcast for special partner pricing.This episode is also brought to you by HeyTutor, delivering high-impact, research-based tutoring that supports students while reducing leadership overwhelm. Connect with them at HeyTutor.com

How do global companies make confident decisions when supply chains are constantly disrupted by tariffs, geopolitical tension, shifting consumer demand, and unpredictable global events? In this episode of Tech Talks Daily, I sat down with Dr. Ashwin Rao, EVP of AI and R&D at o9 Solutions, to talk about how artificial intelligence is changing the way organizations plan, forecast, and respond to uncertainty. Ashwin brings a fascinating mix of experience to the conversation. After earning a PhD in mathematics and computer science, he spent fifteen years on Wall Street working on derivatives trading strategies at Goldman Sachs and Morgan Stanley before moving into the world of enterprise technology. Today, he operates at the meeting point between business and academia as both a senior AI leader and an adjunct professor at Stanford University. Our conversation begins with Ashwin's unusual career path and how those early experiences in finance shaped the way he thinks about risk, decision making, and real world AI deployment. The journey from theoretical mathematics to trading floors and eventually into Silicon Valley offers an interesting lens on how analytical thinking can travel across industries and still remain highly relevant. We then move into the work happening at o9 Solutions, where AI is helping organizations make smarter decisions across supply chain planning, demand forecasting, and inventory management. In a world that Ashwin describes using the acronym VUCA, volatility, uncertainty, complexity, and ambiguity, businesses are under pressure to react faster and make better informed decisions. He explains how enterprise AI platforms can connect fragmented data across departments and create a more complete view of the business. One example he shares brings the concept down to earth. Even predicting how many bananas a grocery store should stock on any given day requires analyzing internal sales trends alongside external signals such as weather, social media trends, and economic conditions. Machine learning systems can now process those signals in real time and continuously update forecasts so businesses can respond quickly to changes. We also explore the rise of neuro- and symbolic AI, a concept Ashwin believes represents the next stage in enterprise decision-making. Rather than relying only on large language models, this approach blends the structured reasoning of symbolic systems with the pattern recognition of neural networks. The result, he suggests, feels less like a chatbot and more like having an expert coach embedded inside the decision-making process. Along the way, we also discuss why many organizations still struggle to embed AI successfully. Technology is only one piece of the puzzle. Ashwin believes the toughest obstacle is organizational change management, bringing teams together, connecting data across silos, and helping leaders guide their organizations through transformation. If you have ever wondered how AI moves beyond chatbots and into the systems that quietly power global supply chains, this conversation offers a thoughtful and practical perspective. So, how prepared is your organization to make decisions in a world defined by volatility and uncertainty, and could AI become the trusted partner that helps guide those choices? Useful Links Ashwin's blog Ashwin's LinkedIn o9 Solutions Website o9 LinkedIn  

How do founders navigate a business landscape shaped by volatility, uncertainty, complexity and ambiguity? In this live conversation, we speak with Matt Wilde from SWIG Finance about the funding gaps many businesses still face and what it really takes to grow in an unstable global environment. From working capital and supply chains to the role of trusted advisors and stronger ecosystem support, Matt shares what founders need to get right when the pressure is on. Key takeaways: Businesses that want to thrive in uncertain times need strong foundations, especially around working capital and effective supply chain management. Social impact lenders like SWIG Finance play an important role in supporting a wide range of businesses with tailored financial solutions that help them grow and sustain operations. AI can free up time for more valuable human-centred work, but businesses need to balance efficiency with sound judgement and human values.  We also explore the role of SWIG Finance as a social enterprise lender, supporting businesses with finance options that help founders start, sustain and scale. The conversation looks at the importance of good advisors, access to capital and stronger ecosystem connectivity, and how these factors shape a founder's ability to build a resilient business. Alongside this, we discuss the growing influence of AI on the way businesses operate. While technology can create efficiencies, Matt makes the case for keeping human judgment at the centre of decision-making. The episode closes with real examples, reflections on smarter financial decisions and a broader look at what founders need to succeed in a VUCA world. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Paul welcomes back three-time guest Bob Johansen to discuss his co-authored book, Navigating the Age of Chaos, and the shift from VUCA (volatile, uncertain, complex, ambiguous) to BANI (brittle, anxious, nonlinear, incomprehensible) as a more accurate frame for today's world.Bob explains that unlike VUCA, BANI assumes some external events won't make sense even with data and experts, yet leaders must still decide, often with less information than they want.Paul and Bob explore why today differs from past crises—citing global climate disruption, AI systems even designers don't fully understand, and unprecedented cyber threats—and how chronic anxiety, cognitive overload, and polarization shape responses.The conversation highlights how BANI+ can be used to respond to the challenges of BANI, and other positive actions we can all take to deal with the challenges of the current world.00:00 Housekeeping and Audio Note01:05 Bob Returns and New Book02:15 Setting the Agenda for BANI03:41 From VUCA to BANI08:40 Why Today Feels Different10:05 Anxiety and Human Impact12:15 Nonlinear Climate and Decisions16:46 Cognitive Overload and Unthinkable Risks20:54 BANI Plus Flipping Positive23:32 Simulation Gaming and Readiness26:33 Coach Eck Cave Story29:32 Stories and Resilient Clarity31:55 Small Actions Beat Helplessness35:59 Gratitude and Mental Fitness38:32 Wrap Up and Next Book Tease39:01 Credits and Call to ActionHumanity Working is a podcast focused on helping individuals, teams and organizations be ready for the future of work by maximizing their human potential.For more information, and access to our weekly newsletter, visit us at humanityworking.net.

Mahnaz has lived with volatility, uncertainty, complexity, and ambiguity in ways most product teams never will. In this episode, we talk about what happens when VUCA isn't theoretical, how to avoid becoming an order taker, and how courage, empathy, and initiative can reshape your role as a designer.What if the volatility, uncertainty, complexity, and ambiguity you're facing at work feel overwhelming only because you've never had to live through it in your everyday life?I throw the word VUCA around like it's a trendy framework. Volatility. Uncertainty. Complexity. Ambiguity. But for Mahnaz Hajesmaeili, those aren't abstract concepts; they're lived experience.Originally from Iran, before becoming a product designer, she built a life in China, knowing she could never fully belong there. When COVID hit, borders closed, savings ran out, and the life she had carefully constructed disappeared almost overnight. She returned to Iran, started over, taught herself UX, and eventually rebuilt her career in the United States.That's not “roadmap volatility.” That's real volatility.This week, I chat with Mahnaz to explore how living through that level of instability reshaped her approach to work. Why rejected designs don't shake her. Why unclear strategy doesn't rattle her and why she doesn't default to being an order taker.If you've ever felt overwhelmed by shifting priorities or frustrated by leaders who “don't know what they want,” this episode offers perspective—and practical lessons.Give it a listen. It might change how you define uncertainty.Helpful Links:• Connect with Mahnaz on LinkedIn

Todd Conklin discusses VUCA (Volatility, Uncertainty, Complexity, Adaptation) and argues that innovation and safety improve when organizations embrace uncertainty and gather more diverse information and perspectives. He mixes personal travel and Olympics anecdotes, touches on aviation and healthcare examples, and invites listeners to a hands-on workshop to explore these ideas further.

A jet engine is complicated. Your company is complex. The strategies for managing the risks of each are fundamentally—and dangerously—different. We call Complexity the "twist" in VUCA because it fundamentally changes the nature of the problems we face. While Volatility, Uncertainty, and Ambiguity describe challenging conditions, Complexity introduces a system where the parts are interdependent and adapt. This means you cannot solve a complex problem by simply breaking it into smaller, complicated parts and fixing them. Complexity is the twist: it's the element that makes VUCA environments truly unmanageable with old playbooks. You cannot apply a "complicated" solution to a "complex" problem and get the result that you want. 

Welcome to Episode 33 of Leadership in Quarters: Interview Series. My name is Josh Seldin and today I'm interviewing David Cicerchi. A little about David: David is a Leadership Aperture Coach who specializes in helping leaders expand their capacity to navigate the today's fast-changing complex world, make better decisions under pressure, and build stronger, healthier cultures. He works in the field of vertical leadership development and partners with the telos institute in their flagship leadership development program called The Vertical Frontier, coaching leaders across corporate environments to develop two essential capacities: range — the ability to widen their aperture— and wisdom — the ability to deploy the aperture that most effectively meets the needs of the situation. David helps leaders move beyond reacting on autopilot so they can respond with clarity, presence, and maturity — especially in VUCA organizational contexts, where things are volatile, uncertain, complex, and ambiguous. He's also a second-degree black belt in Aikido, the martial art of peace, and integrates that embodied practice into his leadership work — helping leaders stay centered under pressure, handle conflict productively, and lead with grounded strength. During this episode, we discuss how similar to a camera, leadership can widen and narrow their aperture depending on the situation and need of the business, and the team. Whether it's a narrow aperture for focused decision making, or a wide aperture to step back and focus on big picture, each approach is important and critical to a healthy culture. You can connect with David through any of the links below: LinkedIn: / davidcicerchi The telos institute: https://www.thetelosinstitute.com/lea... His website: www.evolutionaryemergencecoaching.com For any questions, or if you're interested in being a guest, please email me at leadinquarters‪@gmail.com‬. Artwork by: Adam Powell Music: Bensound.com/royalty-free-music License code: IXKVF9KQAVOF4YZF Artist: : Benjamin Tissot

Brian Miller (Coach Approach Ministries) sits down with Brent Sleasman (Winebrenner Seminary) to unpack a hard reality: important kingdom-focused organizations are disappearing—not because the mission isn't needed, but because leaders fail to see the bigger picture and adapt to a changed world. They explore how "little-kingdom thinking," nostalgia-driven decision-making, and fear of loss keep leaders stuck. The conversation lands on two mindset shifts—moving from deconstruction to construction, and from craving certainty to practicing curiosity—plus a practical lifeline: partnership and collaboration before it's too late. Big ideas & key takeaways 1) "Important organizations" can fail while the Kingdom doesn't Brent defines "important" as organizations advancing Jesus' kingdom mission—raising up and equipping workers. Some fail by closing completely; others "survive" by being absorbed and losing autonomy and original mission. 2) The "bigger perspective" starts with Kingdom clarity Brent's core framework: One King One Kingdom One Kingdom mission When organizations obsess over their own mission/brand distinctiveness and neglect the larger kingdom mission, they drift into "my little kingdom" thinking—and conflict with reality eventually wins. 3) Nonprofits get a weird superpower: they can ignore financial reality longer Because they're not serving shareholders or chasing profit, they can keep doing what "worked for my grandparents"… right up until the day they can't pay staff. 4) Leaders are loss-averse, so change feels like dying Brent names the psychology: we overweight what we might lose versus what we might gain. So even small workflow changes (a new system, new dashboard, a meeting rhythm) can get treated like a spiritual crisis. 5) Two mindset shifts for a VUCA world Brent's two shifts: Deconstruction → Construction (Jeremiah language: don't only tear down/uproot; also build and plant.) Certainty → Curiosity/comfort with uncertainty (the world is volatile, uncertain, complex, ambiguous—so "certainty" as a leadership strategy is basically a fossil.) 6) The practical rescue move: partnership Brent's blunt claim: organizations that failed had ready partners available, but didn't take the humility step early enough. If you think no partner exists, his response is essentially: test that—then admit you're wrong. 7) Before you "shut it down well," try one more creative loop He points to tools/resources (Business Model Canvas, The Startup Way, books/podcasts) to spark fresh thinking before leaders get enchanted with the shutdown process. Standout quotes (clean and punchy) "There's one king, one kingdom, one kingdom mission." "People would rather the church close than change the color of the carpet." "Nobody likes the person at a party that's constantly pointing out everything wrong." "You're going to feel worse about what you lose than what you gain—until you do it." "There were ready partners." Light outline (great for show notes) 00:00–01:35 Setup: "Human-to-human connection will matter more" + the bigger claim: orgs failing due to lack of perspective 01:36–04:31 What "important" means; what "failure" means (closure vs. absorption) 04:32–09:30 Bigger perspective = Kingdom-first clarity (Matthew 28; "one king…") 09:31–15:06 Why orgs get stuck: nostalgia, purity mindset, resistance to change, delayed financial consequences 15:07–20:07 Helping leaders embody mission; fear/loss aversion; journeying together 20:08–26:18 Mindset shifts: constructive thinking + comfort with uncertainty; VUCA 26:19–32:17 Direct advice: partnership/collaboration + use tools/resources to spur creativity; closing encouragement + CAM CTA Practical application prompts (for leaders listening) Where are we protecting our identity more than we're advancing the Kingdom mission? What's one change we keep calling "impossible" that is actually just "uncomfortable"? Who are the "ready partners" we've avoided because partnership would require humility? What decision are we delaying until "certainty" arrives (spoiler: it's not arriving)? What are we building and planting right now—not just critiquing? Links / resources mentioned (no links given in audio) Michael Porter, Competitive Advantage Business Model Canvas Eric Ries, The Startup Way VUCA (Volatile, Uncertain, Complex, Ambiguous) Scriptural references/inferences: Matthew 28 (Great Commission), "harvest is plentiful/workers few," Jeremiah (tear down/uproot vs build/plant), "gates of hell shall not prevail"

In 1987, the US Army War College coined the acronym of VUCA in 1987 to describe a world that was expected to become more difficult to navigate as the end of the Cold War started to become a reality – VUCA stands for volatile, uncertain, complex and ambiguous.Aside from it being kinda ironic, with what's happening right now, that the US Army coined this acronym, it's struck me that musicians have been working in an industry that has breathed this sort of uncertainty and volatility, whilst those in paid employment are now much more exposed to it after decades of living a much more three stage life of study, work, retire.So, it's always a joy and an education for me to meet younger musicians and chat about their life and music and how they are navigating through everything, so I'll just get on with it and invite you to listen to this brilliant conversation with Idyl, an amazing artist who recently released her first single Illusion in November. https://www.iwannajumplikedeedee.comI Wanna Jump Like Dee Dee is the music podcast that does music interviews differently. Giles Sibbald talks to musicians, DJ's and producers about how they use an experimental mindset in every part of their lives.- brought to you from the mothership of the experimental mindset™- cover art by Giles Sibbald - doodle logo and art by Tide Adesanya, Coppie and Paste

Episode 353: Resilience Isn't Optional: Tools Every Nonprofit Leader Needs Now (Russell Harvey)SUMMARYNonprofit leaders are operating in a world where change is constant - and the pressure to react quickly can undermine clarity, trust, and team stability. In this episode, Russell Harvey explains why resilience is a leadership capability (not a personality trait) and how leaders can strengthen it without adding more overwhelm. Russell introduces the VUCA framework (Volatility, Uncertainty, Complexity, Ambiguity) alongside the leadership responses that help teams navigate it (Vision, Understanding, Clarity, Agility). He also shares his Resilience Wheel - seven connected elements leaders can develop personally and organizationally, including purpose, adaptability, support networks, meaning, and energy. Throughout, Russell emphasizes reflective practice as a practical discipline: pausing regularly to identify what's working, what isn't, and what to do next - so leaders and teams can “spring forward with learning” rather than simply trying to bounce back.ABOUT RUSSELLRussell Harvey is a leadership coach and facilitator based in Leeds, England, and the founder of The Resilience Coach. He works with senior leaders, teams, and organizations across sectors - including the nonprofit and third sector - helping them lead themselves and others well in a “full-on” world shaped by constant change. Russell's approach blends practical frameworks (VUCA and the Resilience Wheel) with core leadership behaviors: delegating to strengths, removing blockages that prevent performance, building resilient teams, and committing to lifelong personal growth.RESOURCES & LINKSThe Resilience CoachResilience Wheel (Russell's framework + related posts)Russell Harvey on LinkedInBook recommendation: Humankind by Rutger BregmanFollow Your Path to Nonprofit LeadershipLearn more about the PMA & Armstrong McGuire merger

What if the first step to better leadership isn't strategy, but respect? Rosie officially welcomes Gregg Ward to the Show Up As a Leader family with a bold new series: The Better Boss. In this intro episode, they explore the urgent need for human-centric leadership in today's VUCA world. Gregg shares how his unconventional path, from theater to training NYPD officers in de-escalation, shaped his life's mission: helping leaders communicate with compassion and lead with respect. Together, they dive into why managers at every level feel overwhelmed, how stress fuels disrespect, and why "just give me the tool" isn't just a cry for help, but a call for practicality. You'll get a sneak peek at what to expect from this powerful monthly series, including short-burst learning and real-world demos of proven techniques like Respectful Listening. Whether you're a new manager, seasoned exec, or someone who's tired of the command-and-control playbook, this is your invite to show up differently. Don't be a butthead… be a better boss!   Additional Resources: Connect with Gregg on LinkedIn Learn more about The Center for Respectful Leadership Invest in Manager Skills with the R-Factor Workshop Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network   Key Takeaways: Respect starts with you, don't wait for others first Stress is the root of most disrespectful behavior One practical skill at a time makes change stick People don't need fluff, they need useful tools Listening to understand calms conflict and builds trust  

In this episode of Partnering Leadership, futurists Bob Johansen and Jamais Cascio join the conversation to explore the ideas behind their new book, The Age of Chaos: A Sense-Making Guide to a BANI World That Doesn't Make Sense. Both guests bring decades of deep foresight work, scenario planning, and leadership insight—Bob through more than 50 years with the Institute for the Future, and Jamais as the originator of the BANI framework (“brittle, anxious, nonlinear, incomprehensible”). Their combined perspectives create a powerful lens for leaders facing a world where old assumptions and linear playbooks no longer hold.Across the discussion, they argue that today's disruptions are not isolated shocks. They are interconnected, compounding forces that make the environment fundamentally different from the “VUCA world” many leaders were trained for. Johansen and Cascio unpack how brittleness shows up in organizations disguised as efficiency, why anxiety has become a rational and necessary signal, and how nonlinearity rewrites traditional cause-and-effect expectations. They challenge leaders to rethink certainty, decision-making, and the stories they tell inside their organizations.At the heart of the conversation is a clear message: leading in a BANI world requires a shift in mindset. The best leaders will cultivate clarity instead of certainty, ask better questions instead of providing fast answers, and build organizations that bend rather than break under pressure. Cascio highlights how empathy, diverse perspectives, and even “useful wrongness” serve as strategic advantages. Johansen pushes leaders to think farther into the future than they are comfortable with—then work backwards to create resilient clarity in the present.The episode does not offer easy fixes. Instead, it gives listeners a framework for making sense of complexity, a set of practices to strengthen foresight, and a renewed understanding of the human side of leadership in chaotic times. For CEOs, board members, and senior executives navigating relentless uncertainty, this conversation provides both grounding and a challenge: to lead with more humility, more imagination, and more future-back discipline.Actionable TakeawaysYou'll learn why “clarity beats certainty” and how leaders who project confidence without openness can miss critical signals in chaotic environments.Hear how to spot brittleness in your systems—and why high efficiency often hides vulnerabilities that collapse under stress.You'll learn why a healthy level of anxiety is necessary and how leaders can use it to sharpen attention without slipping into dysfunction.Hear how to apply foresight as a leadership practice, using scenarios not to predict the future but to “vaccinate” your organization against emerging risks.You'll learn why nonlinear environments break traditional planning, and how to cultivate neuro-flexibility and improvisational leadership.Hear how storytelling becomes a strategic tool, helping leaders create meaning, focus attention, and align teams in moments of uncertainty.You'll learn why cross-generational leadership is becoming a competitive advantage, especially as digital natives bring new skills to nonlinear problem-solving.Connect with Bob Johansen and Jamais CascioBook Website Institute for the FutureJamais Cascio LinkedInConnect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

Vivimos en un mundo VUCA / BANI.Incierto, frágil, ansioso y no lineal.Y no, el reto no es entender el concepto.El reto es cómo lideras cuando todo se mueve.En este episodio hablamos de algo clave:

Why do goals that feel exciting at first suddenly become exhausting even when we care deeply about them?In this episode of Psychologically Speaking, I explore why goals often become unsustainable not because of a lack of motivation or discipline, but because they're designed for ideal conditions rather than real life.Drawing on psychology, environmental thinking, and embodied cognition, we look at how our physical and emotional environments quietly shape what we're able to sustain long before willpower ever comes into play.You'll be introduced to the concept of solastalgia, a term that describes the distress we feel when the places we call home change in ways that feel out of our control. Originally coined by environmental philosopher Glenn Albrecht, solastalgia helps us put language to a sense of discomfort many of us feel right now — at home, at work, and in the wider world.We also explore:Why goal-setting advice often assumes a resource-neutral worldHow embodied cognition explains the link between clutter, noise, uncertainty and mental fatigueWhy living in a brittle, anxious, non-linear environment (often described as BANI or VUCA) quietly drains our capacityHow Conservation of Resources theory reframes burnout, confidence loss, and stalled momentumWhy sustainability isn't the opposite of ambition — it's the condition that allows momentum to existRather than asking “How much more can I push?”, this episode invites a different question:What can my current environment realistically support without depletion?You'll leave with two practical reflections to help you:Name your real working environment (without minimising it)Redesign your goals so they create more resources than they consumeThis episode is especially relevant if you're:Feeling stuck or depleted despite caring about your goalsParenting, creating, caregiving, coaching, or leading in uncertain conditionsQuestioning whether the problem is you — or the system you're operating withinFind out more about booking me as a researcher for hire at www.leilaainge.co.uk

This special Monday release of Skip the Queue marks Blue Monday, often labelled the most depressing day of the year. But is Blue Monday real, or just clever marketing?Andy Povey is joined by Emma Newell, Chair of the TEA Wellness Council, to unpack the truth behind Blue Monday and explore a much bigger issue facing the attractions industry: burnout.Key Topics Covered: The truth about Blue MondayWhat burnout really looks likeThe Window of ToleranceWhy the attractions industry is uniquely challengingWhy burnout often feels “normal” in themed entertainmentSeasonal living and energy managementLeadership, boundaries and responsibilityThe role of the TEA Wellness Council Show References: Emma Newell, TEA Chair, and Strategy, Culture & Leadership Coach at Magnetic Moon Coachinghttps://www.teaconnect.org/https://magneticmooncoaching.com/https://www.linkedin.com/in/emma-newell-magneticmooncoachingltd/ Skip the Queue is brought to you by Merac. We provide attractions with the tools and expertise to create world-class digital interactions. Very simply, we're here to rehumanise commerce. Your host is Andy Povey.If you like what you hear, you can subscribe on iTunes, Spotify, and all the usual channels by searching Skip the Queue or visit our website SkiptheQueue.fm.If you've enjoyed this podcast, please leave us a five star review, it really helps others find us. And remember to follow us on LinkedIn. We have launched our brand-new playbook: ‘The Retail Ready Guide to Going Beyond the Gift Shop' — your go-to resource for building a successful e-commerce strategy that connects with your audience and drives sustainable growth. Download your FREE copy here

In Episode 002 of the The Leadership Contrarian, Michael Redman, CEO of Half a Bubble Out (HaBO), explores why leadership feels harder right now—and why that's not your imagination. We're living in a VUCA world: Volatility. Uncertainty. Complexity. Ambiguity. Drawing from a formative experience in 1980 and more than 20 years of working with leaders, Michael unpacks: What VUCA really means (and why it's personal) Why yesterday's leadership tools no longer work How resilient leaders stay grounded when everything feels unstable Why internal capacity—not external control—is the key to leading well in chaos This episode isn't about reacting faster or doing more. It's about becoming a steadier, more human, and more effective leader—without adding more to your plate. If you're navigating constant change, pressure, and uncertainty, this message will meet you right where you are.

Stop letting fear of the wrong choice lead to the biggest mistake of all: no decision making at all. Join the conversation as host Penny Zenker sits down with neuroscientist, researcher, and keynote speaker Lorne Epstein, who consults with senior leaders on improving decision making outcomes. They dive into how to navigate today's volatile, uncertain, chaotic, and ambiguous (VUCA) world by identifying unconscious bias, the critical role of cognitive flexibility, and why you need to master your personal 'reset moment' to filter out the noise and find your signal. Lorne also shares insights on his novel psychometric assessment for teams and explains how AI can be a great advisory tool in your decision making process.Love the show? Subscribe, rate, review, and share! https://pennyzenker360.com/positive-productivity-podcast/

In this episode of Partnering Leadership, Mahan Tavakoli sits down with David Ross, VUCA strategist and author of Confronting the Storm: Regenerating Leadership and Hope in the Age of Uncertainty. David is a renowned expert on VUCA (Volatile, Uncertain, Complex, Ambiguous) environments and has spent his career advising organizations on how to thrive amidst complexity and disruption. With a background as an ecologist, David brings a unique perspective to leadership—one that emphasizes the interconnectedness of the issues facing businesses and society today. His deep understanding of wicked problems, those challenges with no straightforward solutions, forms the backbone of this engaging conversation.The discussion centers around how leaders must adapt to the rapidly changing business landscape, where traditional approaches no longer work. David argues that the old leadership models—based on control and linear thinking—are ill-suited for the challenges we face today. Instead, he advocates for a more collaborative, emotionally intelligent, and resilient leadership style, one that embraces uncertainty rather than fighting it. He explains how technology, climate change, and societal shifts are creating a world that's more BANI (Brittle, Anxious, Nonlinear, and Incomprehensible), and what leaders need to do to stay ahead.Throughout the episode, David draws on his extensive experience advising CEOs and leadership teams, offering practical insights into how organizations can navigate the unpredictability of today's environment. He also delves into the importance of hope and optimism, even in times of crisis, and how leaders can turn challenges into opportunities for growth and innovation. Actionable Takeaways:You'll learn why traditional leadership models based on control and linear thinking are no longer effective in today's VUCA world—and what you need to replace them with.Hear how embracing uncertainty and fostering resilience can transform how your organization responds to crises and wicked problems.Discover the power of emotional intelligence in leadership and why listening is just as important as speaking in today's collaborative environments.Find out what David means by a BANI world (Brittle, Anxious, Nonlinear, and Incomprehensible) and how leaders can adapt to thrive in these unpredictable times.Explore the importance of hope and optimism in leadership and how turning crises into opportunities is key to long-term success.Understand why future literacy and foresight are critical tools for leaders looking to anticipate change and guide their organizations through complexity.Learn why David believes that normalcy has left the building and how leaders must evolve to lead effectively in this new reality.Hear David's insights on why collaboration—not isolation—is the future of leadership and how diverse perspectives fuel innovation.Gain insight into why scenario planning is a powerful tool for leaders to prepare for multiple futures and make better strategic decisions.Connect with David RossDavid Ross Website Confronting the Storm: Regenerating Leadership and Hope in the Age of UncertaintyDavid Ross LinkedInConnect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

Presilience: A Leadership Framework for Thriving in Crisis and Uncertainty with Dr. Gavriel Schneider In today's volatile and uncertain world, resilience is no longer enough. Leaders must learn how to thrive before a crisis hits. In this episode of Deep Leadership, I'm joined by Dr. Gavriel Schneider, an internationally recognized expert in security, risk intelligence, and leadership under pressure. Gav is the creator of the Presilience framework, a proactive approach to leadership that helps individuals and organizations turn disruption into opportunity. We explore why traditional risk management and compliance models fall short in today's VUCA environment, and what leaders must do differently to sustain high performance during uncertainty, disruption, and crisis. Gav shares real-world lessons from decades of advising governments, critical infrastructure, and global organizations, along with insights from psychology, decision-making, and high-performance leadership. If you're leading a team, running a business, or navigating constant change, this conversation will challenge how you think about resilience, risk, and leadership. In this episode, we discuss: What presilience is and why it matters now The difference between surviving disruption and thriving through it How leaders make better decisions under pressure Why resilient organizations require resilient people Turning risk into opportunity in a complex, digital world Leading with confidence when certainty is gone About today's guest: Dr. Gavriel Schneider is the CEO of the Risk2 Solution Group, a former program director in the psychology of risk, and the author of Presilience: How to Navigate Risk, Embrace Opportunity, and Build Resilience. He has trained thousands of professionals worldwide in crisis leadership, risk intelligence, and decision-making.

Replace "this won't happen" with "what if" and give your strategy a fighting chance. Volatility isn't just a number — it's the signal that tells you whether your strategy will survive shocks or be blindsided by them. This podcast starts our VUCA series and shows why time horizon, human bias, and narrative scenarios matter more than averages. Uncertainty, Complexity and Ambiguity to follow.  

The collapse of a major hospital system set off one of the most complex healthcare emergencies Massachusetts has ever faced. In this episode, Dr. Gregg Meyer, Incident Manager for the Massachusetts Department of Public Health, discusses how the state responded to the unprecedented Steward Health Care crisis and worked to protect patients, communities, and hospital staff. He explains how years of debt, real estate deals, and private equity extraction destabilized the system and pushed it into bankruptcy. He shares what it took to manage a months-long VUCA public health emergency, including on-site monitoring, emergency closures, and the transfer of six hospitals to new nonprofit operators. He also reflects on the human and financial toll the crisis left behind, as well as why stronger oversight and policy reform are urgently needed. Tune in to learn how Massachusetts led one of the most challenging hospital rescue operations in U.S. history! Resources Follow the Massachusetts Department of Public Health on LinkedIn and explore their website! Learn more about your ad choices. Visit megaphone.fm/adchoices

Way back in March 2020, I published two episodes about VUCA. VUCA V - U -C- A is an acronym describing a concept that was developed by the U. S. Army War College to describe the world after the end of the Cold War. A world that was more Volatile, V; Uncertain, U: Complex, C; and Ambiguous, A.Peter Schein talked with me in Episode 361, published two weeks ago, about his book, Humble Inquiry: The Gentle Art of Asking Instead of Telling, which was published earlier this year.In the book, Peter refers to VUCAA. That's VUCA with an additional A. The second A stands for Anxiety. Difficult enough to deal with volatility, uncertainty, complexity, and ambiguity. Anxiety affects our ability to handle every one of those.What can we do about it all in the context of conflict?We can start by recognizing that we come from different perspectives.VUCAA may be our new norm.  And, we will benefit from recognizing that we won't all experience it or deal with it the same way. And we can exercise as much grace as we can muster. Do you have comments or suggestions about a topic or guest? An idea or question about conflict management or conflict resolution? Let me know at jb@dovetailresolutions.com! And you can learn more about me and my work as a mediator and a Certified CINERGY® Conflict Coach at www.dovetailresolutions.com and https://www.linkedin.com/in/janebeddall/.Enjoy the show for free on your favorite podcast app or on the podcast website: https://craftingsolutionstoconflict.com/ 

What You'll Learn:In this episode, hosts Catherine McDonald, Andy Olrich, and guest Leire Martinez discuss the importance of sustaining culture and connection in organizations. They emphasize that culture is crucial for continuous improvement and can vary across different departments and regions.About the Guest:With a strong Lean Six Sigma background, she is experienced as an Operations Director managing multi-site operations, as well as a Plant Manager, Production Manager, and Continuous Improvement Manager in the automotive sector within a VUCA environment and during challenging periods such as COVID, the chip crisis, and material shortages. Her aim is to inspire the teams she works with to achieve results as one, always acting with integrity, a willingness to win, and a commitment to making tomorrow better.Links:Click Here For Leire Martinez LinkedIn

Todd Cherches is the CEO and co-founder of BigBlueGumball, a NYC-based leadership and executive coaching firm. He is a member of Marshall Goldsmith's “MG 100 Coaches,” a three-time award-winning adjunct professor of leadership at NYU, a lecturer on leadership at Columbia University, a TEDx speaker, and the author of the groundbreaking book, "VisuaLeadership: Leveraging the Power of Visual Thinking in Leadership and in Life."In today's episode of Smashing the Plateau, you will learn how to leverage relationships, community, and visual thinking to build a thriving business after leaving the corporate world.Todd and I discuss:What led Todd to start his own business [02:47]Key challenges in balancing business development and client work [03:32]The importance of relationships and community for business growth [04:21]How teaching, speaking, and content creation fuel relationship building [05:22]Keeping relationships warm over time—especially for introverts [06:36]Using LinkedIn to nurture your network [06:36]The power of metaphors, analogies, and visual leadership for entrepreneurs [10:16]Four ways to communicate ideas visually [11:14]How visual thinking helps corporate refugees stand out [15:53]Becoming a resource for organizations in a VUCA world [16:55]Todd's “four G's” philosophy for leadership and community [22:14]How to start building your network and why it's never too late [24:19]Learn more about Todd at:https://www.toddcherches.com/https://www.amazon.com/VisuaLeadership-Leveraging-Visual-Thinking-Leadership/dp/1642933376https://www.linkedin.com/in/toddcherches/Thank you to our sponsor:The Smashing the Plateau CommunityReady to level up? Subscribe for exclusive tips and strategies to drive your success forward!

BONUS: The Evolution of Agile - From Project Management to Adaptive Intelligence, With Mario Aiello In this BONUS episode, we explore the remarkable journey of Mario Aiello, a veteran agility thinker who has witnessed and shaped the evolution of Agile from its earliest days. Now freshly retired, Mario shares decades of hard-won insights about what works, what doesn't, and where Agile is headed next. This conversation challenges conventional thinking about methodologies, certifications, and what it truly means to be an Agile coach in complex environments. The Early Days: Agilizing Before Agile Had a Name "I came from project management and project management was, for me, was not working. I used to be a wishful liar, basically, because I used to manipulate reports in such a way that would please the listener. I knew it was bullshit." Mario's journey into Agile began around 2001 at Sun Microsystems, where he was already experimenting with iterative approaches while the rest of the world was still firmly planted in traditional project management. Working in Palo Alto, he encountered early adopters discussing Extreme Programming and had an "aha moment" - realizing that concepts like short iterations, feedback loops, and learning could rescue him from the unsustainable madness of traditional project management. He began incorporating these ideas into his work with PRINCE2, calling stages "iterations" and making them as short as possible. His simple agile approach focused on: work on the most important thing first, finish it, then move to the next one, cooperate with each other, and continuously improve. The Trajectory of Agile: From Values to Mechanisms "When the craze of methodologies came about, I started questioning the commercialization and monetization of methodologies. That's where things started to get a little bit complicated because the general focus drifted from values and principles to mechanisms and metrics." Mario describes witnessing three distinct phases in Agile's evolution. The early days were authentic - software developers speaking from the heart about genuine needs for new ways of working. The Agile Manifesto put important truths in front of everyone. However, as methodologies became commercialized, the focus shifted dangerously away from the core values and principles toward prescriptive mechanisms, metrics, and ceremonies. Mario emphasizes that when you focus on values and principles, you discover the purpose behind changing your ways of working. When you focus only on mechanics, you end up just doing things without real purpose - and that's when Agile became a noun, with people trying to "be agile" instead of achieving agility. He's clear that he's not against methodologies like Scrum, XP, SAFe, or LeSS - but rather against their mindless application without understanding the essence behind them. Making Sense Before Methodology: The Four-Fit Framework "Agile for me has to be fit for purpose, fit for context, fit for practice, and I even include a fourth dimension - fit for improvement." Rather than jumping straight to methodology selection, Mario advocates for a sense-making approach. First, understand your purpose - why do you want Agile? Then examine your context - where do you live, how does your company work? Only after making sense of the gap between your current state and where the values and principles suggest you should be, should you choose a methodology. This might mean Scrum for complex environments, or perhaps a flow-based approach for more predictable work, or creating your own hybrid. The key insight is that anyone who understands Agile's principles and values is free to create their own approach - it's fundamentally about plan, do, inspect, and adapt. Learning Through Failure: Context is Paramount "I failed more often than I won. That teaches you - being brave enough to say I failed, I learned, I move on because I'm going to use it better next time." Mario shares pivotal learning moments from his career, including an early attempt to "agilize PRINCE2" in a command-and-control startup environment. While not an ultimate success, this battle taught him that context is paramount and cannot be ignored. You must start by understanding how things are done today - identifying what's good (keep doing it), what's bad (try to improve it), and what's ugly (eradicate it to the extent possible). This lesson shaped his next engagement at a 300-person organization, where he spent nearly five months preparing the organizational context before even introducing Scrum. He started with "simple agile" practices, then took a systems approach to the entire delivery system. A Systems Approach: From Idea to Cash "From the moment sales and marketing people get brilliant ideas they want built, until the team delivers them into production and supports them - all that is a system. You cannot have different parts finger-pointing." Mario challenges the common narrow view of software development systems. Rather than focusing only on prioritization, development, and testing, he advocates for considering everything that influences delivery - from conception through to cash. His approach involved reorganizing an entire office floor, moving away from functional silos (sales here, marketing there, development over there) to value stream-based organization around products. Everyone involved in making work happen, including security, sales, product design, and client understanding, is part of the system. In one transformation, he shifted security from being gatekeepers at the end of the line to strategic partners from day one, embedding security throughout the entire value stream. This comprehensive systems thinking happened before formal Scrum training began. Beyond the Job Description: What Can an Agile Coach Really Do? "I said to some people, I'm not a coach. I'm just somebody that happens to have experience. How can I give something that can help and maybe influence the system?" Mario admits he doesn't qualify as a coach by traditional standards - he has no formal coaching qualifications. His coaching approach comes from decades of Rugby experience and focuses on establishing relationships with teams, understanding where they're going, and helping them make sense of their path forward. He emphasizes adaptive intelligence - the probe, sense, respond cycle. Rather than trying to change everything at once and capsizing the boat, he advocates for challenging one behavior at a time, starting with the most important, encouraging adaptation, and probing quickly to check for impact of specific changes. His role became inviting people to think outside the box, beyond the rigidity of their training and certifications, helping individuals and teams who could then influence the broader system even when organizational change seemed impossible. The Future: Adaptive Intelligence and Making Room for Agile "I'm using a lot of adaptive intelligence these days - probe, sense, respond, learn and adapt. That sequence will take people places." Looking ahead, Mario believes the valuable core of Agile - its values and principles - will remain, but the way we apply them must evolve. He advocates for adaptive intelligence approaches that emphasize sense-making and continuous learning rather than rigid adherence to frameworks. As he enters retirement, Mario is determined to make room for Agile in his new life, seeking ways to give back to the community through his blog, his new Substack "Adaptive Ways," and by inviting others to think differently. He's exploring a "pay as you wish" approach to sharing his experience, recognizing that while he may not be a traditional coach or social media expert, his decades of real-world experience - with its failures and successes - holds value for those still navigating the complexity of organizational change. About Mario Aiello Retired from full-time work, Mario is an agility thinker shaped by real-world complexity, not dogma. With decades in VUCA environments, he blends strategic clarity, emotional intelligence, and creative resilience. He designs context-driven agility, guiding teams and leaders beyond frameworks toward genuine value, adaptive systems, and meaningful transformation. You can link with Mario Aiello on LinkedIn, visit his website at Agile Ways.

In This Episode Many bank leaders are currently grappling with the same paradox: despite having access to more data than ever, it's increasingly difficult to discern what truly matters. Budgets are tight, initiatives are piling up, and the market sends conflicting signals, all while the imperative to remain relevant to customers persists. Breaking Banks did a show on VUCA (volatility, uncertainty, complexity, and ambiguity) three weeks ago (if you missed it, take a listen when you get a chance!). When there's VUCA, the natural inclination is to add more—more dashboards, more projects, more committees—yet this rarely leads to clarity. This episode of Breaking Banks features Catherine Lynch from Citizens Bank and Greg Palmer, host of sister podcast Finovate. They discuss the importance of human-centered innovation. Catherine Lynch leads digital experience and human-centered design at Citizens, a super-regional bank with approximately 1,000 branches primarily in the Northeast and $220 billion in assets. With over 20 years in banking and prior experience at Accenture and various tech startups, Catherine has dedicated her career to leveraging technology to solve customer problems. At Citizens, she focuses on digital channel strategy and experience design for a diverse customer base, including consumers, commercial clients, and wealth management customers. Catherine explains that all banking clients share three fundamental needs: seeing their money, moving their money, and protecting their money. However, these needs have evolved as people navigate cognitive overload, economic stress, and reduced community connections, leading to a demand for simpler and easier banking experiences. To meet these changing expectations, Citizens employs a human-centered design approach, placing customer needs at the core of their problem-solving process through empathy, collaboration, iteration, and testing. Their innovation lab, part of Green Pixel Studios, enables them to observe customer interactions and rapidly develop solutions for pain points. With its human centered focus and work building the right kind of innovative community, the future looks bright for Citizens Bank as it continues to deliver exceptional customer experiences and help customers navigate today's information overload. Listen now to learn more!

Most leaders think they're setting the tone—but often, it's someone else. Matt breaks down how to identify the real influencers in the room, recognize subtle shifts, and build a repeatable process for situational mastery.From his decades in sports medicine and leadership research, Matt shows how the same tools used to train Olympic athletes apply to executives, dads, and anyone navigating high-stakes conversations.TL;DR* Situational mastery ≠ luck: it's about recognizing, reordering, responding, and reflecting (the R4 framework).* Invisible cues rule the room: deep sighs, eye rolls, micro-pauses—miss these and you miss the moment.* Leaders aren't always the influencers: figure out who others look to for cues, and win them as allies.* Tacit knowledge = wisdom: mastery comes from integrating hindsight, insight, and foresight (3D thinking).* The pace of change breaks hindsight: you can't solve today's problems with yesterday's logic—blend past, present, and future.* No solo mastery: like Dickens' Scrooge, you need “ghosts” (mentors, coaches, truth-tellers) to correct blind spots.Memorable lines* “The metrics of success shift every time the room shifts.”* “Most leaders think they're setting the tone—usually, they're not.”* “Tacit knowledge is intuition you can trust, and it can be learned.”* “You can't solve today's problems with yesterday's logic.”* “Every leader needs to know their Kissinger in the room.”GuestMatt Kutz, PhD — Professor of Sports Medicine & Athletic Training; VP of the World Federation of Athletic Training and Therapy; author of 8+ books on leadership, human performance, and global strategy.LinkedIn: https://www.linkedin.com/in/drmattkutz/Website: http://www.matthewkutz.comWhy this mattersLeaders today operate in a VUCA world—volatile, uncertain, complex, ambiguous. Titles don't guarantee influence, and old playbooks don't work. Contextual intelligence bridges the gap between knowing and being: it's not just about logic or intuition, but the fusion of both in real time.If you want to lead effectively—whether in boardrooms, classrooms, or family rooms—you need the ability to read the invisible cues, reframe priorities on the fly, and adapt without losing credibility.Call to ActionIf this conversation lit something up for you, don't just let it fade. Come join me inside the Second Life Leader community on Skool. That's where I share the frameworks, field reports, and real stories of reinvention that don't make it into the podcast. You'll connect with other professionals who are actively rebuilding and leading with clarity. The link is in the show notes—step inside and start building your Second Life today.https://secondlifeleader.com This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit www.dougutberg.com

200,000+ leaders have become unbeatable with my operating system, will you be the next? Join The Unbeatable Leader Challenge Today: https://www.unbeatableleader.comMost high performing and elite leaders neglect the essence of sustainability in a VUCA world of hustle culture - I didn't have the option as a SEAL or as a serial entrepreneur. In this video, I sit down with Dr. Greg Kelly, a leading expert in human performance and longevity, for a deep dive into the science of living better, longer. In this episode, you'll discover proven strategies for longevity and anti-aging, including the latest on exercise routines, nutrition, and fasting protocols, cutting-edge insights into senolytics and stem cell activation—what they are, how they work, and their potential to revolutionize healthy aging, the powerful role of purpose, mindset, and holistic health practices in extending not just your lifespan, but your “performance span.”Whether you're looking to optimize your health, stay ahead of the latest wellness trends, or simply live a more vibrant life, this conversation is packed with actionable takeaways.Key Takeaways: Longevity and anti-aging strategies (including exercise, nutrition, and supplements)The science and application of senolytics and stem cell activationThe role of purpose, mindset, and holistic health practices in healthy agingQualia: The difference Qualia Senolytic has made for my own aging process has been incredible. I'm living a lifestyle of someone YOUNGER, by keeping my senescent cells to a minimum, so my energy and vitality can stay through the roof. So to feel in your prime WAY longer than you ever thought possible, try Qualia Senolytic up to 50% off right now at neurohacker.com/md15, and code MD15 at checkout will score you an additional 15% off. Dr.Greg Kelly Links:Websites: https://www.qualialife.com/Book: Shape Shift - https://a.co/d/iV7XPtwLinkedIn: https://www.linkedin.com/in/gregory-kelly-98b96b138/Instagram: https://www.instagram.com/qualialife/Mark Links: Website: https://unbeatableleader.comYouTube: https://www.youtube.com/@markdivineofficial/Instagram: https://www.instagram.com/markdivineofficialLinkedIn: https://www.linkedin.com/in/markdivine/Facebook: https://www.facebook.com/markdivineofficial/Subscribe to https://www.youtube.com/@markdivineofficial for more inspiring conversations on leadership, growth, and impact.Rate and review the show to help us reach more listeners.Share your thoughts and takeaways in the comments!Timestamps:00:00 Introduction to the Mark Divine Show & Dr. Greg Kelly's background01:40 Dr. Greg's journey: Navy, naturopathic medicine, and health philosophy03:27 What is naturopathy? Differences with integrative and functional medicine06:15 Personalized medicine, blood type diets, and early longevity interests08:12 Longevity mindset: “Performance span” vs. lifespan, portfolio approach to health09:46 The role of exercise in longevity: types, intensity, and balance13:01 Avoiding overtraining and the importance of rest and nervous system regulation17:23 Biohacking interventions: Sauna, cold exposure, and their science22:45 Nutrition for longevity: fasting, fasting-mimicking diets, and intuitive eating28:13 Hydration, electrolytes, and the importance of salt33:55 Cutting-edge supplements: NAD, senolytics (“zombie cells”), and stem cell activation44:06 The future of longevity: gut microbiome, plant medicines, and holistic health51:15 The power of mindset, purpose, and ancient practices in healthy aging59:36 Closing thoughts, resources, and where to find more#leadership #mental toughness #mindset #peakperformance #NavySEAL #executivecoaching #resilience #selfimprovement #growthmindset #unbeatablemind #highperformance #mindfulness #personaldevelopment #warriormindset #stoicleadershipSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.