The Leadership Podcast

Steve Cadigan is a global talent strategist, author of "Workquake: Embracing the Aftershocks of COVID-19 to Create a Better Model of Working," and LinkedIn's founding Chief HR Officer. Steve believes the world of work is going through a "workquake" — a fundamental shift that's breaking the old employer-employee contract. At the core of it is a false premise: the idea of long-term loyalty that neither side can reliably keep. In this conversation, Steve explains why many of the world's most successful companies have surprisingly short employee tenure, why the workforce isn't disloyal but loyal to growth, and why leaders should focus less on retention and more on creating meaningful development while people are with them. For leaders navigating turnover and rapid change, this episode offers a more honest way to think about talent and what it actually takes to build teams that perform. Find episode 506 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Steve Cadigan on Retention Is Dead: The Workquake Reshaping Talent https://bit.ly/TLP-506 Key Takeaways [03:40] Steve defines a workquake as any shift so fundamental it renders the existing architecture of work obsolete. [04:46] Steve argues that most employer-employee relationships begin on a false premise — and that dishonesty is where the breakdown starts. [06:42] Steve reframes retention: instead of demanding loyalty, commit to making the employee's time with you the most growth-oriented chapter of their career. [09:12] Steve uses Chick-fil-A as a model for honest talent strategy — celebrating alumni, not just retaining them. [17:42] Steve explains how LinkedIn turned its recruiting struggle into a competitive advantage by aligning the employee experience with the product promise. [26:26] Steve warns that over-indexing on experience and ignoring transferable talent is one of the most costly mistakes leaders make today. [30:36] Steve makes the case that learning must be designed into work itself — not treated as a perk or a line item that gets cut first. [33:53] Steve challenges leaders to ask honestly which companies today are actually building for 100 years — and why so few are. [38:14] Steve argues that AI is being misused as a cost-cutting tool when its real power is making people more capable, not replacing them. [41:13] Steve leaves leaders with one directive: stop waiting for a benchmark that doesn't exist — and be willing to become one. [42:58] And remember..."Nonetheless, the only place success comes before work is in the dictionary." - Vince Lombardi. Quotable Quotes "If you want people here because they want to be here, you're running a company. If you don't, you're running a prison." "The workforce is incredibly loyal — just not to you. They're loyal to growth." "If your talent strategy is not changing as fast as the outside world, your employee relationship is near its end." "If the outside world is changing faster than the inside, the end is near." "You can't have a job today that takes someone five years to figure out." "We have so over-indexed on experience and so overlooked talent." "There is no benchmarking for this moment — you're going to have to be the benchmark." "People want to be on teams that are going somewhere." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Steve Cadigan X | @SteveCadigan Steve Cadigan Facebook | www.facebook.com/thestevecadigan Steve Cadigan LinkedIn | www.linkedin.com/in/cadigan Steve Cadigan Instagram | @stevecad

Will Linssen is the CEO of Global Coach Group, and the author of "Triple Win Leadership Coaching: The Coach's Guide to More Impact, More Coaching, and More Clients." In this conversation, Will challenges the traditional model of leadership coaching. Too often, coaching focuses on the leader while leaving the team out of the equation—one reason why team satisfaction frequently remains low even when leaders feel they've made progress. Will explains how great coaches assess coachability before the work even begins, why ego is often the biggest barrier to meaningful change, and what leaders in global, multicultural environments consistently misunderstand about communication and feedback. We also explore the impact of AI on leadership. Will argues that decades of accumulated expertise are losing their advantage. The leaders who will thrive going forward aren't the ones with all the answers—they're the ones who know how to ask the right questions. If you've ever wondered why leadership development often fails to stick inside organizations, this conversation offers a candid look at what's missing—and what needs to change. Find episode 505 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Will Linssen on Why Leadership Coaching So Often Fails https://bit.ly/TLP-505 Key Takeaways [03:26] Will reveals why traditional coaching fails: coworkers are left out, so their satisfaction with the leader's growth drops to as low as 18%. [05:23] Will reframes leadership development from "project me" to "project we" — and why that single shift drives real momentum. [10:30] Will explains how quarterly co-worker feedback keeps both the leader and the team mutually accountable for results. [12:01] Will names the two biggest predictors that a leader won't change: ego and job insecurity. [17:03] Will shares what 100,000+ leaders across six continents have in common — and where culture changes the game. [21:37] Will makes the case for leading with questions in high-hierarchy cultures as the fastest way to unlock smart, silent people. [26:20] Will reveals the belief about leadership he changed his mind about most after 30 years: outside-in behavioral change beats inside-out every time. [28:13] Will walks through the Triple Win business case that connects leader behavior to team behavior to measurable numbers. [35:50] Will warns that AI is depreciating your leadership experience premium fast — and what that means for your role. [39:16] Will's single action item for every leader in 2026: ask your team what advice they have for you, pick one thing, and go. [40:29] And remember..."A life is not important except in the impact it has on other lives." - Jackie Robinson Quotable Quotes "Leadership is not about the leader. It's about the people the leader is leading." "You need to change the leader's system, not just the leader." "The more you make leadership about "we" and the less you make it about "me" — realizing that "we" includes "me" — the more it makes total sense." "Leadership is co-creating change with coworkers." "Ego is total poison for coaching." "If adults don't want to change, they will not change." "We're not perfect people every day, but we can commit to being better every day." "We don't focus on those who need our help the most. We focus on those who want our help the most." "Don't ask closed questions. Ask the how question — that's where execution breaks down." "The moment you start making leadership about yourself, you're already making the first misstep." "Leaders only change when the new outcome is important enough to them." "As human beings, we have more in common than our passports divide us." "Smart people with AI can out-leader you very quickly. Be ready for that." "The leader is like a symphony orchestra conductor — the one who makes everything work together without playing an instrument." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Will Linssen | www.facebook.com/coachlinssen Will Linsse LinkedIn | www.linkedin.com/in/wlinssen Global Coach Group Website | globalcoachgroup.com

Mark Crowley's newest book is The Power of Employee Well-Being: Move Beyond Engagement to Build Flourishing Teams. For more than a decade, organizations have chased employee engagement - through surveys, gamification, perks, and wellness apps - yet the results haven't improved. Gallup now reports engagement at a ten-year low. Mark was one of the early voices questioning the engagement movement, and in this conversation he explains why the model itself is flawed. We talk about what leaders have been measuring incorrectly, what employee well-being actually means, and why the strongest predictor of team performance isn't compensation, perks, or pressure to produce. It's belonging. If you're seeing burnout, quiet disengagement, or people simply going through the motions, this conversation offers a different lens on leadership—and practical insights you can start applying immediately. Find episode 504 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Mark Crowley on Why Your Team Is Still Disengaged https://bit.ly/TLP-504 Key Takeaways [03:04] Mark explains why employee engagement flatlined. [08:09] Mark draws the line: personal well-being is on you, but how your people perform at work is almost entirely on the leader. [12:08] Mark defines employee well-being, and why wellness apps and free yoga are just band-aids. [15:26] Mark reveals the number one driver of well-being: belonging. [18:36] Mark on hybrid work: packed Zoom calendars are theater. Judge people on outcomes, not optics. [24:22] Mark pushes back on the work ethic debate, and calls out companies playing both sides of the hybrid fence. [32:59] Mark shares the story of his top performer who turned down bigger offers — for one reason her boss never expected. [38:16] Mark's fix for micromanagement: weekly individual check-ins that solve problems before they spiral. [41:30] Mark's closing insight: 95% of human behavior is driven by emotion. Stop asking what people think — ask how they feel. [43:13] And remember..."Well-being is attained little by little, and nevertheless is no little thing itself." - Citium Zeno Quotable Quotes "Once people negotiate their compensation, pay stops being a day-to-day motivator. You've got to figure out the other four drivers." "Wellness is not well-being. A free yoga class is a band-aid." "The number one driver of well-being is belonging — and most leaders never thought that was their job." "If people are feeling supported, trusted, growing, and appreciated — they will naturally reciprocate and produce at levels most leaders have never seen." "We've been misaligned to human nature. That's why engagement never worked." "Nobody can thrive without connection. The highest performing teams are the ones where everybody has each other's back." "The tighter people are, the more people feel like they can be who they are — that's the greatest driver of well-being." "Ask people how they feel — not what they think. That's where the real answer is." "Up to 95% of human behavior is driven by feelings and emotions. That's not soft, that's science." "People pour their heart into surveys and nothing ever gets done." "HR should be the advocates for people — not the C-suite's executioner." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Mark Crowley Website | markccrowley.com Mark Crowley Podcast | markccrowley.com/podcasts Mark Crowley X | @MarkCCrowley Lead From The Heart Facebook Page | facebook.com/LeadFromTheHeart Mark Crowley LinkedIn | www.linkedin.com/in/markccrowley

Muriel M. Wilkins is the founder and CEO of Paravis Partners, host of the HBR podcast, Coaching Real Leaders, and author of "Leadership Unblocked: Break Through the Beliefs That Limit Your Potential." Muriel makes the case that lasting leadership change doesn't come from better tactics. It comes from changing the hidden assumptions driving those tactics in the first place. Drawing on research with over 300 coaching clients, Muriel introduces seven hidden blockers—simple, pervasive beliefs that quietly sabotage even the most capable leaders. She explains why high performers are especially vulnerable, why action bias becomes a liability at the top, and what "doing the inner work" actually looks like when you're in the thick of real pressure and expectations. This is one of the most practically grounded conversations we've had on self-awareness, sustainable change, and what it really takes to lead at the next level. Watch this Episode on YouTube | Muriel M. Wilkins on 7 Hidden Beliefs That Sabotage Leaders (And How to Break Them) https://bit.ly/TLP-503 Key Takeaways [03:07] Muriel explains why "is it them or is it me?" is the wrong question—and what to ask instead. [04:57] The assumptions layer of the VABES framework: why changing behavior without changing the belief beneath it never sticks. [07:09] The seven hidden blockers outlined: I need to be involved. I need it done now. I know I'm right. I can't make a mistake. If I can do it, so can you. I can't say no. I don't belong here. [09:09] Why "I need to be involved" is the #1 blocker for leaders trying to scale up—and how it keeps them stuck in the weeds at exactly the wrong moment. [11:26] How action-orientation—a strength that builds careers—becomes a liability when it skips the half of the equation that makes change sustainable. [13:43] Muriel argues that Western culture rewards controlling the external — questioning the internal was never part of the deal. [18:45] What to do when a hidden blocker gets surfaced: why these beliefs aren't the enemy, and the three-step approach to working with them rather than against them. [22:56] Muriel challenges the idea of fixed personality, it's mostly learned beliefs, and adults can choose to examine them. [27:17] Muriel reveals that in 22 years of coaching, not one client has ever called asking to work on their beliefs — the readiness has to come first. [29:15] What "doing the inner work" actually looks like inside a real coaching conversation—under pressure, with no time to think. [33:14] Muriel's origin story: the client results that wouldn't stick, the personal walls she kept hitting, and the Michael Singer quote that reframed everything. [37:11] Muriel admits she found herself in all seven blockers while writing the book, not just the one or two she expected. [41:24] The pro tip: two words. Be curious. Not about others—about what you're thinking, and whether it's aligned with where you want to go. [43:12] And remember..."It's not the events of our lives that shape us, but our beliefs as to what those events mean." — Tony Robbin Quotable Quotes "You have to go back and question the assumptions that went into the model. You didn't go in and rejigger the model itself." "We spend so much time trying to make everything on the outside okay so that we can feel okay on the inside." — Michael Singer, cited by Muriel "It's not about getting rid of them. It's about understanding and being strategic and having choice around when you use them." "It is not the events of our lives that shape us, but our beliefs as to what those events mean." "What you think your personality is not really your personality. Your personality is just a bunch of learned behaviors that came out of learned beliefs." "You have a portfolio of beliefs, and you should be able to tap into any of them at any given time." "They're not the enemy. They're just not the friend that you want to have at that given moment." "In order to get results on the outside, you've got to make sure that the inside is also aligned." "Do you want to make the change before something else forces you to do it, or do you want to just wait?" "What am I thinking about myself, about the other, about the situation — and is it helping me or is it not?" These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Muriel M. Wilkins Website | murielwilkins.com HBR podcast Coaching Real Leaders | www.murielwilkins.com/podcast-coaching-real-leaders Twitter | @murielmwilkins Facebook | www.facebook.com/coachingrealleaders LinkedIn | www.linkedin.com/in/murielwilkins Instagram | @coachmurielwilkins

Mark Morgenfruh is the President and CEO of GetHRready and author of "Never Fire Anyone: A Leader's Guide on how to Lead People not Companies." He holds a Master of Human Resource Management from Rutgers University and built his no-nonsense, trust-first philosophy from the ground up. In this episode, Mark dismantles the two most common leadership failures he calls "keyboard cowboys" (leading from behind a screen) and "happy talk" (avoiding the real conversation until it's too late). He makes the case that trust isn't built through programs or policies — it's built by being a normal human being when you walk through the door. Mark introduces his values-based leadership and disciplinary model — an alternative to PIPs and terminations. He explains why firing someone is more often a reflection of a bad hire or promotion decision than a performance problem. He also challenges HR to stop being the policy police and start being an enabler of real relationships between leaders and their people. If you've ever avoided a hard conversation, put someone on a PIP, or wondered why your culture feels transactional — this episode is for you. Watch this Episode on YouTube | Mark Morgenfruh on Never Fire Anyone https://bit.ly/TLP-502 Key Takeaways [02:47] Mark explains why leaders undermine trust — even with good intentions — by hiding behind hierarchy instead of being human. [04:11] Mark expands into his two failure modes: keyboard cowboys who lead from behind a screen, and happy talk that avoids the real conversation. [07:22] Mark defines trust-based leadership — it's not the carrot, not the stick. It's simply being a normal person when you walk through the door. [14:07] Mark argues PIPs almost never work and terminations reflect a hiring failure. He offers a values-based model that moves people into roles where they can succeed. [16:24] Mark introduces a core framework from his book: employees should create more value than they consume. [19:26] Mark points out that most companies dismiss exit interviews instead of mining them for honest feedback. [20:58] Mark shows why strong relationships let you catch the unraveling early, and why waiting until the fifth or sixth waypoint is too late. [29:49] Mark reframes HR's real role — not a policy manual, not a union shop, but an enabling function that coaches people back into direct relationships. [35:08] Mark challenges companies to engage talent wherever they are, and tells leaders of remote teams exactly what they're doing wrong. [39:58] Mark closes with a clear message: kill happy talk, lead with candor, and act with urgency before the spiral starts. [42:25] And remember..."To be trusted is a greater compliment than being loved." — George MacDonald Quotable Quotes "Stop the happy talk. Stuff is going south — let's talk about what's going south and how we fix it." "A termination is a more severe reflection on the hiring or promotion decision than it is on the employee." "Trust comes from being normal. Just having a conversation with people." "You're never going to get in trouble for doing more than you have to do for a person. Period. End of story." "There's some veil that we put on when we walk through that door that is killing us in our work relationships." "You don't call when you just need something. You call just to see how they're doing." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Mark Morgenfruh Website | www.neverfireanyone.com Mark Morgenfruh LinkedIn | www.linkedin.com/in/markmorgenfruh TLP039: Humanizing Our Workplaces with Liz Ryan

Steve Taplin is the CEO of Sonatafy Technology, author of "Fail Hard, Win Big: 30 Ventures | 20 Failures | 10 Wins," and host of the Software Leaders Uncensored podcast. In this conversation, Steve reveals the partnership that almost destroyed him but vindicated him five years later; why he walked out of a meeting with a Fortune 500 CIO; and the discipline that saved his sanity. Steve also shares the 24-hour rule for processing failure to help his teams fail without breaking trust or morale. Steve breaks down the practice that taught him when to fight and when to quit. If you've ever been paralyzed by the fear of failure—or worse, burned by a partnership you trusted—this episode will rewire how you think about risk, resilience, and what it actually takes to bounce back. Find episode 501 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Steve Taplin on Failure as Fuel: When to push through and when to quit https://bit.ly/TLP-501 Key Takeaways [04:16] Steve shares his most painful failure-turned-win: a $2 million deal his partner closed that he walked away from—five years later, both the partner and sponsor were indicted for fraud. [07:59] Steve drops the hard truth: "Nobody cares about your business. They care about the problem it solves." [09:43] Steve's philosophy on raising money: "Raising money is a responsibility—your business has to be ready for it." [11:15] Steve recalls his "oh sh*t" moment at IBM: he didn't know the difference between sales and marketing after starting his first company. [13:36] Steve credits journaling as his resilience tool and describes rehearsing failure scenarios with his team to build organizational resilience. [18:50] Steve defines earning potential: "Your ability to make money is your ability to solve more challenges than everybody else." [21:52] Steve recounts going back to IBM as VP of Sales and selling over $1 billion in contracts. [27:03] Steve explains when to quit and the discipline that made financial clarity possible. [32:00] Steve's message to young people: "You don't have a choice—the world is unforgiving. You either learn from failure or you don't survive." [35:04] And remember..."Far better is it to dare mighty things, to win glorious triumphs, even though checkered by failure... than to rank with those poor spirits who neither enjoy nor suffer much, because they live in a gray twilight that knows not victory nor defeat." - Theodore Roosevelt Quotable Quotes "Integrity is not optional, especially when you're raising money—it's foundational." "Nobody cares about your business. They care about the problem it solves." "You get 24 hours to be upset. Then shake it off and figure out a solution." "Success is not just money—it's having the freedom to operate your business AND great relationships with your family." "Your ability to make money is your ability to solve more challenges than everybody else." "If you don't take risks, you can't keep accelerating your career." "Good, bad, or indifferent, you learn more from failures than you do successes." "You can't grow without failing." "Use your failures as fuel and learning experiences." "You got to know how to run businesses. You got to know how to sell if you want to take control of your life." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Steve Taplin LinkedIn | www.linkedin.com/in/stevetaplin Sonatafy Technology Website | www.sonatafy.com Software Leaders Uncensored YouTube | www.youtube.com/@SoftwareLeadersUncensored Software Leaders Uncensored Podcast | softwareleadersuncensored.com

Work–life balance sounds responsible. Admiral William (Bill) McRaven thinks it's misleading at best—and often harmful. In our special 500th episode of The Leadership Podcast, McRaven strips away the language leaders hide behind and replaces it with judgment, clarity, and responsibility. Instead of chasing balance, he offers a far more useful distinction: knowing which commitments are crystal balls and which are rubber balls. Some things can be dropped and recovered. Others, once broken, are gone for good. Leadership starts with knowing the difference. He's equally direct about what hasn't changed. Despite endless debate about generations, McRaven argues that the fundamentals remain stubbornly constant. People still respond to integrity. They still want leaders who work hard, stay humble, and put service ahead of ego—whether they're wearing a uniform, sitting in a classroom, or working in a corporate office. McRaven also calls out one of the most common leadership evasions: "empowerment" without clarity. Trusting people doesn't mean leaving them guessing. When expectations are vague, accountability collapses. He explains the real difference between micromanaging and leading—making sure everyone understands what good actually looks like. One of the most enduring lessons in the conversation comes from a command master chief who gave him a four-part standard that guided his entire career: Learn the business Be a good teammate Be a good person Work harder than everyone else No slogans. No shortcuts. He also reflects on the quiet dangers of overconfidence—how believing your plan is airtight can blind you to obvious risks—and why experienced advisors matter more than raw intelligence. This episode is a reminder that leadership isn't about trends or terminology. It's about judgment, responsibility, and doing the hard, unglamorous things well—consistently, and without excuses. Find episode 500 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Admiral Bill McRaven on The Leadership Myths We Keep Getting Wrong https://bit.ly/TLP-500 Key Takeaways [04:11] McRaven reveals he's a journalism major who writes poetry. [05:00] McRaven explains pressure reveals who leaders really are versus who they thought they'd be. [07:06] McRaven discusses how perfectionist leaders struggle when plans fail while adaptable "C students" often outperform. [09:06] McRaven emphasizes humility and surrounding yourself with people who'll tell you when your plan is stupid. [12:43] McRaven explains you never have perfect clarity, so rely on experienced team members who've seen similar situations. [14:44] McRaven explains why every great flag officer he knows is steeped in history and human context. [18:30] McRaven shares the command master chief's formula: learn the business, be a good teammate, be a good person, work hard. [21:58] McRaven dismantles the myth that millennials need different leadership—timeless fundamentals work across all generations. [24:11] McRaven emphasizes universal principles: be polite, be gracious, don't be the center of attention. [27:18] McRaven admits his Iraq failures with sleep and Red Bulls, then shares the lesson: six hours sleep, eat right, never look stressed. [31:33] McRaven explains combat tours leave little reading time, but staff tours are when leaders prepare by studying. [34:05] McRaven shares his biggest reversal: he preached "no work-life balance" until learning the crystal ball analogy. [41:07] McRaven explains technology always changes but leadership fundamentals stay constant: understand people and resources. [44:11] McRaven dismantles "empowerment"—leaders must first set clear expectations before backing off. [49:21] And remember..."Let no one ever say we dream too small" - Father John Jenkins Quotable Quotes "Pressure is what really shows who we are. When you do it repeatedly, you begin to overcome a lot of those shortfalls and you become a better leader." "You better have a little swagger... But don't ever mistake swagger and confidence. If you aren't humble again, that swagger will turn into hubris, and that will get you into trouble." "Hard work makes up for a lot of shortfalls. You don't have to be talented, you don't have to be overly smart, you don't have to do anything. You just have to work hard." "Some of those balls are crystal balls. And if you drop the crystal balls, they're going to shatter and you're never going to be able to pick them up again. You need to know the difference between the rubber balls and the crystal balls." "Micromanagement is not a dirty word. You don't want to spend your whole time micromanaging, but you have to make sure the rank and file that are working for you know what your expectations are." "If you think that you are the smartest man or woman in the room, if you think that your plan is going to outpace the enemies, or if you just think as a corporate leader that you have figured out all the ins and outs of th

Joe Pine is an internationally recognized author, speaker, and advisor, best known for The Experience Economy and his latest work, The Transformation Economy. In this episode, Joe explains why the market is finally ready—25 years later—for the shift to the transformation economy. He walks through the evolution of economic value, from commodities to goods, services, experiences, and now transformations, and makes the case that businesses must stop charging for inputs and start charging for outcomes. Joe introduces the four spheres of transformation—Health & Wellbeing, Wealth & Prosperity, Knowledge & Wisdom, and Purpose & Meaning—and argues that the true role of business is human flourishing: helping people become who they're meant to be. Profit isn't the goal; it's the scorecard. We also explore "encapsulation"—preparation, reflection, and integration—and why it's the key to turning experiences into lasting change. Joe breaks down why outcomes-based pricing is both the hardest shift and the biggest opportunity for transformation-driven companies. In this conversation, you'll learn how to spot transformation opportunities in your business, move beyond time-based pricing, and align what you charge with what customers actually value. Find episode 499 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Joe Pine on You're Charging for the Wrong Thing with Joe Pine https://bit.ly/TLP-499 Key Takeaways [04:04] Joe explains why the world is finally ready for the transformation economy after 25 years of people asking when he'd write this book. [09:11] The four spheres of transformation: Health & Wellbeing, Wealth & Prosperity, Knowledge & Wisdom, and Purpose & Meaning—and why almost every business can find themselves in at least one. [12:59] The difference between fitness centers (charging for time as an experience) versus personal trainers (instilling discipline for transformation). [17:42] Why companies must eventually align what they charge for with what customers value—and how this drives the shift to outcomes-based pricing. [22:09] Joe introduces "invitational transformations"—experiences that invite people to transform their identity (like the Guinness Storehouse or Abraham Lincoln Presidential Library). [26:38] Human flourishing defined: the extent to which people are who they're meant to be. This is the raison d'être of business. [34:09] The concept of encapsulation: Preparation (before the experience), Reflection (after), and Integration (ongoing)—the framework that turns experiences into transformations. [35:59] How Joe wrote the book on Substack, getting real-time feedback from subscribers that fundamentally changed key frameworks in the book. [44:18] Joe's vision for transformation businesses: charge for demonstrated outcomes, foster human flourishing, and recognize that profits measure how well you help people flourish—not the end goal itself. [46:46] And remember..."The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday's logic. Transformation begins with a change in mindset." — Peter Drucker Quotable Quotes "You are what you charge for. If you charge for undifferentiated stuff, you're in the commodities business. If you charge for demonstrated outcomes that your customers achieve, you're in the transformation business." "Eventually you have to align what you charge for with what your customers value. Let me say it again: Eventually you have to align what you charge for with what your customers value." "Fostering human flourishing is the raison d'être of business, period. That's why business exists—to help people flourish." "Human flourishing is the extent to which people are who they're meant to be." "The irony is of course that you may be offering a transformation guarantee, but that's exactly what you can't actually do. You can't guarantee a transformation. However, the best way to get it to happen is to offer a guarantee." "Profits are never the end. They're always the measurement by which you achieve the ends of human flourishing." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Joe Pine Website | www.strategichorizons.com Joe Pine X | @joepine Joe Pine LinkedIn | www.linkedin.com/in/joepine TLP004: Joe Pine - Visionary Leadership Instilling Purpose

Oli Raison, co-founder of Safarini Leadership, designs immersive leadership expeditions in Kenya that combine cultural exchange with Samburu elders, wilderness trekking, and deep reflective coaching. In this conversation, Oli challenges one of leadership's most entrenched assumptions: that resilience is about individual grit and mental toughness. Drawing on the Samburu concept of naboisho—interdependence—he shows how real resilience is built through collective support, not solo endurance. He also names the single most important question leaders need to ask when entering any new culture or organization: What assumptions am I making? The catch? Most assumptions are invisible to us because they feel like "normal." Oli also explores why many wilderness and offsite leadership experiences fail to create lasting change, and shares his solution: a three-phase transformation framework—preparation, immersion, and integration—shaped by the work of past podcast guest, Joe Pine. This episode is an invitation to question your cultural defaults, rebuild genuine human connection, and develop a healthier relationship with time—so your leadership, and your team's resilience, can actually endure. Find episode 498 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Oli Raison on Why Grit Isn't Enough: Rethinking Resilience in Leadership https://bit.ly/TLP-498 Key Takeaways [04:12] Oli says the leadership assumption consistently dismantled his resilience—the Samburu are resilient through interdependence called "naboisho," not grit. [07:00] Oli identifies profound learning as the importance of having a shared sense of purpose and a very strong shared set of values. [08:31] Oli responds that people have very different expectations of leadership in different cultures around the world. [10:11] Oli reveals the Samburu doesn't have words for anxiety or depression and you'll certainly never meet somebody who knows somebody who committed suicide. Oli notes loneliness is now as damaging for your health as smoking 15 cigarettes a day. [12:00] Oli responds I think too much comfort can be a bad thing and people get discombobulated easily if things don't go quite to plan. [14:35] Oli answers the critical question leaders should ask: what assumptions am I making? Because we don't realize we're making assumptions. [17:07] Oli explains African societies have a fundamentally different understanding of time where there's always enough time. [20:10] Oli explains the Samburu are very spiritual people connected with their ancestors and you're also connected with your descendants. [22:30] Oli says mindset adjustment happens organically from just being offline during 10-day expeditions with six days of camel-supported trekking. [24:53] Oli describes their three-phase structure: preparation, immersion, and integration with coaching sessions at two, four, and six weeks after. [29:20] Oli responds his long-term impact is about flourishing, particularly helping men dealing with anxiety, depression, and suicidality. [31:43] Oli states his aspiration: how can we create workplaces, organizations and teams that flourish? Because that's when people really do their best work. [33:45] Jan shares his realization about keeping fingers on the keyboard versus closing the laptop because the most important thing is that person in front of you. [35:56] And remember..."One way to get the most out of life is to look upon it as an adventure." - William Feather Quotable Quotes "The Samburu, what makes them so resilient is this concept of interdependence, this reliance, this collective reliance on one another...if my cattle get wiped out because of a really challenging drought, I know that my neighbors are going to step in and they're going to give me some of their cattle." "Naboisho is a word in their language which kind of roughly translates to coming together or unity. And they often say things like 'we are because they are,' that we are all sort of in this together." "This is a society that doesn't have words for anxiety or depression. And you'll certainly never meet somebody who knows somebody who committed suicide...loneliness is now as damaging for your health as smoking 15 cigarettes a day." "In the west, we think of time as a commodity. We think of time as something that can be saved, it can be wasted, it can be lost. And as a result of that, I feel that time is the master of us and we are not the master of time." "The Samburu always say there's always enough time because they don't think of time as this continuous thing...time occurs when events happen, it's more relational and it's more eventful." "What assumptions am I making? And this is tricky, right, because a lot of the time we don't realize we're making assumptions." "We don't need to be experts, but we do need to be detectives...what assumptions am I making that might be getting in my way?" "All of this technology is actually causing our brains to operate

Geoff Woods is founder of AI Leadership and #1 international bestselling author of The AI Driven Leader: Harnessing AI to Make Faster, Smarter Decisions. In this episode, Geoff introduces the CRIT framework: "Context, Role, Interview, Task." He also reveals why most leaders are still acting like industrial workers—showing up on time, following orders, doing repetitive tasks—when machines now do that work better than humans. He shares his CRIT framework for turning AI into your most valuable thought partner and explains why AI isn't replacing your job. Geoff demonstrates how to collapse three months of work into 30 minutes, shares a painful leadership lesson, and breaks down why 99% of AI use cases are distractions from the 20% that actually drives results. Discover practical strategies for making faster, smarter decisions, getting AI to ask YOU the right questions instead of the other way around, and reclaiming what makes you uniquely human in an AI-driven world. Find episode 497 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Geoff Woods on Why Most Leaders Are Using AI Wrong—and How to Fix It https://bit.ly/TLP-497 Key Takeaways [03:04] Geoff recounts pushing for a 250x revenue goal three months ago that "actually broke the team" and caused a key leader's resignation. [07:02] Geoff responds to whether "AI-enhanced" is better than "AI-driven" by saying leaders who don't use AI "are at a severe disadvantage." [10:21] Geoff explains his mindset as a family man first is rooted in "the questions you ask yourself determine your fate." [13:53] Geoff reveals the most common self-deception in leaders: "They put more focus on having the right answer than having the right question." [19:26] Geoff walks through applying the CRIT framework to Jim's niece Yvonne's question about AI for client lifecycle management. [26:31] Geoff says the missing link between reading the book and transformation is simple: "Whether they actually applied it." [28:16] Geoff explains decision-making isn't just go/no-go but asks three questions: "What's the upside? What's the downside? Am I willing to live with the downside?" [34:03] Geoff shares his controversial belief in extreme 80/20: "If it's not a 20% priority driving 80% of impact, then why are we wasting oxygen on it?" [39:17] Geoff's closing thought: "You are not what you do" and realizing this means "AI can only enhance you because it can never replace you." [42:27] And remember… "In any moment of decision, the best thing you can do is the right thing. The next best thing you can do is the wrong thing. And the worst thing you can do is nothing." – Theodore Roosevelt Quotable Quotes "I don't ask AI questions. I make AI ask me questions. That's the core difference between me and everybody else." "Most people spend their career majoring in the minors. Nobody got promoted for being the best email checker in their company." "You are not what you do. The moment you realize what you do is not who you are, you start asking better questions." "If you want to 10X your growth, you've got to stop doing 80% of what you currently do and reinvest that effort into higher capabilities." "The questions you ask yourself determine your fate. They determine how you see the world." "I believe the purpose of a goal is not to achieve a result. It's to be a compass to inform who you can become." "Throughout history, technology has made the value of certain skills skyrocket and the value of certain skills plummet." "AI is not going to take your job. But somebody who knows how to use AI as a thinking partner absolutely will." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Geoff Woods Website | https://www.aileadership.com/ Geoff Woods X| @geoffwoods Geoff Woods LinkedIn | www.linkedin.com/company/ai-thought-leadership

Mark van Rijmenam is a futurist, award-winning keynote speaker globally ranked as number one in his field. Salesforce recognizes him as a leading voice in AI. His latest book, Now What: How to Ride the Tsunami of Change, is available now, and he's the founder of FutureWise. In this episode, Mark challenges the assumption that faster change requires faster action. He argues that organizations moving at breakneck speed with AI and emerging technologies often skip the critical step: pausing to think about consequences. Mark introduces his three E's framework—educate, experiment, execute—as a systematic approach for leaders navigating exponential technological convergence. He emphasizes that while root knowledge becomes obsolete, skills like adaptability, strategic foresight, digital literacy, and ethical grounding become essential for building resilience in uncertain futures. In this episode, you'll discover how to lead through exponential change without losing your humanity, your judgment, or your competitive edge. Find episode 496 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Mark van Rijmenam on Why Faster Change Doesn't Mean Faster Action https://bit.ly/TLP-496 Key Takeaways [02:14] Mark circumnavigated Australia on bicycle in 100 days, raising $25,000 for Dutch children's cancer fund. [04:19] Mark said the most important starting point is becoming aware and educating yourself on all emerging technologies, not just AI. [08:19] Mark explained we discover AI rather than invent it, so we need to slow down and think instead of rushing forward. [14:46] Mark's digital twin can be WhatsApp'd 24/7 in 29 languages to answer deeper questions about his book. [16:17] Mark hopes in 10 years leaders will ask "how could we have been so stupid to move so fast?" [19:42] Mark recommends the three E's framework: educate, experiment, then execute what works best. [21:52] Mark insists leaders must understand technology implications or they'll dismiss great ideas they don't understand. [25:15] Mark said we need authentic human leaders because a machine-run society would be efficient but unpleasant. [29:51] Mark hopes technology convergence will foster humility and help us live in tandem with nature. [36:58] Mark said focus on analytical skills, adaptability, foresight, digital literacy, ethics, creativity, and collaboration. [39:07] And remember..."Our intuition about the future is linear. But the reality of information technology is exponential, and that makes a profound difference. If I take 30 steps linearly, I get to 30. If I take 30 steps exponentially, I get to a billion." - Ray Kurzweil Quotable Quotes "Leadership today in this fast changing world is different from leadership yesterday. The world of yesterday is no longer." "We don't invent AI, we discover AI. And that is a completely different perspective that has a big effect on everything that we do." "A lot of the big tech companies don't even understand the LLMs that they're building. They don't understand how they operate, which is really problematic." "Critical thinking is under siege because of these large language models, but we still need to think ourselves." "It's a bit of a paradox. You think you need to move faster and faster because the world is changing faster and faster. But you also need to build in moments to pause and reflect." "It's nice to be the first to market, but often it also comes with all the R&D and all the problems. Sitting back a little bit longer will help you move faster in the end." "Static knowledge is sort of dead. We need to have dynamic interactions." "AI and capitalism is a perfect storm where they really feed into each other." "If we don't educate people how to leverage AI, how to deal with AI, they might think it cares about you." "If we're going to end up in a society that's run by machines, it will be a very not pleasant society to live in." "We are social animals. We need that social interaction." "History doesn't repeat itself, but it certainly rhymes." "Continually running faster and faster to grab more and more money might not be the best solution in the world where we built extremely powerful tools." "Root knowledge is sort of becoming out of date because you can just look up with the click of a button." "You're not going to have one career anymore. You're going to have multiple careers in your lifetime and potentially even have multiple careers at the same time." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Mark van Rijmenam website | www.thedigitalspeaker.com Mark van Rijmenam X | @vanrijmenam Mark van Rijmenam LinkedIn | http://linkedin.com/in/markvanrijmenam

Patrick Veroneau is CEO of Emery Leadership Group and author of The Leadership Bridge: How to engage your employees and drive organizational excellence and The Missing Piece: What Great Teams Do That Others Overlook. In this episode, Patrick explains why organizations' increasing focus on accountability systems over the past five years has coincided with employee engagement hitting a 10-year low. He reveals the accountability paradox: the harder you push for accountability, the further you get from ownership. Patrick discusses why leaders fall short in closing the gap between intention and impact—we intellectually understand leadership concepts, but fail to apply them consistently. Patrick explains the sequence that moves teams from compliance to genuine commitment (support → celebrate → own), reveals the invisible habit great teams practice (recognizing progress along the journey, not just outcomes). If you're tired of accountability systems that aren't working and want to build real ownership on your team, this episode will change how you lead. Find episode 495 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Patrick Veroneau on The Accountability Paradox https://bit.ly/TLP-495 Key Takeaways [02:57] Patrick said growing up in a large family made him more intuitive because he was always around older people having adult conversations. [04:43] Patrick explained that leaders fall short because they intellectually understand concepts but don't apply them consistently or model the behaviors they expect. [06:58] Patrick shared that social exclusion triggers the same brain response as physical pain, and unexpected recognition spikes dopamine while unrecognized effort decreases it. [11:47] Patrick revealed the accountability paradox: average teams focus on accountability first, but great teams support and celebrate first to create ownership. [14:25] Patrick shared Stephen Covey's insight that leaders need to trust other people first, not wait for others to trust them. [17:32] Patrick said the invisible habit of great teams is celebrating progress along the way, not just the final outcome. [21:34] Patrick said companies that aren't flexible on remote work will be at a disadvantage, but connection must be intentional and meaningful. [26:49] Patrick shared that Rear Admiral Cutler Dawson's success came from "walking the deck plates"—connecting with people at all levels, not his authority. [33:24] And remember..."Leadership is not about a title or a designation. It's about impact, influence and inspiration. Impact involves getting results, influence is about spreading the passion you have for your work, and you have to inspire teammates and customers." - Robin S. Sharma Quotable Quotes "Don't settle for accountability. It's the low bar. Shoot for ownership." "To be on a great team, you have to first commit to being a great teammate." "Average organizations focus on accountability first. Great teams support and celebrate first, then create ownership." "We need to trust other people first. You need to give before you get." "When people feel they should be recognized and aren't, their dopamine levels go down. That's what we experience as disengagement." "Accountability is included in ownership. But not the reverse." "Humility is the circuit breaker on overconfidence." "Walking the deck plates—connecting with people at all levels. We've overcomplicated what it means to lead." "If you don't commit first to being a great teammate, you absolutely won't be part of a great team because you're the weakest link." "Look for work, look for stuff to do, look where you can help." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Emery Leadership Group Website | www.emeryleadershipgroup.com Emery Leadership Group Facebook | www.facebook.com/profile.php?id=100063653920372 Patrick Veroneau LinkedIn | www.linkedin.com/in/patrick-veroneau Patrick Veroneau Instagram | @patrickveroneau

Mark Steffe is President and CEO of First Command Financial Services, bringing over 30 years of financial services leadership. In this episode, Mark explains why he left his dream job working with ultra-high-net-worth families to serve military members who truly need financial guidance. He shares how military families face unique challenges including frequent relocations, spouse underemployment, and modest pay, requiring advisors who understand their sacrifices. Mark demonstrates how building trust and psychological safety enables difficult financial conversations, comparing financial advisors to doctors who need honest patient information. He outlines his quality control approach for serving the tight-knit military community, emphasizing mission alignment, compliance-first culture, and protecting reputation. Discover practical strategies for leading with mission over metrics, building trust for difficult conversations, and coaching teams to improve rather than simply demanding better results. Find episode 494 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Mark Steffe on When Leadership Is About Who You Serve https://bit.ly/TLP-494 Key Takeaways [04:06] Mark explains he left ultra-high-net-worth services because he wanted to change lives, not just help wealthy people get wealthier. [07:26] Mark reveals how much military families sacrifice, putting our interests and safety ahead of their own. [11:34] Mark notes COVID year one was easier as crisis mode, but year two's transition back proved harder. [14:34] Mark explains First Command uses AI for exponential growth without adding employees, upskilling workers instead. [17:27] Mark credits Simon Sinek's "Start with Why" for emphasizing communicating the why, not just what and how. [21:54] Mark reframes the financial mess as reflecting "how busy you've been taking care of everybody else," not personal failure. [27:42] Mark outlines quality control requires mission-aligned hiring and rejecting the false choice between profitability and compliance. [33:13] Mark tells his "throw strikes" story: His son didn't need parents yelling commands, he needed a coach to fix his mechanics. [38:52] And remember..."Knowledge will forever govern ignorance; and a people who mean to be their own governors must arm themselves with the power which knowledge gives." - James Madison Quotable Quotes "Our job was to help wealthy people get wealthier. I wanted to change lives instead." "If Jack's not throwing strikes, he doesn't need someone to yell at him to throw strikes. He needs the coach to walk out to the mound and help him adjust his mechanics." "If employees aren't performing at the level you need, it's not because they don't want to. They don't know how yet." "What became an accommodation for concern of people's health and safety became an entitlement." "We can either be profitable or we can be compliant. The answer is always AND—we have to be profitable AND we have to be compliant." "Early in your career you get promoted for what you do. Later, it's how you lead, how you communicate, how you paint a vision." "Your messy finances are a reflection of how busy you've been taking care of everybody else, not personal failure." "If you take care of your clients and do the right thing for them, the profits will show up." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Mark Steffe Website | www.firstcommand.com Mark Steffe LinkedIn | www.linkedin.com/in/mark-steffe Below are two articles from Mark about his leadership philosophy and communication strategies and the financial challenges facing military families and the importance of financial advisors. ● https://medium.com/authority-magazine/impactful-communication-mark-steffe-of-first-command-financial-services-inc-on-5-essential-e60d3e4855f7 ● https://usveteransmagazine.com/usvm/helping-military-families-overcome-historic-money-struggles/

Jim and Jan tackle the uncomfortable truth about "sand people," those team members who grind everything to a halt, and why even your best glue guy can't overcome the friction they create. Drawing from their coaching experience, Jim and Jan reveal how to identify and deal with sand people before they destroy your team. They explore the telltale signs—projecting, hoarding resources, passive-aggressive behavior—and explain why leaders consistently wait too long to act. They also share the harsh truth that someone who is not performing well is costing more than they produce, and costing opportunities and damaging team morale in ways that are difficult to quantify. In this episode, you'll learn how sand people self-identify through their behavior, the specific ways they inhibit high performance, and most importantly, why it's critical to move quickly.. Find episode 493 on The Leadership Podcast, YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Jim and Jan on "Sand People" - The Hidden Drag on Your Team's Performance https://bit.ly/tlp-493 Key Takeaways [01:35] Jim coined the term "sand people" to describe team members who act as sand in the gears, preventing smooth team operation. [03:05] Jan noted that 60% of people in the U.S. are not in high-value jobs with only 31% engagement, creating a disconnect between economic growth and worker fulfillment. [05:12] Sand people often project by complaining about what others aren't doing, which is exactly what they themselves aren't doing. [07:34] Jan confirmed that one bad person on a team poisons everything, making it impossible to have a successful team experience. [12:33] A-players immediately avoid sand people and start looking for better teams because they expect leaders to uphold standards. [16:04] Jim witnessed Larry Yost pick up a cigarette butt when no one was watching, demonstrating how modeling behavior matters more than words. [19:17] Jan admitted being a sand person as a young cynical military officer, making wisecracks without anyone coaching her on the impact. [21:05] Jim acknowledged being too harsh early in his management career and emphasized the importance of learning from mistakes. [22:06] Jan's biggest business mistake was bragging about new hires then keeping them too long trying to fix them instead of recognizing sunk costs. [23:49] Jim advocated hiring for unteachable qualities like curiosity in salespeople rather than skills you can train. [26:34] Jan recommended "Top Grading" by Brad Smart for distinguishing between easy-to-change skills and hard-to-change qualities like energy and passion. [33:36] Leaders must be attracted to friction to identify where to remove resistance and lubricate the machine for team effectiveness. [29:57] Jan identified two coaching buckets: helping people prioritize time strategically and having difficult conversations about performance expectations. [33:21] And remember… "The path of least resistance is the path of the loser." - H. G. Well Quotable Quotes "If getting rid of people is easy for you and you don't lose sleep over it, you're probably a sociopath." "The day it gets easy for you is the day you've kind of lost your soul." - "We've got to have good friction. Friction that produces traction, not friction that produces drag." "Your culture becomes the worst behavior you tolerate." "One bad person, even if they're a little bad, is way more powerful than the best person for a team." "Look for work, look for things to do, and give more than you take." - "Sand people are limiting your culture. They are in effect a toleration of sub optimal performance of weakness." "If we pay people that aren't getting the job done, then they're either a charity case or they are a thief." "As a leader, I think we need to be attracted to friction." "People are not fine wine." These are the books mentioned in this episode Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Jan Rutherford LinkedIn | www.linkedin.com/in/janrutherford Jan Rutherford X | @JanRutherford Jim Vaselopulos LinkedIn | www.linkedin.com/in/jimvaselopulos Jim Vaselopulos xX | @jim_va

Jinky Panganiban serves as Professor of Practice at the University of Oregon's Sports Product Management Program, founder of 1969Blue Consulting, and founding member of Oregon Sports Angels. She is a former Vice President and General Manager at Nike with over 20 years of global executive experience. She led multibillion-dollar businesses across Asia Pacific, North America, Latin America, and Europe. In this episode, Jinky reveals why "fitting in" kills leadership potential and how your cultural background becomes your superpower in global business. Jinky explains how the sports product industry has built intentional leadership development by translating a shared mission to fit local cultures instead of forcing one uniform way while maintaining a unified mission. She addresses the volatile state of global trade by emphasizing curiosity and critical thinking as essential skills for the next generation. Jinky argues that despite rising nationalism and tariff threats, consumers are already voting for a borderless world through their digital behavior and content consumption. In this episode, you'll discover how to leverage your cultural background as a superpower, build high-performing global teams, and lead with authenticity in an increasingly connected world. Find The Leadership Podcast episode 492 on YouTube, or wherever you get your podcasts! Watch this Episode on YouTube | Jinky Panganiban on Stop Fitting In https://bit.ly/TLP-492 Key Takeaways [04:09] Jinky describes how she started at Nike through a blind ad in Manila and was handpicked to help build Southeast Asia operations. [06:26] Jinky reveals how three white male mentors helped her realize her cultural background was her superpower. [09:47] Jinky explains that great leadership starts with being—knowing who you are and what you stand for—not just the doing of checking off deliverables and performance goals. [12:51] Jinky distinguishes influence from selling. [13:42] Jinky describes how SPM deliberately keeps students in the same project teams for 18 months because leadership is formed in the messy middle when deadlines are tight and not everybody agrees. [17:12] Jinky explains the collective industry commitment to raising next-generation leaders who will progress the culture. [20:32] Jinky demonstrates how global brands must translate their message locally. [25:17] Jinky shares how mentor Kate Delhagen gave her courage to leave corporate and explore angel investing. [28:58] Jinky describes her current advisory work with startup brands where she's both business advisor and biggest cheerleader, modeling what Kate did for her. [31:04] Jinky argues that despite borders and tariffs, the next generation of consumers already thinks globally through social media and digital platforms, celebrating differences rather than fearing them. [34:09] Jinky emphasizes that curiosity combined with critical thinking—vetting sources and asking why—is essential for navigating today's information-saturated world. [37:26] Jinky encourages everyone to celebrate where they've come from because there's only one of you, and you can't be more original than that—your background is your competitive advantage. [ ] And remember… "To be one, to be united, is a great thing, but to respect the right to be different is maybe even greater." – Bono Quotable Quotes "There's only one of you, so you can't be more original than that." "My cultural background and where I came from and all of my lived experience actually isn't something that I should shy away from or even be embarrassed about, but actually use it to my advantage and actually leverage it." "Great leadership starts with being. It's knowing who you are, what you stand for, and how you show up, especially when no one's watching." "We believe that leadership is formed in the messy middle. You know, when the deadlines are tight, the tempers are like rising and then not everybody's agreeing, but then you still have a deadline to hit." "Global doesn't mean uniform. The best teams share common purpose but express it in ways that feel very local." "Even if we put borders around things, the consumers will vote anyway to go beyond borders. Ideas, innovation, their talent, creativity, I don't think it carries a passport." "Human leadership never goes out of style." "Learn to lead yourself first. Build credibility, make sure that you practice empathy, and then lead through action and not titles." "If you don't know how to work in teams, you cannot work in the industry." "It's not so much exporting the culture, it's about translating it so that it works for everybody." "Cultural intelligence or cultural fluency is really critical because I've seen how that has become the one skill that could bridge global teams and communicate even beyond language." "Making sure that you find sources that are credible. Not just take things face value. Critical thinking is also something that's really important to ask the question why." "Culture, whether that'