Episodios

  • TLP504: Why Your Team Is Still Disengaged

    TLP504: Why Your Team Is Still Disengaged
    Mar 25 2026
    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
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    44 m
  • TLP503: 7 Hidden Beliefs That Sabotage Leaders (And How to Break Them) – with Muriel M. Wilkins

    TLP503: 7 Hidden Beliefs That Sabotage Leaders (And How to Break Them) – with Muriel M. Wilkins
    Mar 18 2026
    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
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    44 m
  • TLP502: Never Fire Anyone with Mark Morgenfruh

    TLP502: Never Fire Anyone with Mark Morgenfruh
    Mar 11 2026

    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
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    43 m
  • TLP501: Failure as Fuel: When to push through and when to quit

    TLP501: Failure as Fuel: When to push through and when to quit
    Mar 4 2026
    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
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    36 m
  • TLP500: The Leadership Myths We Keep Getting Wrong with Admiral Bill McRaven

    TLP500: The Leadership Myths We Keep Getting Wrong with Admiral Bill McRaven
    Feb 25 2026
    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 ...
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  • TLP499: You're Charging for the Wrong Thing with Joe Pine

    TLP499: You're Charging for the Wrong Thing with Joe Pine
    Feb 18 2026
    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
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    48 m
  • TLP498: Why Grit Isn't Enough: Rethinking Resilience in Leadership

    TLP498: Why Grit Isn't Enough: Rethinking Resilience in Leadership
    Feb 11 2026
    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 ...
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    37 m
  • TLP497: Why Most Leaders Are Using AI Wrong—and How to Fix It

    TLP497: Why Most Leaders Are Using AI Wrong—and How to Fix It
    Feb 4 2026
    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
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