Avsnitt
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In this episode, Brené and Lisa discuss how we can work to close the digital divide and ensure more people have access to technology, what it means in AI speak to have a human in the loop, and the incredible ways teachers, business owners, and regular people are using AI.
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Quantitative futurist Amy Webb talks to us about the three technologies that make up the "super cycle" that we're all living through right now: artificial intelligence, wearable devices, and biotechnology, and why, despite the unnerving change, we still need to do some serious future planning.
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In Part 2 of my conversation with Paul Leonardi and Tsedal Neeley, authors of The Digital Mindset: What It Really Takes to Thrive in the Age of Data, Algorithms, and AI, we talk about the importance of establishing a baseline digital literacy in our organizations and the intimate relationship between the skill sets and the mindsets we cultivate.
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This two-part podcast with Paul Leonardi and Tsedal Neeley is an absolute game changer. Given how often I find myself working with leaders who are knee-high in uncertainty and vulnerability around digital transformation, I thought I had a pretty solid understanding of it. But The Digital Mindset book and this conversation turned everything upside down.
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We’re back with Part 2 of my conversation with Mike Erwin, the founder and CEO of the Character and Leadership Center and the co-author of Leadership Is a Relationship. In this episode, we continue to dig into how the most effective leaders prioritize relationships. They give feedback that calls attention to the behaviors they want to encourage, invest in the slow work of pulling and keeping people together, and navigate the trickiness of loyalty, a state that, if it starts to move us out of our values, can become transactional, not relational.
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This is the first of two episodes with Mike Erwin, the founder and CEO of the Character and Leadership Center and the co-author of Leadership Is a Relationship, a timely book that details why leaders who prioritize relationships are more effective. It’s a conversation about the seven functions of relationship-building and the importance of prioritizing our relationships as people and also as leaders.
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I won’t lie: This conversation was hard as hell. But — I’m so grateful to Lisa Lahey and all the work she and Robert Kegan have done on the “immunity to change” theory. It explains why lasting, meaningful change is damn hard. Rather than simply talking about the process, Lisa and I actually engage in it around something I’m desperate to change (and somewhat refusing to change). She is so skilled at asking questions and framing conversations — this is a MASTER class
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I don’t like to think of myself as someone who’s averse to change. But, man, am I averse to change. Enter the amazing Lisa Lahey. She is a Harvard Graduate School of Education faculty member who has built a body of work to help learners and leaders overcome the innate human aversion to change. And I thought, when I asked her to join us for a two-parter on this podcast, that we’d talk about the “immunity to change” theory — how change happens, why it’s so hard — from an academic perspective. Instead, she walks me through a very personal struggle around something in my life that I’ve desperately wanted to change but just seemingly cannot.
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Barrett and I invite you into some research thinking and dig into the latest data on how to build brave spaces with our teams — what gets in the way of people showing up, what gets in the way of doing the work, and how judgment is the primary killer of these spaces.
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Janice Omadeke is the creator of The Mentor Method, an enterprise software that transforms company culture through mentorship. We talk about her entrepreneurship journey, from building fan sites as a hobby to being named one of Entrepreneur magazine’s 100 Women of Influence in 2022. As The Mentor Method’s founder and CEO, Janice became one of the first 100 Black women in the United States to raise over $1 million in seed funding for a tech start-up, and she is the first Black woman in Austin, Texas, history to have a venture-backed exit. This is the kind of leadership conversation we started this podcast to have, and I consider myself lucky to have met this entrepreneur.
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We are back with Part 2 with two of my friends, mentors, teachers, and co-creators, Aiko Bethea and Ruchika Tulshyan. Join us as we talk about the state of belonging work — what it is, what’s working, and what’s not working. This is a conversation about the tough work that I believe is at the heart of courageous leadership.
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We have two Dare to Lead favorites back with us today who are really important people to me in terms of my own personal and professional growth: Aiko Bethea and Ruchika Tulshyan. We are digging into the heart of what it means to belong. What are we getting right with DEIB work? What are we still not doing well? I think this work is actually the core of real leadership, of daring leadership. It’s not an add-on. It’s the heart, it’s the lifeblood, it’s the marrow.
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I think y’all know that I’m a fifth-generation Texan, and I have another Texan with me today: Beto O’Rourke. He is running for governor of Texas, and early voting starts next week on October 24th, with Election Day coming up on November 8th. But beyond the timeliness of voting, I wanted to connect on the timeliness of brave leadership — because we really need courageous, real, authentic, empathic leaders right now. So I wanted to have him on the podcast to learn a little bit more about his approach, his vision, and what he wants for us in our state. And, you know, if you’re not in Texas, there’s a saying, “As Texas goes, so goes the nation.” I think you’ll find this interesting. Whether you agree or disagree with Beto’s position on things, I think he’s a strong leader with a different approach — and I love the authenticity. I think you’ll find his story and his vision for politics and life in general compelling. We need to be talking to more and more leaders about what their vision is, what their concerns are, who they are as people. You know, we always say on Dare to Lead, who you are is how you lead, and I think we got a really good picture of that in this conversation.
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We’re back for Part 2 of my two-episode conversation with Adam Grant and Simon Sinek. If you haven’t listened to Part 1, I suggest doing that first, because it provides the framework for the three big topics we cover here: (1) quiet quitting — what it is, what it isn’t, what we think about it; (2) engagement — how you define it, how you foster it; and (3) boundaries — not just setting them, but also respecting them. We all come at things from different perspectives and different experiences, but I really consider both of these guys friends and mentors, and I respect and admire their work. I took so many notes — they challenged me to rethink some things, and I’m still processing others.
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What’s happening in the workplace right now? In this first of two episodes with Adam Grant and Simon Sinek, we talk about what we are seeing in organizations across the world — and there are definitely some trends that emerge. And so much learning. We talk about disconnects between what we know from data and what we’re seeing practiced. We also talk about what high performers actually look like and the most meaningful way to succeed. Connecting with these two is the regularly scheduled gut check that I need.
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We’re back with the second part of a two-part series with Erika James, PhD, and Lynn Perry Wooten, PhD, about their new book, The Prepared Leader: Emerge from Any Crisis More Resilient Than Before. In Part 1, we talked about what leaders can do today to prepare for what’s next, and in this episode, we dig into more tactical strategies. I have to say that I have lived this work, and this is real. It is not theoretical. This is about what it means to be human and look for grace and make very tough decisions while leading through a crisis.
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It’s the first of a two-part series with Erika James, PhD, and Lynn Perry Wooten, PhD, about their new book, The Prepared Leader: Emerge from Any Crisis More Resilient Than Before. It’s completely tactical and has taught me so much about leading in a crisis — and unfortunately, we have not seen our last crisis. We talk about what leaders can do today to prepare for what’s next, as they add a fourth “p” to the triple bottom line framework (people, planet, and profit) for measuring a business’s performance — and that’s “preparedness.”
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Three weeks ago, our whole company gathered together in our offices for the first time since early March 2020. In this episode, Barrett and I reflect on how it felt to be together, what surprised us, what shifted for us, and what we’ve learned so far as our team has begun to work in the same space again for the first time in more than two years.
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