The Strategy Skills Podcast: Strategy | Leadership | Critical Thinking | Problem-Solving

Elizabeth Svoboda, award-winning science writer and author of The Art of Pacing, examines a question that sits at the center of many successful careers: how to sustain high performance without exhausting the very resources that make meaningful work possible. Drawing on research, conversations with elite athletes, and her own experience, Svoboda argues that pacing is not about doing less. It is about managing energy with the same discipline and intentionality that top performers bring to training and competition. The discussion explores why many professionals develop an unhealthy relationship with work early in life, often equating constant effort with virtue and personal worth. Svoboda explains how this mindset can lead to burnout, diminished judgment, and a narrowing of long-term possibilities. Several practical lessons emerge from the conversation: Elite performers treat recovery as a strategic requirement, not a reward. Olympic athletes deliberately build rest, recovery, and tapering periods into their schedules to ensure they can perform when it matters most. Self-knowledge is a critical leadership skill. The ability to recognize personal limits, monitor energy reserves, and adjust effort accordingly often determines long-term effectiveness more than raw ambition. Mentors, coaches, and managers play an important role in helping people pace themselves. A trusted third-party perspective can identify patterns and risks that are difficult to see from within. Burnout rarely appears without warning. Changes in sleep, sustained physiological stress, declining motivation, and persistent exhaustion often signal the need to reduce commitments before deeper problems emerge. Recovery requires more than rest. Extended breaks can create the space needed to reconsider priorities, reassess career direction, and reconnect work with personal meaning. The conversation also examines the relationship between identity and achievement. Svoboda challenges the tendency to define self-worth through productivity, status, or professional success alone. She argues that identities rooted in character, contribution, and relationships are more resilient when careers encounter setbacks or unexpected change. A particularly practical section focuses on helping professionals reconnect with their own priorities. Svoboda discusses a reflective exercise designed to clarify purpose, identify meaningful goals, and distinguish personal aspirations from expectations inherited from employers, mentors, or social norms. The episode concludes with a thoughtful discussion about artificial intelligence. While acknowledging its practical uses, Svoboda argues that human relevance will increasingly depend on qualities machines cannot replicate: lived experience, judgment shaped by struggle, authentic perspective, and the ability to connect deeply with others. She also raises important questions about consent, compensation, and fairness in the development of AI systems. For senior professionals navigating demanding careers, this conversation offers a disciplined framework for thinking about performance, recovery, identity, and the conditions required to sustain meaningful work over the long term. Get Elizabeth's book, The Art of Pacing, here: https://tinyurl.com/u8tfy5c8 Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

6/15/26 • 53:36

George Barrios spent more than three decades moving between strategy, finance, operations, and general management before helping lead the evolution of WWE from a North American live-event business into a global media company. In this conversation, he reflects on the principles that shaped that career and the lessons learned while leading large-scale change under intense scrutiny. A central theme is systems thinking. Barrios explains why effective leaders develop a deep understanding of how customers, markets, functions, incentives, and decisions interact rather than viewing problems through a single functional lens. He argues that better decisions often come from understanding second- and third-order consequences rather than focusing only on immediate outcomes. The discussion also explores where conviction comes from. Barrios rejects the idea that confidence is primarily a personality trait. Instead, he argues that conviction is built through preparation, rigorous analysis, and a willingness to develop a clear point of view. For leaders pursuing ambitious initiatives, this foundation becomes essential when facing skepticism, criticism, and uncertainty. Several practical lessons emerge: Strong leaders seek to understand the entire business, not just their area of expertise. Writing remains one of the most effective ways to sharpen thinking because it exposes gaps, inconsistencies, and unsupported assumptions. Courage is not the absence of fear. The fear associated with difficult decisions rarely disappears, but action reduces its influence. Storytelling is a leadership skill, not a communication accessory. People commit to difficult work when they understand the larger purpose behind it and can see their role within it. Significant achievements often require enduring what Barrios describes as the "swamp of despair," the period when progress is unclear, criticism is high, and abandoning the effort appears rational. The conversation also examines the implications of artificial intelligence. Barrios believes professionals should move beyond simply using AI tools and instead learn how to integrate them deeply into their workflows. At the same time, he emphasizes that AI cannot replace the value of an informed point of view developed through reading, writing, experience, and independent thinking. Drawing on his experience in media and sports, Barrios discusses why the economics of content creation are changing rapidly. As the cost of producing content approaches zero, differentiation increasingly depends on authenticity, trusted expertise, strong brands, and proprietary experiences that cannot be replicated by algorithms. He also explains why successful content organizations should think less about producing individual hits and more about building data-driven systems that consistently create, test, and refine content at scale. This is a conversation about leadership, judgment, resilience, and the discipline required to pursue difficult ideas when evidence is incomplete and consensus is absent. Get George's new book, Sometimes Wrong but Never in Doubt, here: https://tinyurl.com/4557tfpb Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

6/10/26 • 56:16

Brooke Taylor spent more than a decade inside high-performance environments, including leadership roles at Google, before turning her attention to a question that many accomplished professionals quietly wrestle with: why does achievement so often fail to produce a lasting sense of fulfillment? In this conversation, she examines what she calls the "success wound" — the tendency to attach self-worth to performance, recognition, and external measures of success. Drawing from her own experience with burnout, addiction recovery, career advancement, and entrepreneurship, she explains how these patterns develop and why they continue to shape behavior long after professional success has been achieved. Among the key insights discussed: The root cause of many workplace struggles is not a lack of capability but an unhealthy relationship between achievement and identity. When self-worth becomes dependent on performance, even meaningful accomplishments can feel insufficient. Many high achievers operate from a small set of recurring beliefs, including "I have to prove my value through productivity," "If I fail, I am a failure," or "I am only as valuable as other people's opinions." These beliefs often drive behaviors such as overwork, perfectionism, people-pleasing, procrastination, and chronic dissatisfaction. Sustainable fulfillment comes more from how work is approached than from the specific role, title, or employer. Taylor argues that changing working habits and thought patterns frequently produces greater satisfaction than changing jobs. Emotional regulation begins with recognizing how stress, fear, and inadequacy are experienced physically. Rather than suppressing difficult emotions, she outlines a practical process for identifying them, understanding what they are communicating, and responding with curiosity rather than avoidance. Lasting behavioral change requires action, not insight alone. Taylor explains why taking deliberate "opposite actions" can be more effective than endless analysis when attempting to break entrenched habits. The discussion also explores addiction recovery, the role identity plays in sustaining behavior change, the hidden cost of codependency in professional life, and why many forms of burnout stem from carrying responsibilities that do not belong to us. Throughout the conversation, Taylor offers a thoughtful perspective on ambition, personal growth, and leadership. Her central argument is that professional success becomes more sustainable when it is no longer asked to answer questions of worth, belonging, or identity. For leaders navigating demanding careers, the episode provides a practical framework for examining the assumptions that drive performance and for building a healthier relationship with achievement itself. Get Brooke's book, Healing the Success Wound, here: https://tinyurl.com/4kfx8p9k Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

6/8/26 • 53:44

Bruce Cleveland has operated at the center of several major shifts in enterprise technology: Oracle's early growth, the creation of enterprise CRM at Siebel Systems, the rise of SaaS through investments like Marketo and Workday, and now the restructuring of software markets through AI. This conversation focuses on a core idea behind those experiences: strong products alone rarely create market leaders. Cleveland argues that "product engineering is table stakes." The differentiator is what he calls market engineering: category design, positioning, messaging, storytelling, and thought leadership working together as a disciplined operating model led by the CEO, not just marketing. The discussion explores why companies struggle when they compete inside someone else's category, why distinctive language matters in gaining investor and customer attention, and why storytelling remains a strategic capability in technology businesses. Several practical themes emerge: Why category leaders capture a disproportionate share of market economics How positioning determines whether a company fits naturally into a customer's technology stack Why many firms waste capital on demand generation before establishing market relevance Which non-revenue signals executives should monitor before scaling go-to-market spending How AI is changing search, customer discovery, and software economics Why expertise and judgment remain valuable even as technical capabilities become easier to replicate Cleveland also explains why senior professionals should not underestimate the value of their experience in an AI-driven environment. His view is that the advantage increasingly comes from the ability to guide systems intelligently, not simply operate tools. For founders, executives, investors, and strategy leaders, this episode offers a practical framework for understanding how markets are defined, how companies earn durable differentiation, and why strategic narrative now matters as much as technology itself. Get Bruce's book, Market Engineering, here: https://tinyurl.com/4etpknu9 Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

6/3/26 • 57:00

In this conversation with Cheryl Strauss Einhorn, the discussion examines what happens to judgment and critical thinking as AI becomes embedded in daily decision-making. Drawing on her background as an investigative journalist at Barron's, Einhorn explains how questioning assumptions and searching for disconfirming evidence shaped the development of her AREA Method for decision-making. She argues that AI should not be treated as an authority, but as a tool that requires active scrutiny and human judgment. Several points throughout the discussion: Use AI to challenge assumptions, not simply confirm them Ask for opposing viewpoints and missing evidence when using AI Verify citations and sources carefully, as hallucinations remain common Build expertise deeply enough to recognize flawed outputs Clarify the problem and your priorities before using the tool Treat discomfort in decision-making as part of serious thinking, not something to avoid The conversation also explores the growing risk of overreliance on AI, particularly among professionals who may begin outsourcing too much of their reasoning process. Einhorn argues that decision-making, contextual judgment, stakeholder awareness, and critical thinking will become more valuable as AI systems grow more capable. At its core, the episode is less about technology than about preserving independent thought. The central question is not whether AI will become more powerful, but whether people will continue exercising the skills required to think clearly, question effectively, and make decisions with conviction. Get Cheryl's book, The Human Edge, here: https://tinyurl.com/3h6k5wre Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

6/1/26 • 48:52

Fredric Marshall spent decades helping companies including Apple, Pfizer, and Genentech solve problems in sales effectiveness, product launches, and organizational change. In this discussion, he explains why he views sales and leadership primarily as change management challenges: helping people move from where they are to where they want to be. The conversation centers on several practical ideas that shape long-term performance. Marshall argues that strong systems reduce stress because "the system is carrying the load, not you as a person or the team." He explains why high-performing people consistently invest in infrastructure, technology, and environments that remove friction and preserve attention for higher-value work. The episode also explores Marshall's "Super Eight" framework, which includes the neural net, biological health, relationships, systems, assets, and contribution. One of the central themes is that attention shapes outcomes. "Whatever you feed [neural nets], they get better at," he explains, arguing for greater discipline around information intake, habits, and social environments. Other insights from the discussion include: • Why emotionally intelligent and externally focused people often elevate entire organizations • How successful professionals balance initiative with responsiveness rather than operating in constant reaction mode • Why many entrepreneurs underestimate the value of their own time and capabilities • How journaling, repetition, and evidence gathering can gradually replace limiting beliefs • Why wealth creation often depends on investing simultaneously in productive assets and personal capability Marshall also shares research from his work studying top performers, identifying three recurring characteristics: action orientation, external focus, and the ability to question assumptions others accept too easily. The discussion is ultimately about building a life and career intentionally: curating what enters your attention, surrounding yourself with the right people, and constructing systems that support the future you are trying to create. Get Fredric's book, Thrive: The Antidote to Future Shock, here: https://tinyurl.com/smn4u5ts Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

5/27/26 • 52:24

Kristy Ellmer has spent her career leading large-scale transformations across industries, countries, and operating environments. In this conversation, she explains why most change efforts fail — not because of bad strategy, but because organizations underestimate the human side of execution. A central idea from the discussion is the imbalance between the "what" and the "how" of transformation. Leaders spend enormous energy defining strategy, targets, and operating levers, but far less time on the behaviors and systems required for adoption. As Ellmer explains, "transformations or change are failing… on the elements of the how. It's not because there was bad strategy." She argues that many executives rush from alignment into execution before the organization is ready. One of the most counterintuitive lessons from her work is the need to pause after agreement is reached: "You need to take… up to two months to get organized." Without the right operating structure, early momentum eventually stalls. The conversation also explores why momentum must be designed intentionally. Discussing transformation work at Aetna, Ellmer explains the importance of visible early wins and helping employees understand "what's in it for you." She emphasizes that leaders are "responsible for momentum," not just strategy. Another major theme is resistance to change. Early in her career, Ellmer believed that "everybody will just get on board because things are right." Experience taught her otherwise. Different groups respond to different incentives, fears, and motivations. Her advice: "Be curious" about why people resist rather than assuming they are unwilling to change. She also challenges traditional views of change management, arguing that communication plans and training sessions alone are insufficient. "There is real science now out there on how humans really change," she says, and organizations that ignore that science struggle to achieve lasting adoption. The discussion also covers: why long transformations create fatigue when organizations never create "endings" how senior leaders should think about AI adoption versus AI hype why most companies are integrating AI as a workflow tool rather than fully replacing human work what separates successful consulting partners from those who simply "tick boxes" why career growth often comes from "leaning into uncertainty" Throughout the episode, Ellmer returns to one principle: organizations execute change more effectively when they treat employees with the same intentionality they would apply to external customers. "It's your job to sell the change," she says — not simply announce it. Kristy Ellmer is a Managing Director and Senior Partner at BCG and a former Chief Transformation Officer, with decades of experience leading multiyear transformations inside global organizations. She is a coauthor of the book, How Change Really Works. Get Kristy's book, How Change Really Works, here: https://tinyurl.com/2zb4p63d Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift  

5/25/26 • 53:19

Philip Jameson discusses why most organizational transformations fail despite strong strategic intent, significant investment, and broad awareness that change is necessary. Drawing on his work at Boston Consulting Group and the research behind How Change Really Works, Jameson argues that the core problem is often not strategy itself, but a poor understanding of "how humans behave during periods of change." The conversation begins with Jameson's unusual path into consulting through classical music and leadership at the Sydney Symphony Orchestra. He reflects on the orchestra's temporary departure from the Sydney Opera House during its renovation and why the experience fundamentally shaped his thinking about institutional change. "It was an experience that I had had of really a change gone right," he explains, "and it made me passionate about giving the gift of great change to as many people in my life as I could." A major focus of the discussion is what Jameson calls "false alignment" — situations where leadership teams behave "as if you're more agreed than you really are." He argues that many transformations fail because executives believe they share a common vision until operational specifics expose deep disagreements. The episode also explores why leaders often avoid disagreement altogether. Citing behavioral research from Julia Minson, Jameson explains that people routinely overestimate how damaging disagreement will feel in practice. "It is much worse to imagine having a disagreement with someone than it is to actually have a disagreement with someone," he says. Another major theme is agency. Jameson draws on the "IKEA effect," the tendency for people to value outcomes they helped create themselves. In successful transformations, employees feel they have "their thumbprint on the design of the change." "Change really works," he argues, "when the people affected by that change… feel that they have contributed meaningfully to it in some way." The conversation also examines why organizations frequently underestimate barriers to adoption. Jameson outlines seven common reasons employees resist new tools, systems, or behaviors — including skill gaps, lack of time, lack of perceived benefit, and fear of losing status or value inside the organization. Rather than treating resistance as irrational, he argues leaders should approach adoption with "deep empathy" and structured thinking about human behavior. Another important thread concerns rituals and operating cadence during transformation. Jameson describes successful change efforts as highly disciplined systems with consistent decision-making rhythms, clear forums, and predictable escalation paths. "In great changes," he says, "there's a very consistent drumbeat." The episode also explores storytelling as a strategic tool during periods of uncertainty. Jameson outlines three recurring narratives used in successful transformations: the threat story, the fitness story, and the destiny story. The strongest organizations, he argues, usually commit to one clear narrative rather than mixing several competing explanations. The latter part of the discussion turns to AI and organizational adaptation. Jameson views AI transformations primarily as behavioral transformations rather than purely technical ones. "Maybe you think of it as an AI change," he says, "but really it's about human beings." Throughout the conversation, Jameson returns to one central idea: organizations rarely fail because they lack intelligence or ambition. They fail because leaders underestimate how difficult it is for groups of people to change behavior collectively and sustain that change over time. For executives, operators, and transformation leaders, the episode offers a practical framework grounded not only in strategy, but in the behavioral science of how change actually happens. Get Philip's new book, How Change Really Works, here: https://tinyurl.com/2zb4p63d Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

5/20/26 • 52:26

Management advisor and author Joe Pine explores a question that sits beneath most business strategy discussions but is rarely addressed directly: what business is ultimately for. Drawing on decades of work spanning mass customization, the experience economy, and his latest research on transformation, Pine argues that many companies misunderstand the real value customers seek and therefore stop too early in how they create value. The conversation begins with the progression from goods and services to experiences and transformations. Pine explains that transformations differ from experiences in one critical way: they must endure through time. "Memories of experiences fade over time," he says, "but transformations have to be sustained through time, or you did not in fact transform." A central idea throughout the episode is that "all transformation is identity change." Pine argues that meaningful transformation is not simply behavioral improvement, but a shift in how people understand themselves, whether through enhancement, expansion, cultivation, or complete metamorphosis. The discussion also explores where aspirations come from. One of Pine's deeper observations is that many aspirations emerge after disruption, trauma, illness, divorce, loss, or failure. The traumatic event changes a person immediately; the transformation comes afterward in the effort to become whole again. Pine is careful to distinguish between what companies can and cannot do. "You don't transform people as a company," he explains. "They transform themselves. You create the conditions under which" transformation becomes possible. Another major theme concerns how businesses price value. Pine argues that companies often reveal what business they are truly in through what they charge for. Commodities are priced as undifferentiated inputs, services as activities, experiences as time, and transformations as outcomes. "You are what you charge for," he says repeatedly throughout the discussion. The conversation ultimately expands into a broader philosophy of business itself. Pine argues that the true purpose of business is not profit maximization alone, but "to foster human flourishing", helping people become "more of who they are meant to be." In this framework, profit is not the purpose of business, but the result of creating genuine human value over time. The episode also examines resistance to identity change, sustaining long-term transformation, coaching and guidance, the future role of AI, and why Pine believes artificial intelligence will function primarily as a tool that helps people live and work more effectively rather than replacing human purpose altogether. For executives, consultants, educators, coaches, and operators, the conversation offers a deeper framework for understanding differentiation, customer value, and the growing shift from selling products and services to guiding lasting human transformation. Get The Transformation Economy here: https://tinyurl.com/5663jcjj Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

5/18/26 • 52:33

Professor Mordecai Kurz argues that rising inequality is not simply the result of markets, but the combined effect of "technology, culture and policy" operating together over decades. Drawing on his forthcoming book, Private Power and Democracy's Decline, Kurz explains why he believes free market capitalism, left entirely unregulated, eventually concentrates both economic and political power. His central concern is not wealth alone, but the long-term erosion of democratic agency when monopoly power becomes permanent through patents, acquisitions, and technological dominance. A major focus of the conversation is artificial intelligence and the future of work. Kurz distinguishes between technologies that increase human productivity and technologies designed primarily to replace labor altogether. "The key," he argues, "was creating a situation of increasing the productivity of people rather than replacing them." The discussion also explores job displacement, democratic control over technology, monopoly formation, and the responsibility societies have to preserve human dignity amid rapid technological change. "We can have democracy and we can have free market capitalism," Kurz says, "but… we cannot have them both." For leaders navigating the implications of AI, automation, and economic concentration, the episode offers a rigorous framework for thinking beyond short-term efficiency gains and toward the long-term relationship between innovation, power, and democracy. Mordecai Kurz is a Professor of Economics Emeritus at Stanford University. He is the author of Private Power and Democracy's Decline: How to Make Capitalism Support Democracy. Get Mordecai's book, Private Power and Democracy's Decline, here: https://tinyurl.com/4ftzph7a Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

5/13/26 • 52:06

Attia Qureshi examines negotiation not simply as a business skill, but as a core leadership capability that shapes influence, alignment, and decision-making. Drawing on experience across consulting, startups, academia, and international development, she explains why many capable professionals struggle in negotiations despite strong analytical skills. The discussion explores several practical themes: why preparation is often undervalued, how fear and emotional reactions affect judgment under pressure, and why negotiation should be treated as a skill built through repetition rather than theory alone. Qureshi also distinguishes influence from manipulation, emphasizing that durable cooperation is built through trust, reciprocity, and understanding shared interests. The episode covers organizational alignment, stakeholder management, rejection, and emotional resilience, including lessons from work in Colombia helping farming communities transition away from coca production. Throughout the conversation, Qureshi argues that effective negotiators are not necessarily the most aggressive or persuasive, but the ones who can stay disciplined, build trust, and navigate difficult conversations with clarity and composure. This episode offers practical insights for leaders seeking to improve negotiation, relationship management, and organizational effectiveness in both professional and personal settings. Attia Qureshi is an adjunct at the Ford School of Public Policy and previously at MIT's Sloan School of Management and Ross School of Business. The founder of Attia Qureshi Consulting, where she supports companies through negotiation, conflict resolution, and organizational strategy. Get Attia's book, Never Settle, here: https://tinyurl.com/2fyjhb5m Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

5/11/26 • 50:02

This discussion explores climate change through the lens of leadership, human behavior, and systems design, drawing on Dr. Katharine K. Wilkinson's experience across academia, consulting, and nonprofit leadership. Rather than revisiting scientific consensus, the conversation focuses on a more practical question: why progress remains uneven despite clear evidence and available solutions. A central theme is the structural disconnect between natural systems and modern economic models. As Wilkinson observes, "that is not how nature functions… everything in nature is cycles. There is no such thing as waste." Yet many industries continue to operate on linear, extractive models—creating tension between how systems work and how they are designed. Her experience in consulting reinforces that execution challenges are rarely technical alone. "Often they were about people… leadership and culture," with outcomes shaped by alignment, values, and clarity of purpose rather than strategy in isolation. The discussion also reframes climate as a broader systems risk. Wilkinson highlights that "we are actively outstripping seven of nine planetary boundaries," underscoring that the issue extends beyond emissions into the stability of core systems that support economic and social life. At the same time, there is a critical perception gap. "89% of people around the world want to see more climate action… it's just that they think they're in the minority." This misalignment between private concern and perceived consensus limits coordinated action, particularly within institutions. On engagement, the conversation challenges the assumption that more data drives change. "It is not a shortage of good, robust science… but it's now kind of wound up in people's identity." More effective entry points are often values, lived experiences, and areas of shared interest. Importantly, contribution does not require wholesale career shifts. Wilkinson emphasizes embedding action into existing decisions: "we don't need to be taking on whole new things… we can find footholds… woven right into our days," from capital allocation to operational choices. The concept of climate wayfinding anchors the discussion. Leadership in this context is less about certainty and more about navigation: "the future is not yet written… the future lives between us." Progress comes from moving from isolation to collective action, and from concern to contribution. Two broader principles emerge. First, relationships are foundational: "who we get to do it with… has everything to do with whether that work actually feels good." Second, better outcomes depend on better questions—recognizing that "the questions are companions… invitations into exploration and discovery." The result is a grounded perspective on addressing complex, system-level challenges—focused less on abstract solutions and more on how individuals and institutions can act within the realities they already inhabit. Get Dr. Katharine's new book, Climate Wayfinding, here: https://tinyurl.com/ypssavcn Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

5/6/26 • 50:32

For this episode, let's revisit a Strategy Skills classic featuring an interview with the author of Collaborative Disruption, Tom Muccio. In this episode, Tom Muccio shares his experience leading Procter & Gamble's collaboration with Walmart. By breaking down corporate barriers and focusing on mutual understanding, Tom helped both companies grow dramatically and expand their business from $350 million to $8 billion. His approach focuses on respect, testing new ideas, and challenging traditional business norms through transparent communication and shared strategic goals. Tom Muccio was the architect and first team leader of the groundbreaking process that turned an adversarial relationship between Walmart and P&G into one that created dynamic a win-win for both companies and has now been replicated in thousands of Customer-Supplier relationships around the world. P&G-Walmart groundbreaking relationship is outlined in his book "Collaborative Disruption." Get Tom's book here: https://shorturl.at/GDNgl Collaborative Disruption: The Walmart and P&G Partnership That Changed Retail Forever Here are some free gifts for you: Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

5/4/26 • 58:47

Arun Gupta challenges conventional notions of career stability, arguing that "you should be seeking meaning… in meaning, you'll find your stability." As institutions become less reliable anchors, purpose—not title or employer—becomes the more durable foundation: "the constant will be why you're doing what you're doing." He rejects the idea that clarity must precede action. In fast-changing environments, "start acting… the action will bring you clarity," as waiting for certainty often leaves decisions outdated. Mission, in this framing, is iterative: "you don't wake up one day… here's your mission… you have to go find it." The discussion introduces a broader way to evaluate careers beyond compensation, emphasizing forms of capital that compound over time: trust, experience, learning, health, and mission. This supports a shift toward nonlinear careers, where phases of learning, earning, and contributing are integrated rather than sequential. On AI, Gupta emphasizes practical fluency over technical depth: "people [will be] replaced by people that use AI." At the same time, human capabilities: judgment, relationships, and diverse experience, become more valuable. The overarching message is measured optimism. Risk is often misjudged: "we over index on downside and underestimate upside." In this context, purposeful experimentation and long-term investment in multiple forms of capital offer a more resilient path. Arun Gupta is CEO of the NobleReach Foundation, a venture capitalist, lecturer at Stanford University, and adjunct entrepreneurship professor at Georgetown University, and a bestselling author of Venture Meets Mission and The Mission Generation. As a partner at Columbia Capital, Arun's investment career spanned eighteen years including initiating the firm's Cybersecurity and Government technology investments with a focus on national security, AI, and SaaS/cloud infrastructure sectors. Get Arun's new book, The Mission Generation, here: https://tinyurl.com/ytmkcnmz Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

4/29/26 • 56:29

For this episode, let's revisit a Strategy Skills classic featuring an interview with the author of The Problem with Change: And the Essential Nature of Human Performance, Ashley Goodall. Drawing on two decades spent leading HR organizations at Deloitte and Cisco, Ashley Goodall reveals in his book why change is not the same as improvement, and how, by prioritizing team cohesion (instead of reshuffling teams at will), by using real words (rather than corporate-speak), by sharing secrets (not mission statements), by fixing only the things that are truly broken (instead of moving fast and breaking everything in sight, and more, leaders at every level can create the stability that people need to thrive. Ashley Goodall is a leadership expert who has spent his career exploring large organizations from the inside, most recently as an executive at Cisco. He is the co-author of Nine Lies About Work, which was selected as the best management book of 2019 by Strategy + Business and as one of Amazon's best business and leadership books of 2019. Prior to Cisco, he spent fourteen years at Deloitte as a consultant and as the Chief Learning Officer for Leadership and Professional development. Get Ashley's book, The Problem with Change, here: https://rb.gy/sa4fe2 Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

4/27/26 • 52:57

Sarah Keohane Williamson, CEO of FCLT Global and coauthor of The CEO's Guide to the Investment Galaxy, offers a disciplined primer for executives operating at the intersection of corporate strategy and capital markets. Drawing from her background in investment banking, government, consulting, and asset management, she explains why "investors are not a single audience," how their incentives shape corporate outcomes, and what leaders must do differently to secure durable capital and strategic flexibility. Williamson pushes back on conventional wisdom about investor relations, replacing it with practical routines and priorities. She emphasizes a consulting-rooted discipline, "Start with the answer", as a communications principle, and translates it into a concrete playbook for CEOs who cannot afford ambiguity when describing long-term bets. She underscores that "quarterly calls are important, but they're often dominated by the sell side," and CEOs should deliberately allocate their limited time toward building trust with long-term owners and anchor shareholders. Key takeaways include: Map the owners. "Who actually owns your company? Who makes the decisions about those shares?" Owner types—retail, index funds, active managers, hedge funds—differ in incentives and time horizons, and executives should treat that map as a strategic input. Build an investor strategy like a customer strategy. Decide which kinds of capital the company needs, why, and how to attract and retain those investors. Use a long-term roadmap. Make risky investments intelligible by explaining milestones that link short-term actions to enduring value, and "don't be afraid to update the roadmap when the assumptions change." Translate investor signals into operational choices. Avoid reflexive short-term fixes, like cutting R&D to meet a quarter, without measuring the long-term cost. Treat disclosure and dialogue as governance tools. Clarity about ownership, voting, and incentives reduces misalignment and reputational risk. Reframe consultancy input for execution. "The hard part is not the analysis, the hard part is making it happen inside the organization." This episode equips CEOs, CFOs, and board members with a practical framework for raising capital, defending strategic bets, and managing shareholder composition. It reframes investor engagement from a compliance exercise into a core discipline of strategy and governance. 📚 Get Sarah's book, The CEO's Guide to the Investment Galaxy, here: https://shorturl.at/7hFeb Here are some free gifts for you: Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf Get Exclusive Episode 1 Access of How to Build a Consulting Practice: www.firmsconsulting.com/build Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

4/22/26 • 50:55

Welcome to Strategy Skills episode 361, an interview with the author of Building Trust: Exceptional Leadership in an Uncertain World, Darryl Stickel. In his book, Darryl outlines his groundbreaking Trust Unlimited blueprint for building trust. Stickel moves away from the traditional approach of influencing people's willingness to trust—the con artist's tactic—to employing one or more of ten levers, which leaders can "pull" to close the gap between how much they are trusted and how much they should be. This approach also makes them more trustable and increases trust where it is deficient. Darryl Stickel is one of the world's leading experts on trust with over twenty years of experience. His Ph.D. ¨Building Trust in Hostile Environments¨ from Duke University established him as a global leader for governments, businesses and NGOs on practical approaches to building trust.  Darryl has worked for Mckinsey & Company in their Toronto office, as well as advised the Canadian Military on trust building in Afghanistan. He has served as faculty for the Luxembourg School of Business and the Center for Effective Organizations at the University of Southern California and recently completed his book Building Trust: Exceptional Leadership in an Uncertain World. His contribution to the field of trust has been recognized by his nomination to the Top Thought Leaders on Trust by Trust Across America; Trust Around the World. Get Darryl's book here: https://rb.gy/3boas Building Trust: Exceptional Leadership in an Uncertain World, Darryl Stickel Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

4/20/26 • 51:26

For this episode, let's revisit a Strategy Skills classic featuring an interview with the author of Inside the Competitor's Mindset, John Horn, where he shares proven techniques to help businesses think like the competition and understand why they act the way they do. Inside the Competitor's Mindset presents a systematic approach to competitive intelligence that starts with three frameworks to get inside the competitor's mindset, predict their reactions to your moves, and assess whether the competition is getting ready for a spontaneous move of their own.  John Horn is a professor of practice in economics at the Olin Business School at Washington University in St. Louis. He teaches MBA students microeconomics, macroeconomics, and global business. John was a Senior Expert in the Strategy Practice of McKinsey & Company for 9 years, working with clients on competitive strategy, war gaming workshops, and corporate and business unit strategy across a variety of industries and geographies. He helped over 100 clients with war game workshops and developed a set of simulation exercises to help companies understand the challenges of reallocating resources. He continues to consult through his LLC: Gateway Competitive Insights. John has published nine papers in the McKinsey Quarterly and three in the Harvard Business Review, mostly on the application of behavioral economics and competitive insight to business strategy. John has a PhD in economics from Harvard University, where he also received a Masters degree in economics. Get John's book here: https://tinyurl.com/4dbv29ju Inside the Competitor's Mindset: How to Predict Their Next Move and Position Yourself for Success   Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

4/15/26 • 60:40

For this episode, let's revisit a Strategy Skills classic featuring an interview with a former Monitor Associate partner and Chief Learning Officer of Teach For America, co-CEO of Transcend, and the author of Ask: Tap Into the Hidden Wisdom of People Around You for Unexpected Breakthroughs In Leadership and Life, Jeff Wetzler. In this book, Jeff offers a hands-on, surprisingly effective way to find out what others really think, know, and feel. Jeff brings you a powerful method called The Ask Approach™, based on a simple premise that tapping into what other people truly think, know, and feel is a game-changing superpower. Ask leads to smarter decisions, more creative solutions, and deeper relationships.    Jeff Wetzler is co-CEO of Transcend, a nationally recognized innovation organization, and an expert in learning and human potential. Wetzler combines unique leadership experiences spanning more than 25 years in business and education, as a management consultant to the world's top corporations, a learning facilitator for leaders around the world, and as Chief Learning Officer at Teach For America. Jeff earned a Doctorate in Adult Learning and Leadership from Columbia University and a bachelor's in psychology from Brown University. Based in New York, he is a member of the Aspen Global Leadership Network and is an Edmund Hillary Fellow. Get Jeff's new book here: https://rb.gy/6i05b7 Ask: Tap Into the Hidden Wisdom of People Around You for Unexpected Breakthroughs In Leadership and Life   Here are some free gifts for you: Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

4/13/26 • 51:02

This discussion examines how senior leaders can navigate complexity, technology, and organizational change without losing clarity of purpose. Drawing on experience across global consumer brands, logistics, and technology, Louisa Loran outlines a practical approach to leadership that extends beyond execution into shaping direction. Key insights from the conversation: First, career progression at senior levels depends less on exceeding assigned tasks and more on articulating distinct value. Advancement requires a clear answer to a simple question: why should this individual be selected to shape the future of the business? Without that clarity, performance remains reactive and interchangeable. Second, leadership in change environments requires understanding how people respond to disruption. Resistance is rarely personal. Effective leaders identify who is ready to move, who needs context, and who requires time, adjusting their approach accordingly rather than forcing alignment. Third, many professionals remain overly focused on activity rather than contribution. Busyness often reflects adherence to process rather than progress toward outcomes. Leaders must continually reassess whether their efforts are advancing strategic objectives or simply maintaining momentum. Fourth, the ability to think independently is becoming more important as technology advances. AI can accelerate research, synthesis, and articulation, but it does not replace judgment. Those who rely on it without strengthening their own reasoning risk becoming indistinguishable from the tools they use. Fifth, organizations frequently approach AI adoption without sufficient clarity on their identity. Efficiency gains alone are insufficient. The critical question is what proprietary knowledge or capability should be developed and retained, and what can be commoditized through external tools. Loran also introduces four reinforcing leadership behaviors: setting a sufficiently high ambition, expanding perspective through curiosity, making clear and timely decisions, and consistently embodying the direction being set. These are not episodic actions but daily practices that determine whether leaders shape change or respond to it. Underlying the conversation is a consistent principle: leadership begins with self-awareness. Without a clear understanding of one's own strengths and perspective, it is difficult to remain open, to adapt, or to lead others through uncertainty. Get Louisa's book, Leadership Anatomy in Motion, here: https://tinyurl.com/3a97vt5c Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

4/8/26 • 53:04

Linda Hill, Professor at Harvard Business School, discussed how leadership must adapt to enable innovation in complex organizations. Drawing on research and fieldwork across companies such as Pixar and Pfizer, the conversation reframes leadership as the work of building environments where solutions are co-created rather than directed. Several core ideas stand out: Leadership for innovation begins with purpose, not vision. When outcomes are uncertain, the leader's role is to define the problem and create conditions for others to contribute to solving it. Performance depends less on individual talent and more on how talent works together. Organizations that encourage debate, surface differences, and refine ideas through iteration are more likely to produce meaningful results. Culture is the primary barrier to scaling innovation. Many organizations generate ideas but fail to implement them due to weak decision-making, reluctance to challenge assumptions, and difficulty stopping unproductive work. Effective leaders operate beyond their own organizations. Progress increasingly requires building partnerships and aligning broader ecosystems to access capabilities and move at sufficient speed. Discipline remains essential. Leaders must set clear priorities, evaluate work against real problems, and create the conditions for candid discussion, including ending initiatives that are not working. The discussion also underscores that leadership is both practical and personal. In uncertain environments, how leaders manage themselves—how they communicate, invite input, and respond to pressure—directly shapes outcomes. For senior professionals, the implication is clear: innovation is not constrained by ideas or technology alone, but by the quality of leadership applied to turning them into reality. Get Linda's book, Genius at Scale, here: https://tinyurl.com/4np2yc9t Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

4/6/26 • 56:27

In this episode, let's revisit a Strategy Skills classic interview with the author of Madison Avenue Makeover: The Transformation of Huge and the Redefinition of the Ad Agency Business, Michael Farmer. He also wrote the award-winning Madison Avenue Manslaughter, an inside view of fee-cutting clients, profit-hungry owners, and declining ad agencies (Third Edition, 2019). In this episode, Michael speaks about the time he worked for McKinsey, Bain, and BCG, and the differences between the three consulting firms. He also shared his advice for those aspiring to build their consulting firm and discussed the technique that helped him write his first book, Madison Avenue Manslaughter. Finally, Michael shared his experience of helping in the Transformation of a Creative Ad Agency (Huge). Michael Farmer is Chairman and CEO of Farmer & Company LLC, a strategy consulting firm for advertisers and agencies. He also serves as Professor of Branding and Integrated Communications at The City College of New York (CCNY). He has an MBA from Harvard Business School and was previously a Director of Bain & Company. Connect with Michael here: https://www.farmerandco.com/ Get Michael's book here: https://www.amazon.com/Madison-Avenue-Makeover-transformation-redefinition/dp/1911687646 Madison Avenue Makeover: The Transformation of Huge and the Redefinition of the Ad Agency Business. Michael Farmer. Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

4/2/26 • 62:41

Jim Hemerling is Senior Partner at Boston Consulting Group's San Francisco office and a leader in the firm's People & Organization and Transformation Practices. He has been the leader of BCG Greater China and is a Fellow of the BCG Henderson Institute. His work with clients and his research focuses on holistic human-centric approaches to organizational transformation. Jim is a co-author of BCG's new book - Beyond Great: Nine Strategies for Thriving in an Era of Social Tension, Economic Nationalism, and Technological Revolution. Global companies remain hamstrung by organizational forms that leave them mired in bureaucracy and slow to respond to changing needs. To grow in the volatility of the 21st century, firms must go beyond the familiar matrix structure and reconfigure themselves in more flexible ways. COVID-19 and its myriad effects on ways of working will force leaders to rethink how they build teams and acquire, upskill, and retain talent. Hemerling and his colleagues launched a study of dozens of global companies to determine successful leadership strategies and found that, though seemingly obvious, the best leaders put people and their needs first, rather than regarding them as resources to exploit. Hemerling and coauthors write about these topics in Beyond Great: Nine Strategies for Thriving in an Era of Social Tension, Economic Nationalism, and Technological Revolution (October 6, PublicAffairs). BCG's first major book in years, it will redefine strategy in the post-COVID era. Extending their research far beyond the expected Silicon Valley players, Hemerling and his coauthors at BCG looked at over fifty companies and interviewed hundreds of CEOs across sectors and geographies. The trends: By 2030, companies around the world will have some eight-five million skilled jobs unfilled—a gap that will exact a severe economic toll; In a 2018 BCG survey of 366,000 people from two hundred countries, ranked "good work-life balance" as much more important than "financial compensation" Over 40 percent of hiring managers anticipated that nontraditional educational criteria—like a coding "boot camp"—would soon be just as good a credential as a college degree when evaluating candidates.   For incumbents to thrive amidst these challenges, they must deploy new strategies that touch every part of their business, from value propositions and global supply chains to leadership and social responsibility goals. A huge part of this is leadership and the future of work—how to retain employees, attract top talent, and navigate tension when global forces are changing attitudes about work and life. Examples of innovative leadership: Deemphasizing hierarchy encourages employees to take ownership of projects and propel them forward without bothering to seek approval from bosses; Exploiting the gray area of informal conversations that typically take place between colleagues allows employees to break free from their daily work and innovate; Gamifying candidate screening and identifying talent via online competitions and hackathons to appeal to a new generation. Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

3/30/26 • 61:50

Marc Canal, a partner at the McKinsey Global Institute, examines how long-term economic progress is built and what current shifts in AI, demographics, and productivity mean for senior leaders. He explains that consulting is less about analysis than it appears and more about trust, judgment, and the ability to frame relevant questions. Building a small number of strong relationships is more valuable than broad exposure, particularly when developing a client base. Organizations, he notes, are inherently messy. What appears structured from the outside is the result of distributed decisions and constant adjustment. The role of leadership is not to eliminate this complexity, but to bring enough structure to make effective decisions. A key differentiator is the ability to connect macro trends such as technology, demographics, and geopolitics to specific business choices. This broader perspective is often undervalued but increasingly expected by clients. On AI, Canal emphasizes that most skills are not replaced but reshaped. Writing, analysis, and coding become shared capabilities between humans and machines, shifting the premium toward judgment and application. Two areas stand out: relationship-based leadership skills and practical AI literacy. He also cautions against over-reliance on AI in core thinking processes. Insight often emerges through iteration, particularly in writing, and this discipline remains essential. Drawing on his research, Canal argues that a future of sustained global prosperity is achievable. Historical growth rates suggest that lifting living standards broadly is feasible, but not automatic. It requires continued investment in productivity, technology adoption, and human capital. The discussion closes with a consistent theme: progress depends on choices. Leaders who combine long-term perspective with disciplined execution are best positioned to shape outcomes. Get Marc's book here, A Century of Plenty, here: https://tinyurl.com/mryykcxc Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

3/25/26 • 53:45

Amy Leneker, a former C-suite executive and advisor to Fortune 100 leaders, examines a common assumption in corporate life: that stress is an unavoidable cost of success. She argues that this belief is flawed, noting that when leaders feel disconnected from their values and priorities, "it doesn't feel like you're succeeding." The discussion centers on how stress operates at three levels: individual, relational, and systemic, and why each requires a different response. At the individual level, Leneker highlights the role of unexamined "stress stories." These are internal narratives that shape behavior without conscious choice. By repeatedly asking "why," leaders can uncover these patterns and decide whether to continue operating from them or to choose a different approach. A second theme is the tendency to respond to pressure by increasing effort. Leneker cautions that working harder and faster under stress typically compounds the problem. More effective leaders "work differently," which may include delegation, redefining workloads, or aligning roles with realistic expectations. The conversation also addresses prioritization. Treating everything as urgent creates continuous pressure and reduces effectiveness. Leneker advises returning to the core purpose of the role and identifying a small number of priorities, while regularly reassessing them as conditions change. Without this discipline, priorities are set externally rather than intentionally. At the organizational level, Leneker emphasizes that systemic stress cannot be resolved by individual resilience alone. Issues such as inequity or poor leadership must be addressed at the system level. When they are not, organizations tend to lose high performers or retain disengaged employees who have effectively withdrawn from their work. The role of direct managers is particularly significant. Within the same organization, employee experience can vary widely depending on leadership. As Leneker notes, a manager can either add to daily stress or keep it within reasonable bounds, often determining whether a role is sustainable. The discussion also examines burnout. Leneker describes it as both preventable and reversible, pointing to three indicators: exhaustion, cynicism, and reduced effectiveness. Addressing these begins with practical steps such as monitoring energy levels, adjusting mindset, and restoring a sense of capability through manageable changes. Finally, Leneker reflects on the deeper drivers of overwork. In her case, persistent effort was rooted in financial insecurity from earlier life, leading to decisions driven by fear rather than intent. Identifying these underlying motivations allows leaders to set boundaries and design work patterns aligned with the life they want to lead, rather than reacting to inherited assumptions. This episode offers a structured view of stress as a strategic issue. It suggests that sustained performance depends less on endurance and more on clarity, choice, and the design of both individual behavior and organizational systems. Get Amy's book, Cheers to Monday, here: https://tinyurl.com/4kybwuzd Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift  

3/23/26 • 49:08

Jason Wild discusses the discipline of building and scaling businesses through careful capital allocation, operational focus, and a clear understanding of risk. He explains how leaders often misjudge growth by pursuing expansion without fully understanding the underlying economics, noting that "growth only creates value when the returns exceed the cost of capital." He emphasizes the importance of distinguishing between revenue growth and value creation, and why many organizations confuse activity with progress. In his view, strong operators develop a detailed understanding of where value is truly generated and concentrate resources there rather than spreading them thinly. A central theme in the discussion is capital discipline. Jason describes how effective leaders treat capital as scarce, even when it is not, and make decisions with a clear threshold for returns. He notes that businesses often underperform not because of lack of opportunity, but because they fail to prioritize rigor in investment decisions. He also highlights the role of incentives in shaping behavior. Poorly designed incentives, he explains, can encourage short-term gains at the expense of long-term value. Leaders must ensure that performance measures align with sustainable outcomes rather than superficial targets. On execution, Jason stresses the importance of operational clarity. He explains that complexity often masks underperformance, and that simplifying processes and focusing on a few critical drivers leads to better results. This includes being explicit about what will not be pursued, as much as what will. Finally, he reflects on decision-making under uncertainty. Rather than seeking perfect information, effective leaders act with incomplete data while maintaining clear guardrails around risk. The combination of disciplined thinking, aligned incentives, and focused execution, he argues, is what separates durable businesses from those that struggle to sustain performance. Get Jason's book, Genius at Scale, here: https://tinyurl.com/4np2yc9t Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

3/18/26 • 54:04

Dr. John La Puma discusses how everyday environmental choices shape sleep, cognition, and long-term health. Drawing on research from medicine, neuroscience, and environmental science, he explains why many professionals unknowingly experience what he calls "cognitive drag," the gradual decline in mental clarity caused by indoor lifestyles, poor light exposure, and excessive screen use. A central theme of the conversation is the biological importance of natural light. Morning sunlight triggers a cortisol activation signal that helps set the body's circadian rhythm and supports deep sleep later in the night. Without that signal, the cycle of melatonin release and restorative sleep becomes disrupted. Even simple routines, such as spending time outside shortly after waking and obtaining brief midday sunlight to support vitamin D production, can help restore these rhythms. The discussion also examines how physical environments influence mental and physiological health. Dr. La Puma distinguishes between green spaces and blue spaces. Forests, parks, and other green environments are well studied and associated with measurable benefits, including exposure to plant compounds such as phytoncides that appear to stimulate natural killer cells in the immune system. Blue environments—water, coastlines, or lakes—seem to affect the nervous system differently, often producing a more meditative and calming response. Several practical habits follow from this research. Indoor lighting late at night interferes with sleep signals, and small sources of artificial light such as indicator lights in bedrooms can disturb rest more than many people realize. Managing exposure to screens in the evening, reducing unnecessary light in sleeping spaces, and prioritizing consistent sleep hygiene all contribute to improved recovery and cognitive performance. The episode also addresses what Dr. La Puma describes as "digital obesity," the accumulation of sedentary screen time that gradually replaces movement, sunlight, and outdoor experience. Reversing that pattern does not require dramatic lifestyle changes. Regular outdoor exercise, time in nature, and brief daily exposure to natural light can produce measurable improvements in mood, sleep quality, and attention. For leaders managing demanding schedules, the implications are practical: the environments in which we live and work are not neutral. They shape the biological systems that govern energy, concentration, and long-term health. Understanding those mechanisms allows individuals to make small, deliberate adjustments that support clearer thinking and sustained performance. Get Dr. John La Puma's book, Indoor Epidemic, here: https://tinyurl.com/h4krw94e Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

3/16/26 • 46:06

Chris Bradley, Senior Partner at McKinsey & Company and Director of the McKinsey Global Institute, discusses the ideas behind his book A Century of Plenty and the long-term drivers of economic growth. Bradley explains that much of the public debate about the economy assumes growth is limited or zero-sum. His research argues the opposite. Over long periods, societies have repeatedly expanded prosperity through investment, technology, and knowledge. A central theme in the conversation is the importance of investment. Bradley notes that productivity growth depends heavily on sustained investment in capital, infrastructure, and innovation. When investment slows, productivity usually slows as well. He also discusses the institutions that support economic progress. Stable rules, strong legal systems, and functioning markets create the conditions that allow investment and innovation to take place. When these conditions exist, growth tends to follow. The conversation also addresses the common belief that the world is running out of resources. Bradley explains that history shows a different pattern. Improvements in exploration, technology, and substitution have often increased available resources even as demand rises. Demographic change presents another challenge. Many countries are now experiencing falling birth rates and aging populations. With fewer workers supporting more retirees, future growth will depend increasingly on productivity improvements. Artificial intelligence may play a role here. Bradley describes AI as a general-purpose technology that could automate certain tasks while increasing productivity in many fields. As with earlier technological advances, the likely result is a change in the type of work people do rather than the disappearance of work altogether. Key insights from the conversation: Economic progress depends on investment. Productivity growth historically follows sustained investment in capital, infrastructure, and new technologies. Growth is not inherently zero-sum. Economic expansion often occurs because innovation and knowledge enlarge the productive capacity of societies. Resource scarcity has repeatedly been mitigated by discovery. Advances in exploration, extraction, and substitution have historically expanded the available supply of critical materials. Demographic change is a major structural risk. Aging populations and declining fertility rates will increasingly challenge economic growth and fiscal systems. AI is likely to augment productivity rather than eliminate work. As in previous technological shifts, automation changes the mix of tasks while enabling new forms of economic activity. The discussion provides a structured view of how growth, technology, and demographics interact—and why the long-term outlook for human prosperity remains closely tied to investment, innovation, and institutional choices. Chris Bradley is a senior partner at McKinsey & Company based in Sydney and serves as a director of the McKinsey Global Institute (MGI), where he leads research on the economic and business issues most critical to the world's companies and policy leaders. He is an author of a new book, A Century of Plenty: A Story of Progress for Generations to Come Get Chris's book, A Century of Plenty, here: https://tinyurl.com/mryykcxc Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

3/11/26 • 54:29

Julia Dhar, Managing Director at Boston Consulting Group and founder of the firm's Behavioral Science Lab, joins us to discuss why most organizational change efforts fail and what leaders can do differently. Drawing on behavioral science and her work advising major organizations, she explains why the challenge of change is rarely about strategy alone and more often about human behavior.  Julia begins with a simple but powerful discipline used by many successful consultants: asking two questions repeatedly. First, "what is true about this situation?" and second, "what do I believe is true because of my perspective?" Confusing facts with assumptions is one of the most common causes of poor decisions, especially when leaders begin to treat their own expectations as evidence.  The conversation explores why roughly seventy percent of organizational change efforts fail to reach their stated objectives. Julia explains that many leadership teams concentrate on defining the strategy but devote far less attention to the conditions required for people to adopt new behaviors. Successful organizations focus on the "how" of change: shaping incentives, clarifying expectations, and reinforcing specific behaviors that make a strategy real in daily work.  Several practical insights emerge from the discussion: Leaders often overestimate how comfortable employees are with change. In surveys, executives typically report feeling positive about change, while most employees feel neutral and a meaningful portion feel anxious. Recognizing this gap is the first step toward leading change effectively. Emotions and incentives must be addressed together. People rarely adopt behaviors that conflict with their incentives, and fear or anxiety makes sustained change unlikely. Leaders who want durable change must create optimism about the future, give people agency in shaping how change unfolds, and offer clarity about expectations. Behavior must be defined precisely. Broad goals such as "be more accountable" or "be more customer centric" are not actionable. Effective change requires specifying the exact behaviors expected and creating routines that make those behaviors repeatable. Recognition plays a powerful role in shaping behavior. Leaders who identify and praise specific actions reinforce the habits they want to see more frequently, often at little cost and with lasting effect. Organizations frequently underestimate the value of listening. Employees are usually willing to provide feedback, but they become disengaged when their input leads to no visible response. Closing the feedback loop—demonstrating that input leads to action—builds credibility and energy for change. Julia also discusses the pressures executives face as organizations adopt new technologies such as artificial intelligence. Rather than framing the challenge as a threat to relevance, she argues that automation may free leaders to focus on neglected responsibilities, including understanding frontline work and strengthening human relationships across the organization.  Throughout the discussion, she returns to a broader principle: effective strategy requires an equally disciplined approach to human behavior. Leaders who combine clear strategy with attention to emotions, incentives, habits, and feedback loops dramatically increase the likelihood that change will succeed. Julia closes with a perspective that reflects both her research and her experience advising organizations around the world. In any team or company, every individual has the ability to "bring joy and inspire hope." That ability, combined with the belief that people and organizations remain capable of change, is often the most powerful force available to leaders. Get Julia's book, How Change Really Works, here: https://tinyurl.com/2zb4p63d Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

3/9/26 • 51:48

Dr. Majid Fotuhi, neurologist, neuroscientist, and adjunct professor at Johns Hopkins University, has spent decades studying how the brain ages and what determines whether cognitive performance declines or strengthens over time. In this discussion, he challenges one of the most widely accepted assumptions about aging: that deterioration of memory and thinking is inevitable. The evidence, he explains, points in a different direction. Cognitive health is strongly shaped by daily choices, and meaningful improvements can occur within weeks when those choices change.  Fotuhi organizes the science of cognitive resilience around five pillars: exercise, sleep, nutrition, stress management, and brain training. Each pillar affects the brain through measurable biological mechanisms. Exercise, for example, increases mitochondrial activity and stimulates the growth of new neurons in regions responsible for memory. Even modest activity matters. Walking several thousand steps daily has been associated with reduced markers of Alzheimer's disease in the brain, while higher fitness levels correlate with stronger cognitive performance.  Sleep represents the second pillar. Consistent rest of seven to eight hours supports the brain's ability to regulate stress hormones and maintain cognitive clarity. Persistent sleep disruption is often tied not to physiology but to unresolved concerns. Fotuhi notes that many professionals carry a large number of unresolved problems into the night. Creating clear plans for addressing those issues often reduces anxiety enough for normal sleep patterns to return. Nutrition is the third pillar. Highly processed foods, particularly those containing trans fats, increase inflammation and are associated with smaller volumes in the hippocampus, the region of the brain responsible for memory. By contrast, a Mediterranean-style diet rich in fruits, vegetables, fish, and olive oil supports long-term brain health. Food, in this sense, functions as daily neurological input rather than simple fuel.  The fourth pillar is stress regulation. Chronic stress elevates cortisol, which can damage memory-related brain structures over time. Fotuhi emphasizes that much stress is generated internally through expectations and repeated negative thought patterns. Techniques such as cognitive behavioral therapy, meditation, and deliberate reframing help interrupt these cycles and allow the brain to operate in a more stable state.  The final pillar is brain training. Cognitive capacity strengthens when the brain is consistently challenged through activities that require learning and adaptation. Language study, music, strategic games, or complex physical skills all stimulate neural pathways. The key is sustained engagement in activities that are both demanding and enjoyable. The brain, like muscle, develops strength through repeated use. Underlying these pillars is a broader insight about aging itself. Fotuhi argues that the second half of life can be a period of cognitive growth rather than decline if individuals adopt the habits that support brain health. The goal is not merely to avoid disease but to maintain clarity, memory, and mental energy well into later decades. For senior professionals whose performance depends on sustained cognitive capacity, the implications are practical. The brain remains highly adaptable. With deliberate attention to exercise, sleep, diet, stress, and learning, cognitive capability can be preserved and, in many cases, strengthened over time. Get Majid's book, The Invincible Brain, here: https://tinyurl.com/ymf47ee3 Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift

3/4/26 • 55:17