エピソード

  • 149: Frederic Tshidimba - Global Work Nets: Labor Becomes More Liquid

    149: Frederic Tshidimba - Global Work Nets: Labor Becomes More Liquid
    2025/06/27
    Fréderic Tshidimba is the Co-founder and Chief Inspiration Officer at Empleyo, an Employer of Record (EOR) that helps businesses navigate international employment, remote staffing, and HR services. Fred shares his experiences growing teams in emerging economies. He discusses global talent flow and the need to make labor markets more liquid. Fred illustrates EORs’ role in helping companies grow, accessing skilled workers and staying compliant. He describes how outsourcing international HR services opens up markets. Fred explains the value of fair employment contracts in supporting workers’ financial security and mobility, while enabling employers to scale flexibly. KEY TAKEAWAYS [00:23] Fred studies business engineering with a focus on marketing and consumer psychology. [01:40] Fred joins Coca-Cola in a digital marketing traineeship having no digital experience. [02:25] Three key lessons at Coke: think big, prioritize execution, and focus on consumer insights. [03:32] Transitioning to Nestlé, Fred focuses on the product portfolio and bottom-line. [04:50] Fred declines a transfer to Italy and moves for his wife’s new job in the Philippines. [06:20] Discovering the Philippines’ strengths in digital and outsourcing industries. [07:16] Fred enjoys agency work in young, fast-paced, endorsement-driven S.E. Asian markets. [08:50] A friend suggests co-founding a business to bridge digital expertise and outsourcing. [09:45] Fred scales the business supporting global e-commerce and software clients. [10:56] The venture grows by focusing on clients’ needs as they scale. [12:00] Riding two waves: the e-commerce boom and early globalization of talent. [12:58] Fred gets bought out and launches Empleyo to enable global employment opportunities. [14:10] Empleyo helps companies hire talent in countries where they don’t have local presence. [15:05] Startups often use Employer Of Record services after hiring remote workers independently. [15:42] Pre-sales roles, software engineers, and mission-driven or tech specialists are key EOR hires. [17:20] Startups use Employers of Record services for flexibility and growth. [18:10] Fred sees labor becoming more liquid like capital, removing structural employment barriers.
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    41 分
  • 148: JJ Reeder - Thriving in Distributed Work: Self-Managed and Digital-First

    148: JJ Reeder - Thriving in Distributed Work: Self-Managed and Digital-First
    2025/06/05
    “JJ” Jessica Reeder, a workplace innovation and culture transformation leader, shares insights from her deep experience designing communications systems, scaling multicultural teams and aligning culture with strategy. Bringing pivotal learnings from early fully-remote companies such as Toptal and GitLab, JJ explains how self-management, thorough documentation, and systematized collaboration underpin successful remote work. She describes the cultural shifts required for hybrid and distributed workforces and advocates for systems thinking and clear communication to empower modern work managers. TAKEAWAYS [01:24] JJ didn’t know what studying linguistics would entail when she chose it but she loved it. [02:47] Linguistics gives JJ a framework to understand the history of humanity and migration. [03:10] Living in another culture opens up her global perspective and gives her a different lens. [04:24] JJ’s appreciation for engineers stems from their clarity and direct information transfer style. [05:49] JJ transitions early to working remotely focused on content and communication projects. [06:35] Noticing the growth of formal distributed work, JJ joins one of the first all remote companies. [07:14] JJ starts building a distributed community across cultures for a global virtual developer network. [08:15] Nurturing connections among talented remote professionals requires deliberate strategies. [08:56] Remote talent feels more connected when engaged with a peer community. [09:54] JJ moves to GitLab to explore systematized connectivity and is launched into remote work consulting by the pandemic. [13:01] GitLab was designed for remote work with full documentation, tools, and systems. [14:11] Realizations they need to understand other companies’ different perspectives. [16:44] Conviction in remote work but recognition that unprepared managers are challenged. [18:30] JJ highlights self-management as a cornerstone of GitLab’s decentralized operating model. [19:07] Clear documentation and SOPs reduce managerial load while teaching remote processes. [20:35] Others’ embrace of remote work affirms JJ’s long-held belief in the global distributed workforce. [22:34] JJ studies industrial organizational psychology and joins Upwork for an applied learning experience. [23:24] JJ helps Upwork transition from an office-based to remote-first workforce. [24:12] Engagement is often relationship based, differing between employee and freelance contributors. [25:00] Emotional connection isn’t always needed; the mission can generate engagement. [26:43] JJ finds that many workers thrive as project contributors without deep social integration. [28:08] More varied distributed operational models are needed, especially for larger companies. [30:36] Distributed work effectiveness requires more than dedicated time for human connection. [31:25] Clearly documenting and consistently applying standard operating procedures and behaviors is crucial. [32:05] Standardizing—behaviors, tools, expectations—was a major Upwork project JJ worked on. [32:47] Accessible knowledge and intentional transparency are essential and must be intentional. [34:58] The Forest Ranger book gives JJ great insights about distributed operations. [36:19] The ‘manual’ shows how philosophy, behavioral standards, transparency and documentation empower independent workers. [37:24] To train distributed workers, companies must clarify expectations—behaviors, work, standards. [39:15] Hybrid work requires embracing a digital-first mindset even when working partially in-office. [40:54] IMMEDIATE ACTION TIP: To become digital first, one, understand time—such as core hours, two, communicate digitally—with documented processes, and three, systematize collaboration—designating how and where work is done. [41:57] Communication processes must be modeled by leadership and enforced by managers. [42:26] Systematized collaboration tools create visibility, drive cohesion, and replace physical context. RESOURCES “JJ” Jessica Reeder on Linkedin JJ’s website The Forest Ranger book QUOTES “This decentralization of management. Instead of someone managing your work, there's somebody who is directing your output or directing your outcome. So understanding how to empower people to self-manage their work.” “Collaboration is really just about trading work back and forth and doing it in a very effective way.” “To be effective at our work, we need to have a source of motivation. We need to have proof that our work is doing something that we believe in. We do need to have some sort of a mission that we're contributing to, but we don't need to necessarily be deeply emotionally engaged.” “Having standard operating procedures and behavioral standards is clearly documented and consistently applied throughout the organization is crucial in remote...
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    46 分
  • 147: Mark Dixon - Making Offices Work for Today’s Distributed Workforce

    147: Mark Dixon - Making Offices Work for Today’s Distributed Workforce
    2025/05/22
    Mark Dixon, Founder and CEO of IWG, which he started in 1989 as Regus, discusses workplace evolution and flexible work trends. He shares insights from building IWG’s 18-brand network serving 8 million users across 120+ countries. A serial entrepreneur, Mark shares how evolving workforce needs and digital tools shape location-agnostic office strategies. He emphasizes structuring real estate portfolios to empower employees and align with their work, and critiques outdated RTO policies. Mark discusses reshaping onboarding and productivity practices across roles and generations. He debunks in-office apprenticeships in today’s tech-facilitated world. TAKEAWAYS [01:36] Mark Dixon find school too slow and leaves to start getting involved in business. [02:39] After his first—sandwich—venture, Mark travels the world to gain more experience. [02:59] Mark builds a successful hotdog business, then co-living apartments in Belgium. [03:45] Exploring entrepreneurial opportunities in Europe lays the foundation for IWG. [05:37] Mark’s struggles securing office space in reveals a market need for flexible workspaces. [06:07] On a hunch, the first center opens in 1989, based on simplicity, speed, and outsourcing needs. [07:21] Companies want flexibility, speed, and capital-light solutions—not real estate complications. [09:32] IWG's first clients are mostly large enterprises, while half now are SMEs and entrepreneurs. [10:31] All clients’ reasons are the same: efficiency off the balance sheet with flexibility and speed. [11:19] IWG’s 18 brands offer diverse options from flexible warehouse space to a private members’ club. [13:07] A hospitality mindset is key—providing functioning workspaces with good internet and support. [14:05] Technological advances enable management at distance, where employees have support. [15:32] Workers increasingly self-optimize office usage: hourly, daily, or long-term team project space. [16:50] Good management skills, not location, drives productivity and effective team outcomes. [18:49] More projects and fractionalized work are driving demand for short-term collaboration spaces. [20:58] IWG supports distributed workers and teams globally with platform-like flexible access. [21:23] Businesses shift to convenient offices near where people live to reduce commute strain. [23:30] RTO mandates are based on leaders responding to questions with data support. [24:00] 80% of Fortune 500 companies are becoming more distributed, often providing offices nearer to where people live. [25:22] Virtual onboarding and apprenticeships are effective supported intentionally with technology. [28:45] Workspace purchasing shifts from real estate to procurement, finance, and HR departments. [29:30] Many companies want offices which are convenient for the people they want to hire. [30:00] Organizations are focused on their balance sheet and being capital light and flexible. [31:54] IWG spends significant resources studying work design for customers and IWG employees. [32:48] Design investments encompass tech needs and usage and evolving user expectations. [33:52] IMMEDIATE ACTION TIP: To optimize work and location for outcomes, structure your portfolio, not your policy, and give people the best support for the jobs they are doing. RESOURCES Mark Dixon on LinkedIn IWG’s website Some IWG brands’ websites: Regus, Spaces, HQ workspaces The Hybrid Working Calculator white paper The Future of Work – A trends forecast for 2024 white paper QUOTES “Business people in general understood the value of capital light - focus capital on core business, not on peripheral activities. The value of service. The value of immediacy. I can just take it--the value of flexibility.” “Companies are understanding that they're in the job of supporting people to be more productive. That's the job. They're very focused on their balance sheet. They're very focused on capital light. They're very focused on flexibility.” “In a modern tech-facilitated world, you structure your portfolio, not your policy. It’s not a question of RTO or not—it’s about enabling the best support for the people for the job they’re doing.” “80% of Fortune 500 use us, and the majority of them are moving to a more distributed workplace.” “We used to deal with just property directors. Now we are talking to procurement, human resources. and to finance people.” “C
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    38 分
  • 146: Steven Puri - Redesigning Work Learning from Hollywood’s Proven Production Model

    146: Steven Puri - Redesigning Work Learning from Hollywood’s Proven Production Model
    2025/05/07
    Steven Puri, Founder and CEO of The Sukha Company and former Academy Award-winning CGI producer and Hollywood executive, shares his insights from movie production and experiences as a tech entrepreneur. Emphasizing applied learning, Steven offers strategic and tactical insights for designing remote and hybrid work, cultivating focus, and supporting fulfilled cohesive teams to reduce churn. Drawing parallels with the Hollywood model, he discusses project-based collaboration, individualized productivity rhythms, and creating environments that support deep, self-directed learning and growth. TAKEAWAYS [01:33] Steven shares how each beneficial life opportunity has come from unexpected “left turns.” [01:57] Early on, Steven balances interests in journalism and coding, influenced by his engineer parents. [03:42] At USC, Steven’s tech fluency gives him entrée to film during the shift from analog to digital. [04:30] Working on trailers and music videos, Steven connects with aspiring filmmakers and directors. [05:26] Independence Day needs digital effects launching Steven’s Hollywood experience producing visual effects for major directors and films. [06:49] Co-founding a company after Academy Award success, the team delivers for investors. [10:43] Returning to technology to have agency, Steven starts and raises money for two tech companies. [12:01] Reviewing failed ventures, Steven’s top learning is to listen more to others. [13:30] Recognizing the Hollywood production cycle has always operated in remote, hybrid and in-person phases. [14:50] How remote/hybrid/in-person phases of filmmaking offer insights for modern work design. [15:37] The principle about personal productivity is to find a dedicated place where your mind settles. [18:17] In film projects, separation of visionary and operational leadership roles is critical. [19:18] ‘Flow’ principles—such as feedback loops and daily metrics—enables continuous improvement. [20:42] End of day progress reviews in film production supports high-intensity teamwork. [23:32] Creative breakthroughs are enabled when the brain is distracted, not singularly focused. [27:07] Steven buys a friend’s startup’s code base to build upon the to-do list using Hollywood learning. [28:07] The Sukha platform is rooted in work design insights to enable deep focus. [29:55] The app improves focus by limiting overwhelm and breaking major tasks into sub-steps. [31:07] Sukha’s assistant adapts to personal styles—momentum-building or starting with difficult tasks. [33:38] Understanding your own work rhythms to optimize for deep productivity. [35:17] Sukha uses curated music and real environmental sounds scientifically tuned for flow states. [37:30] Timers and breaks prevent burnout and encourage brain recovery post-focus. [38:49] Feedbacks help users learn from distractions and track progress with real-time productivity scores. [40:08] Optional co-working “coffee shop” to share energy and foster community accountability. [41:06] Social facilitation theory supports the idea that seeing others work can increase your output. [44:41] A user describes how Sukha helps him be being present with his kids or lose the whole day. [45:46] The goal is not just productivity, but meaningful, self-fulfilling work that leads to happiness. [46:18] Steven renames the company “Sukha” - a Sanskrit word meaning happiness and self-fulfillment – which is his ultimate goal for people to achieve. [46:51] IMMEDIATE ACTION TIP: Cultivating self-fulfilled, cohesive teams reduces churn. If people are enabled to do great work, they want to stay. RESOURCES Steven Puri on LinkedIn The Sukha Company website Flow: The Psychology of Optimal Experience by Mihaly Csikszentmihalyi Deep Work: Rules for Focused Success in a Distracted World by Cal Newport QUOTES “That pulse has existed for a hundred years in film. It is very well respected. Here's what you do as a leader of these teams that are remote, hybrid, in person, hybrid, remote.” “Set your environment up properly—that’s one principle of getting into flow.” “The principle about productivity, even if you work from your home, have a dedicated place where your mind settles into, ‘oh this is where I focus’.” “You can only be as good as you want to be. We are just tools to help you be great. To do something that you're capable of. You have inside you something great if we can help you get it out. That's why I'm here.” “We want to evoke that coffee shop—that clubhouse of people all trying to write the next great script.” About creativity: “It’s always about the other thing.”
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    50 分
  • 145: Prithwiraj Choudhury - Designing Work Around People Not Places

    145: Prithwiraj Choudhury - Designing Work Around People Not Places
    2025/04/25
    Prithwiraj ‘Raj’ Choudhury, Lumry Family Associate Professor at Harvard Business School, shares insights from years of research included in his newly released book “The World is Your Office: How Working from Anywhere Boosts Talent, Productivity and Innovation”. As a scholar of geography, talent, and innovation, Raj describes real world examples to illustrate how decoupling location from labor creates options and opportunities for employers and employees. He explains the economic benefits of 'working from anywhere' models for local communities. Raj emphasizes practical hybrid frameworks and team-based decision-making to unlock innovation, enhance wellbeing, and support multigenerational workforces. TAKEAWAYS [01:40] Raj studies computer science and engineering but would have loved to study literature. [01:57] As a singer-songwriter, Raj discusses writing songs in Bangla and playing in a band. [02:47] Raj starting out at IBM and then starts consulting and travels the world. [03:19] Switching to academia give Raj flexibility and creativity to focus on research and poetry. [04:32] Raj becomes a migration scholar researching the match of distant talent with work. [06:17] Infosys’ hiring from small Indian towns revealed underutilized high-potential talent. [07:08] Challenging early-career postings develop superior problem-solving skills that boost Indian bureaucrats’ later careers. [09:05] Gen Z can benefit from digital nomad visas to travel and work globally and build connections. [10:25] “Work from Anywhere” enables a person to choose the town, city, or country to work in. [10:54] Raj stresses in-person connections so “working from anywhere” is often not working from home. [12:15] Tulsa’s remote worker program is a win-win benefitting individuals and the community. [12:50] Lower cost of living and greater community engagement make smaller cities attractive for remote talent. [13:51] Work from anywhere helps reverse brain drain as talent returns to or remains in smaller towns. [15:57] Raj frames three hybrid models for teams based on meeting frequency and venue flexibility explaining when “working from anywhere” is feasible. [19:33] Performance should be measured by work quality, not time, presence, or attendance. [20:16] Managers remain essential for setting direction and motivating teams—not monitoring activity. [22:33] Managerial span of control can increase with remote tools, leading to leaner organizations. [24:46] Generative AI can codify individuals' knowledge into scalable personal bots. [25:27] AI-driven bots can extend a person’s ‘human capital’ across time zones and workloads. [26:30] Questions arise about bot/IP ownership—e.g. who controls the bot if an employee changes jobs. [28:29] Bots can assist with non-personal tasks, but human connection remains essential for leaders. [30:41] Raj emphasizes in-person gathering benefits rather than debating where events are organized. [31:20] Research shows people cluster by identity at in-person events unless serendipity is engineered. [32:09] Shared transportation like taxis can build bonds across silos and increase connection diversity. [33:23] “Virtual water cooler” meetings with senior leaders improved intern ratings—but bias remained. [35:40] Raj’s book outlines Working from Anywhere: the business case, solutions for the challenges, and future possibilities. [36:27] Digital twins make work from anywhere possible for blue-collar roles such as in factories and hospitals. [37:30] Remote operation of facilities from centralized hubs is becoming feasible and more widespread. [38:40] Work from anywhere extends flexibility to all worker types, closing the white-blue collar divide. [39:55] IMMEDIATE ACTION TIP: Working from anywhere is the way to attract and retain talent nationally or globally. It’s a talent strategy, not a work arrangement. RESOURCES Prithwiray Choudhury on LinkedIn Choudhury’s new book “The World is Your Office: How Working from Anywhere Boosts Talent, Productivity, and Innovation” Research by Prithwiraj Choudhury Phone-er Tare Pakhi song by Prithwiray Choudhury Ekader Sohor song by Prithwiraj Choudhury QUOTES “Instead of moving the person, move the work. Let the person live where he, she or they want to live and just move the work to where the person is. So that's what I call ‘Work from Anywhere’”. “Performance should only be measured based on the quality of work and nothing else. So how many days people work, how many hours they work, how many meetings they attend, how many times does the manager see their face? All of that is irrelevant.” “The manager should really matter in setting the high level policy, setting the goals of the quarter of the month. And then really inspiring people to bring the best out and mentoring and coaching them, and acting as a problem solver.” “...
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    42 分
  • 144: Kamber Parker Bowden - Adapting Leadership for the Modern Multigenerational Workforce

    144: Kamber Parker Bowden - Adapting Leadership for the Modern Multigenerational Workforce
    2025/04/10
    Kamber Parker Bowden, Founder and CEO of Generational Performance Solutions, explains how leadership must evolve to integrate a multigenerational workforce in modern work environments. Kamber shares research insights and her personal journey that sparked her focus on closing workforce gaps and fostering cross-generational collaboration. To bridge differences, Kamber emphasizes clear communication, setting expectations, and empathy. She explores how different generations value flexibility, entrepreneurship trends, and side hustles’ appeal for younger workers. Kamber recommends building trust and supporting internal growth pathways to engage and retain younger talent. KEY TAKEAWAYS [01:42] Kamber shares her early dream of becoming a broadcast journalist before shifting paths. [03:32] Kamber’s first job in corporate insurance proves to be a poor fit and she doesn’t stay long. [04:24] Many of Kamber’s friends also leave their jobs after 18 months or less—why? [05:41] Common narratives of starting work after college and climbing the corporate ladder. [06:33] Lack of clear expectations and poor communication emerge as key reasons for early exits. [07:16] Despite good salary and benefits, Kamber leaves because of poor mental, physical and emotional health. [08:03] Taking a pay cut at a nonprofit which offers flexibility, Kamber develops her business on the side. [09:30] Companies often focus heavily on recruitment while neglecting retention and development. [13:48] Check which generational research to trust. [14:39] The issues of skills gaps as skills not being transferred sufficiently from experienced workers. [15:14] A feature of modern work is Gen Zs’ interest in side hustles and the Creator Economy. [17:31] The current lack of trust in the establishment and younger employees’ desire for fulfilling work. [18:24] Job satisfaction and career growth outweigh stability and recruiters become more aggressive. [19:36] How can organizations cultivate opportunities to entice younger employees to stay? [23:08] Millennials have a unique position understanding both older generations and Gen Zers. [23:51] Millennials reject being grouped with Generation Z. [24:23] Micro-generational differences shape unique experiences and perspectives. [25:01] “Entitlement” is best understood through generational context and upbringing. [26:45] Gen Z seeks in-person connection; Millennials look for flexibility and remote work. [28:06] Communication breakdowns arise when expectations go unspoken or unmet. [30:46] Data helps leaders understand generational change, trends, and frustrations. [31:56] Kamber asks leaders to consider the risks of falling behind if they resist adapting to change. [32:57] The importance of understanding senior professionals as well as younger workers. [34:38] Helping young and emerging leaders build bidirectional communication skills. [35:45] Recognizing people as individuals with different communication styles. [36:10] Kamber trains on respectful tech mentoring and basic professionalism. [37:42] Trust starts with understanding each team member’s communication preferences. [38:24] Asking about preferred communication methods can transform team dynamics. [40:03] Generation Z’s ideas of professional dress vary widely, so clarity is essential. [41:10] Kamber suggests sharing dress codes during hiring to avoid judgments and misunderstandings. [44:10] IMMEDIATE ACTION TIP: “To improve how you lead a multi-generational team, build trust, set clear expectations, and ask your team their top communication style.” RESOURCES Kamber Parker Bowden on LinkedIn Generational Performance Solutions website QUOTES “So many companies put so much effort into the recruiting and not as much on the growth, the development, the retention, the activation of talent.” “We rarely talk to any young professionals that either don't have a side hustle or don't have that interest.” “Trust is broken or never even begun. When there is a lack of clear expectations, when there is a misunderstanding, that typically leads to some type of disconnect. How you bridge that is truly through understanding how people communicate.” “If somebody is not fulfilled, even if they're getting paid what they want to get paid, but they're not fulfilled in other ways and there aren't growth opportunities, they will leave.” “We have to be what I like to call ‘generationally curious’ and I think that's a true leadership skillset.” “And I always ask [leaders] ‘what happens if you don't?’ Things are not changing, they've already changed. And so are you going to be ahead of the curve? Are you going to be ...
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    47 分
  • 143: Stephen Dooley - Solving for Flexibility: A Creative, Cost-Saving Business Travel Model

    143: Stephen Dooley - Solving for Flexibility: A Creative, Cost-Saving Business Travel Model
    2025/03/27
    Stephen Dooley is Founder of Roamr, a corporate travel accommodation platform built for distributed teams. Merging insights from trust dynamics and the sharing economy, Stephen explains how a personal pain point led to an innovative travel solution rethinking cost structures and workplace needs. He shares how listening to customer feedback evolved the initial concept into a fresh approach to business travel that—being empathetic and practical—supports flexibility, connection, and culture while delivering measurable impact for businesses and employees alike. TAKEAWAYS [01:22] Stephen studies commerce aligning early interests in business and entrepreneurship. [01:45] A year abroad gives Stephen an exciting experience and global perspective. [03:11] The year studying in the US sparks Stephen’s ambition and sharpens his interpersonal skills. [03:47] Graduate research initially focuses on financial technology and wealth management. [05:15] Stephen is interested in tech-related consumer psychology dynamics and adoption drivers. [06:25] The sharing economy reverses historical fundamental trust patterns and behaviors. [07:11] Younger consumers now influence their parents' tech-based adoption decisions. [08:34] Stephen takes a new role then the pandemic hits, requiring rapid learning. [09:28] A light bulb moment about new realities for travel, lifestyle and career compatibility. [09:47] A great workation opportunity is dashed by unaffordable accommodation. [10:42] Identifying remote work necessities reveal need for better infrastructure. [11:17] Location flexibility is widespread, but how to take advantage of new opportunities. [12:21] Societal tailwinds are behind Working From Anywhere and distributed work. [12:55] Roamr launches with an employee-focused offering home swaps for workations. [13:49] During customer discovery, many employers ask to apply the model to corporate travel. [14:20] Employees get alternatives to hotels, financially benefit, and firms save money. [14:52] Now business travel is more relationship-focused, so culture and collaboration benefits can outweigh reduced costs. [16:31] Travel expenses can be significant so more than 20% in savings is valuable. [17:09] Improved culture, engagement, and retention offer meaningful additional benefits. [19:21] More younger workers understand the Roamr concept and have much interest to connect and network. [20:09] Hosting income also helps employees towards meaningful financial goals. [21:04] Roamr aligns CFO cost savings priorities and CPO employee experience goals. [22:40] Global platform partners expand reach to over 100 countries. [24:31] Top talent understand their worth and if not offered flexibility will work elsewhere. [25:50] Finding the option(s) that work for each person—where is the middle ground? [28:08] Research revealed how taxi rides fostered long-term interactions. [28:46] Engineering connections by mapping users to have facilitated serendipity. [29:32] Adding personal networks to expand reach, connectivity, and flexible opportunities. [31:50] Employees can create and plan local events during work trips. [32:30] Visibility avoids missed connections among nearby remote coworkers. [33:15] Highlighting common interests to encourage sharing experiences while traveling. [34:11] In-person sales increase in relevance as AI outreach becomes oversaturated. [36:02] Commoditized business travel offers few incentives for employees to reduce costs. [37:15] Incentivizing smart booking combined with uplifts for culture and engagement. [37:47] Buffers in travel planning processes reveal hidden budget inefficiencies. [38:55] Roamr is a win-win choice – an optional, flexible alternative to hotels. [39:18] IMMEDIATE ACTION TIP – How can you think differently about business travel processes to avoid or reduce bloated costs? RESOURCES Stephen Dooley on LinkedIn Roamr’s website QUOTES “What if we could make work from anywhere, work from everywhere?”​ “It's a platform that helps companies save 30% on their corporate travel accommodation and we do that by paying employees instead of hotels.”​ “We believe that’s a way better way to build culture rather than a kind of team building awkward session in the middle of the office.”​ “So we’re not just saying we want to save money. We actually want to make the experience better, more intentional, more engaging.”​ “How do we find a way to give some flexibility, but also bring teams together and make it work?”​ “Everybody can send a million emails now. How are we going to stand out? How we're going to build those relationships?”​
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    41 分
  • 142: Kelli Lester - Leadership in Transition: Embracing Change, Vulnerability, and Feedback

    142: Kelli Lester - Leadership in Transition: Embracing Change, Vulnerability, and Feedback
    2025/03/14
    Kelli Lester is the Co-founder and Partner at Onyx Rising, a change management consulting firm. Kelli discusses how leaders can navigate uncertainty, empower their teams, and drive innovation. She highlights the importance of leaders’ vulnerability, adaptability, and inclusive decision-making in today’s evolving business landscape. Kelli draws from her experiences navigating mergers, workforce integration, and cultural shifts to offer insights for leaders wanting to improve workplace dynamics and foster meaningful collaboration. Kelli explores strategies for developing high-potential talent, bridging generational divides, and cultivating authentic leadership. TAKEAWAYS [01:50] Kelli studies communications to have her own TV show and develops her voice. [04:00] Working for the Mayor’s office, Kelli needs to understand the pulse of the community. [04:50] Kelli works at the Census Bureau exploring why people might not want to be counted. [05:54] The Mayor reinforces understanding and serving the community’s needs. [07:02] Mergers and acquisitions at Sara Lee reveal leadership challenges in cultural integration. [08:10] Required field experience to get promoted reveals assumptions that Kelli’s boss questions. [10:12] A human-centric leadership approach creates a more integrated company. [11:01] Transforming the talent review processes to increase transparency and fairness. [12:00] Layoffs can be done with empathy, when leaders speak the truth and are authentic. [14:20] Organizations often rely on external voices, such as consultants, to challenge leadership. [15:08] A colleague’s feedback helps Kelli adapt and improve team collaboration. [16:46] Leaders must proactively understand individual motivations and work preferences. [18:51] Modeling behavior as a leader is essential. [19:55] Organizational and personal “whys” drive lasting behavior change. [21:28] Self-awareness helps leaders recognize their thought process and expectations. [24:41] To create an innovative organization, it is vital to learn to seek and receive feedback. [26:23] Leaders benefit from actively seeking input from those who challenge them. [29:18] Psychological safety enables innovation and trust through vulnerability. [31:56] Exposure to different perspectives strengthens emotional intelligence in leaders. [33:40] Kelli’s leadership model focuses on exposure, inclusion, understanding, and disruption. [34:59] Leaders can disrupt exclusionary behaviors and outdated leadership models. [36:22] Many companies talk about innovation but lack true commitment. [37:01] Risk-averse industries approach innovation as a necessity rather than an opportunity. [38:16] Think tanks help diverse teams generate innovative ideas and solutions. [39:16] Younger employees’ adaptability supports problem-solving and innovation. [39:47] Innovation thrives when integrated into culture, performance, and reward systems. [40:08] IMMEDIATE ACTION TIP: Modern leadership traits include self-awareness, seeking, receiving, and giving feedback, and promoting psychological safety RESOURCES Kelli Lester on LinkedIn Onyx Rising’s website QUOTES "There isn't one way to lead. There are also two versions of the truth, right? Two truths can exist at the same time." "Leaders must involve multiple layers in decision-making for better outcomes." "We have to learn how to seek and receive critical or negative feedback." "Exposure to difference is critical. Many times, people are navigating the world thinking everything is set up the same way for everyone." "If you tell a leader, this is what good leadership looks like, you integrate it into your performance management, you have ways to reward that behavior, then you'll see more and more of it."
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    42 分