Let's talk Transformation : The business leaders podcast

"Great leadership is about extracting the potential from others"A brilliant dive into playfuness and leadership and how they can together help us to grow scalable and impactful businesses. Tracy and I have fun exploring how leaders can unlock untapped potential within themselves and their teams. A general lack of understanding of the impact leadership has influences performance - multipliers in the ecosystem and (accidental) diminishers in the ‘egosystem’, with huge blind spots. After all, leadership is about leading yourself first.Discovering the power of playfulness, self-awareness, and challenging limiting beliefs to drive growth can create a multiplier effect in leadership. Tracy and I go through actionable insights for founders and leaders seeking to transform their approach and scale their businesses effectively.Tracy shares her experience, insights and stories from working with founders and leaders across the world. The main insights you'll get from this episode are : -      After successfully scaling an international business – involving enormous highs and lows and major challenges – the realisation that insufficient attention had been paid to the people was a pivotal moment.-      Subsequent ‘treasure hunt’ in the world of coaching was based on asking: what helps people move to the next level and unlock latent potential? Settled on the field of leadership after reading about Liz Wiseman’s multipliers and diminishers.-      General lack of understanding of the impact leadership has - multipliers in the ecosystem and (accidental) diminishers in the ‘egosystem’, with huge blind spots. After all, leadership is about leading yourself first.    -      Leadership of self is crucial, and at different levels, e.g. self-awareness of what we do and think. Like a tree: the trunk is the strategy and actions; the invisible roots are the mindset and thinking, giving rise to the concept you hold of yourself (that influences your actions).-      The multiplier mindset is about extracting, expanding and leaning into possibility. Tracy has distilled six indicators of success:·     deep-rooted clarity·     conviction as the rocket fuel for challenges·     commitment to deepen resourcefulness·     trust as the invisible ingredient for belonging, productivity and momentum·     courage to look inwards·     playfulness (intense curiosity, radical open-mindedness, proactive experimentation) to dissolve fear and amplify the multiplier mindset.-      While developing the leadership scorecard, it was vital to intuitively include playfulness and get others to lean into it; to foster courage to overcome negative stories and a fear of failure; to look for alignment with vision and values (i.e. authenticity).-      The scorecard process is a continuum as opposed to a journey and the model works at different levels, starting with looking in the leadership mirror and understanding the feedback, also from others.-      Leaders must take ownership of the type of leader they want to be (as opposed to the vision) and also seek to bring out the best in others, often by staying quiet, asking questions and listening to the answers.-      Effective leaders give people space to reveal their (hidden) treasures and create psychological safety to permit playfulness. The ‘zone of genius’ is not static and is about more than just what we like to do and do well.-      So-called ‘weaknesses’ tend to be simply areas that have not been focused on; infinite potential requires curiosity to unlock – we must dismantle old beliefs, move forward and expand our zone of genius where we can add the most impact, e.g. by helping others expand theirs.-      ‘Let’s Play’ will be the title of Tracy’s book, two words that instantly relieve stress, shift energy, and challenge beliefs. We are taught to be logical, but logic can be detrimental to pushing boundaries and exploring, thereby limiting the power of imagination and possibility.Find out more about Tracy here : https://tracyclark.london/https://www.linkedin.com/in/tracyclarkcoach/

"All meaningful connection starts in the same way, with a meaningful conversation" Andrew and I delve into the world of purposeful, open conversation and the transformative role it can have in the way we communicate.We delve into his early experience volunteering with young people with disabilities, which led him to establish Dreams for Kids in 2009, enriching lives through sports. This journey, coupled with personal challenges like social anxiety and racial discrimination, fuelled his growth and adoption of Gestalt communication principles focusing on presence and authenticity.We explore the current global epidemic of loneliness and how to embrace social anxiety successfully for connection and more meaningful communication. Creating value based communities and building genuine connection through self reflection, intentionality and coming from a place of curiosity is key to enabling this transformation.Understanding these concepts can help us unlock purpose and counter bias and ingrained stereotypes. We focus on Andrew’s initiative to redefine masculinity - modern masculinity - and create a more balanced, open dialogue on emotions and the necessity for purpose and deeper work to create conditions where people can thrive. Constructive communication must detail agreements and define how they are practiced within an organisation.Andrew generously shares his experience and methodologies to foster deeper connections through meaningful conversations and reflection. By utilising resources for relational leadership and community-building activities, we can build intimacy and genuine connections within our teams, communities and families.The main insights you'll get from this episode are : -      Human communication, connection and purpose are everything: purpose is a commitment to the service of something greater than the self (as distinct from a calling, which is a unique lived experience used to serve the greater good).-      Based on the gestalt communication three pillars of awareness (authenticity, curiosity and presence), we must listen to our emotions and feelings - we can only expect other people to be themselves if we are ourselves.-      Healing = feeling, not suppressing our ‘broken’ or ‘incorrect’ parts and hiding them from others; being objective about authenticity means we can be ourselves wherever we are and whoever we are with.-      Social anxiety is a healthy response to life - anxiety often remains, but our response to it can change. We don’t control our first thought, but we do control our second.-      IICAN five-part framework for mastering (social) anxiety in high-pressure environments with a practical system to engineer a constructive response and social flow (flow state with people):·     Intentionality (intentional, conscious response to how do I want to be, what do I want to achieve)·     Introspection (quality of conversation determined more by context than content, consciously welcome our emotions, cognitive emotive loop)·     Curiosity (hyperawareness of self-consciousness giving way to being conscious about others, what do I want to know in the world)·     Authenticity (earn trust by telling the truth, objectivity with positive intent)·     Now (constructive existence in the present moment, understanding, listening)-      Flow triggers require equal levels of skill and difficulty, full presence, and intrinsic motivation as opposed to external factors outside our control, which give rise to TAR (tension in the body; anxiety in the mind; resistance).-      Challenge is part of leadership but there is always a way to respond with integrity: social communities/teams/cultures create a shared language to overcome reactivity and embrace responsibility for the common good.-      Constructive communication must detail agreements and define how they are practiced within an organisation, e.g. no gossip, values, constraints and exclusivity.-      Junto (named after Benjamin Franklin’s secret society) is a men’s leadership community to create dialogue and flow in socially taboo subjects and practice emotional enquiry.-      Authenticity is an emergent and cathartic way of communicating and it is culturally valuable for men to have a safe space - if we are unwilling to feel our feelings, they will ultimately run the show.-      Identity is the foundational motivator of behaviour and habit formation and very much (socially) conditioned - the quest is to help men ask big questions and have deep conversations.-      Where possible, we should aim to be catalysts for meaningful conversations - people crave depth and intimacy but don’t know how to do it; a leader should ask questions and create space for people to talk.Find out more about Andrew and his work here : https://www.itsandrewhorn.com/https://www.wejunto.com/https://www.instagram.com/itsandrewhorn/https://www.linkedin.com/in/andrewhorn/

“Academics and experience should go hand in hand for better experience : when you can feel, you can bring that feeling for that customer, and empathise much better.”A fun conversation with Vaishali as we explore the intersection of technology and human experience through a customer experience and collective intelligence lens. We discuss how to create meaningful customer experiences, by integrating emotions into CX using design thinking, and other tools to help forge deeper connections with customers. We explore the necessity to design tailored customer experiences through introspection, curiosity and empathy, and the importance of having diverse personas and perspectives to build relevant and inclusive experiences to adapt to the relevant business needs and goals. The foundations of self awareness and the power of visualisation are key to cultivating adaptability which is essential, and focuses primarily on understanding internal systems to manage external factors and experiences effectively.The value of collective intelligence and emotional connections in enhancing customer and employee experiences is a main pillar of our discussion. How can we intentionally create forums for support, care and learning to navigate & visualise challenges together, maintain neutrality, share perspectives and manage self-criticism for effective design & communication. Engaging with professional networks provides encouragement and reinforces growth & transformation in CX processes, methods and resultsVaishali shares her insights from her book CX5, her journey and her experience as she highlights the significance of emotions in customer experience desig and the importance of authenticity and empathy in understanding customer emotions.The main insights you'll get from this episode are : -      Career began at a startup early in life, with the opportunity to embrace chaos, build resilience and learn everything - subsequently combining academic study with hands-on experience resulted in excellent life/leadership skills. Found customer engagement attractive and after working on UX projects during COVID, moved into CX.-      It is important to integrate emotions into CX and the world of technology and be authentic – if you can feel what the customer feels, this facilitates empathy and thus more alignment with the ever-evolving experience (of design).-      It is good to mirror your design in the way you help clients as CX practitioners rarely have the opportunity to see the design first-hand in practice and the emotional validation is not face-to-face.-      To intentionally design DX, EX, CX, etc. requires tweaking the frameworks to suit both the people, the project and the business goals. The starting point is to sit with yourself, think it through and create/embody the persona(s), followed by a research/discovery phase to be curious and ask the right questions.-      The conscious inclusion required for CX means catering for all audiences by putting yourself in others’ shoes, and 360-degree thinking starts with knowing yourself. Consider the aim of the project and create a hierarchy based on business objectives.-      Set the right course by building a structure for your own thought processes so as to be able to design well; mix and match possibilities (for quick wins); be adaptable; and juggle the different yet equally weighted CX disciplines.  -      We must stay neutral in ourselves and for operationalisation - when constantly designing, the default thought process is to refer back to previous projects, but this limits capacity for creative thinking. A clean slate is required to be able to leave our comfort zone for the benefit of customers.-      Visualising things outside of our heads is important as we tend to overthink; this can help us translate our thoughts into tangible concepts for stakeholders. We must then ask stakeholders for their requirements/feedback to create an aligned vision for the CX.-      Support from other CX professionals is vital: it relieves pressure to share the burden and offers reassurance to hear from others in a similar position - community gives a feeling of hope to create something that is both bigger and of value.-      CX involves many silent battles that require self-discipline and decisiveness from the designer. We must have the courage to take the first step and be ourselves – the noise around CX can be overwhelming, but the difference is you.Find out more about Vaishali here : https://www.linkedin.com/in/vaishalidialani/ 

The easiest time to build your status is when you don’t need anything from somebody..Are you ready to transform your career journey with science-based strategies? What if it wasn’t about power but about status ? A fun & candid conversation with Alison about how as women we can move out of frustration and into personal agency and results in today’s workplace. Navigating the complexities of the workplace can often feel like an intricate dance, especially for women striving to make their mark and navigating status and the use of status can be useful here. Alison & I discuss facing these challenges by understanding the dynamics of status, power, negotiation, and influence, and understanding what it means for us as individuals. We particularly explore the importance of status—rooted in both titles and personal qualities—for success and well-being, as well as fostering genuine networking and the concept of “assertive warmth” to gain respect through a blend of care and competence - being a likeable badass ! But how ? Authenticity and strategy can coexist harmoniously : Imagine having a playbook that teaches you how to be both kind and assertive right from the beginning of your career - without compromising who you are, what you think or your intrinsic value base. Likeable Badass is full of actionable strategies for building and communicating your authentic self more strategically and more effectively. These strategies work across different contexts and scenarios and give you the flexibility to adapt to every situation - you may find you are already doing some of them without realising ! Alison shares her stories, research and insights into how to intentionally craft being assertive and likeable and how to recognise your contributions without waiting for formal acknowledgment. I loved this book, an absolute must read for all women leaders !The main insights you'll get from this episode are : -      Applying the science of human beings to work applications within the framework of organisational psychology and behaviour, in particular to help women, given that the workplace for women is not the same as it is for men.-      Success depends on influencing people and fundamental to this is the importance of status, a label that affects everyone but without us necessarily understanding what it is and knowing how to manage it strategically.-      Status is the respect and regard others have for you and can derive from many channels other than category, title, position or power - we must understand the science of respect and then act with authentic intention.-      Status is a non-negotiable basic human need as life is better when you feel respected; status decisions are not random and we must convince others that we are caring and capable and demonstrate this with authenticity. -      Assertive warmth is crucial: Are you good at what you do? Organised? In control of your environment? Confident? But are you also other-oriented and warm? Both are needed to convince people and earn respect, and women often feel that they can’t be both.-      Dual promotion is about celebrating your successes while shining a light on others at the same time – the concept of ‘other promoters’ is backed up by science and is particularly relevant for women in terms of caring and connecting.-      Science gives us a label for what women are already doing and provides women with a space to dial it up and help others; one effective way is via fractal mentoring, involving a diverse group of different mentors.-      Women tend to hoard ‘status miles’ – in the sense of air miles – instead of using them, but status is a resource to be used like any other to build respect and leverage it for the better.-      Status is also a finite resource, and we must be discerning about our behaviour – whilst it can be rebuilt, it can also be lost, and we have personal agency over the use of our resources.-      The cultural and generational differences between behaviours require awareness and we must know our audience if we are to:·     Understand the game, i.e. break down the science of status by framing it as a problem-solving activity approached with a playful attitude.·     Master the plays, i.e. knowing that our status is also built by what other people say about us, and we can act intentionally to boost this by promoting others first (principle of reciprocity).·     Coach others – always offering a space for others to listen and support their growth-      Everyone has something to offer, and we must start building status from the outset – being authentic and strategic are not mutually exclusive.Find out more about Alison and her work here : https://alisonfragale.com/https://alisonfragale.substack.com/ (newsletter)https://www.linkedin.com/in/alisonfragale/https://www.instagram.com/alisonfragale/

"More than 95% of the strategies that comes across my desk are highly dependent on cross functional work. The ability to execute cross functional things will be a question of competitive advantage"Johan and I delve into the world of strategy and execution and how to obtain aligned results. How do we ensure alignement when executing strategy in the digital business landscape ? What effect is AI having on these strategies and operations ? We discuss the need for simplified methodologies inspired by Agile practices and the fact that despite technological advancements, current strategic processes remain manual, necessitating better use of data, A/B testing, and AI for automated reporting and enhanced strategy execution. Executing strategy effectively is about refocusing on what matters – strategy must be simplified for busy managers to aid implementation, given that the CEO/strategic process is far less digitised than other parts of organisations.Digital tools enable frequent monitoring and adjustments, moving away from infrequent reviews, while transparency in communication aids progress tracking and alignment. Storytelling is crucial for connecting strategy formation with execution during digital transformation and successful execution requires stepping out of the overwhelm, narrowing initiatives and effective resource allocation.  ‘Future’ trends in strategy execution are happening now thanks to AI. We discuss how AI helps leaders focus on strategic activities, identify key initiatives and analyse unstructured data. AI also offers help for reactive leaders by providing meta data to suggest activities and support priorities and by creating space for senior leaders to make quality decisions, keep across operations and empower their teams.We explore the critical role of proactive leadership in connecting operational practices with strategic discussions. By translating concepts like digitalisation and sustainability into actionable projects, organisations can achieve clarity and accountability in their initiatives. Think about how your organisation is adapting to these challenges and where the pitfalls are for you. The main insights you'll get from this episode : -      Executing strategy effectively is about refocusing on what matters – strategy must be simplified for busy managers to aid implementation, given that the CEO/strategic process is far less digitised than other parts of organisations.-      Moving from strategy to execution requires a good methodology and the model is shifting due to behavioural responses and the inability of the C-suite to give strategy meaning and make it actionable.-      The fast-moving external environment requires agility, but agile has become too binary for the complexity of the topic, which involves two major phases: strategy formation and strategy execution.-      Strategy formation tends to be overambitious, and management consider engagement with strategy execution too low, but from an external point of view, it starts at the top with a failure to prioritise and take a cross-functional view.-      A good strategy formation process is both top-down and bottom-up – good ideas combined with management responsibility – but digital acceleration can be a distraction and dilute strategy.-      The real value of digitalisation is the ability to aggregate deviations to a higher level where they can be resolved quickly and enable faster follow-up – simply ‘beautifying’ the process does not help.-      AI offers help for reactive leaders by providing meta data to suggest activities and support priorities and by creating space for senior leaders to make quality decisions, keep across operations and empower their teams.-      Incentive structures do not optimise for strategic aspects as it is the companies that execute well and quickly that will have a competitive advantage, despite not having the most innovative products.-      In terms of strategy execution, there are four key elements: most important goals (starts with the management team); strategic initiatives (big bets); key activities (how to support initiatives); and regular strategy standups (debriefs, stating commitments).-      Assessment can be used as a tool to gain different perspectives on execution, e.g. a structured interview with the CEO; looking at the management team; setting up initiative teams with milestones and cross-functional planning – different personas have different levels of resistance.-      ‘Future’ trends in strategy execution are happening now thanks to AI. Beyond that, there is a trend towards cross-functionality across the board and shorter strategy horizons coupled with new paths to reach goals (quickly), alongside the digitalisation of all roles to create value.-      AI for its part will improve the quality of plans, capture unstructured information and measure sentiment; ‘analogue CEOs’ must make way for change makers, given that digital proficiency in the C-suite correlates to financial performance. Find out more about Johan and his work here : https://www.linkedin.com/in/jgronstedt/?originalSubdomain=se https://podcasts.apple.com/gb/podcast/the-execution-revolution-with-johan-gr%C3%B6nstedt/id1777413166https://open.spotify.com/show/1b3wspOi3VqmVYUzlhtwgrhttps://music.amazon.co.uk/podcasts/3dea6d85-6d46-448f-988f-1f0dfb8c6fb9/the-execution-revolution-with-johan-gr%C3%B6nstedt .

“Empathy flows both ways and it’s not just the leader’s job or the organization’s job to show empathy.”In today’s rapidly evolving business landscape, one quality stands out as both a humane virtue and a strategic advantage: empathy. Maria and I delve into the dilemmas surrounding empathy and empathy in leadership, which are powerful tools for fostering engagement, innovation, and customer loyalty while simultaneously boosting retention and revenue.We discuss the multifaceted nature of empathy by distinguishing between cognitive empathy—understanding another’s thoughts—and emotional empathy—connecting with their feelings. We also discuss common misconceptions about empathy, which can lead to burnout and ineffective leadership. We go back to the necessity for human connection to create meaningful relationships and workplaces. Empathy is about connection - understanding other people’s thinking better can result in compromise and fruitful discussions – and can leverage healthy challenge. both these things are necessary for innovation, productivity and ultimately competitive advantage. Both employees and leaders share the responsibility of navigating workplace challenges with empathy, especially in hybrid settings. Personal agency, self-awareness, and decisiveness are vital, and as automation increases, the relationship between empathy and AI becomes more pertinent. Leaders must continue to develop human skills like emotional intelligence to remain relevant. Maria shares her insights, models and experience of leading with heart and head—because empathy isn’t just about understanding; it’s about building a brighter, more connected future !The main insights you'll get from this episode are : -      What is empathy? At work, an accessible definition is the ability to see, understand, and, where appropriate, feel another person’s perspective and use that information to act with compassion.-      Compassion is empathy in action: it is not always necessary to feel, we can use cognitive empathy to imagine what others are feeling. This can then lead to emotional empathy, i.e. experiencing an increased heart rate when feeling someone else’ anger.-      Empathy at work should be seen as a means to gather information – to understand the context and move forward with the right step, e.g. making an informed decision by listening.-      The common misconceptions for leaders are that ‘doing empathy wrong’ means that it goes astray and there are no benefits – it is not about being nice or caving in to unreasonable demands but about balancing decision-making and supporting other people.-      Empathy is about connection not conversion - understanding other people’s thinking better can result in compromise and fruitful discussions – and can leverage healthy challenge.-      There are five pillars of effective and empathetic leadership: self-awareness, self-care, clarity, decisiveness, and joy. Leaders must recognise their blind spots, emotional triggers and patterns and understand the difference between self-care and self-maintenance to resource themselves and react well.-      Empathy centres on balance, but the work/life balance is a myth – it is more of a work/life integration, constantly adjusting on different levels: ‘either or’ leadership in terms of efficiency vs. empathy is also a myth as it is not a binary phenomenon.-      Clarity paves the way to empathy in that leaving a team in limbo, unsure what they are doing and where they are going, is unempathetic; things must be clearly defined; candour must be kind; and feedback constructive.-      Covid proved that some people are at their best outside an office; calling people back in to the office means that employees must understand where leaders are coming from - empathy flows both ways and all parties have personal agency.-      The art of decisiveness is to solicit multiple points of view and synthesise them swiftly to make a decision; joy is about leaders making room for levity when work is hard but not putting pressure on themselves to generate it.-      AI taking on automated tasks that do not require human skills means that in the future of work, leaders must build the human skills that AI cannot replicate – their value as a leader will go up exponentially if they build empathy.-      Empathetic AI can be used to combat loneliness or replicate counselling by recognising tone, speech patterns, etc. but humans with such skills are required to put these programmes in place.-      Balancing the human/AI connection will make us more efficient; AI makes too many mistakes, and human behaviour is too nuanced, therefore AI must be augmented by humans – AI cannot replicate human connection, but it can help with a lack of resources.-      Transformative experiences involve holding a mirror up to our own challenges and strengths, testing our resilience, and constantly learning. We must recognise that empathy is a strength not a weakness - we are all born with it, but the empathy muscle might have atrophied.Find out more abut Maria and her work here : https://red-slice.com/the-empathy-dilemma-book/https://www.instagram.com/redslicemaria/https://www.linkedin.com/in/mariajross/ 

"You must really develop the muscle for resilience because you will need it"Resilience is a key leadership ingredient in today's complex world, whether you are inside or outside an organisation, however, for women in the business world it is even more important. Kelley and I explore invaluable insights into navigating these 2 paths of intrapreneurship and entrepreneurship, especially for senior female leaders in tech. Entrepreneurship requires resilience, resourcefulness, effective problem-solving, and a strong sense of self-belief. Women often face additional challenges, yet they can draw strength from perseverance and intentionally building and nourishing their support systems. Kelley’s successful acquisition by ServiceNow exemplifies how AI skills can benefit companies globally, and we discussed the need to passionately advocate for women supporting one another, and helping other women rise daily. AI’s potential to enhance diversity and inclusion by focusing on skills rather than backgrounds is a crucial takeaway. Organisations must adapt to recognise diverse capabilities for equitable advancement. Generative AI offers a promising future by enhancing human creativity and potential, urging us to align with core values for impactful change.Kelley shares her own insights and learnings, and her vision for a future where women in tech are empowered, and innovation knows no bounds! The main insights you'll get from this episode are : -      Intrapreneurship is about developing and innovating from the inside - the pros are having an immediate lab, a captive customer, funding and resources, and speed of trust. The cons are having less time (due to the day job), encountering resistance to internal change, and only having the existing resources.-      The cons of entrepreneurship are that it is scary, lonely and offers no safety (net) or support. It requires key skills from both personal and professional life, i.e. resilience; resourcefulness; vision; aggression; creative problem-solving; humility; an ability to listen, influence, and persuade; charisma; be an inspiration for customers, investors and employees; be well networked.-      Overcoming multiple rejections and setbacks requires a strong belief in yourself and the project/purpose. Senior female leaders and tech founders do not generally receive validation or recognition from others so must be self-driven.-      A female leader needs a personal ‘board of directors’, i.e. a group of people they trust, can be vulnerable with, and who can offer skills and advice. Women must help each other in the corporate environment through mentoring and opening doors (build networks by maintaining relationships, having a genuine interest in people, investing the requisite time and effort).-      Women are socialised to find the win-win via empathy, sensitivity, and incorporating others’ needs – they sell a solution rather than a product, often addressing major problems in society, e.g. medical, social, or economic issues, motivated by the meaningful impact.-      A frustration with the lack of software to solve HR problems was the reason for building a solution to transform the workforce using AI to make the invisible visible by removing bias and focusing solely on skills. This connects leaders with underrepresented categories and also fosters diversity and inclusion.-      Transcending bias creates a more level playing field and counters systemic bias. Organisations must change rapidly but people have hidden skills and are boxed in by their roles. Generative AI is a gamechanger in that it can unleash human potential and creativity.-      AI has gone from diagnostic to predictive to generative; the next step is a gentech AI – with bots completing tasks – and an opportunity to look at what is uniquely human, how we add value as humans in the loop, and how it can make us more creative/generative.-      Resistance to AI will recede if we understand human motivation and the strategy/core values of the organisation, and are willing to address structure, governance, leadership and people and make the necessary changes.-      The best approach to transformation is to create a guiding coalition within the organisation that is committed to the change, and then operationalise it. Build the energy first, find the right people and then use tech to extract the good.-      Women can have it all but not all at once – the rallying cry is to never stop learning, look for a way to help a woman every day, and believe in themselves.-      Vision for women in tech in 2030 – women being brave to change the world, being funded as male-led ventures are, and having more female innovators (either on the inside or outside).Find out more about Kelley and her work here : https://kelleystevenwaiss.com/https://www.amazon.com/Valley-Girls-Lessons-Founders-Silicon/dp/B0CN2G9B97/ref=sr_1_1https://www.amazon.com/Inside-Gig-Boundaries-Unleashes-Organizational/dp/1928055605https://www.linkedin.com/in/kelleystevenwaiss/ 

"The vision is creating a world where great experiences and safety work together"Peter and I discuss the possibilities of creating a different, smoother approach that seamlessly integrates AI solutions without compromising the convenience and comfort of the user. The exponential speed of tech is disruptive, so a people-first approach is essential to provide a tech solution that does not cause any unnatural change to behaviour or the way we live and does not interrupt the flow of the day. We explore a more focused market approach, where solutions are tailored to meet the specific demands of users, especially in a post-COVID world where hybrid work models are becoming the norm, and hitting the crucial balance of enhancing security measures without sacrificing user convenience. We need to challenge outdated protocols in schools and airports by advocating for a seamless, human-centric approach.Our conversation also highlights the importance of aligning marketing strategies with customer expectations and adapting training materials to meet generational shifts. By putting the customer first, especially during economic downturns, companies can successfully navigate challenges and emerge stronger. Companies must also be willing to disrupt themselves so as not to be out-innovated by others who build loyalty along the way - different generations have different requirements, habits and expectations.Peter generously shares his insights from leading high growth technology businesses and digital transformation initiatives, particularly into how AI is not just modernizing security but transforming it into an experience that aligns with the expectations of today’s world. The main insights you'll get from this episode are : -      Physical security technology lags behind other technologies; Xtract One as a leading AI-powered tech company is bringing the physical into the digital to create a transparent, frictionless, non-invasive experience.-      The exponential speed of tech is disruptive, so a people-first approach is essential to provide a tech solution that does not cause any unnatural change to behaviour or the way we live and does not interrupt the flow of the day.-      Technology such as airport security has failed to catch up due to its long sales cycle (in addition to factors of governance and bureaucracy). It must be familiar but make life easier and invisible but make the system more efficient.-      It is imperative to talk to customers about their needs and priorities, and to fit the solution to the business, i.e. the idea must reflect the reality by finding the problem first and working backwards.-      Complex security situations (e.g. multiple sites) must adopt a digital solution as the start of the digital transformation journey with a mindset of continuous use of tech to continuously innovate the guest experience in order to stay ahead.-      The approach must be customer-first over invention-first: hyperfocus (with the potential to pivot afterwards) and leveraging data (also internally) to improve the experience and open the door to infinite scalability.-      The future of the guest experience is a safe environment - large venues obtain vast amounts of data and must use it to give the guest a better experience by reducing the negative experience and rewarding ‘good’ guests.-      Xtract One’s platform makes it safer and easier to navigate the end-to-end guest journey by innovating with integrity: this means being transparent with customers and explaining in detail what products/solutions don’t do.-      The physical security industry demands zero risk in the event of system failure, which is why third-party testers verify the products and deploy leapfrog innovation where tech can remove roadblocks.-      Xtract One employees build a culture of trust with customers and act as a type of concierge by understanding customers’ real-world problems; in terms of their experience, employee are regularly surveyed for their passion for what they do.-      Sustainable high-growth scaling requires the willingness to say no; growth takes up time, resources and investment but with no guarantee of success - although counterintuitive, leveraging the current position is best for hypergrowth.-      Companies must also be willing to disrupt themselves so as not to be out-innovated by others who build loyalty along the way - different generations have different requirements, habits and expectations.Find out more about Xtract One here : https://xtractone.com/

"Life doesn’t get easier, you handle hard better"Alan & I delve into the world of self awareness and personal growth. It all began with a moment that could have been his last. After a life changing car accident, which propelled Alan into a journey of self-discovery and growth, Alan shares how his experience at Cognex highlighted the dual-edged sword of industrial automation: while it propels personal success, it also challenges job availability for other workers. We explore how this moral conflict fuelled his mission at Next Level University to empower individuals with free, open source personal development resources to allow people to take themselves to the next level of who they are.We discuss using learning sciences to alleviate ignorance-induced suffering, and the importance of awareness, commitment to growth, and the harmony of team dynamics. In a world that often celebrates overconfidence, alongside gathering knowledge must be humility and self-efficacy - leaders often have external self-efficacy but less internal self-efficacy. We must keep the balance between external achievements and internal fulfillment, encouraging ongoing effort and intentionality.Alan shares not only his personal journey, but also his insights and methods from working with people all over the globe, to help them transform into a fulfilled version of who they really are. The main insights you'll get from this episode are : -             The rise of industrial automation will take jobs from the growing population of less educated people; therefore, retooling is necessary and the NLU aims to empower people to create their own jobs.-             It is free to attend and offers resources and opportunities for those willing to put the work in to grow themselves and their business, reach their potential and create a brighter future.-             It is a big ambition with a mission statement, core values, metrics, subjects, and vehicles to achieve it, based on self-awareness being a necessity, not a luxury – if we are not part of the solution, then we are part of the problem.-             The root cause of human suffering is ignorance and apathy, i.e. we don’t know (enough) or don’t care (enough); we must learn and find our purpose, caring deeply (enough) to fulfil our true potential.-             Alongside gathering knowledge must be humility and self-efficacy - leaders often have external self-efficacy but less internal self-efficacy; after all, ‘life doesn’t get easier, but you handle hard better’.-             There is always a percent error (that requires underlying contingency plans) but being right increases with age – we are never fully right but we become more and more right, and more right than others.-             The challenging duality of knowing more than others but less than there is to know requires vulnerability and radical humility – we must be able to hold two different ideas simultaneously, as decisions are not always binary.-             A good modus operandi can be to reverse engineer problems, understanding the calculations that go into decision-making. Comparing self-driving cars with human beings, both need:·     Accurate current location, i.e. self-awareness·     Accurate destination location, i.e. a goal·     Accurate terrain, i.e. direction-             Humans are wired inaccurately through education, society, etc. and rewiring our thinking helps us make better decisions and be more successful, but this requires accurate data.-             The subconscious and unconscious brain are much more powerful than the conscious (=intuition); the cognitive function tends to dominate but we must develop all four parts of ourselves, i.e. physical, mental, emotional, and spiritual.-             Most people can benefit from working on their inner self - either with a coach (future-oriented, goal-led, external) or a therapist (internal, learning from the past, identity) – to acquire data for consistent re-evaluation.-             Our blind spots internally and externally require illumination from people we trust – people who care more about our potential than our feelings (e.g. coaches, mentors, therapists).-             NLU operates an intuitive system for assessing potential students based on eight characteristics: unstable, naïve, manipulative, entitled, delusional, significance-driven, arrogant, immature – a high score results in non-acceptance.-             The system is based on the experience that actions can lie as well as words, and people can fake most things - such learnings come from pain, suffering and failure, but it is also very empowering.-             A growth journey involves moving from victim to villain to hero to guide; ultimately it is a quest to be successful externally and fulfilled internally – long-term, this requires fulfilment to take priority over success, but very few people achieve both.-             Another strategy is to move from the ‘doom loop’ (if you don’t believe, you don’t invest, and you don’t get results) to the ‘success loop’ (a learning loop with five stages: humble curiosity, implement, reflect on action, learn, improve).-             Chasing the dream is the dream and easy is not the goal – comfort and growth do not coexist, and we must grow and contribute beyond ourselves if we are to find meaning in life: ‘push outside the comfort zone, toward potential, but not out of integrity’.Find out more about Alain and the Next Level University here : https://www.nextleveluniverse.com/next-level-university-podcast/https://www.nextleveluniverse.com/https://www.instagram.com/alazaros88/https://www.linkedin.com/in/alanlazarosllc/https://www.facebook.com/alan.lazaros

"playfulness and adults is very under researched and under utilised in organisations to help people to thrive..."Elrika and I have a great conversation about the power of play and playfulness in creating workplaces where people and performance can thrive. Light-hearted practices enhance empathy and shared experiences, and despite challenges in remote work, maintaining playfulness is possible in virtual meetings. Playfulness is often undervalued in adult contexts, yet it’s crucial for brain function, creativity, and performance. We explore the cultural sensitivities around play in the workplace as well as the neuroscientific processes as work. Technology and digital can also be used to leverage play in the workplace and leaders who dare to incorporate playfulness can create more collaborative, creative, and resilient workplaces, and enhance human connection.Techniques like Lego Serious Play are more than just child’s play; they are strategic tools for inclusion, creativity and balance, even at the highest levels of management.Elrika shares her research, insights and experience from working with organisations and leaders around the globe on 'how to play' seriously and to enhance the bottom line business results. The main insights you'll get from this episode are : -      Playfulness in adults is important for thriving although sadly scarce. Research into playfulness and its effect on the brain shows that play is rooted in our brain chemistry, so it is part of all of us but not nurtured in all of us.-      An agile world requires us to consider the whole human and embrace our roots of being playful. One definition of play is the playful onion: play is on the outer layers we can see, playfulness is on the inner layers we can’t see, and the playful centre is where we find compassion, warmth and imagination.-      The LEGO Serious Play approach allows us to learn from each other’s models and gives us time to reflect on the results, which enables introverts and extroverts to play along by creating a safe space and catering for all personality types – it is overarchingly collective but facilitates individual input.-      It builds skills, increases challenge, enables flow and does not assume that leaders have the answers – rather that everyone has the answers. Neurologically, thinking and talking use only the frontal lobe of the brain.-      The hand-brain connection relaxes people enough to listen and be creative and using more of the brain increases divergent thinking. LEGO stimulates multiple processes simultaneously, releasing serotonin (excitement about the process), dopamine (completing the task) and adrenaline (the urgency of the task).-      In a safe environment, it is possible to build something and break it again, enabling us to fail together and building team cohesiveness. Playfulness in the workplace can also address stress and burnout challenges, providing a feeling of safety to experience emotions: ‘If I can laugh with you, I can cry with you’.-      Playfulness creates safety, but safety is required to play – this reciprocity needs respect, clear boundaries, and space for exploration and engagement; it allows us to bring our personalities to work, and be less afraid of who we are, and of imposter syndrome.-      When using play for leaders in organisations with a clear hierarchy, it is important to understand different levels of play and playfulness; sometimes apparently serious people are playful (NOT silly – this is a clear and significant difference).-      The Proyer approach of OLIW – other-directed, light-hearted, intellectual, whimsical – is good for agile leadership and is helpful when it comes to adapting play and playfulness to build leadership and integrate play into busy work life.-      A box of LEGO is not playful per se – it is metaphorical and a comfortable tool for neurodiversity, for example. It is not about the toy, but about the story; the toy is just the vehicle, and a simple approach creates time for things to arise.-      There are national cultural differences vis-à-vis playfulness that can be very culture-specific and delicate, involving power dynamics and offensiveness, for example. There must be simple conversations to define fun, work, and fun at work. Other ways in are mindfulness meditation/relaxation/imagination.-      The language and tools of play are very significant dependent on the culture – they must be appropriate but different from the norm. It is helpful to remember that the opposite of play is depression, not work – without play we shrink and spiral downwards.-      Hybrid working gives no outlet to let off steam – the workplace needs something inclusive that can lift spirits, e.g. Jenga, holding meetings outside, jokes on post-it notes, to find levity and air in the space.-      Although playfulness is innate, people often lack confidence and worry about permission to play - openness to play depends on the leader and the setting. Making the leader the play assistant can reduce resistance.-      There is generally more resistance at the top of an organisation; C-suite with C-suite will play together, but with different levels it is much more difficult - a level playing field is required to foster experiential inclusion.-      The transformative power of playfulness is that it brings people together and builds community. Sharing play is a touchpoint and creates empathy across the ecosystem. In fully remote scenarios, toys can be used on screen (e.g. building LEGO together) as well as technology (AI), for digital to enable human.-      Giving people something tangible for connection and creating a sense of belonging is important in the digital age. This might involve:·     sending team members something in the post·     a timed five-minute magic circle – leaving all worries outside it – to elevate our play levels and be a little uncomfortable and playful outside our comfort zone·     being invited to write ridiculous answers to a question, pushing our brains to think outside the box for a limited time.Find out more about Elrika and her work here : https://www.linkedin.com/in/elrika/?originalSubdomain=uk