• 627: How Overworked Leaders Can Find Peace Again (with Dr. Guy Winch)
    Feb 11 2026
    Dr. Guy Winch explains why we must treat emotional injuries with the same urgency as physical ones. "We ruminate, we beat ourselves up, we criticize ourselves, we think we're weak… and we end up compounding the emotional injury." He introduces the idea of "emotional first aid" and why we need a psychological toolbox to stop that downward spiral. Guy breaks down the difference between how we respond to physical pain versus emotional pain. "We go to the medicine cabinet for a physical injury, but we have no cabinet for emotional injuries." He explains why we must learn emotional hygiene: "The injuries don't just go away." We also discuss how emotional neglect works and the long-term consequences of unacknowledged wounds. "The mind does not heal itself. The mind broods." Finally, Guy offers a new model for how to respond when people open up to you emotionally. "Start with compassion. You can offer logic later." Key Insights: Insight 1: "We ruminate, we beat ourselves up, we criticize ourselves, we think we're weak… and we end up compounding the emotional injury." This explains why emotional pain often intensifies over time without care — because we engage in harmful self-dialogue instead of healing practices. Insight 2: "The mind does not heal itself. The mind broods." Guy challenges the myth that emotional wounds naturally heal. Without intervention, the mind tends to replay and deepen the pain. Insight 3: "We go to the medicine cabinet for a physical injury, but we have no cabinet for emotional injuries." He contrasts our well-established responses to physical pain with the absence of tools for emotional distress — and why this gap needs to be closed. Insight 4: "Emotional hygiene is about treating those injuries when they occur and trying to prevent them in the first place." He introduces emotional hygiene as a proactive and reactive strategy, just like physical hygiene protects against illness and injury. Insight 5: "Start with compassion. You can offer logic later." This is a clear framework for responding to others in distress — showing why empathy should precede problem-solving. Action Items: "Start with compassion. You can offer logic later." Use this sequence when someone shares emotional pain. "The first step is to recognize the injury for what it is." Acknowledge when you've been emotionally hurt. Label it. "Would I say this to a friend? If the answer is no, then don't say it to yourself." A reframe technique to interrupt self-criticism. "You don't take one antibiotic and stop. You have to do the course. It's the same with emotional first aid." Practice emotional tools consistently, not just once. "Rumination is like a psychological infection. And so what you need to do is stop the infection from spreading." Interrupt rumination cycles early. "You have to override your own instinct." Emotionally healthy responses often require pushing against our natural urges to withdraw or self-blame. Get Mind Over Grind, here: https://tinyurl.com/49mshdmv 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
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    52 minutos
  • 626: BCG Henderson Institute Senior Director Adam Job on Growth and Strategy in Uncertain Times
    Feb 9 2026

    Adam Job, Senior Director at the BCG Institute and leader of its strategy research, offers a clear-eyed examination of growth, uncertainty, and value creation in today's business environment. Drawing on long-term empirical research, he explains why growth remains the primary driver of value over time, while also outlining why it has become structurally harder to achieve amid geopolitical tension, demographic shifts, affordability pressures, and changing political priorities.

    The discussion moves beyond slogans and focuses on decision-making under uncertainty. Job explains that politically driven risk differs from other forms of uncertainty because corporate responses can amplify consequences, both economically and reputationally. He introduces a small set of strategic postures, making a bet, defending the core, waiting while preparing contingencies, or building a portfolio of options, and explains when each is appropriate.

    Key insights from the conversation include:

    • Over long horizons, roughly three-quarters of total shareholder returns are driven by growth, making it essential not only for valuation but also for talent attraction, innovation, and organizational morale.

    • Many executives systematically underinvest during uncertain periods, even though research shows that companies making selective big bets during uncertainty often outperform peers who pull back.

    • Political risk is uniquely reactive: corporate actions can escalate or de-escalate outcomes, requiring leaders to distinguish carefully between short-term noise and durable structural shifts.

    • AI can expand the range of ideas and speed of experimentation, but growth depends on disciplined selection, testing, and scaling, not idea generation alone.

    • When growth is not available, some firms can still create value through asset-light models, premium positioning, vertical integration, or reducing earnings volatility, though these paths are limited and not permanent substitutes for growth.

    Job also addresses the cultural and organizational conditions that enable prudent risk-taking, including leadership signaling, incentive design, preparedness through scenario planning, and mechanisms that counter herd behavior. He emphasizes that resisting the instinct to retreat during uncertainty often requires deliberate structure, not individual courage alone.

    For senior leaders navigating volatility, this episode provides a grounded framework for thinking about growth, risk, and value creation without exaggeration or false certainty. It offers practical guidance on when to act, when to wait, and how to preserve strategic agency in environments where the future is unclear.

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    56 minutos
  • 625: New York Times Bestselling Author and Navy Seal Advisor Daniel Coyle on Leadership, Psychological Safety, and Flourishing Teams
    Feb 4 2026
    Daniel Coyle, New York Times bestselling author of The Culture Code and adviser to organizations ranging from Navy SEALs to global technology companies, joins the Strategy Skills Podcast to explore what truly drives leadership, performance, and flourishing. Drawing on decades of research into elite performers and high-functioning cultures, Coyle explains why performance alone is not enough, and why many highly successful people still experience emptiness and burnout. He shares pivotal moments from his work observing leaders, including a defining insight from a Navy SEAL commander who described the four most important words a leader can say: "I screwed that up." The conversation challenges conventional thinking about leadership, power, and problem-solving. Coyle distinguishes between complicated problems that can be solved with instructions and complex problems that require experimentation, learning, and trust. Through examples ranging from kindergarten classrooms to professional sports teams and Pixar's creative process, he shows how psychological safety, vulnerability, and group flow enable people to add up to more than the sum of their parts. The episode also moves beyond the workplace to examine what it means to flourish in a world that is accelerating, fragmenting, and increasingly uncertain. Coyle discusses attention, meaning, community, and the small practices that help individuals and groups create energy, connection, and resilience over time. Key Insights 1. Leadership begins with vulnerability "The four most important words a leader can say… 'I screwed that up.'" Coyle explains that the best leaders are not those who appear flawless, but those who openly acknowledge mistakes. This signal of vulnerability creates trust and invites others to contribute honestly, allowing groups to solve problems together rather than hiding behind certainty. 2. Psychological safety outperforms raw intelligence "The kindergartners outperform the CEOs… not because they're smarter, but because they're safer." In group problem-solving tasks, children succeed because they are unafraid to try, fail, and adjust. Adults, constrained by status and fear of judgment, slow themselves down. Safety enables experimentation and learning. 3. Most leadership failures confuse complex with complicated "Complex problems are alive. They change when you do something to them." Coyle draws a sharp distinction between problems that follow instructions and those that evolve as you interact with them. Treating living systems like mechanical ones leads to brittle strategies and disappointment. 4. Experimentation beats planning in complex systems "Try something, observe what happens, learn from that, and then try something else." For complex challenges, progress comes from testing, learning, and adjusting rather than executing a fixed plan. This mindset mirrors how high-performing teams actually work. 5. Leadership is about creating energy, not pushing information "A lot of times we think of business problems as knowledge problems, when in fact they're energy problems." Coyle emphasizes that change fails when leaders try to impose best practices. Momentum emerges when people are invited into shared questions and feel ownership of the work. 6. Group flow requires clear goals and freedom "You have to have a shared horizon… autonomy… and ownership." High-performing teams operate like a pickup basketball game: everyone knows the goal, operates within guardrails, and has freedom to act. These conditions allow flow to emerge naturally. 7. Meaning is created through connection, not information "Meaning is not about delivering information. It's about resonance and connection." Coyle shows that meaning arises when people share stories, vulnerability, and purpose—often through simple but deep questions—rather than through data or instructions. 8. Attention determines whether life feels alive or hollow "If you're all in the narrow, life gets really thin." Flourishing individuals and cultures balance focused, controlling attention with open, connective attention. Too much of either leads to stagnation or chaos. 9. Community is something you practice, not consume "Community isn't a noun. It's a verb." Whether in organizations or neighborhoods, community forms through shared projects, constraints, and contribution—not passive belonging. Get Daniel's book, Flourish, here: https://shorturl.at/oICpY 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 ...
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    55 minutos
  • 624: From IQ to AQ: Why Adaptability Matters More Than Intelligence (with Liz Tran)
    Feb 2 2026

    Liz Tran, former venture capital executive, leadership coach, and author of AQ, examines why adaptability has become essential for leaders navigating uncertainty, rapid technological change, and non-linear careers. Drawing on her work with founders and CEOs, she argues that intelligence alone is no longer sufficient. As she explains, "It's not necessarily about how smart you are… Your IQ is not what matters. It's not the primary factor of what's going to lead you to a happy and successful life."

    Tran introduces adaptability quotient (AQ) as the capacity to handle change, uncertainty, and the unknown—particularly as careers shift from linear to exponential trajectories. Reflecting on the past few years, she notes that during the pandemic, "all of us, no matter how organized, prepared, intelligent we might be, felt very unmoored by the changes and unexpected surprises." In her view, the current AI-driven moment has only intensified this reality.

    She traces how traditional measures of capability emerged over time, from IQ to EQ, and explains why today's environment demands a third lens. AQ, she emphasizes, is not a fixed trait reserved for the young or naturally agile. "Being highly adaptable… is within all of us," she says. "It's just a matter of prioritizing it."

    The conversation explores practical implications for senior professionals, including why leaders who insist on being right constrain learning and decision quality. Tran points to Microsoft's cultural shift under Satya Nadella, moving from a "know-it-all culture" to a "learn-it-all culture," where success depends less on having answers and more on asking better questions.

    Tran also addresses burnout, arguing that it is often driven not only by workload, but by loss of agency. "One of the major causes of burnout is feeling like you do not have proactive agency over your own life," she explains, emphasizing the importance of articulating a personal future vision—especially amid layoffs that increasingly select for future relevance rather than past contribution.

    On AI, she advocates active experimentation without surrendering core human skills. While she uses AI extensively for analysis, memory, and synthesis, she draws a firm line around thinking and writing: "I will never sit down and have AI just write me something… because I make a living as a writer, I cannot let that faculty slip."

    Tran reframes confidence not as mastery, but as recovery. "Confidence comes from doing something that was really hard and failing at it and then actually improving," she says, arguing that repeated exposure to difficulty builds resilience over time.

    The episode closes with a reflection on timing, ambition, and the long arc of a career. Challenging the belief that reinvention belongs to the young, Tran observes, "You can start anytime," adding that "your 40s are just the beginning of your life."

    Get Liz's book, AQ, here: https://shorturl.at/o8fGu

    AQ: A New Kind of Intelligence for a World That's Always Changing

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    56 minutos
  • 623: Bain's Rishi Dave, the Secret of Top Sellers (Strategy Skills classics)
    Jan 28 2026

    In this episode with Rishi Dave, a partner in Bain's Commercial Excellence practice with deep expertise in B2B marketing and digital marketing, he explains the concept of a "Day 1 List" in B2B sales and marketing and the three things that will get a supplier or seller on the list. Rishi also discussed what a "sales play" is, how to build it, institutionalize the knowledge within the company, and get the sales team to adopt the sales play to fulfill their potential and increase their productivity and sales.

    Rishi Dave partners with CMOs and management teams to drive marketing transformations and build modern marketing capabilities. He serves as an expert on the implementation of Bain's B2B Marketing Diagnostic and Sales Play System.

    Rishi has held global CMO roles at public technology and cloud companies, including Dun & Bradstreet, Vonage, and MongoDB. Prior to these roles, he served as the global head of digital marketing for Dell's B2B businesses. Rishi started his career at Bain & Company.

    As a marketing executive, Rishi has built world-class marketing organizations and capabilities that have driven top-line growth leveraging the right marketing technology, data, analytics and content strategy. Rishi has driven major brand and messaging transformations, reimagined digital customer experiences, and built and scaled go-to market models.

    Rishi earned an MBA in Marketing from The Wharton School at the University of Pennsylvania as well as a BS in Chemical Engineering and an AB in Economics with Honors from Stanford University.

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  • 622: Leadership and Self-Deception with Arbinger Managing Partner, Mitch Warner (Strategy Skills classics)
    Jan 26 2026

    In this episode, we dive deep into the critical topic of self-deception and its profound impact on leadership and personal effectiveness. Mitch shares powerful insights on how self-deception can undermine our relationships and professional success, often without us even realizing it. He explains the concept of self-betrayal and how it leads to a distorted view of ourselves and others, creating unnecessary conflicts and reducing our influence as leaders. Mitch shares a valuable advice on how to rebuild trust in relationships damaged by self-deception and how to not let it happen again.

    Mitch is the co-author of Arbinger's latest bestseller, The Outward Mindset. He writes frequently on the practical effects of mindset at the individual and organizational levels as well as the role of leadership in transforming organizational culture and results. He is an expert on mindset and culture change, leadership, strategy, performance management, organizational turnaround, and conflict resolution.

    Mitch is a sought-after speaker to organizations across a range of industries, bringing his practical experience to bear for leaders of corporations, governments, and organizations across the globe. Specific clients include NASA, Citrix, Aflac, the U.S. Army and Air Force, the Treasury Executive Institute, and Intermountain Healthcare. Mitch carries his first-hand perspective as a proven leader into his speeches and facilitation, dynamically bringing Arbinger's concepts and tools to life through his powerful stories and hands-on experience. His audiences leave inspired to improve and equipped with a practical roadmap to effect immediate change.

    In his role as managing partner, Mitch directs the development of Arbinger's intellectual property, training and consulting programs, and highly customized large-scale organizational change initiatives. He has been instrumental in Arbinger's rapid growth, including its expanding international presence in nearly 30 countries.

    Mitch received his B.A. in philosophy and is a licensed nursing administrator. Trained in fine art at the Art Students League and the National Academy, he spends much of his free time painting. His work hangs in organizations nationwide.

    Visit Arbinger Institute here: https://arbinger.com/

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    57 minutos
  • 621: Business Longevity Principles from Immigrant Entrepreneurs (with University of Oxford's Neri Karra Sillaman)
    Jan 21 2026

    Neri Karra Sillaman, entrepreneurship advisor at the University of Oxford and author of Pioneers: Eight Principles of Business Longevity from Immigrant Entrepreneurs, discusses why immigrant-founded companies are disproportionately successful and tend to last longer than their counterparts. Drawing on her experience as a former child refugee and on research that began with her PhD, she explains how longevity is built through clear vision, perseverance, community, shared value, and disciplined decision-making.

    She begins with the formative role of vision. At age eleven, while living in a refugee camp, education became her "north star." That clarity helped her interpret rejection not as failure but as "not yet," a mindset she later observed repeatedly among immigrant entrepreneurs. Clear intent, she argues, allows setbacks to redirect effort rather than extinguish it.

    The conversation then turns to the principles she identified through interviews with immigrant founders of companies such as Chobani, Duolingo, WhatsApp, and Calendly. These include treating rejection as the beginning of negotiation, building community as a core operating system rather than a marketing tactic, and prioritizing shared value before profit. She emphasizes that many founders focus first on contributing to customers, suppliers, and local communities, with financial results following from that orientation.

    Sillaman also explains how history and heritage function as assets rather than liabilities. Rather than discarding their past, immigrant entrepreneurs draw on cultural memory and lived experience to shape vision and execution in the present. This integration of past, present, and future becomes central to how long-lived businesses are built.

    Another recurring theme is luck. She notes that founders consistently describe themselves as "lucky," but defines luck not as chance, but as a capability: being prepared enough to recognize opportunity and willing to act decisively when it appears.

    The discussion also addresses technology and AI. As tools become more powerful, she argues, human creativity, judgment, and connection become more important, not less. She suggests that imperfections and visible signs of human authorship may increasingly signal authenticity in an automated environment.

    Throughout the episode, Sillaman challenges dominant models of ego-centered leadership. She contrasts short-lived, personality-driven leadership with approaches that place attention on the work, the community served, and the legacy left behind. Longevity, she concludes, depends not only on how businesses grow, but on how they treat people and define the value they exist to create.

    Get Neri's book, Pioneers, here: https://tinyurl.com/3bnx7nyc

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    43 minutos
  • 620: Former McKinsey partner on How to Turn a Profit and Improve Lives in the World's Toughest Places (Strategy Skills classics)
    Jan 19 2026

    This episode examines what happens when strategy is applied in environments where institutional stability, reliable data, and conventional partners cannot be assumed. Former McKinsey partner and University of Notre Dame Professor Emerita Viva Ona Bartkus draws on decades of experience across management consulting, academic research, and frontline fieldwork in conflict-affected regions to explain why many standard strategy doctrines collapse outside developed markets.

    Bartkus reflects on her path through McKinsey, including what truly determines advancement inside elite professional services firms. She argues that early career performance is less about isolated brilliance and more about establishing trust, judgment, and reliability in the first months, when reputations are formed and remembered long after individual mistakes are forgiven.

    The conversation then turns to "frontline environments," defined as regions typically far from international hubs, under-invested, and operating with weak formal institutions. Bartkus outlines why these areas, often ignored during recent decades of globalization, represent substantial economic opportunity when approached with rigor rather than optimism. She explains why traditional international expansion models, particularly reliance on single local partners, can introduce severe strategic and ethical risk.

    Using concrete examples from Lebanon, West Africa, and rural Colombia, she details how broad-based partnerships, careful sequencing of investment, and disciplined listening are prerequisites for sustainable commercial activity. The discussion also addresses failure directly. Bartkus notes that more than half of frontline initiatives do not meet their objectives and explains how those failures sharpened her views on data verification, assumption testing, and understanding local motivations rather than projecting external logic.

    The episode concludes with a broader argument on the role of business in post-conflict recovery. Aid and humanitarian efforts matter, but without durable economic activity and the dignity of work, recovery stalls. For senior leaders, investors, and strategists, this conversation offers a sober, experience-driven view of what strategy requires when conditions are uncertain and stakes are real.

    Viva Ona Bartkus is Paul E. Purcell Associate Professor at the University of Notre Dame's Mendoza College of Business. She is a former partner at McKinsey & Company and the founder of the revolutionary course Business on the Frontlines.

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    50 minutos