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Using an uncommon blend of storytelling and coaching, Tom Henschel created a unique and influential podcast. Eavesdrop on a monthly coaching conversation and get practical tools you can apply the minute the episode ends..

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Communication Skills

A leader is given a presentation coach and two goals: ‘tell a better story’ and ‘be more responsive in the moment.’ This episode is the coaching conversation about the second goal: be responsive in the moment.

A leader is given a presentation coach and two goals: ‘tell a better story’ and ‘be more responsive in the moment.’ This episode is the coaching conversation about telling a better story. 

Worried that working remotely has disconnected her team, a leader asks her coach for help and learns a powerful tool.

A leader, initially described as clueless to his coach, confronts a hard truth about himself. In the process, he gains a four-step tool to guide him through tough conversations.

After receiving a major promotion, a high-performing leader asks his coach how to build a strong team quickly. Together they explore a variety of ideas from impostor syndrome to self-disclosure.

A leader, generally pleased with her team, has one direct report who simply rubs her the wrong way. Her coach frames the difference as one of style and gives her a ‘Style Script’ to enhance the relationship.

A leader feels the team would benefit if her boss could change some behaviors. She and her coach discuss a three-step model for a learning conversation that might achieve the desired result.

A leader finds that working remotely reduces his fight-or-flight responses. As they discuss his new calibration, his coach shares a game of imagination that tests his self-talk.

An executive, whose team is in open revolt against him, diminishes the upset as the inevitable chatter of unhappy artists. His coach, sensing other factors at play, digs a little deeper.

A senior VP has trouble understanding her new CEO. In discussions with her coach, she discovers the CEO is perhaps a verbal processor. She learns the tool of sorting while listening.

A leader’s team tells him they understand him but results later prove otherwise. In conversation with his coach, the leader explores how he may unwittingly contribute to a poor outcome.

An executive coach asks a fellow coach for help thinking about a client who needs to exude more executive presence. Together they examine three pillars of executive presence.

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