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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

What’s helpful to say when you’re in an argument? How can you prepare to have an argument? This month’s coaching conversation dives deeper into the topic of “Conflict” which began last month. This episode has scripts and concepts for mastering The Conflict Conversation. 

Most of us were never taught the skills to help us navigate the dark corridors of the house called ‘Conflict.’ This month’s coaching conversation has practical tools to illuminate your way through Conflict House.

A leader, often reticent to speak up on her own behalf, learns tools to help her ask for what she wants without worrying she’ll incite a battle.

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.

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