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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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Leading Teams

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

A new leader worries she’ll have to become a dictator in order to accomplish the company’s goals. She and her coach explore the challenges inherent in trying to be a truly democratic leader.

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 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.

At the height of the pandemic, with everyone working from home, a leader tells her coach the many positive ways her team has deepened their connections and flourished in remote work.

“Video exposes us all,” says a leader whose daughter just intruded on her coaching call. She and her coach discuss the many barriers created when trying to make connections over video.

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.

A senior leader feels a direct report is ready to lead her first offsite. With his coach, the manager examines tools a team leader can use to design offsites that can create meaningful change.

A leader dives deeper into the “Conflict House” metaphor she learned from her coach. Using herself and her husband as models, she explores how to have productive, healthy conflict.

Fed up with two bickering direct reports, a leader discusses the nature of conflict with her coach. The analogy is so powerful for her, she decides she wants to try it at home.

After two team members verbally attack each other personally, the team leader challenges his coach who’d once said, “Conflict is good.” Together they discuss productive conflict.

A team agrees: their weekly staff meetings are inefficient and a waste of everyone’s time. The team leader and his coach discuss ways to make all team meetings robust and valuable.

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