Podcast Library

A people-centered leader is often wounded by people. Her language reveals patterns of thought that lead her down unhealthy paths. She and her coach try to unplug these thinking errors.

Two different leaders each strive to not take things in the workplace personally. But they can’t help it. With their coach, they find ways to build more strength to resist taking things personally.

Knowing she’ll be featured at her company’s upcoming user conference, a leader asks her coach for help not freaking out. He shares an image from his time as an actor in Hollywood.

Two executive coaches tackle questions from readers. One is about breaking the pattern of dueling monologues and moving to dialogue. The other is about overcoming self-doubt.

A rising star achieves an amazing accomplishment, yet she doesn’t feel deserving of her success. Her coach helps her gain tools to quiet her inner critic that makes her feel like an impostor.

A leader is told she is destined to become a star in the organization – if she can get out of her own way. Knowing that her fears often derail her, she and her coach explore how to tame the terrors.

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.

Each of us at work has a role. And all our colleagues, clients and customers are our audience. We are truly actors on a corporate stage. This episode explores how to make the impression you want.

A group who must deliver “TED-like” talks at their annual global all-hands meeting ask their coach to help them think about how to actually get up in front of people and deliver their presentations.

People have feelings about issues in the workplace and in their lives. Unless those feelings have vent, issues can often fester and escalate. Two coaches discuss ways to help leaders manage their feelings.

A chief officer finds her hand-picked successor won’t step up to the challenge. Talking with her coach, the officer explores ways to help short-circuit the successor’s self-limiting self-talk.