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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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Relationship Building

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 worried leader seeks help finding balance between going with the flow and giving himself a larger voice.

A no-nonsense leader is asked to add coaching to her list of duties. She turns to the coach who coached her for a quick immersion course. 

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.

A coaching client wonders what elements need to be present to make someone appear executive. Two coaches ponder this question together and come up with five elements they deem essential.

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 with traditional leanings worries to his coach that creating personal connections will violate boundaries. He further worries that he’s just not very good at making personal connections.

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.

A rising leader struggles to manage a direct report who may or may not be a trauma survivor. She and her coach discuss whether compassion is always the most helpful approach.

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