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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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Recent Episodes

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.

A leader’s boss has created a toxic environment. In conversation with his coach, the leader explores what factors he needs to nurture with his own team to assure they feel psychologically safe.

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.

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.

After missing a promotion, a leader considers whether she wants to ‘brand herself.’ Saying she has seen personal branding go badly, she discusses the how to’s and how not to’s with her coach.

While everyone liked this one particular leader, she did not receive her expected promotion. Instead, she got a coach who helped her re-think how to position herself for her next opportunity.

An executive coach is summoned to a president’s office to defend the art of coaching. Knowing he’ll be under attack, he preps in a way that leads the conversation to a surprising conclusion.

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.

A leader, suffering from his inability to say no, talks with his coach about how to set and hold boundaries. Together they explore four actions available to anyone who needs to say no more often.

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