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.
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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A leader, striving to overcome his natural barriers to receiving feedback, learns that there are actually three distinct kinds of feedback. He discovers that the categories make feedback feel less personal.
A disruptive executive, working to shrink his blind spots, must learn to overcome his natural barriers against receiving feedback. His coach lays out two inevitable barriers and possible work-arounds.
A disruptive leader is viewed by his superiors as perhaps uncoachable. But his coach actually finds him rather engaging. The coach shares a tool specifically designed to help reduce people’s blind spots
Host Tom Henschel tells a story from when he was a professional actor, onstage in front of a packed house, and disaster struck. Later, he learns an important lesson that any presenter can benefit from.
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.
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 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.
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