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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

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.

Asked if he ever experienced productive one-on-ones, a leader says, “Once, long ago.” In conversation with his coach, he explores how to make one-on-ones valuable for his direct reports.

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.

A CEO tells eight division heads they must deliver a “TED-like” talk at the annual global meeting. With their coach they discuss how to rehearse, whether to memorize and more.

The look and sound of leadership will be ever-elusive unless you know how to keep your listeners listening. This month, a leader learns surprising techniques to keep people tuned in.

Host Tom Henschel shares emails exchanges he had with two listeners. One is on the topic of setting and holding boundaries; the other addresses scarcity and abundance.

TED Talks are powerful because they are so compact, the ideas so distilled. A leader, prepping for a major event, works with his coach to apply the lessons of TED to his presentation.

A leader worries what will happen if her team doesn’t do what she asks. Where exactly, she wonders, does her authority come from? She and her coach discuss the nature and mindset of authority.

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.

A leader learns she’ll get her promotion to VP if she can exhibit “executive presence.” The company gives her a coach who teaches a three-step process to help her achieve her goals.

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