Podcast Episodes

Blend Your Culture, Strategy, and Execution | Dan Bruder

Competitive advantage and financial gain have become widely accepted strategic priorities for companies. Yes, many companies invest in professional development for employees and support volunteer and charitable programs. Yet, such efforts are rarely incorporated into the organization’s core focus, outcomes, and actions, let alone its true purpose for being in business. Putting competition and profits first not only devalues individual workers; it hurts the entire organization. With the outbreak of COVID-19, many people responded with anxiety and lost their motivation for working as their companies scrambled to adapt to the challenges, including managing a remote workforce. Focusing on problems and clinging to the goal of market dominance at all costs takes a toll on employees, customers, and their communities, as well as a company’s reputation and bottom line.

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Motivate the Demotivated Employee | Cathy Bush & Tara Peters

It’s no secret that unmotivated employees can ravage a business. Even before the COVID-19 outbreak, nearly 70 percent of employees were less than enthusiastic about (and less than committed to) their work, costing U.S. businesses between $450 and $550 billion each year. Add in one worldwide pandemic, newly remote and anxious employees, and news of daily layoffs, and leaders are left to plead, “Now what?” as employees mentally check out. Though it’s tempting to blame homebound workers and current events for cratering employee engagement, the most significant cause of demotivation—despite everything above—are the managers and leaders themselves.

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Setting a Foundation of Leadership Success | Dr. Brent Lacey, M.D.

Like a house needs a solid foundation to weather the age of time; leaders require a solid foundation to ensure that the principles which they based their leadership upon will last beyond their years and into future generations. A solid foundation of leadership is more than about the basics but rather ensuring that the morals,…

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How to be Workplace Warrior | Jordan Goldrich

Being the boss has never been harder. Recent events in the corporate world, Hollywood and politics have focused negative attention on the kind of tough, demanding leaders who used to be valued for getting things done, labeling many as bullies and accusing them of fostering a “hostile workplace environment.” They are demeaned and called names, as society demands that they change their ways. But what if the very thing that makes them so abrasive is also their superpower?

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How to Get into Flow as a Leader | Matt Comand

In positive psychology, a flow state, also known colloquially as being in the zone, is the mental state in which a person performing some activity is fully immersed in a feeling of energized focus, full involvement, and enjoyment in the process of the activity. In essence, flow is characterized by the complete absorption in what one does, and a resulting transformation in one’s sense of time. As leaders its important to hit our peak performance all the time, flow is one of those ways which ensures we do so.

With over 10 years of coaching experience, Matt has developed expertise in areas such as mental skills training, personal behaviour change, leadership development, high-consequence environments, and team dynamics. Upon earning his Masters of Sport & Performance Psychology at the University of Denver, Matt was a professor at Humber College for 5 years and has worked with clients in professional, athletic, and academic settings. In 2019, he founded Emergent, a High Performance consulting firm.

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How to get your Business’ Strategy in Gear | Sean Ryan

Far too many organizations do a poor job of translating their well-formulated strategies into their anticipated results. Whether related to unclear goals, lack of accountability or undertaking activities irrelevant to results, the inability to deliver comes from poor execution. To actively manage your organization so that everyone is working toward a common vision, strategy and set of priorities requires aligning “seven gears of execution” to alleviate the friction that’s slowing you down. These involve ensuring you have the right people in the right roles with the right capabilities; you align your organizational architecture in the direction of your strategy; you promote a culture of communication; and more.

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How to have the Leader Mindset to Overcome Adversity | RBC SVP Michael Hamilton

Prior to his private sector career, Mike served as a paratrooper in the special operations, and as Captain of the 2/2 Armored Cavalry Regiment for the U.S. Army. He oversaw border security during the collapse of the Berlin Wall in the late 1980s. In the second Gulf War he was an integral part of the victory in the battle of 73 Easting – regarded as one of the top ten most significant tank battles in history. He is a recipient of the Bronze Star for Valor, the Combat Cavalry Badge, and Presidential Citation; and received medals for the Kuwaiti Liberation, the Iraq Campaign, the Global War on Terrorism, and Distinguished Service.

As Senior Vice President, Sales & Distribution, Mike Hamilton is responsible for leading the RBC Insurance Sales and Distribution team across Canada and across multiple channels. This includes 800 employees who serve our personal and business clients spanning our various life, health, home, auto, travel, wealth, and group and creditor products. RBC Insurance’s sales forces include: a network of over 50 stores, an advice centre, online channels and advisors who are focused on group and small business clients. In addition, there are teams that provide relationship management for our third-party broker network. Mike also leads the national office Sales and Distribution team, consisting of sales enablement and sales support professionals who help drive productivity, revenue growth and improve the client experience.

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How to Deal with Bad Bosses | Michelle Gibbings

At one time or another we’ve all had a bad boss – whether it’s through bullying and intimidation, unfair feedback or unrealistic workloads. Their behaviour sets the tone for what’s acceptable at work and can cause major issues for productivity, staff turnover and wellbeing, especially in turbulent times we’re experiencing. In a tough or toxic…

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How to create High-Performance Boards | Didier Cossin

Executives around the world are scrambling to cope with a tsunami of crises: a global pandemic, shattered economies, trillions in debt, and more. Yet there’s a specific group of people who can single handedly make—or break—your organization’s response to it all: the board. Best-in-class boards create the agility to adapt to rapid growth, looming recessions, and unexpected shocks. But broken boards, or those that are simply inefficient, create environments where failures and scandals easily take hold (think: Boeing, Volkswagen, and FIFA). Today, this risk of disaster is tenfold.

Professor Cossin is the founder and director of the IMD Global Board Center, the originator of the Four Pillars of Board Effectiveness methodology and an advocate of Stewardship. He is the author and co-author of books such as Inspiring Stewardship, book chapters (such as Governance Risk: A Guide for Investors) and many articles in the fields of governance, investments, risks and stewardship, several of which have obtained citations of excellence or other awards.

He works with owners, boards and senior leaders to provide the latest thinking on best-in-class governance, board effectiveness, the governance and selection of investments, board dynamics and strategy design. He favors an adaptive and interactive approach to finding distinctive solutions for organizations on a wide range of governance topics. His latest research focuses on stewardship, how we can foster organizations to have long-term positive social impact while creating economic value for all. His past research has dealt with optimizing governance in critical decision making, M&As and risks.

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How to Lead Yourself and OVERCOME | US Navy SEAL Jason Redman

The coronavirus pandemic came from out of the blue and infected hundreds of thousands around the globe, causing more than 1.3 million deaths to date. It also shuttered businesses, affecting 3.3 billion jobs. COVID ambushed the lives of people globally. Whether affected by the pandemic or some other unforeseen and monumental setback, we have to find a way to move beyond anger, guilt, emptiness or pain. We must adopt a mindset that it’s not only possible to overcome adversity, but it’s imperative. Adopting an overcome mindset will compel us to learn acceptance, choose action over inaction and triumph over adversity.

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