Implementing technically perfect solutions often meets unexpected resistance.

Even with vast amounts of data and advanced AI, organizations struggle with decision-making.Russell and I explore why this is so. Because the problem isn’t always technical; it’s systemic. We discuss case studies where this happens and we see this pervasive structural issue. Dropping an amazing gadget into an ecosystem without addressing “structural changes” like incentives, rewards, and identity within the organization can lead to rejection. It’s not just about changing tech; it’s about changing the “collective habit of the system.” This idea of small impactful experiments and measurable success is key to creating momentum for adoption and scaling the understanding of the value of AI-human collaboration to drive organizational change.

Leaders must address these systemic barriers in order for the organisations to intentionally redesign workflows, processes, relationships and results.

What structural changes does your organization need to make to truly embrace AI-driven insights and transform decision-making?

The main insights you'll get from this episode are :

1. Decision-making is still a big failure point in transformation; even if data is perfect, humans still don’t make the right decisions due to excessive information and emotional aspects that cloud our judgement.
2. The (dysfunctional) product innovation process clearly displays the consequences of a poor decision over the course of idea to product – despite huge input, many products don’t succeed.
3. The competitive process of gaining customer insight is exacerbated by huge amounts of data and embodies a pervasive incentive system that is punitive if things go wrong or fail.
4. AI makes things worse with a glut of data - we need a balance between humans enabled by AI (to provide sanity checks + intangibles) and the use of AI to synthesise and curate huge volumes of data.
5. To keep humans in the loop, we must intentionally slow down in the rush to automate as AI + human outperforms either on their own; we can partner with AI to make sense of unstructured data as part of a stage gate model.
6. Structural and systemic issues remain obstructive - leaders must disrupt the system to facilitate sustainable transformation, but legacy human systems are not as quick to update/upgrade as legacy tech systems.
7. Leaders need compassion for this evolution and should aim to reshape rather than reduce their organisation; a pragmatic approach to understanding the tech and a vision for the organisation’s purpose and mission are vital.
8. The potential of AI in future could see it empower us to make better decisions; it is time now for action to experiment and succeed on a small scale as a decisive factor for transformation.

Find out more about Russell & his work here :

https://www.zs.com/

https://www.linkedin.com/in/russellsevans/

A special edition episode as part of Podcasthon, the world’s largest charity podcast event. This is dedicated to the Freedom and Justice partnership charity, which aims to bring education and inclusion to child miners in the Democratic Republic of Congo (DRC).

Mark Preston’s journey began in January 2023 after reading “Cobalt Red,” a book that exposed the horrific conditions of artisanal cobalt mining in the DRC. Cobalt, a critical mineral used in modern technology, primarily comes from the DRC, with a significant portion sourced from artisanal mines where an estimated 200,000 children work in dangerous conditions. This realization, coupled with a quote from C.S. Lewis about the tendency to feel without acting, motivated Mark Preston to take action. We walk through their journey from awareness to action : the horror of artisanal mining, their vision for impact and scale and ultimately justice for children through rectifying broken systems.

The Freedom and Justice Partnership employs a two-pronged strategy: “ground war” and “air war.” The “ground war” focuses on immediate relief by funding education for former child miners. The “air war” involves advocacy and policy work, with Mark Preston and Carl engaging with Parliament and various committees to influence policy changes. They are particularly focused on the European Union’s Corporate Sustainability Due Diligence Directive, which will hold large companies accountable for their supply chain integrity, creating a cascading compliance effect for smaller businesses.

The overarching goal is to rectify broken incentive structures that harm both the environment and people, while simultaneously providing relief to those suffering. We discuss the importance of agency, emphasizing that charity should empower rather than create dependency.

Mark Preston encourages listeners to visit freedomandjusticepartnership.org, read “Hell on Rare Earth” to understand the issue, and consider donating to support their cause.

Find out more about mark and the partnership here :

https://www.linkedin.com/in/mark-preston-contact/

https://www.freedomandjusticepartnership.org

https://www.facebook.com/p/The-Freedom-and-Justice-Partnership-61558804512321/

Donate here : https://www.freedomandjusticepartnership.org/donate

"Leadership is an art, it’s not just something we do"

Research indicates over 75% of leaders remain in reactive behaviour, often avoiding difficult conversations and triggering hyper-vigilance within their teams. This creates an “intention-impact gap,” where good intentions don’t translate into desired outcomes.

Susanne and I discuss the antidote to this 'immediacy' and presence. Sounds simple right ? A surprising fact from executive coaching: many powerful leaders struggle with authentic self-expression. Suzanne shares a compelling anecdote from her mother’s barbershop, where high-profile clients found solace in being treated as simply “people,” not titles.

This highlights a core business lesson: authenticity builds connection, reducing the “lonely at the top” phenomenon. People stop seeing us and interacting with us as human beings when we lose touch with our true selves. Developing the courage to be “most fully yourself” is a priceless journey, transforming not just personal interactions but also team dynamics and organizational culture.

How often do you adjust your communication to fit perceived expectations rather than expressing your genuine thoughts?

The insights you'll get from this episode are :

1. This Could be Everything offers actionable exercises for leaders taken from life lessons, e.g. we perceive famous people as less human, powerful people are just people, we must learn how to interact with all types of people.
2. It helps to pay attention to subtle clues, understand how to create a good interpersonal experience, enable people to relax, share things and get to know people – an interest in serving other people requires trusting yourself first.
3. We can recognise authenticity, curiosity, warmth, and openness in people (as well as the opposite), particularly in a work scenario; faking it is uncomfortable for authentic people, and we must grant ourselves the freedom to be ourselves.
4. Outward signs of leaders not trusting themselves are a lack of creativity, innovation, healthy debate, and challenge; not acknowledging the work of others – we can reflect on the quality of our conversations to learn about ourselves.
5. Leadership coaching involves speaking truth to and challenging people in order to advance them - we can all have impact if we share with the intention to serve; leadership is about being brave enough to speak up and following your instinct.
6. Immediacy is one of most important – but underutilised – aspects of coaching, because whatever is happening in the here and now gives a complete picture of how people act in other situations.
7. It can be difficult to build the immediacy muscle without it feeling confrontational - there must be a feeling of safety to address real issues; this can be based on our own personal history of speaking truth but taking small risks improves it over time.
8. To shift out of reactive behaviour leaders need self-compassion and an understanding of their behaviour – it is important to convert the inner critic into an inner champion in order to be able to serve others.
9. Leaders need to foster a different mindset to focus on the positive despite the inevitable negative that comes with the job; they can act by taking on feedback, being curious, learning, adapting, connecting with themselves, being flexible, and having conversations.
10. Artistic unity, as in a piece of art or music intended to create a feeling, is a means of communicating for alignment and results, requiring humanity and emotion to tell a good story – the message is nothing more and nothing less, but ignites hearts and minds; leadership is an art after all.

Find out more about Susanne and her work here :

https://susannebiro.com/

"What if the secret to leading change was simpler than you think?"

Most change models are built for organizations, not people. They're layered, complex, and quietly ignore the messy, human reality of what it actually takes to shift human behaviour at scale.

The journey of leadership in an era of constant change demands a shift from traditional, often performative models to a more human-centered approach. By integrating insights from high-performance environments like adaptive sports, leaders can cultivate clarity, provide genuine support, and leverage the undeniable power of encouragement.

The three pillars of information, support, and encouragement offer a pragmatic framework for simplifying change, ensuring that transformations are not just enacted but are truly sustainable and impactful. Drawing on lessons from elite and adaptive sport, Carlee unpacks why clarity is the most underused leadership tool in the room, why encouragement isn't soft — it's neurochemical — and why inclusion isn't a values statement, it's a performance strategy.

Furthermore, intentional inclusion becomes the non-negotiable foundation for innovation and resilience. As AI reshapes the landscape of talent and work, human-centered leadership, characterized by curiosity, learning out loud, and deep empathy, is more crucial than ever. It’s the human element that will drive AI’s true potential, connecting technology with purpose and fostering cultures where everyone can thrive. The invitation is clear: reflect on what you want to be proud of, and just begin.

Whether you're leading a global transformation or a team of five, the fundamentals don't change. And they're more human than most leaders dare to admit.

The main insights you'll get from this episode are :

1. Performance happens quickly in sport and is built on the continual pursuit of betterment and excellence to achieve small improvements through hyperfocus and continual refinement.
2. This approach can be transferred to work in the form of incremental gains, priority-setting, awareness of environment, self-leadership, understanding individuals’ needs within the context of the team; the celebratory energy of sport – as well as dealing with both wins and losses – is also very helpful and positive.
3. A holistic approach (physical, emotional, and psychological) and balance are beneficial, but the power of clarity is often lacking in leadership, which requires big picture thinking in a world of change and the confidence to support a team when times are tough.
4. Traditional models for change are coming up against future models – they are helpful but can become overwhelming; consultative conversations are very constructive and simplicity provides clarity, particularly for messy human issues, such as breaking down change into information, support and encouragement.
5. Good support (from leaders) means providing information about what change entails, what development for the new role looks like, removing barriers to support, providing tooling/resources, addressing team dynamics, and making it clear where support comes from (e.g. informal chats, formal company communication channels, internal/external resources [ChatGPT]).
6. Encouragement drives performance and is the anchor for delivering success, and ongoing praise functions as a barometer along the way; inclusion must be intentional and representative - a lack of innovation and reach impacts performance; small adjustments count and provide connection in communities.
7. In terms of inclusion in the workplace, AI brings learnings, insights, skillsets, growth and development, and elevates innovation; we have to shift into an AI mindset of investing in tools and making them accessible, as well as upskilling for career development - leaders must remain human-centered in the face of shiny penny syndrome, learn out loud, and be curious, empathetic and caring.
8. ‘Leading out loud’ means looking ahead and wanting to be proud of one’s achievements as a leader in challenging times; this includes striving for AI excellence to leave a long-term impact – leaders should just begin and continue to take one step at a time as their authentic self.

Find out more about Carlee and her work here :

https://www.linkedin.com/in/carleeawolfe/

https://aceandarrowconsulting.com/about/

The future of digital marketing isn’t about more content; it’s about deeper connections.

In an age saturated with AI-generated content, how do businesses ensure their message resonates and builds trust?

Wes and I discuss this shift, and that artificial intelligence is forcing us to be more human. For founder-led businesses, this means reflecting the founder’s values and convictions. Small businesses have a distinct advantage here, and large corporations struggle to replicate this personal touch but as AI models become more sophisticated, the challenge for businesses shifts from mere content quantity & quality to genuine quality and uniquely human branding.

The strategic move is to focus on what makes your brand uniquely human: case studies, core values, proprietary models, and authentic storytelling. The shift is clear: a strong personal brand, combined with the company brand, creates significant market advantage. This moves beyond traditional lead magnets (like free e-books) which are losing relevance as AI provides instant information. Instead, focus on demonstrating expertise and reliability through genuine connections.

How are you leveraging your unique human element to cut through the digital noise and build trust?

The main insights you'll get from this episode are :

1. Uncertainty about the future is the death knell for a business’ value and a good motivation to adapt; the founder-led business model requires communication with and the involvement of other team members to bring about change.
2. An AI world demands constant reinvention and questioning; it is difficult to stand out in the marketplace unless a business is unique, but AI means we crave the human element of collaboration and authenticity.
3. It is all about creating relationships/human connection – the goal of social media is to get people off social media onto the website, and the goal of a website is to get people off the website into a human conversation (to make a sale).
4. Smaller, founder-led businesses can leverage advantages and opportunities that are not open to large businesses, with the combination of both a personal and a company brand providing a valuable competitive edge.
5. Privacy is paramount now; LLMs surface the best information, which means companies must provide genuine IP; the tools will get better at presenting this information to the right people at the right time = quality over quantity.
6. LLMs are challenging language and our use of it, and it is important to have a consistent voice and language (style guide) - tools can help by writing copy based on prompts but having your own unique language is powerful.
7. In terms of visibility and branding in a crowded market, it is imperative to focus on the most relevant platforms (e.g. LinkedIn for B2B) and use tools to syndicate out to other platforms - every business has a human story.
8. A high-performing website needs a UX that guides the eye through the core message in order to grasp it and interact with it – vibe coding will advance to meet the needs of website design, where tech provides the labour and the human adds the value (moving from content to process).
9. In the age of LLMs, businesses must build authority, trust and reputation, and indicate their sustainability; visits to websites are still relevant and less traffic does not mean fewer enquiries - qualitative metrics count, and drawing out positive opposites from missteps helps to determine future direction.

You can find out more about Wes and his work here :

www.uplift360.com.au

https://www.linkedin.com/in/westowers/

Leadership isn’t about a position; it’s a lifelong practice.

This perspective highlights the strategic use of informal networks and collaboration to drive systemic change. For decades, we have had the narrative focused on “fixing women” to fit leadership moulds rather than addressing systemic biases and looking at how to fix the system.

In this conversation we explore how the very skills often dismissed as "soft"—context awareness, emotional agility, adaptive thinking, collaborative workload management—are exactly what drives systemic change. Research backs this up: women managers disproportionately champion DEI initiatives and build stronger teams. Yet these skills remain undervalued.

Why? Because we haven't disrupted the power dynamics that determine what "leadership" looks like.

Real change happens when we: Build cross-functional coalitions; Make implicit power structures more explicit; Consciously leverage privilege to create space for different approaches ;Use informal networks intentionally & strategically to create momentum

This isn't about adding more women to broken systems. It's about redesigning the systems themselves.

Jodi generously shares her research, insights and experience as weexplore how leadership, courage, and values converge—and how factors like caregiving, generational wisdom, and a career-long view can transform how we lead today.

The main insights you'll get from this episode are :

1. Leadership is about collaborating, creating better workplaces/community environments, and bringing together courage and values - caregiving, generational wisdom and a career-long view of impact can transform leadership.
2. It takes courage to transcend hierarchy - leadership is not a title or position, but a lifelong practice to overcome the fear of retribution; finding moments of clarity aligned with our values makes this easier to withstand.
3. Integrity and clarity bring courage and confidence; we always have agency, which can become leadership capital and have a lasting legacy – the need for women to constantly codeswitch between multiple identities brings many skills, e.g. communication, holding space, EQ, context intelligence, etc.
4. The skills to navigate complexity involve mental and emotional agility; we can use these skills to disrupt systems and biases to leverage strategic thinking and relationships - formal leadership provides a platform and greater sphere of influence (to bring about change).
5. It is important to seek allies in a network of champions and create our own spaces - being effective is an act of disruption and diplomacy, and positioning goals in the context of the mission and organisation appeals to people’s decency.
6. The informal nature of power dynamics makes values-driven leadership difficult to maintain against a backdrop of value clashes – a career journey will wax and wane in terms of value alignment, but courage comes from the collective, by building a diverse and cohesive team in an effective space for shared values.
7. Younger generations see leadership differently, and have more interest in racial justice, feminism, LGBTQ rights, etc. - different experiences give rise to new questions and subsequently new thinking.
8. Smart organisations will capitalise on the knowledge and ideas of young people and bring it to the leadership - intergenerational experiences count and should also counter age and learning humility in both directions.
9. Courage in an (AI-)augmented, hybrid world will still have the same values and practices but there will be a need to create more space for human interaction, for listening, creating feedback loops, and learning about others.
10. It is essential that we develop deeper self-connection and self-trust in the face of buffeting forces – the human operating system doesn’t really change; we must still put people first and recognise our own courage by finding our voice, taking a stand, paying attention to our behaviour in the moment and being generous.

Find out more about Jodi and her work here :

https://www.jodivandenberg-daves.com/