Welcome to the Leadership Habit podcast from the Crestcom Leadership Institute, the show that brings you inspiration and information to help you transform your leadership style. We use our experience developing leaders in over 60 countries worldwide to help you develop the skills and tools you need to reach your leadership potential, join us in our mission to create a better world by developing stronger, more ethical leaders. How can you make leadership a habit today?
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The Human Edge in AI-Powered Decision-Making with Cheryl Strauss Einhorn
Friday, September 11, 2026 • Duration
AI can give leaders answers in seconds. But getting an answer and making a good decision are two very different things.
As AI becomes part of how we research, solve problems, and evaluate options, leaders face an important question: Where does human judgment fit?
In this episode of The Leadership Habit Podcast, host Jenn DeWall sits down with decision-making expert Cheryl Strauss Einhorn, creator of the AREA Method and author of The Human Edge: Smarter Decisions in the Age of AI. Together, they explore decision-making in the age of AI, including why leaders need to think critically about the problems they are solving, recognize both human and AI biases, and resist the temptation to outsource their judgment to technology.
As Cheryl explains:
“The problem with AI is we now have this answer machine. So answers are pretty easy to come by. And so what that means is that human judgment actually becomes far more valuable.”
Meet Cheryl Strauss Einhorn
Cheryl Strauss Einhorn is a decision-making expert, creator of the AREA Method, and founder of the decision sciences company Decisive, where she helps leaders and organizations solve complex problems and make better decisions.
She is also an adjunct professor at Cornell University and the award-winning author of several books exploring decision-making, financial research, and the psychology behind how we make choices.
Cheryl’s approach to decision-making grew out of more than two decades in investigative journalism, including over a decade at Barron’s. Her reporting required her to evaluate complex information, question assumptions, weigh evidence, and make high-stakes judgments with significant consequences.
That experience ultimately led her to develop the AREA Method, a structured approach designed to help people recognize cognitive biases, expand their thinking, and make decisions with greater confidence and conviction.
AI Has Answers. Leaders Still Need Judgment.
AI has dramatically changed how quickly we can access information. But Cheryl argues that easier access to answers actually increases the value of human judgment.
AI does not inherently understand why you are solving a problem. It does not know your organization, your stakeholders, your priorities, your constraints, or what success looks like for you.
That is why Cheryl recommends turning to yourself before turning to AI.
“What is the problem that I am solving and why am I solving it?”
Without that clarity, leaders risk using AI to solve the wrong problem, even if they do it efficiently.
Cheryl points out that even experienced leaders sometimes assume they understand the problem in front of them without taking time to define it clearly. The result can be solving an adjacent problem, addressing only part of the issue, or eventually having to start over.
For leaders navigating decision-making in the age of AI, defining the problem is still a fundamentally human responsibility.
Know When a Decision Requires a Process
Leaders make countless decisions every day, and not every choice requires extensive analysis. But some decisions carry consequences that make a structured process especially valuable.
Cheryl recommends looking at three factors:
Is the outcome unknown?
Is the cost of getting it wrong high?
Will the decision have a long-term impact?
When all three are present, leaders should slow down and use a deliberate decision-making process.
Cheryl’s AREA Method stands for Absolute, Relative, Exploration and Exploitation, and Analysis. The process helps decision-makers examine different perspectives, challenge assumptions and judgments, gather evidence, and build greater confidence in their conclusions.
A process also creates something leaders often miss: an opportunity to learn from the decision afterward.
Instead of simply asking whether the outcome was good or bad, leaders can look back and evaluate the decision quality, whether they gathered the right information, considered the right perspectives, and followed a sound process.
Are You Using AI Like a Surgeon or a Lamborghini Driver?
One of Cheryl’s most useful distinctions is that leaders can approach AI and decision-making in two very different ways.
When you need one specific piece of information, Cheryl suggests thinking like a surgeon. You make a precise incision, extract what you need, and move on.
But many leadership challenges are not that simple.
When you are exploring a complicated problem and do not yet know exactly where you need to go, Cheryl suggests thinking of yourself as a Lamborghini driver.
AI may be an incredibly powerful and fast machine, but you are still behind the wheel.
“You need to direct it.”
In this mode, AI can help leaders research, analyze, explore, and refine their thinking. But the leader remains responsible for determining what they are trying to understand and where the process should go next.
The distinction matters because using the same approach for every interaction with AI can lead leaders to extract information without first understanding whether it is the right information for the problem they are trying to solve.
The Eight Human Moments That Matter in AI-Powered Decision-Making
In The Human Edge, Cheryl identifies eight pivotal moments where human thinking remains essential:
Defining the problem
Assessing motivations
Gathering context
Researching effectively
Analyzing options
Recognizing biases
Involving key stakeholders
Building conviction
These moments highlight an important limitation of AI: it cannot automatically know the context surrounding your decision.
It does not know your budget unless you tell it. It does not know which stakeholders matter most. It does not know that you have until Tuesday to decide or that your organization is operating under a specific resource constraint.
As Cheryl explains:
“Something that looks plausible that doesn’t work for your context is something that can fail.”
Leaders bring the context. AI can help process information within it.
Human Bias Meets AI Bias
AI does not eliminate bias from decision-making. In fact, Cheryl points out that leaders now have to contend with two sources: their own cognitive biases and the biases in AI systems.
Human biases can include confirmation bias, where we look for information that supports what we already believe; liking bias, where we give greater weight to information from people we relate to or trust; and the planning fallacy, where we underestimate how much time or complexity a project will require.
AI can also bring its own imperfections into the process. Its answers may be incorrect, outdated, biased, or based on information that does not accurately represent the situation a leader is trying to solve.
But Cheryl also sees an opportunity.
Rather than asking AI for an answer and accepting the first response, leaders can use the tool to challenge their own thinking. They can ask for disconfirming evidence, explore opposing perspectives, question the credibility of information, and look for weaknesses in the decision they are considering.
The goal is not to have AI validate your thinking. Use it as one resource to strengthen your thinking.
Speed Is Not the Same as Quality
AI has made speed one of its biggest selling points. But faster decision-making does not automatically mean better decision-making.
“Speed and efficacy are often different. The speed of a decision says nothing about the quality of it.”
That distinction is especially important for leaders.
Our brains naturally develop shortcuts based on previous experiences. Those shortcuts help us move quickly, but they can also cause us to apply yesterday’s assumptions to today’s problem.
For high-stakes business decisions, Cheryl encourages leaders to create what she calls a “strategic stop,” a moment to evaluate whether the assumptions, information, and approaches that worked before still apply now.
AI may accelerate the process, but leaders still need to know when slowing down will ultimately lead to a better outcome.
Don’t Outsource Your Thinking
Perhaps the biggest takeaway from Cheryl’s conversation with Jenn is that the future of leadership is not about choosing between human expertise and artificial intelligence.
It is about knowing what each is good at.
AI can research, analyze, generate possibilities, and surface information at extraordinary speed. But leaders still have to define the problem, provide context, evaluate assumptions, consider stakeholders, recognize bias, and ultimately decide what to do.
Cheryl’s goal is to help leaders build the confidence and conviction to solve problems effectively, both with and without AI.
“I really hope that people gain confidence and conviction that they can solve problems well, both with and without the machine, and that they don’t ever sacrifice their thinking.”
As AI becomes more capable, protecting our ability to think critically is not rejecting technology. It is how leaders make better use of it.
Where to Find More From Cheryl Strauss Einhorn
To learn more about Cheryl Strauss Einhorn, the AREA Method, and her work on decision-making:
AI can provide information. Leadership requires knowing what to do with it.
Crestcom helps leaders develop the practical skills they need to make better decisions, communicate effectively, navigate conflict, build emotional intelligence, and lead their teams with greater confidence.
Experience Crestcom’s approach firsthand with a complimentary leadership skills workshop. In just two hours, you’ll explore actionable strategies you can put to work immediately and create a personalized plan for addressing your leadership challenges.
Why Leadership Impact Matters More Than Intentions with Ciarán Casey
Friday, August 21, 2026 • Duration 46:41
What is it Like to be Led by You?
Summary: Do you know what it’s like to be led by you? Good intentions do not always translate into positive leadership impact. Ciarán Casey joins The Leadership Habit Podcast to explore why leadership is relational, how leaders can become more aware of the experience they create, and the six elements that help leaders get back “in tune.”
Most leaders have good intentions. They want their teams to feel trusted, supported, empowered, and valued.
But good intentions do not always create a good experience.
You might give someone more autonomy because you trust them, only for them to walk away feeling abandoned. You might step in to help because you want to make their job easier, while they interpret your help as a sign that you do not trust them. You might send an email late at night simply to clear your inbox, while your team assumes they are expected to be available after hours.
That gap between what a leader intends and what others actually experience is at the heart of this episode of The Leadership Habit Podcast.
Host Jenn DeWall sits down with leadership practitioner, coach, and author Ciarán Casey to explore why leadership impact matters more than good intentions and how leaders can become more conscious of what it is actually like to be led by them.
Meet Ciarán Casey, Leadership Coach and Author
Ciarán Casey is a leadership practitioner and coach with more than three decades of senior leadership experience across sectors and international environments. His work focuses on organizational transformation, culture, high-performing teams, and complex human dynamics.
More recently, Ciarán has focused on leadership development, working with individuals, leadership teams, senior civil servants, and executive teams to strengthen trust and collaboration.
His book, Leadership in Tune, grew out of a question he kept encountering throughout his career: Why do some highly capable, intelligent, confident leaders struggle to connect with the people around them, while others seem to create environments where people naturally flourish?
Your Intentions Are Only Half the Story
Leadership Does Not Happen in Isolation
The Six Strings of Leadership
The Connected Self: Authenticity and Emotional Intelligence
The Bridge: Presence and Trust
Shared Impact: Co-Creation and Influence
Which Leadership String Is Out of Tune?
What Is It Like to Be Led by You?
Where to Find More From Ciarán Casey
Ready to Strengthen Your Leadership Impact?
Why Character-Driven Leadership Matters More Than Ever with John Lentini
Friday, August 7, 2026 • Duration 46:49
Summary: What makes people want to follow a leader? In this episode of The Leadership Habit Podcast, Crestcom Business Owner John Lentini introduces his Six-Dial Framework for character-driven leadership. Learn how discipline, mindset, resilience, integrity, empathy, and influence work together to help leaders build trust, inspire others, and lead with greater confidence.
Leadership isn’t defined by a title. It’s defined by character.
The most effective leaders don’t earn trust because of their position. They earn it through the decisions they make, the values they demonstrate, and the consistency they show every day. That’s the foundation of character-driven leadership.
In the latest episode of The Leadership Habit Podcast, host Jenn DeWall sits down with John Lentini, President of Bold Training Corp. and a licensed Crestcom Business Owner serving organizations throughout New York, New Jersey, Connecticut, Rhode Island, and Delaware. John is also a TEDx speaker with more than 235,000 views on his TEDx talk, where he first shared his practical framework behind his upcoming book, Engineering Character: Six Dials to Build Better Leaders, and explains why becoming a better leader starts with becoming a better version of yourself.
Meet John Lentini
John Lentini knows that great leadership isn’t about having all the answers. It’s about continually developing the character and habits that earn trust. As President of Bold Training Corp. and a Crestcom Business Owner, John draws on more than two decades of executive leadership experience to help leaders become more resilient, influential, and effective. His perspective is shaped by leading global teams through 9/11, the Fukushima nuclear disaster, and choosing to start a business during the COVID-19 pandemic.
What Is Character-Driven Leadership?
Character-driven leadership is the intentional practice of developing the habits, values, and behaviors that inspire others to trust and follow you.
Rather than focusing solely on technical skills or authority, character-driven leaders cultivate self-awareness, resilience, integrity, empathy, and influence. These qualities allow them to navigate uncertainty, build stronger relationships, and create lasting impact.
Great Leadership Starts with Leading Yourself
Character Is Built Through Integrity, Empathy, and Influence
Why Empathy Is a Leadership Strength
Character Requires Continuous Reflection
The Future of Leadership Is Character-Driven
Listen to the Full Episode
Ready to Build Character-Driven Leaders?
Summer Leadership Rewind: Staying “Forever Human” in the Age of AI with Sylvie di Giusto
Friday, July 24, 2026 • Duration 48:13
Summer Leadership Rewind: Staying “Forever Human” in the Age of AI with Sylvie di Giusto
Artificial intelligence has changed dramatically over the past year. New tools arrive almost weekly. Organizations are experimenting faster than ever. And leaders everywhere are asking the same question:
How do you embrace AI without losing what makes great leadership human?
This week, we’re taking a summer break, so we’re revisiting one of our most impactful conversations on The Leadership Habit Podcast. Jenn DeWall sits down with leadership expert and Crestcom faculty member Sylvie di Giusto to explore why the leaders who thrive in the age of AI won’t be the ones who know the most about technology. They’ll be the ones who remain unmistakably human.
If you missed this episode the first time, or if your relationship with AI has changed since then, now is the perfect time to listen again.
Meet Sylvie di Giusto
Sylvie di Giusto is an international keynote speaker, author, Certified Speaking Professional (CSP), and Hall of Fame speaker who helps organizations improve leadership, influence, and communication. For years, her expertise has been part of Crestcom’s leadership curriculum, helping leaders around the world strengthen emotional intelligence, executive presence, and decision-making.
In this conversation, she offers a refreshing perspective on AI that replaces fear with curiosity and competition with collaboration.
The Best Leaders Won’t Compete with AI
Many professionals still think of AI as something they have to outwork or outperform.
Sylvie challenges that mindset.
“The goal was never to beat the machine. It is to build with it.”
AI will always process information faster, remember more data, and complete repetitive tasks more efficiently than people. Rather than trying to compete in those areas, leaders should focus on the capabilities that technology cannot replicate.
Why Being “Forever Human” Matters More Than Ever
Soft Skills Are Becoming Power Skills
Leadership Still Means Accountability
A Conversation That’s Even More Relevant Today
Key Takeaways
Listen to the Episode
Where to Find More from Sylvie di Giusto
Develop the Human Skills That Matter Most
Leadership Communication and The Boss with Andy Freed
Friday, June 26, 2026 • Duration 39:32
Effective leadership communication isn’t just about delivering information. It’s about creating connection, inspiring action, and ensuring people remember what matters long after the conversation ends.
On the latest episode of The Leadership Habit Podcast, host Jenn DeWall speaks with communications expert Andy Freed. Andy shares his insights from an unexpected source of leadership inspiration: Bruce Springsteen.
Andy draws from more than 95 Springsteen concerts and decades of leadership experience. Through this lens, he shares how great leaders can communicate with greater purpose, prepare more intentionally, and create lasting impact through every interaction.
Meet Andy Freed, Author and Chairman of Virtual Inc.
Andy Freed is Chairman of Virtual Inc., where he has spent more than three decades helping organizations navigate growth, change, and strategic communication. Throughout his career, he has worked with global organizations like Microsoft, Google, and Meta. He also helps leaders become more intentional communicators.
His newest book, How to Lead Like a Boss, explores leadership communication in an unconventional way. It looks at the habits and behaviors that made Bruce Springsteen a respected performer and leader.
While the setting may be a concert stage rather than a boardroom, the leadership lessons translate directly to today’s workplace.
Great Leadership Communication Starts with Intention
One of Andy’s most important messages is that effective communication begins long before a meeting starts.
Rather than simply creating slides or gathering updates, leaders should first ask themselves three questions:
What do I want people to think?
How do I want them to feel?
What do I want them to do?
This simple framework shifts communication from information sharing to intentional leadership.
Preparation Is a Leadership Skill
If They Can’t Repeat the Message, It Didn’t Land
Leadership Is Always a Performance
Never Underestimate the Power of Appreciation
Leadership Communication Creates Lasting Influence
Where to Find More From Andy Freed
Develop Leadership Communication Skills with Crestcom
Stop Subtracting Yourself to Fit In! Authentic Leadership with Dale Wilsher
Friday, June 5, 2026 • Duration
Summary
Authentic leadership is about leading from your strengths rather than changing who you are to meet others’ expectations. In this episode of The Leadership Habit Podcast, executive coach Dale Wilsher explains the leadership double bind, explores how workplace bias shapes perceptions of leadership, and shares practical strategies for balancing warmth and competence to build greater influence, executive presence, and leadership effectiveness.
Many leaders spend years trying to become the person they believe they need to be in order to succeed.
They speak differently, hold back ideas, soften their opinions, or adopt leadership styles that feel unnatural. Often, these changes stem from feedback, workplace expectations, or assumptions about what leadership should look like.
The challenge is that when leaders focus too heavily on fitting a mold, they can lose sight of the qualities that make them effective in the first place.
In the latest episode of The Leadership Habit Podcast, host Jenn DeWall sits down with Dale Wilsher to discuss authentic leadership, executive presence, workplace bias, and the “leadership double bind”. Their conversation offers valuable insights for leaders who want to increase their influence without sacrificing who they are.
Meet Dale Wilsher, Executive Life and Leadership Coach
Dale Wilsher is an executive life and leadership coach, keynote speaker, and founder of Your Authentic Personality. For more than a decade, she has helped professionals better understand themselves, build confidence, and lead with greater authenticity. She is also the author of an award-winning book on personality and human potential and is currently writing a new book focused on identity, self-awareness, and leadership. Through coaching, speaking, and leadership development programs, Wilsher helps individuals align who they are with how they lead so they can maximize their potential without compromising their authentic strengths.
What Is the Leadership Double Bind?
One of the central topics discussed in the episode is the leadership double bind.
Why Authentic Leadership Matters
Stop Subtracting Yourself
Balancing Warmth and Competence
Authentic Leadership Strengthens Teams
Where to Find More From Dale Wilsher
Authentic Leadership Is About Expansion, Not Reinvention
Managing Change Effectively in the Workplace With Nick Montalbine
Friday, May 22, 2026 • Duration 39:09
Summary
Managing change in the workplace requires more than new strategies or systems. In this episode, Nick Montalbine explains why many change efforts fail due to overloaded systems, lack of trust, and employee burnout. He explores practical frameworks for improving focus, rebuilding trust, and creating healthier workplaces that adapt more effectively to change.
Organizations are experiencing constant disruption. AI is changing workflows. Teams are navigating restructures, layoffs, shifting priorities, and increasing pressure to produce results with fewer resources. Amid all this uncertainty, leaders are still expected to guide teams confidently through change.
The problem? Most organizations are approaching change the wrong way.
In the latest episode of The Leadership Habit Podcast, Jenn DeWall sits down with change leadership expert Nick Montalbine to discuss why so many workplace change initiatives fail and what leaders can do differently. Their conversation explores overloaded systems, employee burnout, breakdowns in trust, and the hidden signals leaders often miss during organizational change.
Meet Nick Montalbine, Founder of Inner Voice Analytics
Nick Montalbine is the founder of Inner Voice Analytics, a consultancy focused on helping organizations detect cultural and operational issues before they become major problems. With more than 20 years of experience leading transformation efforts in complex organizations across Nike, healthcare, finance, and retail, Nick specializes in leadership development, organizational listening, and transformation strategy.
Throughout the episode, Nick introduces a simple but powerful framework leaders can use to better manage change in the workplace: attention, trust, and energy.
Why Managing Change in the Workplace Often Fails
One of the most important takeaways from the episode is that most change initiatives do not fail because employees resist change.
They fail because organizations operate within overloaded systems.
Attention: The Hidden Barrier to Workplace Change
Trust: Why Employees Stop Speaking Up
Energy: The Burnout Problem Leaders Cannot Ignore
Managing Change Requires Better Leadership Systems
Where to Find More from Nick Montalbine
Final Thoughts
Why Decisive Leadership Matters More Than Ever With John Register
Friday, May 8, 2026 • Duration 45:47
Summary: Former Paralympian and Army veteran John Register joins The Leadership Habit to discuss leadership decision-making, resilience, and overcoming adversity. After losing his leg while training for the Olympics, Register rebuilt his life and became a Paralympic silver medalist. In this episode, he shares his “Amputate to Elevate” leadership philosophy, encouraging leaders to let go of indecision, outdated thinking, and limiting beliefs in order to adapt and move forward. The conversation explores leadership under pressure, leading through uncertainty, and the critical importance of decisive leadership for organizational growth and change.
Leadership today requires more than vision. It requires the courage to make difficult decisions before all the answers are available.
On the latest episode of the Leadership Habit podcast, John Registerjoined host Jenn DeWall for a conversation about resilience, leadership decision-making, and what it truly means to move forward after adversity.
John’s story is remarkable. A decorated Persian Gulf War Army veteran and elite athlete, he was training for the Olympic Games when a devastating injury changed everything. After a missed hurdle caused severe damage to his leg, he made the life-altering decision to amputate above the knee. Instead of allowing that moment to define him, he adapted, rebuilt, and eventually became a two-sport Paralympic athlete and silver medalist.
But this episode is about much more than athletics. It is about leadership under pressure and the decisions leaders avoid making every day.
Meet John Register, Paralympic Silver Medalist
John Register is a leadership keynote speaker, strategic advisor, Army combat veteran, Paralympic silver medalist, and co-founder of the U.S. Olympic Committee’s Paralympic Military Sports Program. Today, he helps organizations navigate change and uncertainty through his “Amputate to Elevate” philosophy, which focuses on removing what no longer serves you in order to move forward with clarity and purpose.
Throughout the conversation, John shares lessons from military leadership, elite sports, and personal adversity that apply directly to today’s workplace challenges.
The Leadership Cost of Indecision
The “Amputate to Elevate” Leadership Philosophy
The Resonance Model: A Framework for Leading Through Change
Reckoning
Revision
Renewal
Leadership Decision Making in Uncertain Times
Leadership Resilience Is Built Through Action
Why Leadership Development Matters More Than Ever
Where to Find More From John Register
Ready to Strengthen Your Leadership Skills?
How Understanding Leadership Communication Styles Transforms Team Performance
Friday, April 24, 2026 • Duration 35:47
Understanding Leadership Communication Styles with Jeremie Kubicek
Leadership often breaks down in moments that seem small. A missed expectation. A frustrating conversation. A team member who just doesn’t seem to “get it.”
But what if the issue isn’t effort or intent? What if it’s communication?
In this episode of The Leadership Habit Podcast, host Jenn DeWall sits down with Jeremie Kubicek to explore how understanding personality styles in leadership can improve communication, build trust, and drive stronger results.
The conversation centers on a simple idea:
Leaders don’t struggle because they don’t care. They struggle because they communicate in a way their team doesn’t understand.
Meet Jeremie Kubicek
Jeremie Kubicek is an entrepreneur, leadership architect, and co-founder of Giant Worldwide. He is also the author of multiple leadership books, including The Five Voices and The Voice-Driven Leader.
His work focuses on helping leaders better understand how people think and communicate so they can lead more effectively.
Why Leaders Struggle to Develop Their Teams
One of the most practical insights from this episode is how often leaders unintentionally prioritize tasks over people.
Many leaders default to “managing up” instead of developing their teams. As Kubicek explains, pressure from above often pulls leaders away from investing in the people they are responsible for.
“There’s pressure to just do our day job… so it becomes a default to focus on the person above them instead of developing the people they’re responsible for.”
This creates a common leadership trap. Teams become dependent instead of empowered. Leaders feel overwhelmed. Performance suffers over time.
And most importantly, teams disengage.
The Difference Between Compliance and Engagement
The Five Voices: A Practical Framework for Leadership Communication
Why Speaking Your Team’s Language Matters
How Miscommunication Happens Inside Teams
Simple Ways to Apply This in Your Team
Why Leadership Development Still Matters More Than Ever
Where to Find More From Jeremie Kubicek
Final Thoughts: Leadership Is About Understanding People
Ready to Strengthen Your Leadership Skills?
Essential Leadership Skills for New Leaders with Bruce Mayhew
Friday, April 10, 2026 • Duration 41:12
Summary
Most leaders step into their role without formal training. That gap often leads to uncertainty, hesitation, and missed opportunities to build trust early. In this episode of The Leadership Habit, Bruce Mayhew shares practical leadership skills for new leaders, focusing on building confidence, establishing trust, and creating a strong team culture from day one.
Meet Bruce Mayhew
Bruce Mayhew is a corporate trainer, keynote speaker, and author with over 20 years of experience helping leaders improve team performance and workplace culture. After working in leadership roles at Scotiabank, he saw how leadership directly impacts engagement, trust, and results.
His latest book, The Path of an Inspired Leader, is designed as a practical guide covering more than 18 real-world leadership scenarios. Each chapter focuses on situations leaders face, from hiring and feedback to building trust and managing change.
Why Leadership Skills for New Leaders Matter More Than Ever
Many professionals are promoted into leadership roles without the tools to succeed. They are expected to lead, but never taught how.
As Bruce explains, this creates hesitation:
“They don’t want to ruffle any feathers… they think they have to sit back and really learn the ropes for two months or six months.”
The problem is not capability. It is a lack of clarity.
New leaders often wait for permission instead of setting direction. But strong leadership requires stepping in early to shape the environment your team operates in.
How to Build Trust as a New Leader
Set the Tone Early Instead of Waiting
Turn Company Values Into Real Leadership Tools
How to Handle Difficult Conversations as a Leader
Leadership Is About Creating the Right Environment
Key Takeaways: Leadership Skills for New Leaders
Where to Find More from Bruce Mayhew
What’s Next?
For Ciarán, part of the answer lies in the difference between leadership intent and leadership impact.
Leaders rarely set out to frustrate, disengage, or demotivate their teams. The problem is that employees cannot experience a leader’s intentions. They experience their behaviors and interactions.
As Ciarán explains:
“The intention isn’t the problem. What we need to focus on is the experience.”
That distinction can be uncomfortable, especially when we know our intentions were good. But it also gives leaders a more useful way to evaluate their effectiveness.
Instead of asking, “What was I trying to do?” effective leaders can ask, “How might that have been experienced?”
That shift matters because leadership behaviors carry more weight than we may realize.
Ciarán points out that leaders are constantly being observed. A delayed response can be interpreted as a lack of interest. Silence can make people wonder if something is wrong. A rushed conversation can leave someone feeling like their time or contribution does not matter.
As he puts it, a leader’s impact is amplified.
Becoming more aware of that leadership impact is not about overanalyzing every interaction. It is about recognizing that the meaning we intend to communicate and the meaning someone receives are not always the same.
One of the central ideas in Ciarán’s work is that leadership is relational.
We often think of leadership as something an individual possesses. We describe someone as confident, charismatic, decisive, or a strong communicator and conclude that those characteristics make them a good leader.
Ciarán challenges that idea.
He argues that leadership emerges in the space between people. A leader can offer direction, guidance, or support, but leadership only takes shape when another person is willing to engage with and follow that direction.
“Leadership is a relational practice that doesn’t reside within an individual, but emerges between people.”
That changes the way we think about leadership development.
Instead of focusing exclusively on the leader’s characteristics, we can pay more attention to the quality of their interactions. Are people willing to speak openly? Do they feel trusted? Do they feel heard? Does the leader create the conditions for people to contribute?
Those everyday interactions are where leadership impact becomes real.
In Leadership in Tune, Ciarán introduces his Conscious Relational Impact Model, built around six elements of leadership.
As a guitarist, he compares these elements to the guitar’s six strings. A guitar does not need every string to be completely wrong to sound off. One string that is out of tune can change the sound of the entire instrument.
Leadership can work the same way.
The six strings are organized across three stages:
Effective leadership starts with understanding yourself. That means knowing your values and how they influence your behavior while also having the emotional intelligence to understand and regulate the impact you have on others.
Authenticity without emotional intelligence can become an excuse to behave however you feel in the moment. Emotional intelligence without authenticity can feel performative.
Leaders need both.
From there, leaders have to create the conditions for connection.
Ciarán describes presence and trust as the two spans of a bridge between people. Trust determines whether it feels safe to cross. Presence determines what it feels like to cross.
One of the simplest ways leaders can strengthen that bridge is by giving people their undivided attention.
Phones, emails, meetings, and competing priorities make genuine presence difficult. But when a leader is distracted during a conversation, that distraction can communicate something they never intended: You are not important enough for my full attention.
Once leaders have built that connection, they can create shared impact through co-creation and influence.
Ciarán describes co-creation as one of the most underused leadership skills. Leaders do not need to have every idea, solve every problem, or provide every answer themselves.
Instead, they can involve capable people in designing solutions, processes, products, and outcomes.
Influence also changes depending on the situation. Sometimes leaders need to be direct. Other times, they can draw ideas and creativity from the people around them.
The key is that shared impact becomes much easier when trust and connection already exist.
The goal of Ciarán’s model is not leadership perfection.
It is awareness.
A leader may be authentic and emotionally intelligent but struggle to be fully present. Another may care deeply about their team but fail to build trust. Someone else may build strong relationships but rarely give others enough opportunity to co-create solutions.
When something is not landing the way you intended, Ciarán’s six strings offer a framework for asking why.
“We’re not going for perfection here. We’re just going for improvement.”
That can start with small moments of reflection.
Think about a recent conversation that did not go as planned. A piece of feedback someone did not respond to well. Or, a meeting where the energy suddenly changed. Maybe a team member who has started pulling back.
Rather than immediately focusing on what is wrong with the other person, consider the interaction itself.
What might they have experienced? Which leadership string may have been out of tune? What could you adjust the next time?
Toward the end of the conversation, Ciarán offers a question that captures the central idea of the episode:
“What’s it like to be on the receiving end of me?”
It is a very different question from “Am I a good leader?”
Being a strong leader is an evaluation we can make about ourselves. Understanding how people feel and what it is like to be led by us requires considering someone else’s experience.
That is where leadership impacts lives.
You will not always get it right. Your intentions and someone else’s experience will not always align. But becoming curious about that gap can help you build stronger relationships, strengthen trust, and create an environment where people are more willing to contribute their best over the long term.
Listen to the full episode of The Leadership Habit Podcast to hear Jenn and Ciarán explore the Conscious Relational Impact Model, the six strings of leadership, and how you can become more intentional about the experience you create for the people you lead.
Understanding how your leadership is experienced is one thing. Building the skills to adapt, communicate, build trust, and lead more effectively takes practice.
“You must learn to lead yourself effectively before you can really lead others well.”
That simple idea forms the foundation of his Six-Dial Framework.
According to John, every leader must first master three personal leadership habits:
Discipline
Mindset
Resilience
These three “dials” represent the internal habits that determine how consistently leaders perform, especially during difficult times.
Discipline is often the least glamorous but most essential.
“It is the boring, tedious, mundane stuff that we would all love to avoid… But when you start to appreciate the medium-term rewards that can be gained through regular discipline, you’re going to see a difference.”
Mindset is the unwavering belief that your vision is achievable, even when progress feels slow. Resilience allows leaders to adapt, recover, and continue moving forward, whether that means persevering through challenges or changing course entirely.
Together, these qualities create what John calls a determined leader.
Once leaders learn to lead themselves, they can begin leading others more effectively.
John’s second set of leadership dials focuses on:
Integrity
Empathy
Influence
Together, these create the trust every high-performing team depends on.
One of the episode’s most memorable insights is John’s definition of integrity:
“If discipline is consistency in your activity, then integrity is consistency in your values.”
Character-driven leadership requires leaders to consistently act according to their values, even when it’s difficult. When actions align with words, trust grows. When they don’t, credibility quickly disappears.
Empathy is often misunderstood as being too soft or avoiding difficult conversations.
John challenges that misconception.
“Empathy is understanding what someone wants, but not necessarily catering or executing on it.”
Character-driven leaders don’t avoid accountability. Instead, they make difficult decisions with compassion, communicate openly, and consider how those decisions affect others.
That combination of empathy and accountability builds stronger relationships and healthier workplace cultures.
One of the most practical aspects of John’s framework is that it encourages leaders to assess themselves regularly.
Rather than assuming growth happens automatically, character-driven leaders intentionally reflect on where they need to improve and actively seek feedback from others.
John recommends using tools such as 360-degree feedback or anonymous surveys to better understand how others experience your leadership.
As he reminds listeners:
“Always focus on where you are at the moment and why it’s changed… understanding we’re never done. It’s just the journey.”
Leadership isn’t about reaching perfection. It’s about continually becoming a better leader.
Today’s leaders face constant change, increasing complexity, and growing expectations from their teams. Technical expertise alone is no longer enough.
Character-driven leadership provides a framework for earning trust, navigating uncertainty, and helping others succeed.
John’s Six-Dial Framework reminds us that leadership begins within. By intentionally developing discipline, mindset, resilience, integrity, empathy, and influence, leaders create the kind of character that inspires others to follow.
Want to learn more about John’s Six-Dial Framework and discover practical ways to strengthen your own leadership character?
Listen to the full episode of The Leadership Habit Podcast featuring Crestcom Business Owner John Lentini for actionable insights you can begin applying today.
Strong organizations are built by leaders who inspire trust, communicate with integrity, and lead with purpose. Crestcom’s leadership development programs help leaders build these essential skills through practical learning, coaching, and real-world application.
Request a complimentary Leadership Skills Workshop to experience Crestcom’s approach firsthand. In this interactive session, your team will explore practical leadership strategies that improve communication, strengthen accountability, and develop the habits that drive long-term success.
These are the qualities that separate management from leadership—and they become even more valuable as AI becomes more capable.
As AI-generated content becomes increasingly difficult to distinguish from human-created work, authenticity becomes a competitive advantage.
People don’t simply want information. They want confidence that someone understands their challenges, considers context, and genuinely cares about the outcome.
That’s why Sylvie believes leaders should intentionally cultivate the uniquely human skills AI cannot replace.
She explains that while AI can generate answers, leaders ask better questions. AI can analyze information, but leaders interpret meaning. AI can suggest actions, but only people can weigh ethics, relationships, and long-term consequences.
In other words, AI can assist leadership, but it cannot replace it.
For years, organizations emphasized technical expertise and productivity. Ironically, AI is now making those skills easier to automate.
The result?
Communication, emotional intelligence, adaptability, critical thinking, and relationship-building have become even more valuable.
As Sylvie notes:
“There will be a big comeback for soft skills because those are the skills that AI cannot replicate.”
Organizations investing in leadership development today aren’t preparing people for yesterday’s workplace. They’re building the capabilities that will matter most tomorrow.
One of the episode’s most powerful reminders is that AI cannot own the consequences of a decision.
Leaders still carry that responsibility.
AI can recommend hiring decisions, summarize employee performance, or suggest business strategies. But it cannot understand every human circumstance, organizational nuance, or ethical consideration.
As Sylvie points out, leaders cannot blame technology for decisions they choose to make.
Accountability remains a human responsibility.
When this episode originally aired, many organizations were just beginning to explore generative AI.
Today, AI has become part of everyday work.
That makes this conversation even more valuable.
Rather than focusing on specific tools or trends that quickly become outdated, Sylvie shares timeless leadership principles that help leaders navigate any technological change. Her message isn’t about resisting AI or blindly embracing it. It’s about learning how to use it wisely while protecting the qualities that make leadership meaningful.
If there’s one message to carry forward from this Summer Leadership Rewind, it’s this:
AI will continue to evolve.
Great leadership will continue to depend on people.
The leaders who succeed won’t be those who simply adopt the newest technology. They’ll be the ones who combine technology with empathy, sound judgment, authentic communication, creativity, and accountability.
Or, as Sylvie says best:
“Don’t compete with AI. Focus on what you do in the moments that matter most as a human being.”
Catch this Summer Leadership Rewind episode of The Leadership Habit Podcast with Sylvie di Giusto and discover why staying “Forever Human” may be the most important leadership strategy of the AI era.
Technology will keep changing, but leadership fundamentals endure. Developing stronger communication, critical thinking, emotional intelligence, and decision-making skills helps leaders succeed regardless of what’s next.
To learn how Crestcom helps organizations build these essential leadership capabilities, request a complimentary two-hour leadership workshop at crestcom.com/freeworkshop.
Whether you’re announcing organizational change, leading a team meeting, or having a one-on-one conversation, understanding the desired outcome before speaking dramatically improves clarity and impact.
Bruce Springsteen doesn’t walk onto the stage and hope for the best.
Before every concert, he carefully builds a set list that creates an emotional journey for the audience. Every song has a purpose. Every transition is intentional.
Leaders should prepare the same way.
Instead of opening yesterday’s PowerPoint presentation and making minor edits, Andy encourages leaders to think first about the experience they want their audience to have.
Preparation isn’t about creating more slides. It’s about creating a message people will remember.
One of the most memorable ideas from the conversation is that communication isn’t measured by how many times you’ve delivered a message.
It’s measured by whether your audience can repeat it back to you.
Leaders often become frustrated after explaining something once or twice, assuming everyone understands. In reality, people frequently need to hear important messages multiple times before they truly retain them.
Instead of asking, “How many times have I said this?” leaders should ask:
“Can my team say it back to me?”
That shift in perspective can transform the way leaders communicate organizational priorities, strategic initiatives, and change.
Leadership doesn’t end when the presentation is over.
Andy explains that leaders are constantly communicating through their behavior, energy, and presence, even when they aren’t speaking.
Employees notice whether leaders are engaged during meetings. They notice body language, enthusiasm, and consistency. Your energy sets the tone for everyone around you.
The most effective leaders recognize that every interaction communicates something, whether intentional or not.
At the end of every Bruce Springsteen concert, he personally thanks each member of the E Street Band before leaving the stage.
For just a few seconds, every musician receives their full attention and appreciation. That simple ritual offers an important reminder for leaders. Recognition doesn’t have to be elaborate to be meaningful.
Consistently acknowledging effort, celebrating contributions, and expressing genuine appreciation helps people feel valued. Those small moments often leave a lasting impression.
As Andy notes, one of our deepest human needs is simply to feel appreciated.
Strong leadership communication isn’t about being the loudest voice in the room.
It’s about preparing with intention, connecting with people, reinforcing important messages, and creating experiences employees remember.
Whether you’re leading organizational change, facilitating a meeting, or simply thanking someone for their contribution, every interaction shapes trust and influence.
The best communicators understand that leadership isn’t measured by what they say.
It’s measured by what others hear, remember, and ultimately do.
To learn more about Andy Freed, his leadership philosophy, and his book How to Lead Like a Boss, visit andyfreed.com. There you’ll find additional resources on leadership communication, speaking, and practical strategies for becoming a more intentional leader.
Leadership communication is one of the most important skills leaders can develop, yet it’s also one of the most challenging to master. From communicating change to building trust and influencing performance, effective communication shapes every aspect of leadership.
At Crestcom, communication isn’t treated as a standalone topic. It’s integrated throughout our leadership development programs, providing leaders with practical tools they can apply immediately in conversations, meetings, coaching sessions, and organizational change initiatives.
Listen to the full episode of The Leadership Habit Podcast for even more insights from Andy Freed, and discover how intentional communication can strengthen your leadership influence every day.
The double bind refers to a no-win situation in which leaders face competing expectations. Wilsher explains that women, in particular, often experience a tension between being perceived as competent and as likable. Leaders may be viewed as too soft or too tough, too collaborative or too direct, but rarely “just right.”
While the double bind is most commonly discussed in the context of women in leadership, the broader lesson applies to leaders of all backgrounds. Many professionals feel pressure to suppress parts of their personality in order to align with traditional expectations of leadership.
According to research discussed during the episode, the most influential leaders demonstrate both warmth and strength. In other words, people must be able to answer “yes” to two critical questions:
Do you care about me?
Can you deliver results?
Leaders who consistently communicate both are often viewed as more effective, trustworthy, and influential.
A powerful theme throughout the conversation is that authentic leadership is not about becoming someone else.
Too often, leaders receive feedback focused on their personality rather than their performance. Wilsher notes that this type of feedback can cause people to question who they are instead of helping them improve what they do. As a result, many leaders begin to modify or hide their natural tendencies in an effort to meet expectations.
The problem is that authentic strengths and perceived weaknesses are often connected.
A leader who is highly direct may also be exceptionally decisive. A leader who is highly relational may also excel at collaboration and inclusion. When leaders try to eliminate traits that others criticize, they often diminish the strengths associated with those traits as well.
Authentic leadership starts with understanding your natural tendencies and learning how to expand your effectiveness without abandoning your strengths.
Perhaps the most memorable lesson from the episode is Wilsher’s advice to leaders:
Don’t subtract yourself.
When leaders receive critical feedback, their instinct is often to become less visible, less outspoken, or less themselves. They begin removing parts of their personality to avoid criticism.
Wilsher encourages leaders to take a different approach.
Instead of subtracting, add.
Rather than suppressing your strengths, identify complementary behaviors that help others experience your leadership more effectively.
A direct leader may need to add empathy.
A highly collaborative leader may need to add decisiveness.
A relationship-focused leader may need to communicate recommendations with greater confidence.
The goal is not to become a different person. The goal is to become a more complete leader.
The discussion also offers practical strategies for strengthening leadership presence.
Leaders who naturally prioritize relationships can benefit from demonstrating greater confidence and authority through concise communication, clear recommendations, and stronger ownership of accomplishments. Small changes in language can significantly influence how others perceive leadership presence.
One of Wilsher’s most practical pieces of advice focuses on how leaders communicate expertise and confidence. Many professionals unintentionally weaken their authority by using minimizing language such as “Does that make sense?” or by downplaying their recommendations. Instead, leaders can communicate with greater confidence while remaining approachable.
As Wilsher explains:
“There are stronger ways to check in with people than giving away too much of your authority or power when you lead with data; I say you can speak softly as long as you carry a big statistic.”
The lesson is simple but powerful: leadership presence does not require being the loudest person in the room. Leaders can build influence by supporting their recommendations with facts, evidence, and clear reasoning, and by communicating with confidence and clarity.
Meanwhile, leaders who naturally prioritize tasks and results can strengthen their influence by intentionally demonstrating warmth. Inviting collaboration, expressing gratitude, seeking input, and communicating care for others can help build trust and engagement without sacrificing accountability.
Neither approach is inherently better.
The most effective leaders understand their natural strengths and intentionally develop complementary skills that help them connect with a broader range of people and situations.
Authentic leadership benefits more than the individual leader.
Organizations perform best when they embrace diverse leadership styles rather than expecting everyone to lead the same way. Teams gain stronger perspectives, greater innovation, and better decision-making when leaders bring different strengths to the table.
As Wilsher points out, individuals should not be expected to be all things to all people. That is the role of the team. When leaders understand and value different leadership styles, they create environments where people can contribute their unique strengths while still working toward shared goals.
The result is a more engaged, adaptable, and high-performing organization.
To learn more about Dale Wilsher’s work on authentic leadership, personality, executive presence, and leadership development, visit her website, YourAuthenticPersonality.com. You can also connect with Dale on LinkedIn, where she regularly shares insights on self-awareness, confidence, and helping leaders align who they are with how they lead. Her coaching, speaking engagements, and leadership programs provide practical tools for professionals who want to maximize their influence without sacrificing authenticity.
Leadership is not about fitting someone else’s definition of success.
It is about understanding your strengths, recognizing your blind spots, and developing the skills needed to lead more effectively. The strongest leaders do not succeed because they have eliminated every weakness. They succeed because they have learned how to build on their strengths while adding the capabilities needed to connect with others.
Dale Wilsher’s message is a powerful reminder that effective leadership is not about shrinking yourself to meet someone else’s expectations. It’s about becoming more intentional, more self-aware, and more capable while remaining true to who you are.
At Crestcom, we believe leadership development should help leaders become more effective versions of themselves—not force them into a one-size-fits-all leadership model. Through live-facilitated learning, coaching, accountability, and real-world application, Crestcom helps leaders develop the self-awareness, communication skills, and confidence needed to lead authentically and deliver meaningful results.
If you’d like to explore how leadership development can help your organization build stronger, more effective leaders, consider scheduling a complimentary Leadership Skills Workshop to experience Crestcom’s approach firsthand.
According to Nick, overloaded systems occur when organizations attempt to manage too many competing priorities at once. Problems become filtered, decisions get delayed, communication breaks down, and employees stop speaking up early about risks or concerns.
As a result, workplace change efforts slowly lose momentum and direction.
Nick explains that leaders should pay close attention to three critical areas that determine whether change efforts succeed or fail:
Attention
Trust
Energy
When these areas become depleted, employees stop signaling problems. They stop sharing ideas, raising concerns, or challenging assumptions. By the time leaders recognize the issue, long-term damage is often already done.
Modern workplaces are overloaded with competing priorities.
Teams are juggling strategic initiatives, daily operations, meetings, emails, system changes, reporting requirements, and constant interruptions. Leaders often continue adding more initiatives without removing old ones.
According to Nick, this creates a major attention problem inside organizations. Employees struggle to determine what truly matters day-to-day because everything is presented as urgent and important.
One practical framework Nick recommends is evaluating work based on two factors:
Strategic importance
Complexity
This creates four categories:
Boulders: high importance, high complexity
Rocks: high importance, lower complexity
Pebbles: low importance, low complexity
Low-value work: low importance, high complexity
The goal is not to eliminate important work. The goal is to prevent organizations from taking on too many “boulders” at once.
This is especially important for leaders managing organizational change. Employees cannot focus effectively when priorities constantly shift or when every project is treated like a top priority.
Clear communication, monthly prioritization conversations, and realistic workloads all help improve organizational focus during periods of change.
Trust plays a major role in successful workplace change.
Nick describes trust as employees feeling safe enough to say the hard things. When trust is low, people stop raising concerns, stop sharing ideas, and stop challenging decisions.
Leaders often mistake silence for agreement.
In reality, silence may signal disengagement, fear, exhaustion, or psychological withdrawal.
Jenn DeWall highlights a common workplace reality many leaders overlook: eventually, employees may stop trying to help because they no longer believe their input matters.
Nick points to several warning signs that trust may be declining:
Fewer ideas are shared in meetings
Reduced curiosity
Less disagreement or debate
Employees are becoming quieter or more withdrawn
Rebuilding trust requires leaders to consistently listen and act on feedback. Nick also recommends creating intentional space for dialogue by encouraging healthy disagreement and even assigning someone to play the “contrarian” role during meetings.
Another important insight from the episode is that annual employee engagement surveys are no longer enough.
Employee sentiment changes too quickly in modern workplaces. Leaders need more frequent opportunities to understand how employees are feeling and to identify concerns before they become larger cultural problems.
Many employees are trying to manage heavy workloads while simultaneously adapting to organizational change.
That creates a major energy problem.
Nick references research identifying three different forms of burnout:
Overload burnout
Under-challenged burnout
Neglect burnout
Most leaders recognize overload burnout, where employees feel buried under excessive work demands. But many overlook the other two forms.
Team members may feel disengaged because they are underutilized or disconnected from meaningful work. Others may neglect their own well-being due to stress, isolation, or emotional exhaustion.
This is particularly important during periods of organizational change because burnout reduces engagement, creativity, collaboration, and resilience.
Leaders should pay attention to shifts in participation, energy, communication patterns, and overall engagement. Small behavioral changes may indicate that employees are struggling long before performance issues appear.
Managing change in the workplace is not just about communication plans or new processes. It requires leadership systems and a company culture that support people through uncertainty.
Organizations need:
Clear priorities
Open communication
Psychological safety
Regular employee listening
Realistic workloads
Ongoing leadership development
Without those systems, even well-intentioned change initiatives can fail.
This is one reason leadership development matters so much during periods of disruption. Leaders need practical tools to manage communication, accountability, emotional intelligence, trust, delegation, and organizational alignment as they navigate change.
Programs like Crestcom International’s Crestcom LEADER help leaders build these skills through live-facilitated learning, real-world application, accountability, and ongoing coaching support.
However, successful organizational change management isn’t just about moving the fastest. Managing change effectively requires creating an organizational structure in which employees can stay focused, speak honestly, and maintain the energy needed to adapt.
As Nick Montalbine explains throughout the episode, leaders should pay attention to the signals their organizations are sending. Silence, disengagement, burnout, and confusion are not random workplace problems. They are indicators that systems may be overloaded, and people may need more support.
If your organization is navigating workplace change and looking to strengthen leadership capabilities, request a complimentary Leadership Skills Workshop from Crestcom International. In this interactive two-hour workshop, your team will gain practical leadership tools to improve communication, accountability, trust, and decision-making during times of change.
One of the biggest themes in this episode is indecision.
According to John, many leaders already know what needs to change. The challenge is not awareness. The challenge is commitment.
Whether it is addressing an underperforming employee, adopting new technology, changing strategy, or having a difficult conversation, leaders often stay stuck waiting for certainty that never comes.
As John explains in the episode:
“You know what you need to cut. You know you’ve been holding onto that thing for a very long time.”
That hesitation creates organizational drag. Teams lose momentum. Problems linger. Innovation slows down. Employees lose confidence in leadership.
In many organizations, the real issue is not a lack of strategy. It is a lack of decisive leadership.
John’s “Amputate to Elevate” philosophy challenges leaders to let go of what no longer supports growth.
That might mean:
Letting go of outdated systems
Releasing limiting beliefs
Moving on from ineffective processes
Making difficult personnel decisions
Re-evaluating priorities
Accepting that old approaches may no longer work
The concept is uncomfortable by design. Transformation is difficult because it requires leaders to become something different.
As John explains, most people say they want transformation, but what they really want is transition. They want improvement without discomfort. Real growth rarely works that way.
This is especially relevant in a business environment shaped by rapid technological change, shifting employee expectations, economic uncertainty, and AI disruption. Organizations that wait too long to adapt risk falling behind.
A major portion of the episode focuses on John’s “Resonance Model,” which includes three stages leaders move through during change:
This is the stage where leaders recognize something is no longer working. However, many organizations stay stuck here because they resist acknowledging the real problem.
John describes reckoning as the tension between wanting things to stay the same while simultaneously knowing change is necessary.
Revision is the planning and possibility stage. Leaders begin exploring options, considering new paths, and imagining different outcomes.
This is where creativity and adaptability become essential leadership skills.
Renewal begins when leaders commit to action.
Once a decision is made, there is no returning to the previous version of reality. That commitment creates momentum, learning, and growth.
John repeatedly emphasizes that nothing changes until action happens.
“Nothing starts until the button is pushed.”
For many leaders, this is the hardest step.
One of the strongest leadership lessons from this episode is the idea that certainty is an illusion.
Leaders often delay decisions because they want more data, more confidence, or guarantees about outcomes. John references former Secretary of State Colin Powell and his “40/70 Rule.”
The idea is simple:
With less than 40% of the information, you likely do not know enough to decide.
With more than 70%, you may already be waiting too long.
At some point, leaders must act without perfect information.
This mindset is critical for modern leadership development. Markets change quickly. Employee expectations evolve rapidly. Technology advances constantly. Teams need leaders who can make thoughtful decisions and move forward with confidence.
John did not become resilient because adversity happened to him. He became resilient because he continued moving forward after adversity.
After losing his leg, he did not initially know about the Paralympic Games. He simply took the next step available to him by swimming for physical therapy. That one step eventually opened entirely new opportunities.
That lesson applies directly to leadership.
Leaders do not need to have every answer immediately. They need the willingness to move forward, learn, adapt, and continue making progress.
Action creates clarity.
Indecision creates stagnation.
This episode reinforces why leadership development cannot be treated as a one-time event.
Strong leadership requires ongoing growth, adaptability, communication, and decision-making practice. Leaders need opportunities to strengthen their confidence, challenge limiting assumptions, and develop the skills necessary to lead through uncertainty.
Organizations that invest in leadership development create leaders who are better equipped to:
Leadership growth does not happen by accident. It happens through intentional development, practice, and learning.
If your organization is looking to improve communication, accountability, decision making, and leadership effectiveness, Crestcom’s complimentary Leadership Skills Workshop can help. The workshop is available virtually or in person for teams around the world.
A key theme in this episode is the difference between getting people to follow directions and getting them to care about the outcome.
Command-and-control leadership can produce compliance. But it rarely produces engagement.
“Leaders who rely on pressure may get results in the short term, but they miss out on ownership, initiative, and long-term performance.”
When people don’t feel understood, they stop contributing beyond what is required. They do the work, but they don’t invest in it.
That is where leadership communication becomes a competitive advantage.
To help leaders better understand personality styles, Kubicek introduces the Five Voices framework:
Nurturer: Relationship-focused and values harmony
Creative: Future-oriented and idea-driven
Guardian: Detail-focused and structure
Connector: Relationship builder and network-oriented
Pioneer: Results-driven and decisive
This framework simplifies personality styles into something leaders can actually use inside their teams.
Instead of relying on complex assessments, it creates a shared language that helps leaders quickly identify how their team members think and communicate.
One of the most powerful ideas in the episode is that leadership communication is not about what you say. It is about how it is received.
Kubicek compares this to speaking a foreign language. If you speak only in your own style, you may still get results, but you create friction.
When you adapt your communication to match the other person, you build trust.
Leaders who learn to “speak the language” of their team members:
This shift is simple in concept, but it requires intentional effort.
Miscommunication often comes from differences in how people interpret information. For example, a leader may share an idea casually, thinking out loud. But a team member may interpret that idea as a commitment.
The result is frustration on both sides.
As Kubicek explains, this tension often exists between future-oriented thinkers and present-oriented thinkers. Without a shared understanding of communication styles, these small moments can turn into larger trust issues over time.
This episode offers practical ways leaders can begin applying these ideas immediately:
Start with self-awareness. Understand how you naturally communicate and how others experience you.
Learn your team. Identify how each person processes information, makes decisions, and responds under pressure.
Adjust your communication. Speak in a way that resonates with the other person instead of defaulting to your own style.
Structure meetings intentionally. Give quieter voices the opportunity to contribute before dominant voices take over.
Recognize stress behaviors. Different personalities react differently under pressure. When you understand those patterns, you can respond with intention instead of reacting emotionally.
These small adjustments can significantly improve team dynamics and performance.
This episode reinforces a key idea: leadership is not a one-time skill. It is built over time through consistent development. Organizations that invest in developing their leaders see stronger results, better retention, and more engaged teams.
Yet leadership development is often the first thing reduced when pressure increases. That approach creates long-term challenges. Leadership is the multiplier. When leaders improve, everything else improves with them.
If you want to go deeper into the Five Voices framework and learn how to apply it in your organization, here are a few ways to explore more from Jeremie Kubicek:
At its core, this episode reinforces a simple truth. Leadership is about people. And people don’t all think, communicate, or respond the same way.
“You can’t give what you don’t possess… if you get excited about learning from other people, leadership slows down, and you can begin to read the room.”
When leaders take the time to understand their team, everything changes. Communication improves. Trust grows. Results follow.
If you want to improve communication, build trust, and lead more effectively across different personality styles, Crestcom offers a complimentary two-hour leadership skills workshop.
You’ll walk away with practical tools you can apply immediately to your team. Request your session at crestcom.com/freeworkshop
– Being clear about the environment you want to create
– Being willing to make mistakes
– Trusting your team before they prove themselves
Strong leaders do not walk in trying to prove their worth. They walk in reinforcing the value of others.
If there is one skill that defines effective leadership, it is trust. Trust is not built through speeches or titles. It is built through behavior.
Bruce shares a powerful example of a leader who transformed a disengaged team in just weeks by focusing on trust and transparency.
What did that leader do?
– Spoke to people directly and consistently
– Created a relaxed, human environment
– Asked for input and feedback
– Clearly shared a vision for the team
The shift was immediate because people felt seen, heard, and safe.
One simple but powerful reminder:
“You can’t command respect. You have to give respect to get respect.”
The same is true for trust.
A common mistake new leaders make is waiting too long to establish expectations. They observe. They analyze. They hold back. But your team is forming opinions immediately.
Strong leaders take action early by:
– Introducing themselves personally
– Sharing how they lead
– Setting expectations around communication and accountability
– Creating clarity around team culture
Even small actions, like where you sit or how often you engage, send strong signals. Leadership is always being interpreted.
Many organizations have values posted on a wall or website. Few teams actually use them. Bruce offers a simple exercise that every leader can apply:
Take your company values and discuss them with your team.
Ask:
– What does this value actually mean in our daily work?
– What does it look like in action?
– Where do we see gaps?
This creates shared understanding and reduces confusion.
You can go further by asking:
– What additional values do we want to define as a team?
When people help define expectations, they are far more likely to follow them.
Avoiding difficult conversations is one of the fastest ways to lose credibility as a leader. Relationship building is crucial to becoming an effective leader.
Bruce makes an important distinction:
“Difficult conversations don’t have to be conflict… if you leave them alone, then they will become conflict.”
The goal is not to avoid discomfort. It is to address it early.
A simple leadership approach:
– Set expectations for feedback from the beginning
– Ask for permission to give input
– Focus on improvement, not blame
For example:
If I see something that could help you improve, do I have permission to share it?
This creates a culture where feedback is normal, not threatening.
At its core, leadership is not about control. It is about creating the conditions where people can succeed.
That includes:
– Psychological safety
– Clear expectations
– Open communication
– Accountability in both directions
When those conditions exist, performance improves naturally. Without them, even strong teams struggle.
1. Confidence comes from clarity, not control.
2. Trust is built through consistent, everyday actions.
3. Leaders should set the tone early, not wait.
4. Values should be defined and discussed as a team.
5. Difficult conversations prevent larger issues.
6. Leadership is about creating an environment for success.
Bruce leaves leaders with a simple reminder: You do not need to have everything figured out to lead. You just need to start. Listen to the full episode today!
If you are developing new leaders or stepping into a leadership role yourself, the right tools make all the difference. Crestcom’s Leadership Skills Workshop helps leaders build confidence, improve decision-making, and strengthen team performance in just two hours. Request a complimentary workshop at crestcom.com/freeworkshop
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