Lead From the Heart

Mark C. Crowley

Transformational Leadership For The 21st Century

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Friday · length unknown
Sherry Turkle: What AI Can’t Give Us at Work
Sherry Turkle is one of the most influential voices in the study of how humans relate to technology, and this conversation with her covers new ground on that subject. Turkle is the Abby Rockefeller Mauzé Professor of the Social Studies of Science and Technology at MIT, founding director of the MIT Initiative on Technology and Self, and a licensed clinical psychologist. For nearly five decades, beginning with the earliest days of personal computing, she has studied the psychological and social consequences of the machines people build and the relationships people form with them. Her earlier books, including The Second Self, Alone Together, and Reclaiming Conversation, have shaped how a generation of researchers, technologists, and leaders think about digital life — and Alone Together, published over fifteen years ago, anticipated with striking accuracy a future in which people would come to see robots and machines as companions worthy of real emotional investment. That future has arrived. Turkle’s newest book, Artificial Intimacy: Who We Become When We Talk to Machines, examines what happens when AI chatbots move beyond productivity tools and begin positioning themselves as friends, romantic partners, and therapists — always available, endlessly patient, and asking nothing in return. Her concern is not that these systems are unconvincing, but that they are convincing enough: that people are beginning to accept the performance of empathy as a substitute for empathy itself, with consequences for solitude, intimacy, and the capacity for genuine human connection. The conversation traces Turkle’s intellectual journey from her early predictions to the present moment, explores what is fundamentally different about AI compared to the technologies she has studied before, and presses into the distinction between authentic care and its convincing imitation. It moves into the workplace, examining what happens to human agency, purpose, and mastery when AI absorbs more of the thinking and communicating people once did themselves — and what is at stake when the relationship between a manager and the people who report to them, long understood as one of the most powerful drivers of well-being, becomes a task AI is asked to perform rather than a bond a human being chooses to show up for. The discussion also turns a critical eye toward the technology industry itself, questioning predictions from prominent tech leaders about AI companionship and probing the well-documented pattern of executives who limit their own children’s exposure to the very technologies they build. It closes with a forward-looking question: what must be protected, deliberately and urgently, to ensure AI serves humanity rather than the reverse. The post Sherry Turkle: What AI Can’t Give Us at Work appeared first on Mark C. Crowley.
September 4 · length unknown
Sarah O’Connor: Keeping Work Human in the Age of AI
What happens when the machines we build begin to reshape the way we think about ourselves? For centuries, every major technological revolution has forced humanity to confront the same fundamental question: As our tools become more powerful, what remains uniquely human? Financial Times journalist, Sarah O’Connor has spent years exploring that question. In her remarkable book, We Are Not Machines, she examines how technology has transformed the world of work—from the agricultural revolution to the Industrial Revolution, the rise of computing, and now the rapid emergence of artificial intelligence. Through reporting from factories, workplaces, warehouses, and organizations on the front lines of technological change, she explores not only what technology can do, but what it means for the people who use it. Her central argument is both timely and profound: The greatest danger may not be that machines become more like humans, but that humans begin to see themselves through the lens of machines. In an era where organizations can measure more, automate more, and optimize more than ever before, leaders face a critical choice. Will technology be used to make work more human—or will it reduce people to data points, productivity metrics, and interchangeable parts? This conversation explores the lessons Sarah learned while researching the future of work, including what she discovered inside one of Amazon’s most advanced fulfillment centers, where humans and sophisticated robotics work side by side. It also examines the growing debate about artificial intelligence and whether predictions that AI will replace vast numbers of white-collar jobs reflect reality—or misunderstand the complexity of human contribution. As AI becomes increasingly capable, Sarah challenges leaders to consider a deeper question: What qualities make human beings valuable when machines can perform more tasks than ever before? Creativity, judgment, empathy, relationships, curiosity, and purpose may become not less important, but more essential. The conversation also explores who should decide how AI is introduced into organizations and what responsibility leaders have to ensure technology strengthens rather than undermines employee well-being. The future of work will not be determined by technology alone. It will be shaped by the choices leaders make about the kind of workplaces they want to create. The post Sarah O’Connor: Keeping Work Human in the Age of AI appeared first on Mark C. Crowley.
July 24 · length unknown
Paul Osterman: The Rise Of The Disposable Worker
Paul Osterman is Professor Emeritus of Human Resources and Management at the MIT Sloan School of Management and one of the most important scholars examining how the structure of work is profoundly changing in organizations today. His research focuses on a growing and often overlooked shift in employment: the rise of “disposable workers.” Osterman estimates that roughly 35% of today’s workforce now falls into this category in some form. While public attention often centers on gig work — Uber drivers, DoorDash couriers, and freelance labor — his work shows that this is only a small part of the story. In fact, gig workers make up just around 2% of the workforce, and many use that work as supplemental income rather than their primary employment. The deeper transformation, Osterman argues, is happening inside traditional organizations. Increasingly, companies are redesigning jobs and employment relationships in order to greatly reduce the compensation and benefits they offer. This doesn’t just apply to custodial or cafeteria workers, it includes adjunct professors who earn substantially less money than their peers and have zero chance of every earning tenure. It applies to attorneys in elite firms who are precluded from ever becoming a partner — and contract or contingent workers embedded within major companies such as Google, Meta, Amazon, Microsoft, and Apple. These workers often perform similar functions to full-time employees but remain structurally separated from the organizations they serve. Osterman’s work highlights a fundamental shift in how companies think about labor. Rather than hiring employee as long-term investments, organizations are increasingly guided by a hierarchy of choices: automate work where possible, outsource when automation is not feasible, rely on contractors when outsourcing is more efficient, and hire full-time employees only as a last resort. On the surface, this approach is often justified in terms of efficiency, flexibility, and competitiveness. It allows firms to scale labor up and down in response to market demands and reduce the fixed costs associated with permanent employment. But Osterman’s research raises deeper questions about the broader consequences of this model — not only for workers, but for organizations themselves. What happens to trust, commitment, and organizational culture when a growing share of the workforce is structurally temporary or peripheral? What are the psychological and social effects on individuals who are fully inside organizations in terms of output, but not fully included in terms of opportunity, training, stability, or belonging? These are not abstract concerns. They go to the heart of how modern work is experienced — and whether the current trajectory of employment is sustainable in the long run. In this conversation, Osterman explores the economic logic driving these changes, the historical evolution of employer-employee relationships, and the implications of accelerating automation and AI. He also examines whether these trends are an inevitable outcome of capitalism, or whether alternative models of work are still possible — ones that balance flexibility with dignity, and efficiency with long-term human investment. The post Paul Osterman: The Rise Of The Disposable Worker appeared first on Mark C. Crowley.
July 10 · length unknown
Cortland Dahl: Born to Flourish – The Four Skills That Unlock a Life of Well-Being
In an era marked by rising depression, loneliness, distractibility, burnout and overall declining well-being, many leaders are searching for more effective ways to support their own flourishing and that of their teams. In this compelling conversation, Cortland Dahl, PhD, shares truly transformative insights from his new book, Born to Flourish: How New Science and Ancient Wisdom Reveal a Simple Path to Thriving, co-authored with renowned neuroscientist Richard J. Davidson. Dahl serves as a Contemplative Scientist at the Center for Healthy Minds at the University of Wisconsin–Madison. With a unique background that includes nearly a decade living in Himalayan monasteries and Tibetan refugee communities, years of solitary retreat, fluency in Tibetan, and the translation of classical meditation texts, he brings rare depth to the intersection of ancient contemplative wisdom and cutting-edge neuroscience. Together with Davidson, Dahl has helped develop the Healthy Minds Framework — a practical, research-backed model showing that humans are literally born with an innate capacity to flourish. The book reveals that genuine well-being arises not from mindfulness alone, but through the cultivation of four interconnected skills: Awareness, Connection, Insight, and Purpose. These trainable practices, grounded in both brain science and timeless wisdom, can be developed in just a few minutes a day and have been shown to rewire the brain for greater resilience, kindness, and meaning — even amid life’s inevitable challenges. This episode dives deep into each of the four skills, exploring simple, everyday ways individuals can build them, while also addressing the critical question of how workplace leaders can intentionally model and cultivate these qualities to elevate employee well-being and create healthier, more connected organizational cultures. Dahl shares why mastering all four skills together produces results far more powerful than any single practice, and how flourishing can become contagious within teams. If you care about leading with heart, reducing burnout, strengthening human connection, and helping people thrive rather than merely survive, this conversation offers both hope and practical guidance. Tune in to discover how ancient truths and modern science can transform the way we work and live. The post Cortland Dahl: Born to Flourish – The Four Skills That Unlock a Life of Well-Being appeared first on Mark C. Crowley.
June 26 · length unknown
Zach Mercurio: Why People Need to Feel They Matter at Work
What if one of the greatest threats to employee well-being isn’t workload, stress or even burnout— but the growing feeling that people simply do not matter where they work? That is the premise behind The Power of Mattering by Zach Mercurio, and the foundation of this compelling conversation about leadership, human significance, and the emotional realities of modern work. At a time when nearly 60% of employees say their job is negatively affecting their mental health, Zach argues that organizations are overlooking one of the most fundamental human needs: feeling valued by others and knowing we add value to others. In other words, people need to know they matter. The discussion explores why loneliness at work is less about physical isolation and more about feeling unseen, unheard, and ultimately insignificant — and why treating people as interchangeable or disposable quietly undermines emotional well-being, trust, commitment, and performance. Throughout the conversation, Mercurio argues that cultures where people feel noticed, affirmed, and needed are the very cultures where people thrive and organizations perform at their best. The interview also examines how many workplaces unintentionally create what could be called a “crisis of disposability,” where employees increasingly feel replaceable rather than essential. Many of the solutions Mercurio discusses will feel familiar to longtime listeners of the podcast because themes like belonging, emotional connection, recognition, empathy, and genuinely caring for people have been central to these conversations from the very beginning — and are core ideas presented in Lead From The Heart and The Power of Employee Well-Being. But this episode goes deeper into the specific concept of mattering itself — what it means, why it affects mental health so profoundly, and how leaders can intentionally create environments where people feel significant. Grounded in research yet deeply human, this conversation ultimately asks leaders to reconsider what their role truly is. Perhaps leadership is not primarily about managing performance at all. Perhaps it is about making people feel they’re essential — because when human beings feel that they matter, healthier cultures and better results naturally follow. The post Zach Mercurio: Why People Need to Feel They Matter at Work appeared first on Mark C. Crowley.
June 12 · length unknown
Eric Ries: Why Most Companies Are Built to Fail
What if the way most companies are run today—chasing short-term profits, cutting corners, exploiting customers, and ignoring employee well-being—is actually the opposite of what creates lasting organizational success? Eric Ries, author of the bestselling The Lean Startup and in his new book, Incorruptible, has spent decades studying how organizations can thrive over the long term while genuinely improving the lives of employees, customers, and communities. In Incorruptible, he argues that the most enduring, high-performing companies are guided by a mission that advances human flourishing and a principled ethos that shapes every decision and action. These organizations resist shortcuts, prioritize employee well-being, and refuse to squeeze customers—proving that ethics and excellence are inseparable. Eric brings these ideas to life with vivid examples. He examines 3M, where a strong corporate ethos fueled groundbreaking innovation like Post-it Notes, and shows what happens when organizations like them abandon their guiding principles. He highlights Sol Price’s Price Club, a discount retailer which built extraordinary success by treating employees and customers with care, and how that culture carried forward when Price Club merged with Costco, where Jim Sinegal continued the same principles at an even larger scale. The conversation dives into why so few companies pursue this “road less traveled,” the perils of short-term thinking, and how leaders, boards, and investors can embrace principled, long-term leadership. Eric also shares actionable insights for individual leaders who want to build an incorruptible culture within their own teams—even when systems often reward the opposite. For anyone who cares about creating workplaces where employees thrive, where all people are treated with respect and dignity, and where long-term success doesn’t come at the expense of human well-being, this episode is packed with insights and practical lessons. Listen now to discover how incorruptible organizations are built, why they matter, and what it takes to lead with principles, purpose, and care in a world that too often values the opposite. The post Eric Ries: Why Most Companies Are Built to Fail appeared first on Mark C. Crowley.
May 29 · length unknown
Shawn Achor: The Power of Belief and the Hidden Architecture of Human Performance
Beliefs are one of the most powerful—and least examined—forces shaping human life. They determine what we notice, what we ignore, what we attempt, what we avoid, and ultimately what we believe is possible for ourselves and for others. Long before we act, long before we speak, long before we even consciously choose, our beliefs are already organizing our perception of reality. In this conversation, Shawn Achor brings us into the deeper architecture behind that idea. Shawn is one of the world’s leading researchers in the field of positive psychology and human performance. He is widely known for his bestselling book The Happiness Advantage, which challenged a long-standing assumption in psychology and business: that success leads to happiness. Instead, Shawn’s research shows the reverse is often true—our level of happiness, optimism, and mindset significantly influences our ability to succeed in the first place. His work has reached millions through his writing, research, and one of the most widely viewed TED Talks of all time, The Happy Secret to Better Work. In his newest book, The Power of Belief, Shawn turns his attention to a question that has fascinated philosophers, psychologists, theologians, and scientists for centuries: why do beliefs exert such an outsized influence over human behavior, performance, resilience, and well-being? At the center of his work is a deceptively simple idea: beliefs are not passive thoughts we hold about the world—they are active filters that shape the world we experience. They influence how we interpret stress and opportunity, how we respond to setbacks, and even whether we see ourselves as capable of growth or constrained by circumstance. Some beliefs expand us. Others quietly constrain us. Beliefs such as “I matter,” “my behavior has impact,” or “I have something to contribute” tend to unlock motivation, resilience, and connection. Meanwhile, more limiting internal narratives—“I’m not ready,” “I can’t do this,” or “it’s safer not to try”—can quietly narrow ambition and diminish possibility long before external circumstances ever get in the way. What makes Shawn’s approach particularly compelling is that he grounds these ideas not in philosophy or motivational thinking, but in research across neuroscience, behavioral science, and organizational psychology. His work explores how beliefs become self-reinforcing systems that shape attention, interpretation, decision-making, and ultimately outcomes. This conversation goes beyond individual mindset. It touches something deeper about leadership, culture, and human flourishing. Because every organization is, whether intentionally or not, a belief system. People are constantly asking themselves questions like: Do I matter here? Does my work matter? Am I supported? Are problems solvable? Do I belong? The answers people perceive—often unconsciously—shape everything from performance and engagement to resilience and well-being. At its core, this episode is about the invisible narratives that run human life. The stories we repeat to ourselves become the boundaries of what we believe is possible. And if we can learn to see those narratives more clearly, we may also learn how to expand them. This is a conversation about perception, possibility, and the quiet power of belief to shape not just what we achieve—but who we become. The post Shawn Achor: The Power of Belief and the Hidden Architecture of Human Performance appeared first on Mark C. Crowley.
May 15 · length unknown
Gillian Sandstrom: How Talking to Strangers Boosts Well-Being and Leadership Impact
In an era marked by remote work, digital convenience, and a documented 24% decline in everyday social interactions, many leaders are noticing a subtle but significant erosion of human connection — both in their personal lives and across their organizations. Our guest is Dr. Gillian Sandstrom, associate professor of psychology at the University of Sussex and author of the new book Once Upon a Stranger: The Science of How Small Talk Can Add Up To a Big Life. Sandstrom has spent 16 years researching the often-overlooked power of brief conversations with strangers — what she calls “micro-social interactions.” Her work reveals that these small moments are far from trivial. Talking to strangers can meaningfully improve mood, reduce anxiety, strengthen our sense of belonging, spark curiosity, and even lead to surprising insights or unexpected opportunities. Yet most people dramatically underestimate these benefits and overestimate the discomfort involved. For leaders, the implications extend well beyond personal well-being. In workplaces where belonging remains a fundamental human need — sitting near the top of Maslow’s hierarchy after basic security — fostering even these tiny moments of genuine connection can elevate employee morale, combat isolation, and help create cultures where people feel truly seen and valued. The conversation explores practical ways leaders can apply these insights: from how they start meetings and interact with team members to the everyday environments they shape that make natural human exchange more likely. The discussion also examines the real psychological barriers that hold people back — including fear of rejection, which research shows is far rarer than we predict — and offers practical steps for building comfort over time. A memorable statistics class experiment involving simple greetings provides direct, actionable lessons for anyone in a leadership role. Sandstrom’s research, recently featured in The New York Times, challenges the modern habit of moving through our days in relative silence. It invites a gentler, more connected way of showing up — both as individuals and as leaders. As the episode makes clear, meaningful improvements in well-being and organizational health often arise not from grand gestures, but from the cumulative power of many small interactions. Tune in to discover why reintroducing these everyday moments of connection may be one of the simplest yet most powerful levers available to leaders today — and how small talk (yes, small talk!) can add up to a bigger, richer life and a more humane workplace. It is a really cool and uncommonly insightful conversation! The post Gillian Sandstrom: How Talking to Strangers Boosts Well-Being and Leadership Impact appeared first on Mark C. Crowley.
May 1 · length unknown
Julianne Holt-Lunstad: Connection Is the Most Powerful Tool Leaders Are Ignoring
Leaders who care about employee well-being are facing a hidden challenge that most aren’t talking about enough: widespread disconnection. Julianne Holt-Lunstad, Professor of Psychology and Neuroscience at Brigham Young University and Director of the Social Connection & Health Lab, has spent more than two decades showing how human connection — or the lack of it — directly shapes our physical and mental health. Her groundbreaking research helped shape the U.S. Surgeon General’s Advisory on loneliness and isolation, and she is currently leading the landmark Social Connection in America survey, a 25-year national study tracking the true state of social connection across the country. The early data paints a concerning picture. 41% of American adults report feeling lonely at least some of the time. Nearly three-quarters get together with close relationships only twice a month or less. Many have surprisingly small social networks, and participation in groups or community life has dropped sharply. These patterns matter deeply for organizations because disconnection doesn’t stay at home — it follows people into work. In our conversation, Julianne explains how weak social connections contribute to higher burnout, increased mental health struggles, lower energy and focus, and greater challenges with retention and performance. She makes a clear case that strong relationships and a genuine sense of belonging are not nice-to-have perks. They are foundational to human health and resilience — and therefore to healthy, high-performing teams. We explore why disconnection has become so common in modern life, how it quietly affects people at work, and — most importantly — what leaders can actually do about it. Rather than treating connection as an occasional team-building exercise, we discuss how to make building close, supportive relationships and real belonging a consistent part of daily leadership practice. This conversation offers fresh insight and practical ideas for any leader who wants to create a workplace where people feel truly seen, supported, and connected. Because when individuals feel strong social ties at work, both their well-being and their contribution improve in meaningful ways.If you’re committed to the well-being of your team — and recognize that your own well-being is also tied to the quality of your relationships — this discussion with Julianne will give you new and uncommon perspective, and tools you can put into practice right away. The post Julianne Holt-Lunstad: Connection Is the Most Powerful Tool Leaders Are Ignoring appeared first on Mark C. Crowley.
April 17 · length unknown
Frank Giampietro: How EY’s Chief Well-Being Officer Drives Impact
A photographic portrait of Julie Claeys When a global professional services firm decides that employee well-being deserves C-suite ownership — complete with metrics, guardrails, and consequences — it signals a major leap from perks to strategy. To that end, Frank Giampietro serves as the Americas Chief Well-Being Officer at Ernst Young (EY), leading well-being strategy across dozens of countries and tens of thousands of employees. His role reflects a deliberate decision by EY to treat well-being as a business imperative — not an HR initiative, not a benefits package, and most certainly not a feel-good campaign. Post-COVID, EY identified a series of operational realities that couldn’t be ignored. Client demand accelerated while teams operated in hybrid and remote environments. In many areas, workloads intensified, teams grew leaner, and leaders lost the informal visibility that once helped them detect burnout or disengagement early. At the same time, employee expectations fundamentally shifted. Flexibility, mental health support, and humane leadership became baseline expectations — not differentiators. The risks were clear: attrition, presenteeism, disengagement, and burnout threatened client delivery, institutional knowledge, and long-term growth. Frank explains how EY responded by building systems to identify overload sooner, redefining leadership expectations, and introducing measurable insight through tools like its Vitality Index — combining employee feedback with operational data to give leaders real-time visibility into how their teams are doing. He also addresses the question many organizations struggle with: what does managerial accountability actually look like. What authority does a Chief Well-Being Officer have? How are leaders expected to show up differently? And what happens when even high-performing leaders fall short or even harm their teams’ well-being? For leaders who want to move beyond aspiration and embed well-being into the way work truly gets done, this episode offers a concrete, candid and compelling blueprint. The post Frank Giampietro: How EY’s Chief Well-Being Officer Drives Impact appeared first on Mark C. Crowley.
April 3 · 34 min
Jen Fisher: Leading With Hope And Well-Being
Jen Fisher is a pioneering leader in workplace well-being and human-centered leadership. She became the first Chief Well–being Officer at Deloitte US, creating a role that, as far as we know, no other major company in the world had ever established. In that role, she helped reshape how one of the largest professional services firms approaches employee wellbeing, connection, and sustainable performance, demonstrating that supporting people isn’t optional — it’s essential to leadership and organizational success. Her new book, Hope IS The Strategy, builds on these experiences, reframing hope not as a soft or sentimental concept, but as a practical, strategic tool leaders can use to guide teams, foster resilience, and drive meaningful change in the workplace. In this conversation, Jen shares her personal journey from relentless overwork and burnout — long hours, constant emails, and defining her worth by productivity — to a life and career guided by wellbeing and intentional leadership. We explore why so many high achievers fall into the trap of tying value to output, and how leaders can cultivate cultures that truly support people, elevate resilience, and inspire connection. We also dive into hope as a leadership strategy: why it matters, how it can be developed in teams, and what it looks like in practice when leaders prioritize wellbeing. Jen offers practical guidance for creating humane workplaces, making employee well-being a shared responsibility, and leading with empathy, clarity, and heart. For anyone seeking to transform their approach to leadership, culture, and performance, this episode provides both candid stories and actionable insights. The post Jen Fisher: Leading With Hope And Well-Being appeared first on Mark C. Crowley.
March 23 · length unknown
Joshua Freedman: The Secret Power Leaders Ignore
How can leaders use emotional intelligence to create workplaces where employees flourish? We explore the science and practice of emotional wisdom, examining how leaders can harness the interplay between emotion and reason to foster well-being, connection, and high performance in their teams. Josh Freedman, named one of the top 50 management and leadership experts by Inc. Magazine, is a global authority on emotions and emotional intelligence. He has spent decades helping leaders develop the skills to better understand themselves and connect with their teams. In our wonderful conversation, Josh reveals the “secret power” most leaders overlook: emotional intelligence — more specifically, the ability to understand and harness emotions in oneself and others to drive connection, well-being, and performance. Josh’s new book, Emotion Rules: The Science and Practice of Emotional Wisdom, provides a practical roadmap for leaders who want to apply emotional intelligence to improve both individual and organizational performance. Drawing on decades of research and practice, the book challenges the myth that great leaders are cool, detached, and relentlessly rational. Instead, Josh shows that emotion and reason are deeply intertwined — and that understanding this interplay is essential for effective leadership. Our conversation explores the idea that humans aren’t strictly rational beings, as highlighted by New York Times columnist David Brooks, who recently described our minds as “swirls” — dynamic, interconnected systems where emotion and reason are inseparable. Josh explains why this framing is critical for leaders who want to support employee well-being. We also examine how historical and cultural myths have shaped the way business views emotion, and what leaders can do to shift these outdated perspectives. Practical skills for leaders are a key focus. Josh shares how to connect with one’s own feelings, reflect on emotional data, and act with presence. He introduces the TFA Triangle, showing how Thoughts, Feelings, and Actions interact, and how understanding this helps leaders respond more effectively to employees, especially during times of stress or change. Josh explains emotional contagion and how leaders shape the overall culture and atmosphere of their teams. He also addresses one of today’s most pressing organizational challenges: burnout, explaining why it is driven more by unmet emotional needs than logistics — and what leaders can do to prevent it and support their teams. The post Joshua Freedman: The Secret Power Leaders Ignore appeared first on Mark C. Crowley.
March 6 · length unknown
Daniel Coyle: How Leaders Create The Conditions For Flourishing
One of our all-time favorite guests, Daniel Coyle returns for a timely and thought-provoking conversation on human flourishing, belonging, and what leaders often misunderstand about employee well-being. Coyle is widely known for his ability to translate rigorous research into clear, actionable insights for leaders, and seven years ago, he joined us to discuss The Culture Code – an episode that has gone on to be one of the most downloaded conversations in our show’s history. Daniel is back with a new book, Flourish: The Art of Building Meaning, Joy, and Fulfillment, which challenges conventional thinking about well-being at work. Rather than focusing on individual habits, resilience training, or wellness initiatives, Coyle explores the deeper relational and environmental conditions that allow people to thrive together. The core premise is deceptively simple but deeply disruptive: flourishing is not something people achieve alone. Coyle argues that individuals become their fullest selves through meaningful relationships and through a felt sense of belonging to something larger than themselves. For leaders, this reframes well-being as an outcome of culture—not a program to be managed. Trust, connection, and shared purpose matter more than perks, and leadership behavior plays a decisive role in shaping whether those conditions exist. The discussion also examines a defining paradox of modern work: people are more digitally connected than ever, yet increasingly isolated. Coyle explains how many workplaces unintentionally undermine the conditions required for real connection—and how leaders often reinforce this through excessive control, speed, and over-reliance on hierarchy. Insights are drawn from unexpected places, including a trust-building practice used by a basketball coach at Penn State University, a powerful moment of collective reflection led by Fred “Mr.” Rogers, and a community that consistently produces Olympic athletes. Together, these examples point toward a more humane model of leadership—one centered on humility, shared ownership, and creating the conditions where people can truly flourish. This is a conversation for leaders who sense that something essential is missing in today’s workplaces—and who are ready to rethink how connection, trust, and meaning are actually built. It offers a compelling reminder that when leaders focus on creating the right conditions, well-being and performance don’t compete—they reinforce one another. The post Daniel Coyle: How Leaders Create The Conditions For Flourishing appeared first on Mark C. Crowley.
February 20 · length unknown
Phil Le-Brun & Jana Werner: How Organizations Thrive When They Have Three Hearts
Some organizations have no heart at all. The best have three! That’s the thesis of the new book, The Octopus Organization: A Guide to Thriving in a World of Continuous Transformation, co-authored by our guests, Phil Le Brun and Jana Werner. Both work with leaders operating at global scale—Phil as an Executive in Residence at Amazon Web Services, and Jana as a Global Executive Advisor at AWS—helping organizations navigate complexity, change, and continuous transformation. In their book, Phil and Jana introduce a clear contrast between what they call Tin Man organizations and Octopus organizations. Tin Man organizations are rigid, highly centralized, and overly dependent on a small group of decision-makers at the top. Like the character in The Wizard of Oz, they operate with structure but no heart. Decision-making slows, intelligence gets trapped in the hierarchy, and employees often wait for direction rather than contributing meaningfully. Octopus organizations, by contrast, are alive with three hearts. They are intelligent, adaptive, and responsive. A strong central purpose keeps everyone aligned, but authority and decision-making are distributed to the people closest to the work. Teams are empowered to sense, decide, and act, allowing the organization to learn, adapt, and thrive in real time. A central contribution of the book is the identification of what Phil and Jana call organizational “anti-patterns”—recurring leadership behaviors and systems that feel reasonable in the moment but consistently undermine clarity, trust, cohesion, and performance. These patterns exist even in organizations with talented people and strong intentions. In this episode, we explore several anti-patterns in depth: the lack of clarity that leaves people guessing what truly matters; the overuse of corporate jargon that creates distance and mistrust; purpose statements that are words on a page rather than guides for behavior; and cultures that elevate individual stars at the expense of cohesive, high-performing teams. We also discuss why fast, open information flow is essential for adaptability and well-being. Phil and Jana also reconfirm our own understanding that well-being cannot be created through perks or programs—it emerges from how people are treated, trusted, and empowered, and how work is designed and decisions flow. For leaders who care about performance, well-being, and building more humane organizations, this episode offers practical insight into creating workplaces that truly thrive. The post Phil Le-Brun & Jana Werner: How Organizations Thrive When They Have Three Hearts appeared first on Mark C. Crowley.
February 6 · length unknown
David Van Adelsberg: Why Wall Street Is Betting on Employee Well-Being
For decades, Wall Street has rewarded short-term thinking: layoffs, cost-cutting, and squeezing employees. Let’s be honest, investors have never been concerned about workers or their well-being. But that era is ending. David Van Adelsberg, CEO and co-founder of Irrational Capital (alongside renowned behavioral economist Dan Ariely), has helped produce some of the most rigorous research on the connection between employee well-being and long-term business performance. The work draws on data from thousands of publicly traded companies over more than a decade—and the results are hard to ignore. Irrational Capital’s research shows that companies ranking in the top 20% for employee well-being significantly outperform those in the bottom 20%—by nearly six percentage points over 11 years. Even more striking, their study proves intrinsic factors like trust, clarity, innovation, and connection are consistently more important drivers of company performance than extrinsic rewards such as pay and benefits. In other words, caring and supportive leaders matter more than what they pay. For years, CEOs and boards have nodded toward employee well-being without taking decisive action. Now, with investors and market analysts clearly rewarding companies that get it right, ignoring how people feel at work is no longer optional. In our conversation, David explains how his research was conducted, what surprised him most, and the practical implications for leadership teams still on the sidelines (not a bright future). For leaders wanting proof that supporting the human needs in employees is worthwhile, we’ve never had greater information to share. The post David Van Adelsberg: Why Wall Street Is Betting on Employee Well-Being appeared first on Mark C. Crowley.
February 5 · length unknown
Mark C. Crowley: The Next Era Of The Lead From The Heart Podcast!
Due to a technical problem with Apple Podcasts, we had to reissue this episode to ensure all subscribers received it. Sorry if it’s a duplicate for some. For only the second time since launching the Lead From The Heart podcast eight years ago, Mark is opening a new season by speaking directly to you—without a guest. In 2018, Mark used the very first episode to introduce himself and his mission for the show. As this new season begins, he felt it was important to pause again, reflect, and—once more—clearly frame the context for what lies ahead. Over the past seven years, the podcast has featured 170 remarkable guests—CEOs, researchers, academics, and thinkers whose work helped shape and advance a leadership philosophy that was once considered unconventional. What began as a challenge to traditional management thinking has steadily become part of the mainstream conversation about leadership, performance, and culture. Today, many of Mark’s ideas that once provoked debate—or even ridicule—are no longer contested. In this solo episode, Mark revisits why he created the podcast, what it set out to influence, and how the leadership landscape has changed since it began. As you’ll hear, Season 8 marks an important inflection point. Mark introduces a new dimension he’s adding to the show—one designed to keep the podcast vital and relevant while aligning it more closely with the moment leaders now find themselves in. Just before the new year, Mark published an article in Fast Company outlining why he believes employee well-being is poised to become a true business priority. In this episode, he expands on that thinking and explains how the podcast will support leaders navigating what comes next. The post Mark C. Crowley: The Next Era Of The Lead From The Heart Podcast! appeared first on Mark C. Crowley.
February 2 · length unknown
Mark C. Crowley: The Future Of The Lead From The Heart Podcast
For only the second time since launching the Lead From The Heart podcast in 2018, Mark is opening a new season by speaking directly to you—without a guest. Eight years ago, Mark used the very first episode to introduce himself and his mission for the show. As this new season begins, he felt it was important to pause again, reflect, and—once more—clearly frame the context for what lies ahead. Over the past seven years, the podcast has featured 170 remarkable guests—CEOs, researchers, academics, and thinkers whose work helped shape and advance a leadership philosophy that was once considered unconventional. What began as a challenge to traditional management thinking has steadily become part of the mainstream conversation about leadership, performance, and culture. Today, many of Mark’s ideas that once provoked debate—or even ridicule—are no longer contested. In this solo episode, Mark revisits why he created the podcast, what it set out to influence, and how the leadership landscape has changed since it began. As you’ll hear, Season 8 marks an important inflection point. Mark introduces a new dimension he’s adding to the show—one designed to keep the podcast vital and relevant while aligning it more closely with the moment leaders now find themselves in. Just before the new year, Mark published an article in Fast Company outlining why he believes employee well-being is poised to become a true business priority. In this episode, he expands on that thinking and explains how the podcast will support leaders navigating what comes next. The post Mark C. Crowley: The Future Of The Lead From The Heart Podcast appeared first on Mark C. Crowley.
Nov 14, 2025 · 34 min
Margaret Andrews: Why Leading Others Begins with Understanding Yourself
The first chapter of my new book, The Power of Employee Well-Being is titled Know Thyself—and for good reason. I’ve long believed that the most important work a leader can do begins inward, with deeply understanding who you are, how you show up, and the patterns that shape your behavior. That’s exactly what Margaret Andrews explores in Manage Yourself to Lead Others. Leadership, she argues, isn’t about talent, technical skill, or even hard work alone. Those things matter, but they aren’t enough. Sustainable, effective leadership starts with self-awareness—the willingness to examine the experiences, influences, and assumptions that shape your decisions and relationships. It’s the foundation that allows you to manage yourself, work effectively with your team, navigate your relationship with your boss, and make better choices under pressure. Margaret draws on decades of experience teaching executives at Harvard to show how this self-understanding translates into practical leadership. In the book, she invites readers to reflect on the leader they are now, the leader they want to become, and the gaps that stand in the way. She explores the blind spots that derail leaders, the relational skills that often outweigh technical ability, and the ways composure and authenticity separate the most capable leaders from the rest. In our conversation, we discuss why interpersonal skills continue to be undervalued in leadership development, how leaders can begin the work of self-assessment today, and the subtle ways self-awareness transforms how we influence, support, and collaborate with others. Whether you’ve just taken on a leadership role or have been leading for decades, this episode is a reminder that the work of leadership is never just outward. It starts with curiosity, honesty, and the real courage to confront what you may not yet fully see about yourself. Margaret’s insights offer a roadmap to that work—and a simple but powerful challenge: to lead others, first understand yourself. The post Margaret Andrews: Why Leading Others Begins with Understanding Yourself appeared first on Mark C. Crowley.
Nov 7, 2025 · 42 min
Mark Thompson — The #1 Coach to CEOs Prepares Leaders for Their Next Opportunity
Mark Thompson is widely recognized as the world’s #1 CEO coach, bringing more than 30 years of experience preparing top executives and boards — from global corporations to fast-growing startups — to step confidently into their next leadership roles. As founding Chairman of the Chief Executive Alliance and former Chief Experience Officer at Charles Schwab Corporation, he has guided leaders through high-stakes challenges, career transitions, and moments that define organizational success. Few guests bring the depth of operating experience, boardroom insight, and leadership wisdom that Mark does, making this conversation a rare opportunity for any leader seeking to grow. High performance alone is not enough to secure the promotion you deserve — and Mark knows it. He helps leaders prepare in ways they often don’t realize matter: building the confidence of decision-makers, developing influence without self-promotion, uncovering blind spots, and cultivating leadership agility. In this discussion, he shares practical strategies to navigate these subtleties so leaders are ready when opportunity knocks. We also explore lessons from his new book, CEO Ready: What You Need to Know to Earn the Job and Keep the Job, which offers an actionable roadmap for leaders at every level. Whether you aspire to the corner office or want to lead more effectively today, Mark’s insights reveal the often-overlooked factors that determine who rises and who stalls — and how to position yourself to succeed. Mark goes deeper into the human side of leadership, showing how emotions, relationships, and self-awareness shape career growth and organizational impact. He offers guidance on building trust, earning respect, creating cultures where people feel seen and motivated, and addressing challenges like impostor syndrome before they derail your progress. Finally, Mark shares lessons few leaders ever get the chance to hear directly from someone with his experience: how to reinvent yourself proactively, stay agile, and elevate your leadership so you’re not only prepared for promotion but also ready to excel once you get there. This is a conversation packed with rare insight, practical strategies, and wisdom you can apply immediately — one you’ll want to listen to all the way through. The post Mark Thompson — The #1 Coach to CEOs Prepares Leaders for Their Next Opportunity appeared first on Mark C. Crowley.
Oct 24, 2025 · 29 min
Jon Rosemberg: How To Break Out Of Survival Mode — And Start Thriving
Have you ever noticed how many people — even highly successful leaders — live in constant overdrive? They’re productive, disciplined, and always “on,” but inside, they’re exhausted. That’s survival mode — and according to Jon Rosemberg, author of A Guide to Thriving: The Science Behind Breaking Old Patterns, Reclaiming Your Agency, and Finding Meaning, it’s where far too many of us spend our days. In our conversation with Jon, he shows that survival mode isn’t just about burnout — it’s about a deeper disconnection from calm, choice, and purpose. We get stuck reacting to life instead of truly living it. While it can look like high performance on the outside, it quietly erodes creativity, well-being, and authentic leadership. In this conversation, Jon explains: Why high achievers are especially prone to it — and why it often feels “normal” How to recognize the subtle signs that you’re no longer thriving How to reclaim your agency and live with greater energy, clarity, and meaning How leaders can create cultures where people feel safe, inspired, and fully alive at work Jon also introduces his highly adoptable “AIR model” — Awareness, Inquiry, and Reframing — a set of tools to help you move from autopilot to intention, from surviving to thriving. We discuss this at length. At its core, thriving isn’t about having easy days. It’s about learning to meet challenges with grounded confidence, to respond rather than react, and to cultivate environments where people can flourish. If you’ve ever felt like you’re running on autopilot — or want to help your team move beyond stress and into sustainable performance — this episode offers both insight and hope. Listen now to learn how to shift from surviving to thriving — in your leadership, and in your life. The post Jon Rosemberg: How To Break Out Of Survival Mode — And Start Thriving appeared first on Mark C. Crowley.

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