In this episode of Partnering Leadership, Mahan Tavakoli is joined by Greg Shove, CEO of Section and a serial entrepreneur with a deep track record of leading transformative growth. Shove’s leadership journey includes multiple successful pivots, and in this conversation, he brings a uniquely grounded perspective on how AI is fundamentally changing the role of leaders and the structure of modern organizations. From board-level decision-making to frontline productivity, he doesn’t just speculate—he shares what he’s doing inside his own company to lead through the change.

Greg originally joined Section to turn it from a media startup into a next-gen education company. But when he first used ChatGPT, he knew instantly that business education itself needed to evolve. That insight led to a bold pivot: transforming Section from an online business school into an AI-powered academy focused on accelerating performance and capability at scale. It’s a rare look at what it really takes to lead a high-velocity pivot—one grounded not in hype, but in strategy, execution, and conviction.

Throughout the conversation, Greg challenges conventional thinking on AI adoption, leadership credibility, and the future of knowledge work. He breaks down why many leaders are stuck in experimentation mode—and what it takes to move into actual transformation. CEOs and boards will find his views on performance, upskilling, and AI decision support to be especially compelling and uncomfortably timely.

If you're tired of surface-level conversations about AI and want to understand what the shift actually looks like inside a company, this episode delivers. Whether you're leading a small team or a global enterprise, Greg's insights on using AI as a leadership advantage—not just a tech upgrade—will spark new thinking and bold action.

Actionable Takeaways:

• You'll learn why Greg believes the greatest leadership returns come not from better execution—but from catching the right wave at the right time.
  
  
  
• Hear how AI is already matching 90% of the value delivered by human board members—and what that means for your next board meeting.
  
  
  
• Discover why most corporate training is already obsolete, and how AI can turn learning into personalized, outcome-driven coaching.
  
  
  
• Hear how Shopify’s CEO linked headcount approvals to AI productivity—and how that kind of thinking will soon become the norm.
  
  
  
• You'll gain perspective on how to model AI adoption as a leader, and why failing to do so erodes credibility at every level of the organization.
  
  
  
• Learn Greg’s approach to building AI habits inside leadership teams—and why small, visible systems often matter more than a “transformation plan.”
  
  
  
• Find out what question every CEO should be asking before making a major decision—and why it might be time to invite AI into the room.
  
  
  
• Hear why Greg believes business model innovation—not technology—will be the real competitive battleground in the age of AI.
  
  
  
• Understand the deeper threat AI poses to entry-level jobs and talent pipelines—and why CEOs need to rethink how organizations grow their future leaders.
  
  
  
• You’ll hear the provocative question Greg uses to challenge his own team—and how it might reshape your own strategy discussions.
  
  
  

Connect with Greg Shove:

Greg Shove Website

Connect with Mahan Tavakoli:

Mahan Tavakoli Website

Mahan Tavakoli on LinkedIn

Partnering Leadership Website

Negotiation and sales are often treated as tactical skills. Something leaders do at the end of the process, armed with tricks, pressure, and leverage. In this conversation, Todd Caponi makes the case that this mindset is outdated—and increasingly damaging for leaders operating in a world of transparency, information abundance, and long-term accountability.

Todd draws on his experience as a former Chief Revenue Officer, his deep study of the history of sales and negotiation, and his latest book, Four Levers Negotiating: The Simple, Counterintuitive Way to Higher Deal Values and Lasting Trust, to challenge conventional wisdom about how deals actually get done. His core argument is simple but provocative: people don’t make decisions because they’re convinced. They decide when they can predict outcomes. And most leadership behaviors unintentionally undermine that predictability.

The conversation explores why traditional negotiation tactics—holding cards close, creating artificial urgency, treating the deal as the finish line—erode trust precisely when it matters most. Todd explains how many of these practices emerged from a very different economic era and why they fail in today’s interconnected, reputation-driven environment.

At the center of the discussion is Todd’s Four Levers framework, which reframes negotiation as a leadership system rather than a personality trait. Instead of games and pressure, the framework focuses on transparency, trade-offs, and shared understanding—creating better decisions for both sides and reducing internal friction across leadership teams.

This episode is not about becoming a better negotiator in the traditional sense. It’s about how leaders create trust, predictability, and long-term value—whether they are working with customers, boards, partners, or their own leadership teams.

Actionable Takeaways

• You’ll learn why leaders don’t win decisions by persuading harder—but by helping others predict outcomes more clearly.
• Hear how treating the deal as an “early milestone,” rather than the finish line, changes how leaders approach trust and accountability.
• Discover why many pricing and negotiation conflicts inside organizations have less to do with money and more to do with unclear decision logic.
• Learn how Todd’s Four Levers framework creates flexibility without sacrificing consistency or trust.
• Hear why fake urgency and short-term pressure often backfire, even when they appear to work in the moment.
• Explore how transparency speeds up the right decisions while quickly ending the wrong ones.
• Understand why predictability is an undervalued leadership asset—and how it affects forecasting, resourcing, and alignment.
• Learn how sharing constraints, rather than hiding them, can turn resistance into partnership.

Connect with Todd Caponi

Todd Caponi Website

Todd Caponi LinkedIn

Four Levers Negotiating: The Simple, Counterintuitive Way to Higher Deal Values and Lasting Trust

Connect with Mahan Tavakoli:

Mahan Tavakoli Website

Mahan Tavakoli on LinkedIn

Partnering Leadership Website

In this episode of Partnering Leadership, futurists Bob Johansen and Jamais Cascio join the conversation to explore the ideas behind their new book, The Age of Chaos: A Sense-Making Guide to a BANI World That Doesn’t Make Sense. Both guests bring decades of deep foresight work, scenario planning, and leadership insight—Bob through more than 50 years with the Institute for the Future, and Jamais as the originator of the BANI framework (“brittle, anxious, nonlinear, incomprehensible”). Their combined perspectives create a powerful lens for leaders facing a world where old assumptions and linear playbooks no longer hold.

Across the discussion, they argue that today’s disruptions are not isolated shocks. They are interconnected, compounding forces that make the environment fundamentally different from the “VUCA world” many leaders were trained for. Johansen and Cascio unpack how brittleness shows up in organizations disguised as efficiency, why anxiety has become a rational and necessary signal, and how nonlinearity rewrites traditional cause-and-effect expectations. They challenge leaders to rethink certainty, decision-making, and the stories they tell inside their organizations.

At the heart of the conversation is a clear message: leading in a BANI world requires a shift in mindset. The best leaders will cultivate clarity instead of certainty, ask better questions instead of providing fast answers, and build organizations that bend rather than break under pressure. Cascio highlights how empathy, diverse perspectives, and even “useful wrongness” serve as strategic advantages. Johansen pushes leaders to think farther into the future than they are comfortable with—then work backwards to create resilient clarity in the present.

The episode does not offer easy fixes. Instead, it gives listeners a framework for making sense of complexity, a set of practices to strengthen foresight, and a renewed understanding of the human side of leadership in chaotic times. For CEOs, board members, and senior executives navigating relentless uncertainty, this conversation provides both grounding and a challenge: to lead with more humility, more imagination, and more future-back discipline.

• You’ll learn why “clarity beats certainty” and how leaders who project confidence without openness can miss critical signals in chaotic environments.
• Hear how to spot brittleness in your systems—and why high efficiency often hides vulnerabilities that collapse under stress.
• You’ll learn why a healthy level of anxiety is necessary and how leaders can use it to sharpen attention without slipping into dysfunction.
• Hear how to apply foresight as a leadership practice, using scenarios not to predict the future but to “vaccinate” your organization against emerging risks.
• You’ll learn why nonlinear environments break traditional planning, and how to cultivate neuro-flexibility and improvisational leadership.
• Hear how storytelling becomes a strategic tool, helping leaders create meaning, focus attention, and align teams in moments of uncertainty.
• You’ll learn why cross-generational leadership is becoming a competitive advantage, especially as digital natives bring new skills to nonlinear problem-solving.

Connect with Bob Johansen and Jamais Cascio

Book Website

Institute for the Future

Jamais Cascio LinkedIn

Connect with Mahan Tavakoli:

Mahan Tavakoli Website

Mahan Tavakoli on LinkedIn

Partnering Leadership Website