• On the Brink with Andi Simon

  • De: Andi Simon
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On the Brink with Andi Simon

De: Andi Simon
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  • On The Brink is a podcast where the goal is to help you better "see, feel and think" about your business, your job, your personal life and your purpose. There will be great interviews and conversations with people who are deeply involved in change—consultants, change agents, managers transforming their teams, entrepreneurs just starting out and CEOs running well-established companies.
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Economía Gestión Gestión y Liderazgo Liderazgo
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Episodios
  • Explicit Expectations Are the Key to Better Management

    Explicit Expectations Are the Key to Better Management
    May 6 2025
    On this episode of On the Brink with Andi Simon, I'm thrilled to welcome back Dr. Karl Hebenstreit—organizational psychologist, executive coach, speaker, and now the author of a powerful new book: Explicit Expectations: The Essential Guide and Toolkit of Management Fundamentals. Karl's insights will be eye-opening if you're a leader, manager, or anyone asked to take charge without much training or clarity. His central message? Everything is a conversation—and when expectations aren't explicit, confusion and conflict inevitably follow. From Enneagram to Explicit Expectations You may remember Karl from a previous episode where he shared his passion for the Enneagram. That framework, which focuses on motivation rather than just behavior, changed how he saw people and how they relate to one another. In today's conversation, we explored how that same thinking inspired his latest work—helping new managers step into their roles with clarity, confidence, and connection. Karl's journey into HR and organizational psychology wasn't always linear. Early in his career, he realized that promoting high-performing individuals into management often left them unprepared for what came next. "We promote people and assume they'll figure it out," Karl says. "But without guidance, they're left adrift." That recognition became the seed for his new book. Why We Get Expectations Wrong Karl shared a striking observation: most people operate from their internal "golden rule," assuming that others want to be treated like they are. But what if that isn't true? This insight draws from both the Enneagram and Karl's own coaching experience. Managers often expect others to intuit their expectations, only to be disappointed when those assumptions don't lead to desired outcomes. The solution? Make expectations explicit—hence the book's title. Explicit Expectations is more than just a how-to guide. It's a toolkit grounded in real organizational challenges, especially for newly promoted managers without formal training. It offers a structured way to define goals, conduct one-on-ones, manage performance, lead team meetings, and even handle terminations—all through the lens of clear communication and alignment. From Confusion to Clarity: Building a Living Agreement At the heart of Karl's approach is the Explicit Expectations Engagement and Alignment Guide—a tool that allows managers and employees to co-create clarity. It's not a static checklist but a living document that evolves as business conditions and roles change. It helps each party articulate their motivations, communication styles, and priorities. This idea resonated deeply with me. As a corporate anthropologist, I've seen firsthand how ambiguity breeds misalignment and disengagement. Karl's guide gives teams a shared language and mutual understanding, vital to navigating change—something we know is constant in today's fast-moving workplaces. A Simple but Powerful Question One of my favorite takeaways from our conversation is Karl's approach to team dynamics: "Just ask." Ask how someone prefers to receive feedback, what motivates them, and how they want to resolve conflict. These conversations don't require a PhD in psychology—just curiosity, empathy, and a willingness to listen. Karl emphasized that even without formal Enneagram training, managers can learn to tailor their approach by simply being explicit in conversations. The platinum rule—treating others as they want to be treated—starts with understanding what that looks like for each person. Embracing Differences to Build Stronger Teams Karl and I also explored how embracing cognitive and motivational diversity leads to stronger, more customer-centered organizations. He shared how teams begin to see the value of different Enneagram types and break free from the idea that there's one "right" way to lead or be led. This is especially relevant today as businesses navigate generational differences, hybrid work, and rapid digital transformation. As Karl puts it, "Your team is a microcosm of your customers." Understanding internal diversity helps you connect more authentically with external markets. Practical Tools for Real Change Karl's work is deeply relevant whether you're leading a startup or a legacy institution. His book offers practical tools—strategic planning, onboarding, feedback, coaching, accountability, DEI practices—all through the lens of clarity and alignment. These tools are not just about being a better manager; they're about empowering you to be a better communicator and collaborator, capable of driving real change in your organization. And yes, Karl now has an AI-powered training twin! His methods are available in person, virtually, or through AI-enabled programs. As I often say, the future is here—and Karl is helping us manage it better. His methods have the potential to inspire and motivate change, transforming the way we manage and communicate. Key Takeaways from the Episode: ...
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    34 m
  • Meet India Gary-Martin, the New Chair of the Women Business Collaborative

    Meet India Gary-Martin, the New Chair of the Women Business Collaborative
    Apr 28 2025
    This podcast is about an amazing woman and her journey from Wall Street to Purpose-Driven Leadership. Meet India Gary-Martin’s and listen to her amazing journey to Chair the Women Business Collaborative (WBC). On this episode of On the Brink with Andi Simon, I had the great pleasure of speaking with India Gary Martin—an accomplished global executive, entrepreneur, and now the new Chair of the Women Business Collaborative (WBC). India’s story is more than a professional journey—it’s an inspiring narrative about opportunity, resilience, and leadership rooted in purpose. A Global Journey Rooted in Advocacy India began her career with ambitions far from Wall Street—initially pursuing drama at Spelman College, an all-women’s institution that helped shape her lifelong commitment to advancing women. A pivot to business led her to Wall Street, where she spent nearly 25 years rising through the ranks and across borders, holding CEO and CTO roles in major financial institutions. Her global career took her to London, Frankfurt, Tokyo, and Hong Kong, all while raising a family and nurturing a growing passion for justice and equity. Through it all, India remained grounded in one core belief: opportunity emerges when you stay open to change. Her career was not meticulously planned but rather built through taking chances—ones that would later translate into entrepreneurial ventures and global leadership roles. From Banking to Beauty: The Entrepreneurial Chapter India’s foray into entrepreneurship was sparked not only by her desire to chart her own path but by a wake-up call. After returning from a business trip, her young daughter barely recognized her. It was a moment of reckoning—and renewal. What followed was a bold leap: the launch of a green nail polish line that grew from two retail shops in London to 300 stores across Europe and the Middle East, including Harvey Nichols and Space NK. But success is never linear. Brexit disrupted the business, scaring off investors and forcing India to shut it down. “It was the hardest thing I’ve ever done,” she told me, “but I learned how to pivot, and that failure isn’t failure—it’s just learning.” Her next chapter returned her to her roots in leadership. With Leadership for Execs and Lucent Learning, India created scalable coaching and leadership development platforms for companies, governments, and nonprofits. She also launched Act Three, a community designed to support women in midlife transition. Each venture reflects her holistic vision of leadership: adaptive, inclusive, and deeply human. Carrying Forward a Vision: Honoring Edie Fraser The Women Business Collaborative (WBC), which India now chairs, was founded by the remarkable Edie Fraser, a visionary leader in her own right. Edie had a bold and clear mission: to accelerate progress for women in business by uniting the efforts of organizations, corporations, and individuals under a single collaborative umbrella. She recognized that too many were working in silos—fighting the same battles for equal pay, position, and power. Edie’s vision was both simple and powerful: we can go farther, faster, together. Her leadership transformed a concept into a movement, building a platform that now connects over 80 partner organizations, dozens of corporate champions, and countless advocates committed to equity. India Gary Martin steps into this legacy with both reverence and readiness, taking WBC into its next chapter of impact. You will enjoy watching our podcast with India here: Why WBC, Why Now? India’s appointment as Chair of the Women Business Collaborative couldn’t have come at a more important time. As she told me, “WBC has a tremendous opportunity right now to be a beacon for women in business. It’s not just about convening—it’s about shaping the future.” With over 80 partner organizations, sponsors, and donors, WBC stands at the forefront of driving change. India brings to it not just experience, but a deeply reflective, philosophical approach to leadership. She believes that collaboration doesn’t mean compromising your mission—it means amplifying what unites us. “I don’t believe in pushing the boulder uphill,” she said. “We do this with ease because it’s who we are. It’s how we operate.” Leading by Redesigning the Container One of the most profound insights India shared during our conversation was about the importance of culture in shaping behavior. “People behave as the container creates,” she explained. Rather than focusing on fixing people, she argues, organizations should focus on fixing the environment in which they operate. This anthropological lens is close to my heart. Culture isn’t changed with a program or a policy—it’s transformed through trust, relationships, and the daily experiences that shape how people feel and behave. As India noted, work has become transactional. We must bring it back to being relational. A Call to Community...
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    32 m
  • Organizations Must Embrace Human-Centric Design

    Organizations Must Embrace Human-Centric Design
    Apr 19 2025
    In today’s rapidly evolving workplace, the disconnect between people and their work has never been more apparent—or more urgent to address. That’s why I was thrilled to welcome Brent Kedzierski, a renowned expert on the future of work and human-centric design, to the On the Brink podcast. Brent’s mission is clear: to improve the human condition at work, one experience at a time. With more than 35 years of experience—including as Head of Learning Strategy and Innovation at Shell—he brings unique insight into why digital transformation fails, how people resist change, and what organizations can do to rebuild engagement and purpose. The Future Is Human—And Already Here As William Gibson reminds us, “The future is already here. It's just not widely distributed yet.” Brent feels the same way. People often assume technology is the answer to productivity and innovation—but without human adoption and emotional investment, it falls flat. In fact, 90% of digital transformation initiatives fail, not because the technology is flawed, but because people aren’t prepared to embrace it. Why? Because humans are fallible, social, adaptable—and resistant to change without a clear purpose. It is that clear purpose that seems to be the hardest thing to get agreement on. Without focus, people wander all over, creating meaning when there is none. Understanding the Human Condition at Work Brent grew up in Pittsburgh, a city built on industry. Watching his family work in steel mills, he developed a fascination with why people work the way they do. That question still drives him. At Shell, he led global initiatives using simulations, virtual reality, and HR analytics to optimize human performance—but found again and again that vendors focused on tech, not people. In every successful transformation, Brent starts by understanding the human experience. As he puts it, people need: A reason to believe change is useful Tools that are easy to use Proof that change offers a relative advantage Compatibility with their current reality These four principles make up 80% of successful adoption. Engagement only happens when people see, feel, and believe that something will make their work—and their lives—better. And, trust me, if they don’t “see it” they have no idea what you are talking about. What Is Human-Centric Work Design? Human-centricity isn’t new. Since the 1950s, design theorists have argued for putting people at the center of systems. But Brent takes this further by introducing the Human Experience Model, which maps out the full work journey: Expectations – What workers anticipate about a task. Experience – What actually happens when they perform it. Adaptation – How they adjust in real time. Reflection – What they take away and how it shapes future behavior. When organizations ignore this model, they create what Brent calls “experience debt”—inefficiencies, stress, and disengagement that build up over time. As Brent said, “People only change when they see the value and feel a sense of urgency. Without that, even the best-designed systems fall apart.” Health, Wellness, and the Cost of Disconnected Work The toll of misaligned work isn’t just emotional—it’s physical and economic. Brent notes that 70% of all primary care visits today are stress-related. Poor workplace design contributes to chronic conditions, burnout, and even work-related suicide. He reminds us: “Contented cows give better milk”—in other words, healthy, supported humans produce better outcomes. Organizations that invest in worker wellness—clear communication, psychological safety, autonomy, and purpose—see higher engagement and productivity. And they reduce the enormous costs of turnover, illness, and missed opportunities. Watch the video of our podcast here. Lessons from the Field Brent shared powerful case studies, including one at Shell where digital procedures on iPads replaced outdated paper manuals. Initially resisted by veteran operators, the new system became a hit—not because it was faster, but because it gave workers a voice. Their field notes were finally visible to others, prompting action. In another project, avatars in a virtual training module used thoughtful communication techniques. The surprising feedback from Gen Z trainees? “I wish my supervisor talked to me like the avatar does.” What Comes Next? As we wrapped, Brent offered a teaser: the rise of AI and the flood of data pose a new challenge. By 2026, 90% of online content is expected to be AI-generated. Yet 80% of the data companies create today is never used again—a growing source of digital waste. To navigate this future, we must design systems that balance tech innovation with human needs. Brent calls this the move from Industry 4.0 to Industry 5.0—where technology elevates, not replaces, people. The Takeaway: See, Feel, Think—Then Change As a corporate ...
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    36 m
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