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What happens when we deliberately put ourselves in places where our assumptions no longer work? In this episode of Becoming Unshakable, I'm joined by Wesley Warshawer to talk about curiosity, discomfort, listening, and what we can learn when we step outside the bubbles that shape how we see the world. Wesley spent years traveling across the United States and internationally while continuing his work remotely. He wasn't trying to prove a political or social point. He wanted to test his assumptions by talking to people whose backgrounds, communities, and experiences differed greatly from his own. What he discovered was often humbling. We talk about moments in South Korea and Togo when perfectly normal questions or behaviors took on a very different meaning in another culture. Those experiences reminded us that ignorance is not the same as malice, and that our assumptions are often far more visible once we leave the environments that created them. Our conversation also turns to polarization and the way binary questions can exaggerate perceived differences between people. Wesley explains why broader, more open questions often reveal far more common ground than we might expect. For me, this conversation is also about listening. How deeply are we willing to listen to someone whose lived experience differs from our own? And how willing are we to surround ourselves with people who challenge our thinking rather than constantly reinforce it? Growth can be uncomfortable. Sometimes we have to risk getting something wrong, looking foolish, or discovering that an assumption we have carried for years is not true. So where might you need to burst your own bubble to grow?

What does it really take for a CEO to build an organization that can keep moving when the pressure never stops? In this episode of Becoming Unshakable, I'm joined by Joel Trammell to talk about the unique responsibility CEOs carry in shaping an organization's culture, direction, and steadiness. Joel has spent decades building companies, leading as a CEO, and training executive teams. He explains why the CEO role differs fundamentally from every other C-suite position and why success depends on balancing the competing needs of shareholders, customers, and employees rather than focusing too heavily on any one group. We also discuss why mission, vision, and values are more than words on a wall. Joel explains why CEOs need to act as both the "mayor and sheriff" of the organization, setting expectations while ensuring those expectations are lived out consistently. Our conversation moves into the pressures leaders face right now, including the pace of AI adoption, growing uncertainty, and the challenge of communicating change without creating unnecessary confusion or fear. Joel shares why high-performing teams require deliberate investment. Trust does not appear simply because talented people are put in the same room. Leaders must create the time and space for people to build relationships, recover, and learn to work together under pressure. Most of all, we talk about adaptability. Change isn't going away, so the goal isn't to eliminate it. The goal is to create an organization where people know how to respond when it arrives. How are you preparing your organization to adapt before the next disruption hits?

What helps us stay grounded when life or work suddenly feels uncertain? In this episode of Becoming Unshakable, I'm joined by Dr. Josh Hartzell for a conversation about self-leadership, resilience, support, and the people we need around us when the ground starts to move. Josh brings a perspective shaped by more than two decades in military medicine, medical education, leadership, and patient care. One lesson from medicine has stayed with him throughout his career: before responding to an emergency, take your own pulse. For leaders, that can mean resisting the urge to react immediately and creating enough space to understand what is happening before deciding what comes next. We talk about leading through the early days of COVID, finding opportunity inside difficult circumstances, and focusing attention on what remains within our control when larger systems feel impossible to influence. Our conversation also turns to the everyday foundations of self-leadership, including sleep, exercise, recovery, and creating cultures where people have permission to take care of themselves rather than simply hearing leaders say that wellbeing matters. Josh shares what coaching has taught him about giving less advice and asking better questions. Sometimes helping another person does not mean giving them our answer. It means helping them find the answer that is right for them. Most importantly, we talk about the people in our corner. Life was never meant to be a solo sport, and becoming unshakable does not mean doing everything by yourself. So when the next storm arrives, who will be standing in your corner?

What does leadership look like when change never seems to stop? In this solo episode of Becoming Unshakable, I'm talking about how leaders can create greater steadiness for themselves and their teams when uncertainty, pressure, and disruption become part of everyday work. Many people are dealing with rapid technological change, organizational uncertainty, heavier workloads, and the feeling that the next disruption is always just around the corner. Leaders may not be able to control those forces, but they can influence how we respond and how our teams experience them. I share some of the thinking behind my new book, The Unshakable Team, including the idea that teams need trust, care, psychological safety, and a stronger understanding of what they can control and influence when everything around them feels unstable. I also cover the Steadiness Reset, a practical five-step process that can help leaders and teams ground themselves before difficult conversations, during challenging meetings, or when emotions run high. There is an important conversation here about recovery. Constant resilience without recovery eventually becomes exhaustion. Teams cannot keep absorbing pressure indefinitely without opportunities to reset, regroup, and regain their footing. Change is not going away. The question is how we lead ourselves and the people around us when the waves keep coming. How are you helping your team find steadiness when so much around them feels uncertain?

Have you ever wondered why people seem to have plenty to say after a meeting, but very little to say while they are actually in the room? In this solo episode of Becoming Unshakable, I'm talking about why employees stop speaking up and what that silence may be telling us about trust, psychological safety, and belonging inside a team. People rarely stop contributing because they suddenly stop caring. More often, they have learned through experience that speaking honestly is not worth the risk. Maybe they have been interrupted, dismissed, criticized, or watched someone else pay a price for challenging an idea. Over time, silence can become a form of self-protection. I also look at what psychological safety actually means. It is not about making every conversation comfortable. It is about creating an environment where people can ask questions, admit mistakes, disagree respectfully, raise concerns, and tell the truth without fearing embarrassment or retaliation. I share practical questions leaders can use to examine what is happening in their own meetings. Who always speaks first? Who rarely speaks at all? Whose ideas are developed, and whose are ignored? What happens when someone disagrees with you? Because silence is data. When people stop speaking, we should not automatically assume everything is fine. So when was the last time someone on your team challenged one of your ideas, and what happened next?

What happens when the pressure hits and the plan you carefully put together suddenly changes? In this episode of Becoming Unshakable, I share a very personal example of what it means to lead from a steady place when things do not go as expected. My new book, The Unshakable Team, was scheduled for release on September 29, but an unexpected decision meant copies started shipping three weeks early. My first reaction was panic. I had plans, campaigns, and timing built around that launch date. But within minutes, I had to remind myself of the very principles I have spent years teaching leaders, teams, and organizations. We talk about grounding yourself when circumstances change, loosening your grip on control, recognizing how far you have already come, and giving yourself permission to respond rather than react. I also share more about The Unshakable Team, the Team Stability Scan included with the book, and why I believe stability, trust, connection, and performance become even more important when pressure refuses to disappear. The wobble will happen. The question is how much you allow it to shake you. How do you stay steady when plans suddenly change? I would love to hear your thoughts.

Have you ever worked with a leader whose mood seemed to determine the mood of the entire team? In this solo episode of Becoming Unshakable, I'm looking at the hidden cost of emotionally unpredictable leadership and why our emotional consistency has such a powerful effect on the people around us. Teams are constantly reading their leaders, often before a single word is spoken. They notice our tone, body language, reactions, and energy, and those signals can influence whether people feel safe enough to speak up, challenge an idea, admit a mistake, or raise a concern. That is where emotional contagion and psychological safety begin to overlap. When leaders are unpredictable, people often become more cautious. They hesitate. They avoid risk. They spend energy trying to work out which version of the leader is going to show up that day. In this episode, I talk about why self-regulation is not about becoming emotionless or pretending that pressure does not affect us. It is about learning how to experience stress without automatically transferring it to everyone else. I also share a practical tool I call the 15-minute buffer protocol, which gives leaders space to process difficult information before responding to their teams. Sometimes the most responsible thing we can do is resist the urge to react immediately and give ourselves enough time to respond with greater steadiness and intention. Our people do not need leaders who never experience stress. They need leaders they can trust not to make their stress everyone else's burden. Because emotional steadiness is more than a personal skill. It is part of the environment we create for everyone we lead. How predictable is your presence when the pressure rises?

What if becoming unshakable has less to do with pushing harder and more to do with learning how to recover? In this solo episode of Becoming Unshakable, I'm talking about something leaders often undervalue until they have already hit the wall: intentional recovery. We spend so much time thinking about performance, results, responsibility, and caring for the people around us that it can become easy to overlook the person carrying all of that weight. But sustained performance requires capacity, and capacity has to be restored. I share why I believe leaders should begin thinking of themselves as high-performance corporate athletes. We look at what we can learn from athletes like LeBron James and the Williams sisters, who invest enormous amounts of time and attention into maintaining the bodies and minds that allow them to perform at the highest level. That same thinking applies inside our workplaces. I talk about rebalancing workloads, creating white space in calendars, paying attention to team capacity, and building recovery practices into everyday life. That might mean sleeping, walking, meditation, prayer, hydration, quiet thinking time, or simply creating enough space to stop operating in constant reaction mode. I also share a moment from my own leadership journey when I realized I had added one more responsibility to an already overwhelmed team member. It forced me to reconsider what was on her plate, what could be delegated, and what leadership looks like when we take capacity seriously. Most importantly, this episode examines the inward side of caring leadership. Caring for others matters deeply, but we cannot continually give people the best of ourselves while giving ourselves whatever happens to be left over. I learned that lesson by hitting more walls than I would have liked. My hope is that after listening to this, you don't have to. What would change if you began treating your own recovery as seriously as you treat your responsibilities to everyone else? Listen to the episode and share your thoughts with me.

Can resilience become the very thing that keeps us in difficult situations longer than we should stay? In this episode of Becoming Unshakeable, I speak with James Ferguson, an award-winning Culture Pioneer and respected voice in workplace culture. James shares how losing jobs, working under poor leaders, and facing an aggressive cancer treatment shaped the way he thinks about leadership, perspective, and perseverance. During his treatment, a doctor warned James that the chemotherapy could "remove the glue" holding him together. James made a personal decision that it would not remove his glue. That experience later became a powerful leadership analogy: every day, our words, actions, and decisions either strengthen or weaken the glue holding a workplace culture together. James also speaks candidly about the downside of being highly resilient. When you pride yourself on overcoming hardship, you can remain under harmful leadership, expect others to recover as quickly as you do, and forget that people need compassion as well as encouragement. Our conversation is a reminder that becoming unshakeable does not mean making every decision correctly or pushing through every situation alone. It means examining what an experience is teaching us, recognizing when something must change, and allowing other people to face adversity in their own way. Has resilience ever helped you survive a difficult season while also keeping you there longer than was healthy? Listen to the conversation and share your thoughts.

What if trying to keep everyone comfortable is actually making your team less safe? In this episode of Becoming Unshakable, I tackle one of the biggest misconceptions I see around psychological safety: the idea that good leaders protect people from difficult conversations, disagreement, or discomfort. They don't. Psychological safety means people can question decisions, admit mistakes, raise concerns, and bring uncomfortable truths into the room without fearing embarrassment, punishment, or retaliation. That doesn't remove accountability. In fact, when safety and accountability exist together, teams are far better equipped to learn, challenge one another, and perform under pressure. I share what Amy Edmondson's work on psychological safety can teach us, lessons from Google's Project Aristotle, and an experience from my own consulting work where a leadership team believed they had created a safe culture until listening sessions revealed something very different. I also offer a simple practice leaders can use immediately. At the end of an important meeting, ask: "What are we missing?" Then stay quiet long enough to hear the answer. Because trust isn't built by avoiding hard conversations. It's built when people learn they can tell the truth and still be respected. How safe is it really for someone on your team to disagree with you? Listen to the episode and share your thoughts with me.

Have you ever looked at the person you were becoming and realized you no longer recognized yourself? Jane Grote Abell grew up inside Donatos Pizza, the family business her father founded with a belief that business could be built on love. After the company was sold to McDonald's, however, Jane found herself working under a leadership style that gradually caused her to operate from fear. She began questioning her decisions, shrinking her circle, and changing how she showed up at work. The woman who had always been encouraged to speak up slowly lost her voice. Then, while sitting alone in the office at 3:00 in the morning, Jane reached a realization: she either needed to change her environment or change herself. In this episode of Becoming Unshakable, Jane shares how she returned to her values of character, courage, conviction, and compassion. She explains how that difficult season shaped the culture she later helped rebuild when she and her father bought Donatos back. Jane and Heather also discuss why values must influence performance reviews, how leaders can remain close to the lived experiences of their people, and why leading with love does not mean avoiding accountability. Jane shares how faith, family, therapy, listening tours, and the willingness to ask for help have supported her through some of her most difficult moments. This conversation is a reminder that hardship does not always arrive to defeat us. Sometimes it shows us who we have become, what we are no longer willing to accept, and how we want others to feel under our leadership. What has one of your hardest seasons taught you about the person and leader you want to become? Listen to the episode and share your thoughts.

What does it really take to become unshakeable when life forces you to confront your own mortality? In this episode of Becoming Unshakeable, I welcome longtime friend, innovation leader, author, and Sustainovation founder Nick Kittle for a deeply personal conversation about resilience, self-leadership, relationships, and what it means to live differently after a life-changing experience. At 35, Nick died for 22 seconds during a medical test. What felt to him like four days became a turning point that changed how he thought about time, work, relationships, and the life he wanted to lead. He describes the experience as the beginning of "life 2.0," when he realized there is the life we live and the life we live once we truly understand that we only get one. Nick shares how that realization led him to make difficult changes, leave an unhealthy work environment, reassess his relationships, and become far more intentional about where he spends his time and energy. He also explains why resilience is not something we develop once, but a muscle we strengthen by repeatedly proving to ourselves that we can do hard things. We discuss the practices that help us remain steady when life becomes difficult, from hiking and photography to watching sunrises and sunsets. They also examine why taking care of yourself is not selfish when other people depend on you, and how leaders can become more emotionally available by protecting the time and practices that allow them to show up at their best. Whether you are facing a major life transition, questioning your career, recovering from burnout, struggling with a difficult decision, or reconsidering what success means to you, this conversation offers a powerful reminder: becoming unshakeable is not about reaching a final destination. It is about continuing to learn, change, recover, and become a stronger version of yourself. How are you spending the limited time you have, and what might change if you started treating that time as your most valuable resource? Listen to the episode and share your thoughts on what becoming unshakeable means to you.

What if the biggest thing holding you back is not failure, but uncertainty? In this episode of Becoming Unshakable, I explore what I call the Tax of Corporate Uncertainty, the hidden emotional and mental cost we all pay when we delay decisions, avoid difficult conversations, or wait for the "perfect" moment to act. Whether it is in our careers, relationships, finances, or personal growth, uncertainty has a way of draining our confidence, energy, and momentum long before anything has actually gone wrong. Together, we'll look at why our minds often prefer familiar discomfort over uncertain opportunity, how fear of making the wrong decision can quietly keep us stuck, and why clarity rarely arrives before action. I'll also share practical ways to recognize when you're paying this invisible tax and how taking even small, imperfect steps can help you reclaim control and build resilience. If you've ever found yourself overthinking, procrastinating, or waiting for certainty that never seems to come, this conversation is a reminder that progress is often found on the other side of discomfort. What tax has uncertainty been charging you lately, and what is one decision you could make today to start moving forward? I'd love to hear your thoughts and continue the conversation.

What if the strongest leaders are not the ones who keep bouncing back, but the ones who learn how to remain steady when the pressure never stops? In this special solo episode of Becoming Unshakable, I'm sharing some news that means so much to me: my new book, The Unshakable Team: How Top Leaders Sustain Excellence When the Pressure Never Stops, is officially available for pre-order. But this episode is about more than announcing a book.  I want to take you behind the scenes of the journey that led me here, why I moved away from the naming convention of my previous books, and how a chance conversation with my publisher in London gave me permission to follow the direction my work was already taking. At the center of The Unshakable Team is an idea I believe leaders need to hear right now: steadiness beats strength. For years, we have celebrated resilience and our ability to bounce back from adversity. Resilience still matters, but I have started to question whether constantly bouncing back should be the goal. Leaders and teams have spent years dealing with uncertainty, rapid change, relentless pressure, and the expectation that they should keep pushing through it all. Too often, that means putting on armor, appearing strong, and trying to carry everything alone. I believe people are looking for something different from leadership. They are looking for leaders who can remain steady when circumstances are anything but steady. Leaders who are human and affected by what is happening around them, but who can regulate themselves, reconnect with the people in front of them, and create a greater sense of stability when uncertainty rises. In this episode, I share why I believe a leader's steadiness has become the new heartbeat of leadership and why creating an unshakable team starts with learning how to steady yourself. I also talk openly about the reality of writing and launching a book, the work that happens after the manuscript is finished, and why I am inviting this community to be part of the journey with me. Over the coming weeks, I'll be sharing more ideas from The Unshakable Team right here on the podcast, giving you an inside look at the concepts, research, stories, and practical tools behind the book. Because becoming unshakable does not mean becoming unaffected by change. It means learning how to lead yourself and others through it without believing you have to carry everything alone. As you think about the people who look to you for leadership, what would change if you stopped trying to be the strongest person in the room and focused instead on becoming the steadiest? I'd love to hear your thoughts.

What if becoming unshakable requires being shaken first? In this episode of Becoming Unshakable, I welcome Artesha Moore for a candid conversation about discomfort, failure, grief, identity, and the lifelong process of learning who you are beneath the armor you built to survive. Artesha believes you cannot understand resilience without experiencing moments that test everything you thought you knew about yourself. From crying every day during her first senior leadership role to eventually becoming a CEO and discovering that success did not silence her inner critic, she shares how each difficult chapter forced her to confront another version of herself. The conversation examines the difference between surviving and truly living. Artesha reflects on the armor she developed in response to adversity, discrimination, and professional pressure, and the realization that what once protected her was never her identity. She also speaks openly about grief, losing her sister and nephew, and why allowing herself to feel pain has also made her more present to joy, beauty, and the experience of being alive. We discuss the pressure to perform, the courage required to admit when you are struggling, and the people who see something in you when you cannot yet see it yourself. They also consider why authenticity does not mean bringing every part of yourself into every room, how boundaries protect your energy, and why understanding the assignment can matter more than being the loudest or most visible person in the room. At the heart of this conversation is a reminder that becoming unshakable is never a finished state. The challenges change. Old fears return. The things you thought you had overcome can appear again in new forms. What matters is developing the courage to keep learning, feeling, letting go, and trying again. Artesha leaves listeners with a simple message for anyone facing grief, professional uncertainty, failure, or a difficult season of life: do not be ashamed of the messy parts of your story. They may become the experiences that teach you who you are and what you are capable of carrying. Listen to discover why discomfort can become an advantage, how to recognize the difference between your identity and your survival armor, and what it means to keep becoming when life tests you again. What have the most uncomfortable chapters of your life taught you about yourself? Share your thoughts and join the conversation.