Advertise on podcast: The Leadership Habit

What would happen if your organization faced a major disruption tomorrow? Would your leaders know how to respond? Would your team have the information, resources, and confidence to make difficult decisions? Or would the crisis expose weaknesses hiding in plain sight? Organizational resilience is about more than recovering from setbacks. It is about building leadership, culture, and systems. These help a business spot challenges, adapt to uncertainty, and come out stronger. In this episode of The Leadership Habit, host Jenn DeWall welcomes Laura McCracken, founder of Blackheath Advisors, to explore what it really takes to build a resilient organization. Drawing on more than 30 years of global leadership experience, including firsthand insight into one of Europe's largest corporate fraud scandals, Laura shares why resilience must be developed long before a crisis occurs.

Political differences. Generational divides. Rapid technological change. Economic uncertainty. People are bringing very different experiences, assumptions, and perspectives to work, and leaders are increasingly responsible for helping them work together. So, how do you lead in a polarized workplace without expecting everyone to think the same way? In this episode of The Leadership Habit podcast, host Jenn DeWall sits down with Louisa Loran, executive advisor, board member, and author of Leadership Anatomy in Motion, to explore how leaders can build trust, encourage curiosity, and help employees stay connected and productive in a divided world. Their conversation offers an important reminder: effective leadership isn’t about eliminating differences. It’s about creating an environment where people can bring different perspectives to the table, challenge their own assumptions, and still move toward a shared goal. Meet Louisa Loran Louisa Loran is an executive advisor, board member, author, and global business leader with more than 20 years of experience across industries, cultures, and geographies. Her career includes leadership roles at global organizations such as Maersk and Google, as well as experience in consumer products and luxury brands. She has built billion-dollar businesses, led major transformations, and advised leaders, boards, and investors across the United States and Europe. Those experiences have shaped a central idea in Louisa’s work: people can look at the same situation and see it from very different vantage points. Her book, Leadership Anatomy in Motion, explores what it takes to lead through changes in both technology and people, drawing on stories and experiences from her international career. Why Leading in a Polarized Workplace Requires Curiosity When people encounter uncertainty, their instinct can be to hold more tightly to what they already know. Louisa argues that leaders need to deliberately interrupt that instinct. Instead of simply looking for more information that confirms an existing belief, she encourages leaders to consider what they may need to unlearn. “What else could be true? What can I be open about?” That doesn’t require leaders to abandon their beliefs or agree with every perspective they encounter. It means being willing to examine their assumptions before making a decision. Louisa describes this openness as an opportunity to either confirm what you already know or expand your understanding. For leaders, that distinction matters. Curiosity makes it possible to hear information that might otherwise never make it into the conversation. The Information Leaders Don’t Know Can Matter Most One of the most interesting ideas in Jenn and Louisa’s conversation is the information gap that develops as decisions move through an organization. People closest to a particular task may understand nearly every detail. As information moves through layers of management, however, some of that context inevitably disappears. By the time an issue reaches senior leadership, executives may only see a small portion of the original picture. For Louisa, the question isn’t simply whether senior leaders have enough information. It’s whether the right information reaches them. That changes the leader’s role. Instead of assuming they already have the answer, leaders can create context, establish direction, and invite employees to contribute what they know. When employees with different experiences and perspectives feel comfortable contributing, leaders get a much richer picture before making decisions. Don’t Eliminate Disagreement. Make It Productive. A polarized workplace doesn’t necessarily become healthier when everyone agrees. In fact, different perspectives can improve thinking when people are willing to engage with them. Louisa describes the value of a “generative conversation,” where two people enter with different perspectives and leave having expanded one another’s thinking. “Talking to someone where they have a perspective, I have a perspective, and we lift each other together.” That is very different from approaching a conversation with the goal of proving another person wrong. For leaders, creating more productive disagreement can start with a few simple questions: What might I need to unlearn? What else could be true? What am I curious about? What information or perspective might I be missing? Those questions create room for employees to contribute instead of simply defending their positions. Build Trust Before You Need It Curiosity and openness may sound simple. Practicing them when emotions are high is much harder. That’s why Louisa encourages leaders to develop these behaviors in smaller, everyday situations. “These are behaviors that you can train in small things or in big things.” A leader who regularly practices listening, admitting when they don’t know something, reconsidering assumptions, and seeking another perspective is better prepared to respond when a significant disagreement or organizational change occurs. Over time, these behaviors can also help create the trust employees need to speak honestly. When people believe their perspective will be heard rather than immediately dismissed, they’re more likely to share the information leaders need to make better decisions. Look Beyond What’s Right in Front of You Louisa also introduces a simple metaphor for navigating uncertainty: look toward the horizon. When people feel threatened or overwhelmed by change, their attention can narrow. They focus on the immediate problem, headline, disagreement, or risk in front of them. Leaders can help teams widen that view. Instead of only asking, “What’s happening right now?” they can consider what might happen next, what possibilities exist, and what role the team can play in shaping that future. That shift moves people from reacting to participating. It can also create space for innovation, partnership, learning, and hope when uncertainty would otherwise cause people to shut down. Four Leadership Behaviors for Navigating Change Toward the end of the conversation, Louisa shares four behaviors at the heart of Leadership Anatomy in Motion: Envision ambitiously. Look toward the horizon and imagine what a different future could look like. Expand with curiosity. Seek out perspectives and possibilities beyond what you already know. Steer decisively. Use new information to determine what matters, what needs to change, and where to focus. Embody change with presence. Don’t simply talk about the future. Show through your own behavior that you are willing to be part of it. Together, these behaviors give leaders a practical way to lead through disagreement, uncertainty, and change. Better Leadership Doesn’t Require Everyone to Think Alike Leading in a polarized workplace isn’t about getting everyone to share the same beliefs, experiences, or perspectives. It’s about creating enough trust and curiosity for people to work together despite those differences. That starts with leaders being willing to examine their own assumptions, invite perspectives they don’t already have, and create conversations where people can contribute rather than defend. As Louisa explains, leaders can practice navigating change and difference. The more they practice it in everyday moments, the more prepared they and their teams become when difficult moments arrive. Where to Find More From Louisa Loran Learn more about Louisa Loran, her work as an executive advisor, and her book, Leadership Anatomy in Motion, through her website. You can also connect with Louisa on LinkedIn and explore her Leadership Anatomy Mirror, an exercise designed to help leaders reflect on the four leadership behaviors discussed in this episode. Listen to the full conversation with Louisa Loran on The Leadership Habit podcast for more insights on curiosity, trust, human agency, and helping employees thrive in a polarized world. Build the Skills to Lead Through Difference and Change Today’s leaders need more than technical expertise. They need the ability to communicate effectively, build trust, make sound decisions, adapt their leadership approach, and bring people together around shared goals. Ready to strengthen the way your leaders communicate, collaborate, and lead through change?  Crestcom’s complimentary Leadership Skills Workshop gives managers and leaders an opportunity to experience Crestcom’s practical approach to leadership development. In just two hours, participants gain actionable tools they can apply to real workplace challenges and leave with a personalized plan for putting those skills into practice.   The post How to Lead in a Polarized Workplace with Louisa Loran appeared first on Crestcom International.

AI can give leaders answers in seconds. But getting an answer and making a good decision are two very different things. As AI becomes part of how we research, solve problems, and evaluate options, leaders face an important question: Where does human judgment fit? In this episode of The Leadership Habit Podcast, host Jenn DeWall sits down with decision-making expert Cheryl Strauss Einhorn, creator of the AREA Method and author of The Human Edge: Smarter Decisions in the Age of AI. Together, they explore decision-making in the age of AI, including why leaders need to think critically about the problems they are solving, recognize both human and AI biases, and resist the temptation to outsource their judgment to technology. As Cheryl explains: “The problem with AI is we now have this answer machine. So answers are pretty easy to come by. And so what that means is that human judgment actually becomes far more valuable.” Meet Cheryl Strauss Einhorn Cheryl Strauss Einhorn is a decision-making expert, creator of the AREA Method, and founder of the decision sciences company Decisive, where she helps leaders and organizations solve complex problems and make better decisions. She is also an adjunct professor at Cornell University and the award-winning author of several books exploring decision-making, financial research, and the psychology behind how we make choices. Cheryl’s approach to decision-making grew out of more than two decades in investigative journalism, including over a decade at Barron’s. Her reporting required her to evaluate complex information, question assumptions, weigh evidence, and make high-stakes judgments with significant consequences. That experience ultimately led her to develop the AREA Method, a structured approach designed to help people recognize cognitive biases, expand their thinking, and make decisions with greater confidence and conviction. AI Has Answers. Leaders Still Need Judgment. AI has dramatically changed how quickly we can access information. But Cheryl argues that easier access to answers actually increases the value of human judgment. AI does not inherently understand why you are solving a problem. It does not know your organization, your stakeholders, your priorities, your constraints, or what success looks like for you. That is why Cheryl recommends turning to yourself before turning to AI. “What is the problem that I am solving and why am I solving it?” Without that clarity, leaders risk using AI to solve the wrong problem, even if they do it efficiently. Cheryl points out that even experienced leaders sometimes assume they understand the problem in front of them without taking time to define it clearly. The result can be solving an adjacent problem, addressing only part of the issue, or eventually having to start over. For leaders navigating decision-making in the age of AI, defining the problem is still a fundamentally human responsibility. Know When a Decision Requires a Process Leaders make countless decisions every day, and not every choice requires extensive analysis. But some decisions carry consequences that make a structured process especially valuable. Cheryl recommends looking at three factors: Is the outcome unknown? Is the cost of getting it wrong high? Will the decision have a long-term impact? When all three are present, leaders should slow down and use a deliberate decision-making process. Cheryl’s AREA Method stands for Absolute, Relative, Exploration and Exploitation, and Analysis. The process helps decision-makers examine different perspectives, challenge assumptions and judgments, gather evidence, and build greater confidence in their conclusions. A process also creates something leaders often miss: an opportunity to learn from the decision afterward. Instead of simply asking whether the outcome was good or bad, leaders can look back and evaluate the decision quality, whether they gathered the right information, considered the right perspectives, and followed a sound process. Are You Using AI Like a Surgeon or a Lamborghini Driver? One of Cheryl’s most useful distinctions is that leaders can approach AI and decision-making in two very different ways. When you need one specific piece of information, Cheryl suggests thinking like a surgeon. You make a precise incision, extract what you need, and move on. But many leadership challenges are not that simple. When you are exploring a complicated problem and do not yet know exactly where you need to go, Cheryl suggests thinking of yourself as a Lamborghini driver. AI may be an incredibly powerful and fast machine, but you are still behind the wheel. “You need to direct it.” In this mode, AI can help leaders research, analyze, explore, and refine their thinking. But the leader remains responsible for determining what they are trying to understand and where the process should go next. The distinction matters because using the same approach for every interaction with AI can lead leaders to extract information without first understanding whether it is the right information for the problem they are trying to solve. The Eight Human Moments That Matter in AI-Powered Decision-Making In The Human Edge, Cheryl identifies eight pivotal moments where human thinking remains essential: Defining the problem Assessing motivations Gathering context Researching effectively Analyzing options Recognizing biases Involving key stakeholders Building conviction These moments highlight an important limitation of AI: it cannot automatically know the context surrounding your decision. It does not know your budget unless you tell it. It does not know which stakeholders matter most. It does not know that you have until Tuesday to decide or that your organization is operating under a specific resource constraint. As Cheryl explains: “Something that looks plausible that doesn’t work for your context is something that can fail.” Leaders bring the context. AI can help process information within it. Human Bias Meets AI Bias AI does not eliminate bias from decision-making. In fact, Cheryl points out that leaders now have to contend with two sources: their own cognitive biases and the biases in AI systems. Human biases can include confirmation bias, where we look for information that supports what we already believe; liking bias, where we give greater weight to information from people we relate to or trust; and the planning fallacy, where we underestimate how much time or complexity a project will require. AI can also bring its own imperfections into the process. Its answers may be incorrect, outdated, biased, or based on information that does not accurately represent the situation a leader is trying to solve. But Cheryl also sees an opportunity. Rather than asking AI for an answer and accepting the first response, leaders can use the tool to challenge their own thinking. They can ask for disconfirming evidence, explore opposing perspectives, question the credibility of information, and look for weaknesses in the decision they are considering. The goal is not to have AI validate your thinking. Use it as one resource to strengthen your thinking. Speed Is Not the Same as Quality AI has made speed one of its biggest selling points. But faster decision-making does not automatically mean better decision-making. “Speed and efficacy are often different. The speed of a decision says nothing about the quality of it.” That distinction is especially important for leaders. Our brains naturally develop shortcuts based on previous experiences. Those shortcuts help us move quickly, but they can also cause us to apply yesterday’s assumptions to today’s problem. For high-stakes business decisions, Cheryl encourages leaders to create what she calls a “strategic stop,” a moment to evaluate whether the assumptions, information, and approaches that worked before still apply now. AI may accelerate the process, but leaders still need to know when slowing down will ultimately lead to a better outcome. Don’t Outsource Your Thinking Perhaps the biggest takeaway from Cheryl’s conversation with Jenn is that the future of leadership is not about choosing between human expertise and artificial intelligence. It is about knowing what each is good at. AI can research, analyze, generate possibilities, and surface information at extraordinary speed. But leaders still have to define the problem, provide context, evaluate assumptions, consider stakeholders, recognize bias, and ultimately decide what to do. Cheryl’s goal is to help leaders build the confidence and conviction to solve problems effectively, both with and without AI. “I really hope that people gain confidence and conviction that they can solve problems well, both with and without the machine, and that they don’t ever sacrifice their thinking.” As AI becomes more capable, protecting our ability to think critically is not rejecting technology. It is how leaders make better use of it. Where to Find More From Cheryl Strauss Einhorn To learn more about Cheryl Strauss Einhorn, the AREA Method, and her work on decision-making:  Visit areamethod.com Connect with Cheryl on LinkedIn  Explore her latest book, The Human Edge: Smarter Decisions in the Age of AI. Build the Leadership Skills AI Can’t Replace AI can provide information. Leadership requires knowing what to do with it. Crestcom helps leaders develop the practical skills they need to make better decisions, communicate effectively, navigate conflict, build emotional intelligence, and lead their teams with greater confidence. Experience Crestcom’s approach firsthand with a complimentary leadership skills workshop. In just two hours, you’ll explore actionable strategies you can put to work immediately and create a personalized plan for addressing your leadership challenges. Request your complimentary leadership skills workshop today.   The post The

What is it Like to be Led by You? Summary:  Do you know what it’s like to be led by you? Good intentions do not always translate into positive leadership impact. Ciarán Casey joins The Leadership Habit Podcast to explore why leadership is relational, how leaders can become more aware of the experience they create, and the six elements that help leaders get back “in tune.” Most leaders have good intentions. They want their teams to feel trusted, supported, empowered, and valued.  But good intentions do not always create a good experience. You might give someone more autonomy because you trust them, only for them to walk away feeling abandoned. You might step in to help because you want to make their job easier, while they interpret your help as a sign that you do not trust them. You might send an email late at night simply to clear your inbox, while your team assumes they are expected to be available after hours. That gap between what a leader intends and what others actually experience is at the heart of this episode of The Leadership Habit Podcast. Host Jenn DeWall sits down with leadership practitioner, coach, and author Ciarán Casey to explore why leadership impact matters more than good intentions and how leaders can become more conscious of what it is actually like to be led by them. Meet Ciarán Casey, Leadership Coach and Author Ciarán Casey is a leadership practitioner and coach with more than three decades of senior leadership experience across sectors and international environments. His work focuses on organizational transformation, culture, high-performing teams, and complex human dynamics. More recently, Ciarán has focused on leadership development, working with individuals, leadership teams, senior civil servants, and executive teams to strengthen trust and collaboration. His book, Leadership in Tune, grew out of a question he kept encountering throughout his career: Why do some highly capable, intelligent, confident leaders struggle to connect with the people around them, while others seem to create environments where people naturally flourish? For Ciarán, part of the answer lies in the difference between leadership intent and leadership impact. Your Intentions Are Only Half the Story Leaders rarely set out to frustrate, disengage, or demotivate their teams. The problem is that employees cannot experience a leader’s intentions. They experience their behaviors and interactions. As Ciarán explains: “The intention isn’t the problem. What we need to focus on is the experience.” That distinction can be uncomfortable, especially when we know our intentions were good. But it also gives leaders a more useful way to evaluate their effectiveness. Instead of asking, “What was I trying to do?” effective leaders can ask, “How might that have been experienced?” That shift matters because leadership behaviors carry more weight than we may realize. Ciarán points out that leaders are constantly being observed. A delayed response can be interpreted as a lack of interest. Silence can make people wonder if something is wrong. A rushed conversation can leave someone feeling like their time or contribution does not matter. As he puts it, a leader’s impact is amplified. Becoming more aware of that leadership impact is not about overanalyzing every interaction. It is about recognizing that the meaning we intend to communicate and the meaning someone receives are not always the same. Leadership Does Not Happen in Isolation One of the central ideas in Ciarán’s work is that leadership is relational. We often think of leadership as something an individual possesses. We describe someone as confident, charismatic, decisive, or a strong communicator and conclude that those characteristics make them a good leader. Ciarán challenges that idea. He argues that leadership emerges in the space between people. A leader can offer direction, guidance, or support, but leadership only takes shape when another person is willing to engage with and follow that direction. “Leadership is a relational practice that doesn’t reside within an individual, but emerges between people.” That changes the way we think about leadership development. Instead of focusing exclusively on the leader’s characteristics, we can pay more attention to the quality of their interactions. Are people willing to speak openly? Do they feel trusted? Do they feel heard? Does the leader create the conditions for people to contribute? Those everyday interactions are where leadership impact becomes real. The Six Strings of Leadership In Leadership in Tune, Ciarán introduces his Conscious Relational Impact Model, built around six elements of leadership. As a guitarist, he compares these elements to the guitar’s six strings. A guitar does not need every string to be completely wrong to sound off. One string that is out of tune can change the sound of the entire instrument. Leadership can work the same way. The six strings are organized across three stages: The Connected Self: Authenticity and Emotional Intelligence Effective leadership starts with understanding yourself. That means knowing your values and how they influence your behavior while also having the emotional intelligence to understand and regulate the impact you have on others. Authenticity without emotional intelligence can become an excuse to behave however you feel in the moment. Emotional intelligence without authenticity can feel performative. Leaders need both. The Bridge: Presence and Trust From there, leaders have to create the conditions for connection. Ciarán describes presence and trust as the two spans of a bridge between people. Trust determines whether it feels safe to cross. Presence determines what it feels like to cross. One of the simplest ways leaders can strengthen that bridge is by giving people their undivided attention. Phones, emails, meetings, and competing priorities make genuine presence difficult. But when a leader is distracted during a conversation, that distraction can communicate something they never intended: You are not important enough for my full attention. Shared Impact: Co-Creation and Influence Once leaders have built that connection, they can create shared impact through co-creation and influence. Ciarán describes co-creation as one of the most underused leadership skills. Leaders do not need to have every idea, solve every problem, or provide every answer themselves. Instead, they can involve capable people in designing solutions, processes, products, and outcomes. Influence also changes depending on the situation. Sometimes leaders need to be direct. Other times, they can draw ideas and creativity from the people around them. The key is that shared impact becomes much easier when trust and connection already exist. Which Leadership String Is Out of Tune? The goal of Ciarán’s model is not leadership perfection. It is awareness. A leader may be authentic and emotionally intelligent but struggle to be fully present. Another may care deeply about their team but fail to build trust. Someone else may build strong relationships but rarely give others enough opportunity to co-create solutions. When something is not landing the way you intended, Ciarán’s six strings offer a framework for asking why. “We’re not going for perfection here. We’re just going for improvement.” That can start with small moments of reflection. Think about a recent conversation that did not go as planned. A piece of feedback someone did not respond to well. Or, a meeting where the energy suddenly changed. Maybe a team member who has started pulling back. Rather than immediately focusing on what is wrong with the other person, consider the interaction itself. What might they have experienced? Which leadership string may have been out of tune? What could you adjust the next time? What Is It Like to Be Led by You? Toward the end of the conversation, Ciarán offers a question that captures the central idea of the episode: “What’s it like to be on the receiving end of me?” It is a very different question from “Am I a good leader?” Being a strong leader is an evaluation we can make about ourselves. Understanding how people feel and what it is like to be led by us requires considering someone else’s experience. That is where leadership impacts lives. You will not always get it right. Your intentions and someone else’s experience will not always align. But becoming curious about that gap can help you build stronger relationships, strengthen trust, and create an environment where people are more willing to contribute their best over the long term. Listen to the full episode of The Leadership Habit Podcast to hear Jenn and Ciarán explore the Conscious Relational Impact Model, the six strings of leadership, and how you can become more intentional about the experience you create for the people you lead. Where to Find More From Ciarán Casey Want to learn more from Ciarán Casey? Check out his book, Leadership in Tune Explore his self-evaluation resources Connect on LinkedIn Ready to Strengthen Your Leadership Impact? Understanding how your leadership is experienced is one thing. Building the skills to adapt, communicate, build trust, and lead more effectively takes practice. Crestcom’s award-winning leadership development programs help leaders turn leadership concepts into behaviors they can apply in their everyday interactions with their teams. Experience Crestcom for yourself with a complimentary Leadership Skills Workshop and discover practical tools you can begin using right away.   The post Why Leadership Impact Matters More Than Intentions with Ciarán Casey appeared first on Crestcom International.

Summary: What makes people want to follow a leader? In this episode of The Leadership Habit Podcast, Crestcom Business Owner John Lentini introduces his Six-Dial Framework for character-driven leadership. Learn how discipline, mindset, resilience, integrity, empathy, and influence work together to help leaders build trust, inspire others, and lead with greater confidence. Leadership isn’t defined by a title. It’s defined by character. The most effective leaders don’t earn trust because of their position. They earn it through the decisions they make, the values they demonstrate, and the consistency they show every day. That’s the foundation of character-driven leadership. In the latest episode of The Leadership Habit Podcast, host Jenn DeWall sits down with John Lentini, President of Bold Training Corp. and a licensed Crestcom Business Owner serving organizations throughout New York, New Jersey, Connecticut, Rhode Island, and Delaware. John is also a TEDx speaker with more than 235,000 views on his TEDx talk, where he first shared his practical framework behind his upcoming book, Engineering Character: Six Dials to Build Better Leaders, and explains why becoming a better leader starts with becoming a better version of yourself. Meet John Lentini John Lentini knows that great leadership isn’t about having all the answers. It’s about continually developing the character and habits that earn trust. As President of Bold Training Corp. and a Crestcom Business Owner, John draws on more than two decades of executive leadership experience to help leaders become more resilient, influential, and effective. His perspective is shaped by leading global teams through 9/11, the Fukushima nuclear disaster, and choosing to start a business during the COVID-19 pandemic. What Is Character-Driven Leadership? Character-driven leadership is the intentional practice of developing the habits, values, and behaviors that inspire others to trust and follow you. Rather than focusing solely on technical skills or authority, character-driven leaders cultivate self-awareness, resilience, integrity, empathy, and influence. These qualities allow them to navigate uncertainty, build stronger relationships, and create lasting impact. As John explains: “You must learn to lead yourself effectively before you can really lead others well.” That simple idea forms the foundation of his Six-Dial Framework. Great Leadership Starts with Leading Yourself According to John, every leader must first master three personal leadership habits: Discipline Mindset Resilience These three “dials” represent the internal habits that determine how consistently leaders perform, especially during difficult times. Discipline is often the least glamorous but most essential. “It is the boring, tedious, mundane stuff that we would all love to avoid… But when you start to appreciate the medium-term rewards that can be gained through regular discipline, you’re going to see a difference.” Mindset is the unwavering belief that your vision is achievable, even when progress feels slow. Resilience allows leaders to adapt, recover, and continue moving forward, whether that means persevering through challenges or changing course entirely. Together, these qualities create what John calls a determined leader. Character Is Built Through Integrity, Empathy, and Influence Once leaders learn to lead themselves, they can begin leading others more effectively. John’s second set of leadership dials focuses on: Integrity Empathy Influence Together, these create the trust every high-performing team depends on. One of the episode’s most memorable insights is John’s definition of integrity: “If discipline is consistency in your activity, then integrity is consistency in your values.” Character-driven leadership requires leaders to consistently act according to their values, even when it’s difficult. When actions align with words, trust grows. When they don’t, credibility quickly disappears. Why Empathy Is a Leadership Strength Empathy is often misunderstood as being too soft or avoiding difficult conversations. John challenges that misconception. “Empathy is understanding what someone wants, but not necessarily catering or executing on it.” Character-driven leaders don’t avoid accountability. Instead, they make difficult decisions with compassion, communicate openly, and consider how those decisions affect others. That combination of empathy and accountability builds stronger relationships and healthier workplace cultures. Character Requires Continuous Reflection One of the most practical aspects of John’s framework is that it encourages leaders to assess themselves regularly. Rather than assuming growth happens automatically, character-driven leaders intentionally reflect on where they need to improve and actively seek feedback from others. John recommends using tools such as 360-degree feedback or anonymous surveys to better understand how others experience your leadership. As he reminds listeners: “Always focus on where you are at the moment and why it’s changed… understanding we’re never done. It’s just the journey.” Leadership isn’t about reaching perfection. It’s about continually becoming a better leader. The Future of Leadership Is Character-Driven Today’s leaders face constant change, increasing complexity, and growing expectations from their teams. Technical expertise alone is no longer enough. Character-driven leadership provides a framework for earning trust, navigating uncertainty, and helping others succeed. John’s Six-Dial Framework reminds us that leadership begins within. By intentionally developing discipline, mindset, resilience, integrity, empathy, and influence, leaders create the kind of character that inspires others to follow. Listen to the Full Episode Want to learn more about John’s Six-Dial Framework and discover practical ways to strengthen your own leadership character? Listen to the full episode of The Leadership Habit Podcast featuring Crestcom Business Owner John Lentini for actionable insights you can begin applying today. Ready to Build Character-Driven Leaders? Strong organizations are built by leaders who inspire trust, communicate with integrity, and lead with purpose. Crestcom’s leadership development programs help leaders build these essential skills through practical learning, coaching, and real-world application. Request a complimentary Leadership Skills Workshop to experience Crestcom’s approach firsthand. In this interactive session, your team will explore practical leadership strategies that improve communication, strengthen accountability, and develop the habits that drive long-term success.   The post Why Character-Driven Leadership Matters More Than Ever with John Lentini appeared first on Crestcom International.

Summer Leadership Rewind: Staying “Forever Human” in the Age of AI with Sylvie di Giusto Artificial intelligence has changed dramatically over the past year. New tools arrive almost weekly. Organizations are experimenting faster than ever. And leaders everywhere are asking the same question: How do you embrace AI without losing what makes great leadership human? This week, we’re taking a summer break, so we’re revisiting one of our most impactful conversations on The Leadership Habit Podcast. Jenn DeWall sits down with leadership expert and Crestcom faculty member Sylvie di Giusto to explore why the leaders who thrive in the age of AI won’t be the ones who know the most about technology. They’ll be the ones who remain unmistakably human. If you missed this episode the first time, or if your relationship with AI has changed since then, now is the perfect time to listen again. Meet Sylvie di Giusto Sylvie di Giusto is an international keynote speaker, author, Certified Speaking Professional (CSP), and Hall of Fame speaker who helps organizations improve leadership, influence, and communication. For years, her expertise has been part of Crestcom’s leadership curriculum, helping leaders around the world strengthen emotional intelligence, executive presence, and decision-making. In this conversation, she offers a refreshing perspective on AI that replaces fear with curiosity and competition with collaboration. The Best Leaders Won’t Compete with AI Many professionals still think of AI as something they have to outwork or outperform. Sylvie challenges that mindset. “The goal was never to beat the machine. It is to build with it.” AI will always process information faster, remember more data, and complete repetitive tasks more efficiently than people. Rather than trying to compete in those areas, leaders should focus on the capabilities that technology cannot replicate. Judgment. Empathy. Trust. Context. Ethics. These are the qualities that separate management from leadership—and they become even more valuable as AI becomes more capable. Why Being “Forever Human” Matters More Than Ever As AI-generated content becomes increasingly difficult to distinguish from human-created work, authenticity becomes a competitive advantage. People don’t simply want information. They want confidence that someone understands their challenges, considers context, and genuinely cares about the outcome. That’s why Sylvie believes leaders should intentionally cultivate the uniquely human skills AI cannot replace. She explains that while AI can generate answers, leaders ask better questions. AI can analyze information, but leaders interpret meaning. AI can suggest actions, but only people can weigh ethics, relationships, and long-term consequences. In other words, AI can assist leadership, but it cannot replace it. Soft Skills Are Becoming Power Skills For years, organizations emphasized technical expertise and productivity. Ironically, AI is now making those skills easier to automate. The result? Communication, emotional intelligence, adaptability, critical thinking, and relationship-building have become even more valuable. As Sylvie notes: “There will be a big comeback for soft skills because those are the skills that AI cannot replicate.” Organizations investing in leadership development today aren’t preparing people for yesterday’s workplace. They’re building the capabilities that will matter most tomorrow. Leadership Still Means Accountability One of the episode’s most powerful reminders is that AI cannot own the consequences of a decision. Leaders still carry that responsibility. AI can recommend hiring decisions, summarize employee performance, or suggest business strategies. But it cannot understand every human circumstance, organizational nuance, or ethical consideration. As Sylvie points out, leaders cannot blame technology for decisions they choose to make. Accountability remains a human responsibility. A Conversation That’s Even More Relevant Today When this episode originally aired, many organizations were just beginning to explore generative AI. Today, AI has become part of everyday work. That makes this conversation even more valuable. Rather than focusing on specific tools or trends that quickly become outdated, Sylvie shares timeless leadership principles that help leaders navigate any technological change. Her message isn’t about resisting AI or blindly embracing it. It’s about learning how to use it wisely while protecting the qualities that make leadership meaningful. Key Takeaways If there’s one message to carry forward from this Summer Leadership Rewind, it’s this: AI will continue to evolve. Great leadership will continue to depend on people. The leaders who succeed won’t be those who simply adopt the newest technology. They’ll be the ones who combine technology with empathy, sound judgment, authentic communication, creativity, and accountability. Or, as Sylvie says best: “Don’t compete with AI. Focus on what you do in the moments that matter most as a human being.” Listen to the Episode Catch this Summer Leadership Rewind episode of The Leadership Habit Podcast with Sylvie di Giusto and discover why staying “Forever Human” may be the most important leadership strategy of the AI era. Where to Find More from Sylvie di Giusto To learn more from Sylvie:  Visit sylviedigiusto.com Connect with her on LinkedIn Buy her books Develop the Human Skills That Matter Most Technology will keep changing, but leadership fundamentals endure. Developing stronger communication, critical thinking, emotional intelligence, and decision-making skills helps leaders succeed regardless of what’s next. To learn how Crestcom helps organizations build these essential leadership capabilities, request a complimentary two-hour leadership workshop at crestcom.com/freeworkshop.   The post Summer Leadership Rewind: Staying “Forever Human” in the Age of AI with Sylvie di Giusto appeared first on Crestcom International.

Effective leadership communication isn’t just about delivering information. It’s about creating connection, inspiring action, and ensuring people remember what matters long after the conversation ends. On the latest episode of The Leadership Habit Podcast, host Jenn DeWall speaks with communications expert Andy Freed. Andy shares his insights from an unexpected source of leadership inspiration: Bruce Springsteen. Andy draws from more than 95 Springsteen concerts and decades of leadership experience. Through this lens, he shares how great leaders can communicate with greater purpose, prepare more intentionally, and create lasting impact through every interaction. Meet Andy Freed, Author and Chairman of Virtual Inc. Andy Freed is Chairman of Virtual Inc., where he has spent more than three decades helping organizations navigate growth, change, and strategic communication. Throughout his career, he has worked with global organizations like Microsoft, Google, and Meta. He also helps leaders become more intentional communicators.  His newest book, How to Lead Like a Boss, explores leadership communication in an unconventional way. It looks at the habits and behaviors that made Bruce Springsteen a respected performer and leader. While the setting may be a concert stage rather than a boardroom, the leadership lessons translate directly to today’s workplace. Great Leadership Communication Starts with Intention One of Andy’s most important messages is that effective communication begins long before a meeting starts. Rather than simply creating slides or gathering updates, leaders should first ask themselves three questions: What do I want people to think? How do I want them to feel? What do I want them to do? This simple framework shifts communication from information sharing to intentional leadership. Whether you’re announcing organizational change, leading a team meeting, or having a one-on-one conversation, understanding the desired outcome before speaking dramatically improves clarity and impact. Preparation Is a Leadership Skill Bruce Springsteen doesn’t walk onto the stage and hope for the best. Before every concert, he carefully builds a set list that creates an emotional journey for the audience. Every song has a purpose. Every transition is intentional. Leaders should prepare the same way. Instead of opening yesterday’s PowerPoint presentation and making minor edits, Andy encourages leaders to think first about the experience they want their audience to have. Preparation isn’t about creating more slides. It’s about creating a message people will remember. If They Can’t Repeat the Message, It Didn’t Land One of the most memorable ideas from the conversation is that communication isn’t measured by how many times you’ve delivered a message. It’s measured by whether your audience can repeat it back to you. Leaders often become frustrated after explaining something once or twice, assuming everyone understands. In reality, people frequently need to hear important messages multiple times before they truly retain them. Instead of asking, “How many times have I said this?” leaders should ask: “Can my team say it back to me?” That shift in perspective can transform the way leaders communicate organizational priorities, strategic initiatives, and change. Leadership Is Always a Performance Leadership doesn’t end when the presentation is over. Andy explains that leaders are constantly communicating through their behavior, energy, and presence, even when they aren’t speaking. Employees notice whether leaders are engaged during meetings. They notice body language, enthusiasm, and consistency. Your energy sets the tone for everyone around you. The most effective leaders recognize that every interaction communicates something, whether intentional or not. Never Underestimate the Power of Appreciation At the end of every Bruce Springsteen concert, he personally thanks each member of the E Street Band before leaving the stage. For just a few seconds, every musician receives their full attention and appreciation. That simple ritual offers an important reminder for leaders. Recognition doesn’t have to be elaborate to be meaningful. Consistently acknowledging effort, celebrating contributions, and expressing genuine appreciation helps people feel valued. Those small moments often leave a lasting impression. As Andy notes, one of our deepest human needs is simply to feel appreciated. Leadership Communication Creates Lasting Influence Strong leadership communication isn’t about being the loudest voice in the room. It’s about preparing with intention, connecting with people, reinforcing important messages, and creating experiences employees remember. Whether you’re leading organizational change, facilitating a meeting, or simply thanking someone for their contribution, every interaction shapes trust and influence. The best communicators understand that leadership isn’t measured by what they say. It’s measured by what others hear, remember, and ultimately do. Where to Find More From Andy Freed To learn more about Andy Freed, his leadership philosophy, and his book How to Lead Like a Boss, visit andyfreed.com. There you’ll find additional resources on leadership communication, speaking, and practical strategies for becoming a more intentional leader. Develop Leadership Communication Skills with Crestcom Leadership communication is one of the most important skills leaders can develop, yet it’s also one of the most challenging to master. From communicating change to building trust and influencing performance, effective communication shapes every aspect of leadership. At Crestcom, communication isn’t treated as a standalone topic. It’s integrated throughout our leadership development programs, providing leaders with practical tools they can apply immediately in conversations, meetings, coaching sessions, and organizational change initiatives. Listen to the full episode of The Leadership Habit Podcast for even more insights from Andy Freed, and discover how intentional communication can strengthen your leadership influence every day.   The post Leadership Communication and The Boss with Andy Freed appeared first on Crestcom International.

Summary Authentic leadership is about leading from your strengths rather than changing who you are to meet others’ expectations. In this episode of The Leadership Habit Podcast, executive coach Dale Wilsher explains the leadership double bind, explores how workplace bias shapes perceptions of leadership, and shares practical strategies for balancing warmth and competence to build greater influence, executive presence, and leadership effectiveness. Many leaders spend years trying to become the person they believe they need to be in order to succeed. They speak differently, hold back ideas, soften their opinions, or adopt leadership styles that feel unnatural. Often, these changes stem from feedback, workplace expectations, or assumptions about what leadership should look like. The challenge is that when leaders focus too heavily on fitting a mold, they can lose sight of the qualities that make them effective in the first place. In the latest episode of The Leadership Habit Podcast, host Jenn DeWall sits down with Dale Wilsher to discuss authentic leadership, executive presence, workplace bias, and the “leadership double bind”. Their conversation offers valuable insights for leaders who want to increase their influence without sacrificing who they are. Meet Dale Wilsher, Executive Life and Leadership Coach Dale Wilsher is an executive life and leadership coach, keynote speaker, and founder of Your Authentic Personality. For more than a decade, she has helped professionals better understand themselves, build confidence, and lead with greater authenticity. She is also the author of an award-winning book on personality and human potential and is currently writing a new book focused on identity, self-awareness, and leadership. Through coaching, speaking, and leadership development programs, Wilsher helps individuals align who they are with how they lead so they can maximize their potential without compromising their authentic strengths. What Is the Leadership Double Bind? One of the central topics discussed in the episode is the leadership double bind. The double bind refers to a no-win situation in which leaders face competing expectations. Wilsher explains that women, in particular, often experience a tension between being perceived as competent and as likable. Leaders may be viewed as too soft or too tough, too collaborative or too direct, but rarely “just right.” While the double bind is most commonly discussed in the context of women in leadership, the broader lesson applies to leaders of all backgrounds. Many professionals feel pressure to suppress parts of their personality in order to align with traditional expectations of leadership. According to research discussed during the episode, the most influential leaders demonstrate both warmth and strength. In other words, people must be able to answer “yes” to two critical questions: Do you care about me? Can you deliver results? Leaders who consistently communicate both are often viewed as more effective, trustworthy, and influential. Why Authentic Leadership Matters A powerful theme throughout the conversation is that authentic leadership is not about becoming someone else. Too often, leaders receive feedback focused on their personality rather than their performance. Wilsher notes that this type of feedback can cause people to question who they are instead of helping them improve what they do. As a result, many leaders begin to modify or hide their natural tendencies in an effort to meet expectations. The problem is that authentic strengths and perceived weaknesses are often connected. A leader who is highly direct may also be exceptionally decisive. A leader who is highly relational may also excel at collaboration and inclusion. When leaders try to eliminate traits that others criticize, they often diminish the strengths associated with those traits as well. Authentic leadership starts with understanding your natural tendencies and learning how to expand your effectiveness without abandoning your strengths. Stop Subtracting Yourself Perhaps the most memorable lesson from the episode is Wilsher’s advice to leaders: Don’t subtract yourself. When leaders receive critical feedback, their instinct is often to become less visible, less outspoken, or less themselves. They begin removing parts of their personality to avoid criticism. Wilsher encourages leaders to take a different approach. Instead of subtracting, add. Rather than suppressing your strengths, identify complementary behaviors that help others experience your leadership more effectively. A direct leader may need to add empathy. A highly collaborative leader may need to add decisiveness. A relationship-focused leader may need to communicate recommendations with greater confidence. The goal is not to become a different person. The goal is to become a more complete leader. Balancing Warmth and Competence The discussion also offers practical strategies for strengthening leadership presence. Leaders who naturally prioritize relationships can benefit from demonstrating greater confidence and authority through concise communication, clear recommendations, and stronger ownership of accomplishments. Small changes in language can significantly influence how others perceive leadership presence. One of Wilsher’s most practical pieces of advice focuses on how leaders communicate expertise and confidence. Many professionals unintentionally weaken their authority by using minimizing language such as “Does that make sense?” or by downplaying their recommendations. Instead, leaders can communicate with greater confidence while remaining approachable. As Wilsher explains: “There are stronger ways to check in with people than giving away too much of your authority or power when you lead with data; I say you can speak softly as long as you carry a big statistic.” The lesson is simple but powerful: leadership presence does not require being the loudest person in the room. Leaders can build influence by supporting their recommendations with facts, evidence, and clear reasoning, and by communicating with confidence and clarity. Meanwhile, leaders who naturally prioritize tasks and results can strengthen their influence by intentionally demonstrating warmth. Inviting collaboration, expressing gratitude, seeking input, and communicating care for others can help build trust and engagement without sacrificing accountability. Neither approach is inherently better. The most effective leaders understand their natural strengths and intentionally develop complementary skills that help them connect with a broader range of people and situations. Authentic Leadership Strengthens Teams Authentic leadership benefits more than the individual leader. Organizations perform best when they embrace diverse leadership styles rather than expecting everyone to lead the same way. Teams gain stronger perspectives, greater innovation, and better decision-making when leaders bring different strengths to the table. As Wilsher points out, individuals should not be expected to be all things to all people. That is the role of the team. When leaders understand and value different leadership styles, they create environments where people can contribute their unique strengths while still working toward shared goals. The result is a more engaged, adaptable, and high-performing organization. Where to Find More From Dale Wilsher To learn more about Dale Wilsher’s work on authentic leadership, personality, executive presence, and leadership development, visit her website, YourAuthenticPersonality.com. You can also connect with Dale on LinkedIn, where she regularly shares insights on self-awareness, confidence, and helping leaders align who they are with how they lead. Her coaching, speaking engagements, and leadership programs provide practical tools for professionals who want to maximize their influence without sacrificing authenticity. Authentic Leadership Is About Expansion, Not Reinvention Leadership is not about fitting someone else’s definition of success. It is about understanding your strengths, recognizing your blind spots, and developing the skills needed to lead more effectively. The strongest leaders do not succeed because they have eliminated every weakness. They succeed because they have learned how to build on their strengths while adding the capabilities needed to connect with others. Dale Wilsher’s message is a powerful reminder that effective leadership is not about shrinking yourself to meet someone else’s expectations. It’s about becoming more intentional, more self-aware, and more capable while remaining true to who you are. At Crestcom, we believe leadership development should help leaders become more effective versions of themselves—not force them into a one-size-fits-all leadership model. Through live-facilitated learning, coaching, accountability, and real-world application, Crestcom helps leaders develop the self-awareness, communication skills, and confidence needed to lead authentically and deliver meaningful results. If you’d like to explore how leadership development can help your organization build stronger, more effective leaders, consider scheduling a complimentary Leadership Skills Workshop to experience Crestcom’s approach firsthand.   The post Stop Subtracting Yourself to Fit In! Authentic Leadership with Dale Wilsher appeared first on Crestcom International.

Summary Managing change in the workplace requires more than new strategies or systems. In this episode, Nick Montalbine explains why many change efforts fail due to overloaded systems, lack of trust, and employee burnout. He explores practical frameworks for improving focus, rebuilding trust, and creating healthier workplaces that adapt more effectively to change. Organizations are experiencing constant disruption. AI is changing workflows. Teams are navigating restructures, layoffs, shifting priorities, and increasing pressure to produce results with fewer resources. Amid all this uncertainty, leaders are still expected to guide teams confidently through change. The problem? Most organizations are approaching change the wrong way. In the latest episode of The Leadership Habit Podcast, Jenn DeWall sits down with change leadership expert Nick Montalbine to discuss why so many workplace change initiatives fail and what leaders can do differently. Their conversation explores overloaded systems, employee burnout, breakdowns in trust, and the hidden signals leaders often miss during organizational change. Meet Nick Montalbine, Founder of Inner Voice Analytics Nick Montalbine is the founder of Inner Voice Analytics, a consultancy focused on helping organizations detect cultural and operational issues before they become major problems. With more than 20 years of experience leading transformation efforts in complex organizations across Nike, healthcare, finance, and retail, Nick specializes in leadership development, organizational listening, and transformation strategy. Throughout the episode, Nick introduces a simple but powerful framework leaders can use to better manage change in the workplace: attention, trust, and energy. Why Managing Change in the Workplace Often Fails One of the most important takeaways from the episode is that most change initiatives do not fail because employees resist change. They fail because organizations operate within overloaded systems. According to Nick, overloaded systems occur when organizations attempt to manage too many competing priorities at once. Problems become filtered, decisions get delayed, communication breaks down, and employees stop speaking up early about risks or concerns. As a result, workplace change efforts slowly lose momentum and direction. Nick explains that leaders should pay close attention to three critical areas that determine whether change efforts succeed or fail: Attention Trust Energy When these areas become depleted, employees stop signaling problems. They stop sharing ideas, raising concerns, or challenging assumptions. By the time leaders recognize the issue, long-term damage is often already done. Attention: The Hidden Barrier to Workplace Change Modern workplaces are overloaded with competing priorities. Teams are juggling strategic initiatives, daily operations, meetings, emails, system changes, reporting requirements, and constant interruptions. Leaders often continue adding more initiatives without removing old ones. According to Nick, this creates a major attention problem inside organizations. Employees struggle to determine what truly matters day-to-day because everything is presented as urgent and important. One practical framework Nick recommends is evaluating work based on two factors: Strategic importance Complexity This creates four categories: Boulders: high importance, high complexity Rocks: high importance, lower complexity Pebbles: low importance, low complexity Low-value work: low importance, high complexity The goal is not to eliminate important work. The goal is to prevent organizations from taking on too many “boulders” at once. This is especially important for leaders managing organizational change. Employees cannot focus effectively when priorities constantly shift or when every project is treated like a top priority. Clear communication, monthly prioritization conversations, and realistic workloads all help improve organizational focus during periods of change. Trust: Why Employees Stop Speaking Up Trust plays a major role in successful workplace change. Nick describes trust as employees feeling safe enough to say the hard things. When trust is low, people stop raising concerns, stop sharing ideas, and stop challenging decisions. Leaders often mistake silence for agreement. In reality, silence may signal disengagement, fear, exhaustion, or psychological withdrawal. Jenn DeWall highlights a common workplace reality many leaders overlook: eventually, employees may stop trying to help because they no longer believe their input matters. Nick points to several warning signs that trust may be declining: Fewer ideas are shared in meetings Reduced curiosity Less disagreement or debate Employees are becoming quieter or more withdrawn Rebuilding trust requires leaders to consistently listen and act on feedback. Nick also recommends creating intentional space for dialogue by encouraging healthy disagreement and even assigning someone to play the “contrarian” role during meetings. Another important insight from the episode is that annual employee engagement surveys are no longer enough. Employee sentiment changes too quickly in modern workplaces. Leaders need more frequent opportunities to understand how employees are feeling and to identify concerns before they become larger cultural problems. Energy: The Burnout Problem Leaders Cannot Ignore Many employees are trying to manage heavy workloads while simultaneously adapting to organizational change. That creates a major energy problem. Nick references research identifying three different forms of burnout: Overload burnout Under-challenged burnout Neglect burnout Most leaders recognize overload burnout, where employees feel buried under excessive work demands. But many overlook the other two forms. Team members may feel disengaged because they are underutilized or disconnected from meaningful work. Others may neglect their own well-being due to stress, isolation, or emotional exhaustion. This is particularly important during periods of organizational change because burnout reduces engagement, creativity, collaboration, and resilience. Leaders should pay attention to shifts in participation, energy, communication patterns, and overall engagement. Small behavioral changes may indicate that employees are struggling long before performance issues appear. Managing Change Requires Better Leadership Systems Managing change in the workplace is not just about communication plans or new processes. It requires leadership systems and a company culture that support people through uncertainty. Organizations need: Clear priorities Open communication Psychological safety Regular employee listening Realistic workloads Ongoing leadership development Without those systems, even well-intentioned change initiatives can fail. This is one reason leadership development matters so much during periods of disruption. Leaders need practical tools to manage communication, accountability, emotional intelligence, trust, delegation, and organizational alignment as they navigate change. Programs like Crestcom International’s Crestcom LEADER help leaders build these skills through live-facilitated learning, real-world application, accountability, and ongoing coaching support. Where to Find More from Nick Montalbine Visit Nick’s website: nickmontalbine.com Connect on LinkedIn Final Thoughts Change is not slowing down. However, successful organizational change management isn’t just about moving the fastest. Managing change effectively requires creating an organizational structure in which employees can stay focused, speak honestly, and maintain the energy needed to adapt. As Nick Montalbine explains throughout the episode, leaders should pay attention to the signals their organizations are sending. Silence, disengagement, burnout, and confusion are not random workplace problems. They are indicators that systems may be overloaded, and people may need more support. If your organization is navigating workplace change and looking to strengthen leadership capabilities, request a complimentary Leadership Skills Workshop from Crestcom International. In this interactive two-hour workshop, your team will gain practical leadership tools to improve communication, accountability, trust, and decision-making during times of change.   The post Managing Change Effectively in the Workplace With Nick Montalbine appeared first on Crestcom International.

Summary:  Former Paralympian and Army veteran John Register joins The Leadership Habit to discuss leadership decision-making, resilience, and overcoming adversity. After losing his leg while training for the Olympics, Register rebuilt his life and became a Paralympic silver medalist. In this episode, he shares his “Amputate to Elevate” leadership philosophy, encouraging leaders to let go of indecision, outdated thinking, and limiting beliefs in order to adapt and move forward. The conversation explores leadership under pressure, leading through uncertainty, and the critical importance of decisive leadership for organizational growth and change.  Leadership today requires more than vision. It requires the courage to make difficult decisions before all the answers are available. On the latest episode of the Leadership Habit podcast, John Register joined host Jenn DeWall for a conversation about resilience, leadership decision-making, and what it truly means to move forward after adversity. John’s story is remarkable. A decorated Persian Gulf War Army veteran and elite athlete, he was training for the Olympic Games when a devastating injury changed everything. After a missed hurdle caused severe damage to his leg, he made the life-altering decision to amputate above the knee. Instead of allowing that moment to define him, he adapted, rebuilt, and eventually became a two-sport Paralympic athlete and silver medalist. But this episode is about much more than athletics. It is about leadership under pressure and the decisions leaders avoid making every day. Meet John Register, Paralympic Silver Medalist John Register is a leadership keynote speaker, strategic advisor, Army combat veteran, Paralympic silver medalist, and co-founder of the U.S. Olympic Committee’s Paralympic Military Sports Program. Today, he helps organizations navigate change and uncertainty through his “Amputate to Elevate” philosophy, which focuses on removing what no longer serves you in order to move forward with clarity and purpose. Throughout the conversation, John shares lessons from military leadership, elite sports, and personal adversity that apply directly to today’s workplace challenges. The Leadership Cost of Indecision One of the biggest themes in this episode is indecision. According to John, many leaders already know what needs to change. The challenge is not awareness. The challenge is commitment. Whether it is addressing an underperforming employee, adopting new technology, changing strategy, or having a difficult conversation, leaders often stay stuck waiting for certainty that never comes. As John explains in the episode: “You know what you need to cut. You know you’ve been holding onto that thing for a very long time.” That hesitation creates organizational drag. Teams lose momentum. Problems linger. Innovation slows down. Employees lose confidence in leadership.  In many organizations, the real issue is not a lack of strategy. It is a lack of decisive leadership. The “Amputate to Elevate” Leadership Philosophy John’s “Amputate to Elevate” philosophy challenges leaders to let go of what no longer supports growth. That might mean: Letting go of outdated systems Releasing limiting beliefs Moving on from ineffective processes Making difficult personnel decisions Re-evaluating priorities Accepting that old approaches may no longer work The concept is uncomfortable by design. Transformation is difficult because it requires leaders to become something different. As John explains, most people say they want transformation, but what they really want is transition. They want improvement without discomfort. Real growth rarely works that way. This is especially relevant in a business environment shaped by rapid technological change, shifting employee expectations, economic uncertainty, and AI disruption. Organizations that wait too long to adapt risk falling behind. The Resonance Model: A Framework for Leading Through Change A major portion of the episode focuses on John’s “Resonance Model,” which includes three stages leaders move through during change: Reckoning This is the stage where leaders recognize something is no longer working. However, many organizations stay stuck here because they resist acknowledging the real problem. John describes reckoning as the tension between wanting things to stay the same while simultaneously knowing change is necessary. Revision Revision is the planning and possibility stage. Leaders begin exploring options, considering new paths, and imagining different outcomes. This is where creativity and adaptability become essential leadership skills. Renewal Renewal begins when leaders commit to action. Once a decision is made, there is no returning to the previous version of reality. That commitment creates momentum, learning, and growth. John repeatedly emphasizes that nothing changes until action happens. “Nothing starts until the button is pushed.” For many leaders, this is the hardest step. Leadership Decision Making in Uncertain Times One of the strongest leadership lessons from this episode is the idea that certainty is an illusion. Leaders often delay decisions because they want more data, more confidence, or guarantees about outcomes. John references former Secretary of State Colin Powell and his “40/70 Rule.” The idea is simple: With less than 40% of the information, you likely do not know enough to decide. With more than 70%, you may already be waiting too long. At some point, leaders must act without perfect information. This mindset is critical for modern leadership development. Markets change quickly. Employee expectations evolve rapidly. Technology advances constantly. Teams need leaders who can make thoughtful decisions and move forward with confidence. Leadership Resilience Is Built Through Action Another powerful takeaway from this episode is that resilience is not passive. John did not become resilient because adversity happened to him. He became resilient because he continued moving forward after adversity. After losing his leg, he did not initially know about the Paralympic Games. He simply took the next step available to him by swimming for physical therapy. That one step eventually opened entirely new opportunities. That lesson applies directly to leadership. Leaders do not need to have every answer immediately. They need the willingness to move forward, learn, adapt, and continue making progress. Action creates clarity. Indecision creates stagnation. Why Leadership Development Matters More Than Ever This episode reinforces why leadership development cannot be treated as a one-time event. Strong leadership requires ongoing growth, adaptability, communication, and decision-making practice. Leaders need opportunities to strengthen their confidence, challenge limiting assumptions, and develop the skills necessary to lead through uncertainty. Organizations that invest in leadership development create leaders who are better equipped to: Navigate change Communicate clearly Make difficult decisions Build trust Adapt quickly Support employee engagement Create accountability Those capabilities matter now more than ever. Where to Find More From John Register Listen to the full episode Visit John Register’s website Connect with John on LinkedIn Ready to Strengthen Your Leadership Skills? Leadership growth does not happen by accident. It happens through intentional development, practice, and learning. If your organization is looking to improve communication, accountability, decision making, and leadership effectiveness, Crestcom’s complimentary Leadership Skills Workshop can help. The workshop is available virtually or in person for teams around the world. Learn more at: Crestcom Leadership Skills Workshop Source transcript:   The post Why Decisive Leadership Matters More Than Ever With John Register appeared first on Crestcom International.

Understanding Leadership Communication Styles with Jeremie Kubicek Leadership often breaks down in moments that seem small. A missed expectation. A frustrating conversation. A team member who just doesn’t seem to “get it.” But what if the issue isn’t effort or intent? What if it’s communication? In this episode of The Leadership Habit Podcast, host Jenn DeWall sits down with Jeremie Kubicek to explore how understanding personality styles in leadership can improve communication, build trust, and drive stronger results. The conversation centers on a simple idea: Leaders don’t struggle because they don’t care. They struggle because they communicate in a way their team doesn’t understand. Meet Jeremie Kubicek Jeremie Kubicek is an entrepreneur, leadership architect, and co-founder of Giant Worldwide. He is also the author of multiple leadership books, including The Five Voices and The Voice-Driven Leader. His work focuses on helping leaders better understand how people think and communicate so they can lead more effectively. Why Leaders Struggle to Develop Their Teams One of the most practical insights from this episode is how often leaders unintentionally prioritize tasks over people. Many leaders default to “managing up” instead of developing their teams. As Kubicek explains, pressure from above often pulls leaders away from investing in the people they are responsible for. “There’s pressure to just do our day job… so it becomes a default to focus on the person above them instead of developing the people they’re responsible for.” This creates a common leadership trap. Teams become dependent instead of empowered. Leaders feel overwhelmed. Performance suffers over time. And most importantly, teams disengage. The Difference Between Compliance and Engagement A key theme in this episode is the difference between getting people to follow directions and getting them to care about the outcome. Command-and-control leadership can produce compliance. But it rarely produces engagement. “Leaders who rely on pressure may get results in the short term, but they miss out on ownership, initiative, and long-term performance.” When people don’t feel understood, they stop contributing beyond what is required. They do the work, but they don’t invest in it. That is where leadership communication becomes a competitive advantage. The Five Voices: A Practical Framework for Leadership Communication To help leaders better understand personality styles, Kubicek introduces the Five Voices framework: Nurturer: Relationship-focused and values harmony Creative: Future-oriented and idea-driven Guardian: Detail-focused and structure Connector: Relationship builder and network-oriented Pioneer: Results-driven and decisive This framework simplifies personality styles into something leaders can actually use inside their teams. Instead of relying on complex assessments, it creates a shared language that helps leaders quickly identify how their team members think and communicate. Why Speaking Your Team’s Language Matters One of the most powerful ideas in the episode is that leadership communication is not about what you say. It is about how it is received. Kubicek compares this to speaking a foreign language. If you speak only in your own style, you may still get results, but you create friction. When you adapt your communication to match the other person, you build trust. Leaders who learn to “speak the language” of their team members: – Improve clarity – Reduce misunderstandings – Increase engagement – Strengthen relationships This shift is simple in concept, but it requires intentional effort. How Miscommunication Happens Inside Teams Miscommunication often comes from differences in how people interpret information. For example, a leader may share an idea casually, thinking out loud. But a team member may interpret that idea as a commitment. The result is frustration on both sides. As Kubicek explains, this tension often exists between future-oriented thinkers and present-oriented thinkers. Without a shared understanding of communication styles, these small moments can turn into larger trust issues over time. Simple Ways to Apply This in Your Team This episode offers practical ways leaders can begin applying these ideas immediately: Start with self-awareness. Understand how you naturally communicate and how others experience you. Learn your team. Identify how each person processes information, makes decisions, and responds under pressure. Adjust your communication. Speak in a way that resonates with the other person instead of defaulting to your own style. Structure meetings intentionally. Give quieter voices the opportunity to contribute before dominant voices take over. Recognize stress behaviors. Different personalities react differently under pressure. When you understand those patterns, you can respond with intention instead of reacting emotionally. These small adjustments can significantly improve team dynamics and performance. Why Leadership Development Still Matters More Than Ever This episode reinforces a key idea: leadership is not a one-time skill. It is built over time through consistent development. Organizations that invest in developing their leaders see stronger results, better retention, and more engaged teams. Yet leadership development is often the first thing reduced when pressure increases. That approach creates long-term challenges. Leadership is the multiplier. When leaders improve, everything else improves with them. Where to Find More From Jeremie Kubicek If you want to go deeper into the Five Voices framework and learn how to apply it in your organization, here are a few ways to explore more from Jeremie Kubicek: – Listen to the full episode – Visit his website – Connect on LinkedIn Final Thoughts: Leadership Is About Understanding People At its core, this episode reinforces a simple truth. Leadership is about people. And people don’t all think, communicate, or respond the same way. “You can’t give what you don’t possess… if you get excited about learning from other people, leadership slows down, and you can begin to read the room.” When leaders take the time to understand their team, everything changes. Communication improves. Trust grows. Results follow. Ready to Strengthen Your Leadership Skills? If you want to improve communication, build trust, and lead more effectively across different personality styles, Crestcom offers a complimentary two-hour leadership skills workshop. You’ll walk away with practical tools you can apply immediately to your team. Request your session at crestcom.com/freeworkshop   The post How Understanding Leadership Communication Styles Transforms Team Performance appeared first on Crestcom International.

Summary Most leaders step into their role without formal training. That gap often leads to uncertainty, hesitation, and missed opportunities to build trust early. In this episode of The Leadership Habit, Bruce Mayhew shares practical leadership skills for new leaders, focusing on building confidence, establishing trust, and creating a strong team culture from day one. Meet Bruce Mayhew Bruce Mayhew is a corporate trainer, keynote speaker, and author with over 20 years of experience helping leaders improve team performance and workplace culture. After working in leadership roles at Scotiabank, he saw how leadership directly impacts engagement, trust, and results. His latest book, The Path of an Inspired Leader, is designed as a practical guide covering more than 18 real-world leadership scenarios. Each chapter focuses on situations leaders face, from hiring and feedback to building trust and managing change.   Why Leadership Skills for New Leaders Matter More Than Ever Many professionals are promoted into leadership roles without the tools to succeed. They are expected to lead, but never taught how. As Bruce explains, this creates hesitation: “They don’t want to ruffle any feathers… they think they have to sit back and really learn the ropes for two months or six months.” The problem is not capability. It is a lack of clarity. New leaders often wait for permission instead of setting direction. But strong leadership requires stepping in early to shape the environment your team operates in.   What Confidence Really Means in Leadership One of the most important leadership skills for new leaders is confidence. But confidence is often misunderstood. It is not about having all the answers. Bruce reframes it clearly: “Confidence isn’t control… confidence isn’t knowing everything.” Instead, confidence looks like: – Being clear about the environment you want to create – Being willing to make mistakes – Trusting your team before they prove themselves Strong leaders do not walk in trying to prove their worth. They walk in reinforcing the value of others. How to Build Trust as a New Leader If there is one skill that defines effective leadership, it is trust. Trust is not built through speeches or titles. It is built through behavior. Bruce shares a powerful example of a leader who transformed a disengaged team in just weeks by focusing on trust and transparency. What did that leader do? – Spoke to people directly and consistently – Created a relaxed, human environment – Asked for input and feedback – Clearly shared a vision for the team The shift was immediate because people felt seen, heard, and safe. One simple but powerful reminder: “You can’t command respect. You have to give respect to get respect.” The same is true for trust.   Set the Tone Early Instead of Waiting A common mistake new leaders make is waiting too long to establish expectations. They observe. They analyze. They hold back. But your team is forming opinions immediately. Strong leaders take action early by: – Introducing themselves personally – Sharing how they lead – Setting expectations around communication and accountability – Creating clarity around team culture Even small actions, like where you sit or how often you engage, send strong signals. Leadership is always being interpreted. Turn Company Values Into Real Leadership Tools Many organizations have values posted on a wall or website. Few teams actually use them. Bruce offers a simple exercise that every leader can apply: Take your company values and discuss them with your team. Ask: – What does this value actually mean in our daily work? – What does it look like in action? – Where do we see gaps? This creates shared understanding and reduces confusion. You can go further by asking: – What additional values do we want to define as a team? When people help define expectations, they are far more likely to follow them. How to Handle Difficult Conversations as a Leader Avoiding difficult conversations is one of the fastest ways to lose credibility as a leader. Relationship building is crucial to becoming an effective leader. Bruce makes an important distinction: “Difficult conversations don’t have to be conflict… if you leave them alone, then they will become conflict.” The goal is not to avoid discomfort. It is to address it early. A simple leadership approach: – Set expectations for feedback from the beginning – Ask for permission to give input – Focus on improvement, not blame For example: If I see something that could help you improve, do I have permission to share it? This creates a culture where feedback is normal, not threatening. Leadership Is About Creating the Right Environment At its core, leadership is not about control. It is about creating the conditions where people can succeed. That includes: – Psychological safety – Clear expectations – Open communication – Accountability in both directions When those conditions exist, performance improves naturally. Without them, even strong teams struggle. Key Takeaways: Leadership Skills for New Leaders 1. Confidence comes from clarity, not control. 2. Trust is built through consistent, everyday actions. 3. Leaders should set the tone early, not wait. 4. Values should be defined and discussed as a team. 5. Difficult conversations prevent larger issues. 6. Leadership is about creating an environment for success. Where to Find More from Bruce Mayhew Bruce leaves leaders with a simple reminder: You do not need to have everything figured out to lead. You just need to start.  Listen to the full episode today! Then, to learn more from Bruce Mayhew, you can:  – Visit his website: brucemayhewconsulting.com – Connect on LinkedIn – Get his book: The Path of an Inspired Leader What’s Next?  If you are developing new leaders or stepping into a leadership role yourself, the right tools make all the difference. Crestcom’s Leadership Skills Workshop helps leaders build confidence, improve decision-making, and strengthen team performance in just two hours. Request a complimentary workshop at crestcom.com/freeworkshop   The post Essential Leadership Skills for New Leaders with Bruce Mayhew appeared first on Crestcom International.

AI is changing how we work, lead, and make decisions. For many leaders, that shift brings uncertainty. Will AI replace roles? What skills will still matter? And how should leaders respond? In this episode of The Leadership Habit Podcast, Jenn DeWall sits down with Sylvie di Giusto to explore what it means to stay “Forever Human” in an AI-driven world. Their conversation challenges fear-based thinking and offers a practical path forward. AI is not something to compete with. It is something to understand, adapt to, and use with intention. Meet Sylvie di Giusto, CSP, Hall of Fame Speaker Sylvie di Giusto is an international keynote speaker, author, and leadership consultant who helps organizations lead better, sell faster, and influence with intention. With decades of corporate experience and a unique 3D holographic speaking style, she brings forward-thinking insights on leadership presence, perception, and human behavior. Her expertise has been integrated into Crestcom’s curriculum for years, helping leaders around the world strengthen communication, emotional intelligence, and decision-making. AI Isn’t the First Disruption—and It Won’t Be the Last One of the most important takeaways from this conversation is perspective. AI may feel new, but disruption is not. Every major technological advancement has created uncertainty, fear, and resistance before eventually becoming part of everyday life. As Sylvie explains, “Humans have a tendency to fear and panic first and see everything as a threat rather than an opportunity.” From the printing press to the internet, leaders have always faced moments where they had to choose between resisting change and adapting to it. The same is true today. AI is not going away. The question is not whether it will impact your role, but how you will respond to that impact. Sylvie makes this clear when she explains that the real risk lies in choosing not to adapt. Leaders who ignore AI may eventually find themselves replaced, not because AI is inherently better, but because they chose not to evolve alongside it. Don’t Compete with AI. Complement It. A central theme of this episode is a mindset shift that every leader must embrace. Many professionals are trying to compete with AI by working faster, producing more, or relying heavily on automation. But that approach misses the point. Sylvie puts it simply, “The goal was never to beat the machine. It is to build with it.” AI will always outperform humans in speed, data processing, and memory. Trying to compete in those areas is not sustainable. The real opportunity lies in focusing on what AI cannot do. Leadership in the AI era is about combining strengths. AI handles efficiency. Leaders bring judgment, context, and human understanding. When used together, the result is far more powerful than either alone. Where AI Wins—and Where Leaders Still Matter AI’s strengths are undeniable. It can analyze data at scale, generate content instantly, and automate repetitive tasks. But leadership has never been defined by those capabilities alone. Take speed as an example. AI can respond instantly, but speed is not always the right answer. Sylvie advises the listeners that “AI will always win the race… but only humans know when actually you have to slow down.” Leaders understand timing. They recognize when a situation requires pause, reflection, or a more thoughtful approach. That level of discernment cannot be automated. The same is true for data. AI can retrieve information quickly, but it does not understand meaning. Leaders interpret data through experience, emotion, and context. They connect information to real-world impact, making decisions that go beyond what the data alone can suggest. And when it comes to relationships, AI falls even shorter. It can mimic tone, but it cannot build trust. As AI-generated communication becomes more common, leaders face a new challenge: ensuring authenticity remains intact. Sylvie highlights this shift clearly: “There is this new level of mistrust… people are not sure anymore what comes from the machine and what comes from the humans.”  Because of this, transparency and authenticity are no longer optional. They are essential. Why Soft Skills Are Making a Comeback For years, organizations prioritized efficiency, technical skills, and productivity. But AI is now outperforming humans in many of those areas, shifting the value back to human-centered capabilities. Sylvie emphasizes that, “there will be a big comeback for soft skills because those are the skills that AI cannot replicate.” Skills like emotional intelligence, communication, adaptability, and critical thinking are becoming more valuable, not less. Leaders who invest in these areas will be better equipped to navigate complexity, build trust, and guide teams through change. This is a major opportunity. While AI handles the mechanical aspects of work, leaders can focus on what drives performance at a deeper level—people. Creativity Still Belongs to Humans AI can generate ideas quickly, but those ideas are based on existing data. It recombines what already exists rather than creating something entirely new. As Sylvie explains, “AI just sources ideas that already exist… it really can’t invent something that has never existed before.” This reinforces the importance of human creativity. Innovation still depends on original thinking, curiosity, and the ability to challenge assumptions. Leaders who rely solely on AI for ideas risk producing predictable results. Those who combine AI insights with human creativity can push beyond what already exists and create something truly new. Ethics, Accountability, and Leadership Responsibility Perhaps the most critical leadership responsibility in an AI-driven world is accountability. AI can generate recommendations, but it cannot take responsibility for outcomes. Sylvie illustrates this point, saying, “AI might look into the performance data… and say you have to fire that person. But you as a human… have the ability to question why.” Leaders must consider context, circumstances, and human factors that AI cannot fully understand. They must apply judgment, empathy, and ethical reasoning to every decision. Equally important is resisting the temptation to shift blame. “You cannot allow yourself… to point at AI and say, ‘It wasn’t me.’” No matter how advanced the tool, accountability remains with the leader. How AI Is Changing Leadership Behavior AI is not just changing how work gets done. It is changing how people think, communicate, and behave. Sylvie points to several shifts leaders must recognize. Focus is decreasing as distractions increase. At the same time, people are becoming more selective with their attention. “Attention is the new currency—and it’s becoming very expensive.” This means leaders must communicate more clearly and concisely than ever before. If a message is not immediately relevant, it will be ignored. Patience is also declining. People expect faster responses and quicker outcomes. Leaders must balance this urgency with thoughtful decision-making, ensuring that speed does not come at the cost of quality. At the same time, communication itself is changing. AI tools make it easier to produce content quickly, but that efficiency can come at the expense of authenticity. Leaders must ensure their voice remains present in what they share. The Risk Leaders Aren’t Talking About One of the more overlooked risks of AI is how freely people share information with it. In many cases, individuals are more comfortable asking AI questions than speaking with a colleague or leader. Sylvie warns that this behavior has consequences, “Whatever you share with AI creates… a shadow profile about you.” Over time, this data contributes to a broader digital footprint that may influence how information is generated and shared. Leaders must be intentional about what they input into AI systems and encourage their teams to do the same. Key Takeaways AI is not replacing leadership. It is reshaping it. The leaders who succeed will be the ones who adapt, not resist. They will understand where AI adds value and where human skills must take the lead. They will invest in emotional intelligence, communication, and critical thinking. They will remain accountable for decisions. And they will focus on building trust in a world where authenticity is increasingly important. Or, as Sylvie summarizes it best, “Don’t compete with AI. Focus on what you do in the moments that matter most as a human being.” Where to Find More from Sylvie di Giusto To learn more from Sylvie, visit sylviedigiusto.com, connect with her on LinkedIn, or explore her keynote presentations and books focused on leadership, perception, and influence. Strengthen Your Leadership Skills AI will continue to evolve, but leadership will always remain human. The ability to communicate clearly, think critically, and lead with intention will only become more important. If you want to strengthen these skills within your organization, request a complimentary two-hour leadership workshop at crestcom.com/freeworkshop.   The post AI and Leadership Responsibility with Sylvie di Giusto appeared first on Crestcom International.

Summary Innovation at work rarely happens because leaders demand better ideas. It happens when leaders create the right conditions for ideas to emerge. In this episode of The Leadership Habit Podcast, creativity strategist Melissa Dinwiddie explains how leaders can spark innovation by encouraging experimentation, reducing perfectionism, and helping teams learn faster through small “micro-experiments.” Innovation is often described as a competitive advantage, but many organizations struggle to consistently generate new ideas. In this episode of The Leadership Habit Podcast, host Jenn DeWall speaks with creativity strategist Melissa Dinwiddie about how leaders can remove barriers to creativity and help their teams experiment, learn, and generate innovative solutions. Meet Melissa Dinwiddie, Creativity Instigator Melissa Dinwiddie is a Juilliard-trained dancer turned creativity instigator, innovation strategist, and author of The Creative Sandbox Way and Innovation at Work. She is the Chief Instigator and Lead Facilitator at Creative Sandbox Solutions, where she helps leaders and teams overcome creative barriers, strengthen collaboration, and unlock innovative thinking. Drawing from her background as a professional artist and creativity coach, Melissa developed practical frameworks that help teams move past perfectionism and rediscover the power of experimentation and play when solving complex problems. Why Innovation at Work Often Stalls Many organizations expect innovation, but unknowingly create conditions that prevent it. One of the biggest barriers is uncertainty. Innovation requires doing something new, which means stepping away from established best practices. For many employees, that feels risky. Another major barrier is perfectionism. High-performing professionals often believe every idea must be polished before it is shared. The result is hesitation, overthinking, and stalled progress. Melissa explains that when people feel pressure to be perfect, they often stop experimenting altogether. Instead of sharing unfinished ideas, they wait until something feels safe to present. Unfortunately, innovation rarely works that way. The Leadership Framework for Creating Innovation at Work Melissa introduces a simple approach called “Create the Impossible,” designed to help leaders break through barriers to innovation in the workplace. The framework encourages leaders to help teams explore ideas, experiment without fear of failure, and learn quickly from every attempt. The approach focuses on three behaviors that help teams move ideas forward. Play Hard: Encourage Exploration and Curiosity Play is not about wasting time. It is about exploration. When teams experiment, test ideas, and explore possibilities without immediate pressure to succeed, they unlock new perspectives and creative thinking. Exploration creates the mental space where innovation begins. Make “Crap”: Break the Perfectionism Barrier Innovation requires generating many imperfect ideas before discovering the best ones. Melissa explains that low-fidelity ideas help teams bypass perfectionism and restore momentum. When people feel safe producing imperfect work, they become more willing to experiment and share ideas. Learn Fast: Turn Experiments Into Insights The final step focuses on learning from every experiment. Instead of obsessing over whether an idea is perfect, teams focus on what they can learn from each attempt. Organizations that learn quickly improve faster and maintain a steady pace of innovation. Three Practical Micro-Experiments to Spark Innovation on Your Team Melissa’s book, Innovation at Work, includes 52 micro-experiments that leaders can run with their teams. These small exercises help teams think differently without requiring large workshops or lengthy innovation sessions. Here are three examples discussed in the episode. The “Crappy First Draft” Exercise Teams set a timer for ten minutes and deliberately create a terrible first draft of an idea or project. The goal is not quality. The goal is momentum. By removing pressure to be perfect, the exercise helps people move ideas forward and encourages open idea sharing. Silent Sync: Equalizing Participation in Meetings In this exercise, team members write ideas simultaneously in a shared document without speaking. This prevents meetings from being dominated by the loudest voices and ensures every team member has the opportunity to contribute ideas. For leaders managing diverse personalities, this technique helps create a more inclusive and balanced conversation. Make It Smaller: Turning Big Ideas Into Action When a project feels overwhelming, leaders ask one simple question: What is the smallest version of this that would still create value this week? Breaking large goals into smaller steps reduces anxiety and helps teams move from thinking to action. Where to Find More From Melissa Dinwiddie Connect with Melissa Dinwiddie on LinkedIn Visit her website at MelissaDinwiddie.com Subscribe to her YouTube Channel Innovation Leadership Is About Creating the Right Conditions One of the most important insights from the episode is that innovation does not start with better ideas. It starts with better conditions for ideas to emerge. When leaders create environments that encourage experimentation, psychological safety, and curiosity, innovation becomes a natural outcome. Instead of waiting for breakthrough ideas, teams begin generating them consistently. Small experiments like the ones Melissa shares help leaders shift their team culture toward exploration and continuous improvement. Listen to the Full Leadership Habit Podcast Episode In this episode of The Leadership Habit Podcast, Jenn DeWall speaks with Melissa Dinwiddie about how leaders can spark innovation at work through experimentation, creativity, and psychological safety. Listen to the full episode HERE.  Want More Leadership Insights? If you’re exploring how leaders can strengthen innovation at work, these additional leadership resources may also be helpful: How to Escape the Delegation Trap with Atiba de Souza How to Drive Results as a Leadership Coach with Will Linssen How to Prepare for High-Stakes Conversations with Amy K. Hutchens These conversations explore leadership skills that help managers strengthen communication, empower teams, and improve performance. How to Strengthen Leadership and Innovation on Your Team Innovation grows when leaders know how to build trust, encourage new ideas, and help teams think independently. If you want to strengthen those capabilities across your organization, request a complimentary two-hour leadership skills workshop. Visit crestcom.com/freeworkshop to learn more. Frequently Asked Questions About Innovation at Work What helps teams become more innovative at work? Teams become more innovative when leaders create psychological safety, encourage experimentation, and allow space for imperfect ideas to develop. Why do many organizations struggle with innovation? Innovation often stalls because employees feel pressure to be perfect or fear making mistakes. This prevents experimentation and idea sharing. How can leaders encourage innovation on their teams? Leaders can introduce small experiments, encourage creative thinking, and focus on learning quickly rather than getting everything right the first time. The post How to Spark Innovation at Work with Melissa Dinwiddie appeared first on Crestcom International.

Change is unavoidable in today’s workplace. But confusion, resistance, and stalled initiatives don’t have to be. In this episode of The Leadership Habit, Jenn DeWall sits down with change strategist Rebecca Reynolds to explore why most transformations struggle—and how leaders can guide their teams through change with clarity, confidence, and lasting impact. Meet Rebecca Reynolds, CEO & Strategist Rebecca Reynolds is the founder and CEO of RRC and a trusted advisor to leaders navigating complex organizational change. With more than 30 years of experience across corporate, nonprofit, and public sector organizations, she helps executives align teams, strengthen communication, and lead transformations that stick. Rebecca is also the author of Thresholds of Change: The Way Through Transformational Times, a practical playbook for guiding personal and organizational transformation. Her work focuses on designing change processes that support leaders while keeping people engaged, resilient, and focused on results. Why Most Change Initiatives Struggle In the episode, Reynolds shares a powerful insight: nearly 70% of people naturally resist change. That means most leaders are working against human instinct when introducing new strategies, systems, or priorities. Too often, organizations treat change as a one-time announcement rather than a structured journey. Leaders introduce a new idea, hope it works, and move on. When results fall short, teams become frustrated and disengaged. Sustainable change requires intention, pacing, and continuous communication—not quick fixes. The Four Thresholds of Change Reynolds’ “Thresholds of Change” framework explains how people and organizations move through transformation in predictable stages. 1. Instigation: Recognizing Early Warning Signs This stage is about noticing when something is no longer working. Declining morale, repeated mistakes, missed deadlines, and customer complaints are all indicators that change may be necessary. Effective leaders pay attention early, before small problems become major disruptions. 2. The Liminal Stage: Creating Space for Insight Often called the “messy middle,” this phase is where many leaders lose patience. Instead of rushing to solutions, Reynolds encourages leaders to pause and listen. This stage allows teams to challenge assumptions, explore possibilities, and develop better ideas. It is uncomfortable—but essential for meaningful change. 3. Metabolization: Testing New Approaches Once clarity emerges, teams begin experimenting. Leaders pilot ideas, gather feedback, and refine processes. This stage builds confidence and helps employees feel ownership of the change. 4. Manifestation: Making Change Stick In the final stage, the organization operates with stronger alignment and renewed momentum. Performance improves, people trust the direction, and new habits become part of everyday work. When leaders engage the full process, change becomes lasting rather than temporary. Where Leaders Commonly Go Wrong Throughout the conversation, Jenn and Rebecca highlight several common mistakes that derail transformation: Treating major change like routine management Assuming everyone is comfortable with uncertainty Ignoring frontline perspectives Skipping reflection and planning time Communicating decisions only after they are finalized One key takeaway is that leaders are often more adaptable than their teams. Without intentional support, this gap leads to resistance and frustration. Why Collaboration Matters in Change Successful change is rarely built in isolation. Instead of designing plans behind closed doors, strong leaders invite input throughout the process. This improves solutions, builds trust, and prevents costly blind spots. When people feel heard and involved, they are far more likely to support new initiatives. Applying These Lessons in Your Organization This episode offers practical guidance for leaders at every level. As you reflect, consider: What signals might you be overlooking? Have you created space for honest dialogue? Are you moving too quickly to “fix” things? Who needs to be involved earlier? Change does not fail because people are incapable. It fails when leaders underestimate its complexity. Learn More from Rebecca Reynolds Explore Rebecca’s work and resources, visit her website:  rebeccareynoldsconsulting.com You can also learn more through her book Thresholds of Change: The Way Through Transformational Times, which provides tools and frameworks for navigating transformation with confidence. One of the biggest reasons change efforts stall is that teams aren’t aligned on how significant the change actually is. To help with that, Rebecca is offering Leadership Habit listeners a complimentary tool called The Change Scale Assessment. It helps leadership teams quickly align on the true scale of change they’re facing—before decisions are made or momentum is lost.  Designed for groups of any size, the assessment brings multiple perspectives into the conversation, creating shared clarity and a more durable path forward. You can download the Change Scale Assessment for free at [https://changeauthor.myflodesk.com/ey39shovqa]. Strengthen Your Leadership Skills with Crestcom Leading change effectively requires strong communication, decision-making, and accountability skills. Crestcom’s Complimentary Leadership Skills Workshop is a two-hour, interactive experience designed to help leaders and teams work better together and navigate challenges with confidence. Request your free workshop today at: https://crestcom.com/freeworkshop   The post Leading Through Change with Rebecca Reynolds appeared first on Crestcom International.