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A conversation with Rashad Rayford on turning information into stories people remember, bringing creativity into corporate spaces, and why authentic human connection matters in an age of AI-generated content.Host: Tia Kleckner (CEO at LinkTech), Adam Kleckner (Head of Strategy at LinkTech)Summary:Rashad Rayford started by turning conferences into poetry—listening to presentations, breakout sessions, and coffee conversations, then weaving them into spoken-word performances. Today, the poet, actor, teacher, and speaker helps leaders communicate with that same attention to people. He explains why more slides don’t mean more understanding, introduces his DOSE storytelling framework, and challenges leaders to ask one simple question: what do you actually want people to remember?Main Topics:From conference poetry to leadership communicationWhy creativity carries the message instead of interrupting the business agendaTurning scattered data into a story with meaningSharing the struggle behind success—not just the polished outcomeDOSE: Rashad’s framework drawing on dopamine, oxytocin, serotonin, and endorphinsHow stories become part of an organization’s everyday cultureHelping young people recognize the value of their own voiceWhy lived experience remains distinctive when AI can generate endless wordsIntriguing Quotes:“Sometimes we talk for an hour and we haven’t made it simpler.”“What do I want these people to walk out of here with?”“I’m coming in to show you your industry from a different perspective.”“Tell the story. Keep telling the story. Even if you’ve told it a thousand times.”“What you say matters and how you say it, it matters.”Key Moments:[01:30] The unexpected career path: companies hired Rashad to create poetic conference wrap-ups before he thought of himself as a speaker.[04:40] The Lego analogy: data is the scattered pieces; story gives them structure. Rashad isn’t arguing against data—he wants people to understand why it matters.[08:37] Winning over skeptical rooms: creative writing gives executives permission to be curious, vulnerable, and something other than their corporate role.[11:15] More words, less clarity: Rashad encourages leaders to share relatable moments of struggle and resilience instead of only describing where they are now.[17:57] The 97-slide problem: giving people everything doesn’t tell them what matters. Start with the takeaway, then design the message around it.[21:23] The origins of DOSE: repeated questions about how his performances made people feel led Rashad to develop a framework for intentional storytelling.[28:48] How you know a story landed: people repeat it, new hires learn it, and its meaning shows up in how the organization behaves.[37:54] Words are abundant. Lived experience is personal. Rashad makes the case for leaning further into human stories as AI-generated content grows.[45:19] “You can’t do that.” A childhood comment stayed with Rashad for decades—and became motivation rather than resentment.[48:05] What never appears on his resume: family and service, including being the keynote speaker who still helps move the tables.Notable Resources:DOSE / Dose of Story — Rashad’s communication framework, organized around anticipation, trust, belonging, and release.Concepts: Spoken-word storytelling; intentional communication; curiosity; authentic leadership; organizational storiesConnect with Rashad Rayford:LinkedIn: https://www.linkedin.com/in/rashadrayford/Website: https://www.rashadthapoet.comInstagram: @rashadrayfordspeaksConnect with The Human Advantage Podcast:Website: https://www.thelinktech.com/podcast Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A conversation with Ted Staeb on recruiting beyond keywords, where AI can improve the candidate experience, and why human curiosity and judgment still matter more than a match score.Host: Adam Kleckner (Head of Strategy at LinkTech), Devon Walker (Head of Recruiting at LinkTech)Summary:Ted Staeb loves recruiting because the puzzle never stays solved. The roles change, the people change, and the real work is figuring out what you’re missing. In this conversation, he explains why listing a tool isn’t the same as demonstrating a skill, how asking candidates to teach you something creates better conversations, and where he sees genuine potential in AI screening. He also shares a telling example: two recent hires scored below 40% in a matching model—and were exactly what the team needed.Main Topics:Why curiosity separates keyword matching from understanding peopleCompensation as the starting point—not the whole motivationConnecting a role to the business problem it exists to solveAI-generated resumes: useful structure, unreliable claimsThe “grandma question” for explaining complex technical workAI screening vs. interviewing—and why the distinction mattersHuman review of candidate rankings and transferable skillsHiring friction, candidate communication, and accountability for ghostingIntriguing Quotes:“Money is what opens and closes every single door for a candidate. It’s not why you walk through the door, but it’s why you get to it.”“Every single role at a company doesn’t exist in a vacuum.”“Two of the hires I’ve made in the last month scored under 40% on the model, but they were exactly what we were looking for.”“I love problems. Like that is arguably why I got into recruiting.”Key Moments:[05:27] Questions and context: understanding what a role contributes to the business gives recruiters a better way to discuss the opportunity—and candidates a clearer picture of success.[06:39] An unexpected upside of AI resumes: Ted welcomes more consistent formatting, while Devon challenges the exaggerated or inaccurate claims that can come with it.[10:57] The elevator example: two electricians list the same skill, but only one explains the scale and complexity of what they’ve delivered. Context changes the evaluation.[12:50] The “grandma question”: asking someone to explain their work simply helps the recruiter learn and reveals how the candidate communicates technical ideas.[19:19] Ted’s case for AI screening: replacing binary qualification questions with space to explain “no, but…”—not replacing a meaningful human interview.[26:55] Human in the loop: AI can point a recruiter toward relevant information, but Ted’s two hires with low match scores show why the model shouldn’t make the decision.[30:35] Where hiring gets stuck: the hiring manager, job description, recruiter, and candidate can all be working from different expectations. Ted argues for transparency and empathy across the process.[38:53] Lightning round: Ted would retire reference checks, cautions against treating referrals as a guarantee, and says recruiters need to own their ghosting.[44:36] What never appears on Ted’s resume: the persistent urge to find a problem and figure out how to fix it.Concepts: Human-in-the-loop AI; recommendation engines; contextual skills assessment; candidate motivations; technical storytelling; hiring-process alignmentCommunity mentioned: Unstuck job-search workshopConnect with Ted Staeb:LinkedIn: https://www.linkedin.com/in/tedstaeb/Connect with The Human Advantage Podcast:Website: https://www.thelinktech.com/podcast Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A conversation with Lee Judson on the exhaustion of masking, why vague feedback leaves employees guessing, and how managers can support different ways of thinking without waiting for a diagnosis. Host: Adam Kleckner (Head of Strategy at LinkTech), Devon Walker (Head of Recruiting at LinkTech) Summary:After decades in healthcare leadership, Lee Judson realized the most rewarding part of her work wasn’t negotiating contracts—it was helping her people grow. A diagnosis after leaving corporate life also gave her language for years of workplace frustration. Now a coach and author of Bridging the Gap, Lee shares practical ways to make work more accessible: specific expectations, timely feedback, documented wins, and conversations that uncover hidden obstacles. Her central point: supporting neurodivergent employees starts with everyday management practices that can help everyone. Main Topics: How a late diagnosis reframed Lee’s corporate experienceThe effort of masking at work—and the exhaustion that followsUniversal design without requiring employees to disclose a diagnosisWhy “clean it up” and “make it professional” aren’t clear instructionsDeveloping critical thinking instead of prescribing one right methodOne-on-ones that track wins, hurdles, and two-way feedbackWhen a performance problem is actually an invisible workload problemWhy your best individual contributor still needs training to become a managerIntriguing Quotes: “What does clean it up mean? There are no typos.” “Document your years so that you know what a full year’s worth of wins look like.” “Feedback’s gotta be two ways.” “They’re the ones who taught me to slow it down and explain things differently.” “Your best worker is sometimes not your best manager.” Key Moments: [02:07] The career shift: helping employees navigate change and move into new roles became more gratifying than the contracting work itself. [04:04] What a diagnosis explained: unwritten rules, meeting dynamics, and years of feeling out of place in corporate environments. [07:10] The corporate role: Lee describes putting on the expected behavior each day, then going home absolutely exhausted. [12:47] Support without disclosure: break tasks into smaller pieces, explain things differently, and replace vague instructions with specific expectations. [20:26] Growing independence: move from guided research to discussing a proposed answer, then give employees room to act and reflect on the result. [28:57] Why Lee wrote Bridging the Gap: she found books explaining neurodivergence, but wanted a practical guide showing managers what to do. [32:14] A better one-on-one: document wins throughout the year, identify hurdles early, and make feedback a conversation in both directions. [35:19] The hidden workload: an employee appeared to be falling behind until coaching revealed daily urgent requests his manager didn’t know existed. Making that work visible exposed a team-level problem. [41:17] The lesson her children brought to work: explain things in the way the other person needs—not just the way that makes sense to you. Notable Resources: Book: Bridging the Gap by Lee Judson — a practical field guide to neurodiversity at work.https://books.apple.com/us/book/bridging-the-gap-a-field-guide-to-neurodiversity/id6753608141 Concepts: Masking; universal design; specific and timely feedback; critical thinking; documented wins; manager training Connect with Lee Judson:LinkedIn: https://www.linkedin.com/in/elisajudson/ Connect with The Human Advantage Podcast:Website: https://www.thelinktech.com/podcast Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A conversation with Ben Cohen on turning diverse career experiences into leadership strengths, making technical ideas meaningful through storytelling, and giving global teams the clarity and freedom to do their best work.Host: Adam Kleckner (Head of Strategy at LinkTech), Devon Walker (Head of Recruiting at LinkTech)Summary:Ben Cohen sees a career as a tool belt- each experience adds something you can draw on when the next challenge arrives. In this conversation, he explores how creativity shows up beyond traditionally creative roles, why technical expertise needs a compelling “so what,” and what it takes to align teams across countries. He also introduces “freedom within the frame”: a leadership approach that pairs clear direction with room for people to find their own solutions.Main Topics:Your career as a tool belt- and why different experiences have lasting valueTransferable skills that connect seemingly unrelated rolesCreativity as business problem-solving, not just artistic expressionTurning complex ideas into clear, useful solutionsStorytelling that connects technical details to why they matterShared vision and communication across global teams“Freedom within the frame”- clear expectations without prescribing every stepIntriguing Quotes:“Your career is a tool belt, and you add tools along the way.”“Creativity expresses itself in many forms, including solving business problems.”“Storytelling is about explaining the ‘so what’ of technical details.”Key Moments:[01:25] Connecting the career dots: how different experiences contribute transferable skills that become useful in new situations.[03:11] Creativity belongs in business problem-solving—not just in roles with “creative” in the title.[05:10] From complexity to simplicity: how experience helps you distill a difficult problem into a clearer path forward.[07:01] The relationship between creative thinking, business challenges, and innovation.[10:19] Aligning diverse global teams through clear communication and a shared vision.[13:12] The storytelling challenge in technical industries: move beyond explaining what something does to explaining why it matters.[14:58] Leadership lessons from working across countries and different perspectives.Concepts: Career tool belt; transferable skills; creative problem-solving; storytelling in technical industries; cross-cultural leadership; freedom within the frameConnect with Ben Cohen:LinkedIn: https://www.linkedin.com/in/ben-a-cohen/Connect with The Human Advantage Podcast:Website: https://www.thelinktech.com/podcast Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A conversation with James Seechurn on the limits of incentives, the hidden cost of workplace policies, and why trust and autonomy - not another layer of control - may be what employees need.Host: Tia Kleckner (CEO at LinkTech), Adam Kleckner (Head of Strategy at LinkTech)Summary:James Seechurn spent nearly 20 years designing compensation plans, career ladders, and performance systems before questioning whether they actually helped people do better work. Now the author of Close the Gap and host of Disengaged, he explores why companies keep adding controls to problems those controls helped create. From complicated commission plans to annual ratings, James challenges familiar practices and offers a practical starting point: small experiments, fewer unnecessary rules, and the willingness to ask people what they think.Main Topics:Why incentive plans become too complicated to motivate anyone“Best practice” vs. common practice- and why copying others feels saferThe emotional and social cost of changing your mindTrust without chaos: enough structure to support a shared purposeSmall experiments as an alternative to sweeping change programsRemoving policies and approval steps instead of adding moreWhy performance depends on the environment, not just the individualHow yesterday’s innovation becomes tomorrow’s identity trapIntriguing Quotes:“I need to remind everyone that just being right is not enough.”“Change is much more about emotions than it is about logic.”“Should we be punishing everyone for the mistakes of the few?”“You need profit, but irrelevance is the thing you should be afraid of, not falling profit.”“To me, daydreaming and curiosity go hand in hand.”Key Moments:[02:14] The commission-plan trap: every new problem gets another incentive, claw back, or rule - until employees no longer understand how they’re paid.[07:26] James challenges “best practice”: often, it means the most familiar approach and the one least likely to meet resistance - not the most effective.[16:52] Autonomy isn’t an absence of structure. James makes the case for as little control as necessary to fulfill the company’s purpose.[23:02] Start with a small yes. A limited experiment gives leaders a way to test a different approach without committing the whole organization.[27:24] Roundabouts vs. traffic lights: a metaphor for trusting judgment instead of prescribing every action. Sometimes the solution is something you remove.[38:24] Before labeling someone an A-player or a poor performer, ask what conditions helped them succeed - or pushed them toward failure.[40:31] The practice James would retire: reducing a year of someone’s contribution to an annual rating between one and five.[45:52] The trust test: does your manager ask “What do you think?” And do they give you room to act on the answer?[47:51] What never appears on James’s resume: daydreaming - the space where curiosity connects ideas he couldn’t force together at a desk.Notable Resources:Close the Gap by James SeechurnDisengaged — James’s podcastConcepts: Intrinsic motivation; self-determination theory; organizational debt; belief perseverance; small-scale experimentationConnect with James Seechurn:LinkedIn: https://www.linkedin.com/in/james-seechurn/Substack: https://jamesseechurn.substack.comConnect with The Human Advantage Podcast:Website: https://www.thelinktech.com/podcast Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A conversation with Jennifer Paxton on what founders get wrong as companies grow, why great individual contributors need support to become managers, and how high performance starts with clarity - not control. Host: Adam Kleckner (Head of Strategy at LinkTech), Devon Walker (Head of Recruiting at LinkTech) Summary:Jennifer Paxton is SVP of People and Talent at Roofr, and she sees people leadership as part of how a business gets built—not a support function sitting off to the side. In this conversation, she explores what changes when a company grows from 50 people to nearly 300, why founders need to question their own readiness for the next stage, and how well-intentioned managers become micromanagers. She also shares where AI helps her work, where it creates more work, and the lesson from hiring 100 people in a year only to see layoffs follow. Main Topics: People leaders as quarterbacks—connecting strategy, teams, and execution Why communication that works at 50 employees breaks down at 300 The founder’s hardest question: am I the right person for the next stage? Promoting individual contributors without setting them up to fail Coaching vs. fixing—and how helping can become micromanaging High performance through clear expectations and fewer approval bottlenecks AI-assisted communication and interview preparation without losing human judgment Why adding headcount is not a substitute for fixing processes Intriguing Quotes: “My job is the people strategy. My job is the talent strategy.” “Do you want a solution or do you want me to listen?” “You have to define like what is enough.” “There's nothing that erodes trust more than a leader trying to pin their mistake on another leader.” Key Moments: [04:20] When everyone no longer fits in one room: Jennifer explains how employee feedback prompted a coordinated effort to communicate Roofr’s strategy across a growing, globally distributed team. [07:26] The right person for the next stage: someone who thrived at 50 employees may need different skills at 300. Founders have to ask that question about themselves, too. [14:06] Promotion isn’t preparation. Jennifer shares how dedicated coaching helps managers navigate personalities, priorities, and the responsibility of developing other people. [16:52] “I’m just helping them.” Jennifer reflects on her first management mistake: jumping straight into solutions and handing out instructions when her employee needed listening and questions. [22:50] The keyboard approval problem: small decisions kept landing on Jennifer’s desk and slowing everyone down. Clear spending thresholds gave her team authority to act. [30:55] AI efficiency vs. AI homework: a useful summary saves time. An unreviewed wall of text in Slack just hands the work to someone else. [37:35] A hundred hires, then layoffs. Jennifer’s early startup experience taught her to ask whether a company needs more people—or better processes. [39:51] The fastest way to strengthen trust: accountability. Own the mistake instead of finding another leader to blame. [40:43] What her resume misses: the energy to get people excited, the approachability that invites conversation, and the ability to make hard decisions alongside both. Concepts: People strategy; manager coaching; founder self-awareness; decision-making authority; outcome-based performance; authentic employer branding Connect with Jennifer Paxton:LinkedIn: https://www.linkedin.com/in/jenpaxton/ Connect with The Human Advantage Podcast:https://www.thelinktech.com/podcast Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A conversation with Megan Lentz on unconventional career paths, partnerships rooted in empathy, and why curiosity and real-world experience can tell you more about someone than a resume. Host: Tia Kleckner (CEO at LinkTech), Adam Kleckner (Head of Strategy at LinkTech) Summary:Megan Lentz didn’t follow a straight line into startups. Her path took her through photography, real estate, sales, and cybersecurity before joining Corgi as a Startup Partnerships Manager. A dinner conversation and a LinkedIn message opened the next door. In this conversation, she explores what career pivots teach you, why partnerships need mutual benefit, and how work trials let candidates assess a company while the company assesses them. Her through line: stay curious, ask questions, and be willing to try something unfamiliar. Main Topics: - From real estate to tech — how skills travel across industries- The dinner conversation and proactive outreach that led to Corgi- What passion projects reveal that resumes leave out- Empathy as the foundation of partnerships, not just a sales technique- Work trials as a two-way test of skills, expectations, and environment- Culture add vs. culture fit — and why growing teams need different perspectives- Wearing multiple hats without losing sight of the company’s purpose- Using AI to explore questions without giving up human curiosity Intriguing Quotes: “Working with a company that knows their why is also very important.” “No problem is not my problem, is how I like to look at it.” “If you don’t ask questions throughout your experiences, like you’re not gonna continue to learn.” “I think mine would probably say that I’m a very curious person.” Key Moments: [01:03] The unconventional career path: chemistry ambitions, photography, real estate, and the move into tech. Each chapter added something useful to the next. [05:45] The outreach that changed her direction: after meeting Corgi’s CEO at dinner, Megan followed up on LinkedIn. Sometimes confidence starts with someone encouraging you to take the shot. [08:36] What wasn’t on her resume: a real estate transaction platform she was experimenting with through vibe coding. A personal project became a conversation about what excited her. [13:33] Partnerships start with empathy — understand the other person’s bottlenecks and make sure both sides benefit. Otherwise, it’s just a transaction. [18:20] Why Megan values work trials: seeing someone work reveals more than interview answers, and candidates get to experience the environment before committing. [23:08] Different backgrounds help teams question familiar patterns. As a company grows, more of the same isn’t always what it needs. [29:41] The many-hats mindset: recruiting, partnerships, sales, operations — and doing the dishes. Shared goals mean being willing to help beyond your job description. [31:28] What never shows up on Megan’s resume: curiosity. Learning to ask more questions changed how she learns, works, and steps into unfamiliar roles. Concepts: Transferable skills; culture add vs. culture fit; two-way work trials; empathetic partnerships; curiosity-led learning Connect with Megan Lentz:LinkedIn: https://www.linkedin.com/in/megmarielentz/ Connect with The Human Advantage Podcast:LinkedIn: https://www.linkedin.com/company/thelinktech/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A conversation with Sharon Pollard on the emotions behind AI adoption, the changing role of HR, and why successful workplace transformation depends on psychological safety, experimentation, and human judgment. Host: Adam Kleckner (Head of Strategy at LinkTech), Devon Walker (Head of Recruiting at LinkTech) Summary:Sharon Pollard originally planned to become a psychotherapist. A series of corporate roles led her to organizational psychology and a different calling: understanding what helps people thrive at work. Now a VP of People at CloudZero, she is putting that perspective into practice with AI—including learning GitHub and creating customized HR tools. Sharon shares how teams can experiment with confidence, connect projects to business priorities, and address the fear and comparison that technology alone cannot resolve. Main Topics: The path from clinical psychology to people leadership Balancing empathy, business understanding, and operational discipline in HR How AI is changing roles and encouraging collaboration across departments Why human judgment becomes more important as AI produces more work An HR leader learning GitHub and creating tools tailored to her organization Psychological safety as a foundation for experimentation The confidence, insecurity, and comparison behind AI adoption CloudZero’s Thursday Builds and learning through shared examples Connecting AI projects to business needs, security, and governance Intriguing Quotes: “Anyone that says they have it all figured out, I call BS.” “That human judgment piece is more important than ever in every single position.” “You need a space where you feel empowered to experiment.” “There's a lot of education before doing.” “When you use AI, it needs to come with intent.” “Don't pretend you know. This is hard.” Key Moments: [01:38] Sharon’s career shift: finding a way to combine her interest in psychology with meaningful work inside organizations. [04:37] The intersection of machines and people: AI is changing how teams collaborate and opening up work beyond traditional role boundaries. [07:58] Her approach to HR: empathy and operational rigor both matter, alongside respect, security, and business partnership. [13:04] Why faster output demands stronger judgment—and how Sharon taught herself GitHub to create tools for her organization. [15:57] A practical example: an internally developed performance app tailored to how employees work, learn, and interact with managers. [18:17] Experimentation needs safety. People are more willing to try, learn, and fail when they do not feel judged or threatened. [24:03] Thursday Builds: a weekly, 30-minute showcase where employees share AI projects tied to their business priorities. [24:59] A recruiting example: a Claude skill connected to Ashby helps the team assess pipelines and surface potentially relevant candidates across roles. [28:00] Start with intent: identify the work taking up time and ask how AI could improve quality and progress toward a real goal. [30:59] Responsible experimentation requires partnership with IT and security, organized resources, and ongoing review. [35:14] What leaders should stop pretending to know: how to guide resilient teams through AI transformation without asking for help. [36:26] What never appears on Sharon’s resume: childhood moves, language barriers, and adversity that shaped her patience and empathy. Concepts: Organizational psychology; psychological safety; human judgment; change management; AI governance; collaboration across departments Connect with Sharon Pollard: LinkedIn: https://www.linkedin.com/in/sharon-pollard-77818a53/ Connect with The Human Advantage Podcast: LinkedIn: https://www.linkedin.com/company/thelinktech/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A conversation with Vimal Bisundial on creativity, ego, and the patience required to improve—exploring how lessons from martial arts translate into better coaching, stronger teams, and more thoughtful leadership. Host: Devon Walker (Head of Recruiting at LinkTech), Adam Kleckner (Head of Strategy at LinkTech) Summary: Vimal Bisundial’s career spans animation, storytelling, and product design, including work at the NBA. Outside work, he spent roughly 14 years earning his jiu-jitsu black belt. Those worlds share a common thread: observing people, solving problems, and experimenting long enough to improve. Vimal explains why expertise doesn’t automatically make someone a good teacher, how an obsession with outcomes can block learning, and why protecting a team matters as much as pushing it forward. Main Topics: - Keeping childhood creativity alive into adulthood- Moving from animation to product design as a change in medium- The community, persistence, and humility behind a black belt- Why losing does not mean you aren’t learning- Separating personal identity from performance outcomes- Learning to coach instead of repeating how you were taught- Managing up, prioritizing work, and protecting teams from burnout- Pattern recognition across art, design, and martial arts- When ego supports confidence—and when it prevents growth Intriguing Quotes: “I wasn’t nearly as good as I thought I was. But I also wasn’t nearly as bad as I felt.” “There’s a time to be competitive and there’s a time to sit back and learn.” “Outcomes matter, of course, but they’re just incomplete signals.” “You need to protect your team and allow them the space to do what they need to do.” “It can give you confidence, but it could also stop you from learning.” Key Moments: [01:26] Creativity as something to preserve: Vimal credits an environment that kept encouraging the imagination he had as a child. [03:07] From animation to product design: the medium changed, but the work still centered on shaping someone’s experience. [04:14] The long road to a black belt: consistent training, self-doubt, and a community that kept him coming back. [09:23] A humbling realization at purple belt: there are always more levels, more skilled people, and more to learn. [12:09] When results become identity, experimentation stops. Vimal explains why allowing mistakes creates room for growth. [13:53] Being skilled wasn’t enough to teach well. Watching students struggle to retain techniques pushed him to study how people learn. [20:18] Directing a team’s attention: question deadlines, understand business impact, and have honest conversations about priorities. [23:38] A successful delivery can hide an exhausted team. Outcomes alone don’t tell you whether the process is sustainable. [27:53] The connection between creative work and martial arts: patterns, constraints, adaptation, and personal expression. [31:00] How weekly pandemic Zoom conversations about art and music grew into animation projects and client work. [36:12] Ego isn’t automatically good or bad. The skill is recognizing when confidence helps and when humility is needed. [37:40] What never appears on his resume: reading people under pressure and distinguishing confidence from competence. - Concepts: Motor learning; iterative coaching; managing up; process versus outcome; creative problem-solving Connect with Vimal Bisundial: LinkedIn: https://www.linkedin.com/in/vbisundial/ Connect with The Human Advantage Podcast: LinkedIn: https://www.linkedin.com/company/thelinktech/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A conversation with Mary Hudson on relationships in recruiting, the limits of AI screening, and how empathy, thoughtful interviews, and the right environment help overlooked talent succeed. Host: Adam Kleckner (Head of Strategy at LinkTech), Tia Kleckner (CEO at LinkTech) Summary:Mary Hudson wanted to become a buyer at Bloomingdale’s. A friend’s introduction to recruiting changed her path. Nearly 25 years later, her work across agencies, corporate teams, and complex technology environments still comes back to understanding people. Open about her own neurodivergence and hearing loss, Mary explains why dashboards miss the value of relationships, how interview pressure can hide capability, and what happened when she challenged a proposed performance plan and advocated for better support. Main Topics: From retail ambitions to a career in talent acquisition Recruiting as a partnership with candidates and the business Recognizing transferable skills and potential beyond a perfect resume Why more calls and submissions do not necessarily produce better hires The candidate experience when automation replaces personal connection Where AI can help—and where Mary believes human judgment remains essential Giving candidates time, grace, and different ways to communicate Examining support and environment before labeling someone a poor performer Authenticity, curiosity, and the satisfaction of helping others succeed Intriguing Quotes: “Sometimes it’s your job to influence potential as well as just what do they have on the table today.” “They’re interviewing us too.” “We should be helping them to win.” “We are just two humans having a conversation in a coffee shop.” “Embracing different ways of communication.” Key Moments: [03:30] Mary’s unexpected start: a friend leaves Bloomingdale’s for Robert Half and introduces her to a profession she knew nothing about. [07:16] The recruiter as a true business partner: advocating for someone’s potential instead of requiring perfection on paper. [09:28] Mary’s concern about technology: proficiency with recruiting tools can start taking priority over collaboration and candidate care. [13:52] A candidate tells Mary she is the first recruiter who really heard him—and the only one he expects to remember his name. [16:13] Why activity keeps getting rewarded: reports make volume visible while the work behind strong relationships is harder to capture. [21:06] What screening needs to uncover beyond technical ability: how someone solves problems, collaborates, and might thrive within a particular team. [23:17] Adam challenges the assumption that having no questions at the end of an interview means a candidate lacks interest or curiosity. [27:16] Mary’s interview opening: help people relax, explain that questions are optional, and create room for an honest conversation. [29:38] From a possible performance plan to a promotion: Mary pushes leadership to examine whether a neurodivergent employee has received the support they need. [33:41] Lightning round: too much weight on pipeline size, human oversight in role-fit decisions, and different communication styles as a normal part of work. [36:11] What never appears on Mary’s resume: her care for people and the joy she gets from seeing them win. Notable Resources: Concepts: Candidate advocacy; transferable skills; recruiting metrics; neuroinclusive interviews; workplace accommodations; environment and performance; human judgment in hiring Connect with Mary Hudson: LinkedIn: https://www.linkedin.com/in/mary-hudson-966157/ Connect with The Human Advantage Podcast: LinkedIn: https://www.linkedin.com/company/thelinktech/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A conversation with Dr. Calvin McDowall on recognizing overlooked talent, earning trust, and developing people who can lead confidently long after you leave the room. Host: Adam Kleckner (Head of Strategy at LinkTech), Tia Kleckner (CEO at LinkTech) Summary:Dr. Calvin McDowall’s first leadership lessons came from his grandfather in St. Vincent and the Grenadines—learning to care for a household and discovering that growing peanuts takes patience. Those lessons carried into more than two decades of military service and a career in healthcare technology. The author of Unshelved explains how leaders help people see their own potential, why accountability depends on trust, and what it takes to create teams that thrive without constant supervision. Main Topics: Childhood lessons in responsibility, patience, and developing others Why caring for healthcare technology teams ultimately supports patient care Recognizing burnout behind conversations about daily operations Seeing potential beyond someone’s title or industry experience Preparing teams to keep going when their leader is absent How consistency, care, and keeping your word earn trust The difference between accountability and control Helping people borrow confidence until they develop their own Unshelved: turning overlooked potential into purposeful action Intriguing Quotes: “Leadership… happens long before authority is given.” “My patients are my team.” “Leaders who build accountability develop people who can think, decide, and lead without them.” “Sometimes people have to borrow confidence from the leaders until they develop their own.” “The world is a library. You are a book.” “Listen with curiosity.” Key Moments: [01:51] Where leadership began: an eight-year-old Calvin learns responsibility from his grandfather, long before receiving any formal authority. [03:46] The peanut lesson: growth takes patience. Calvin connects the experience to developing people who become leaders themselves. [06:22] “My patients are my team.” Taking care of the people maintaining medical equipment is part of taking care of patients. [07:42] Looking beyond the work conversation: Calvin notices a manager’s distress and makes room to address burnout and recovery. [15:45] Trust under pressure: volunteers step forward to join Calvin on a dangerous supply convoy in Iraq. [16:43] The military lesson that shaped his approach to succession: the mission must continue even when the leader cannot. [20:34] Trust as an adhesive: like the repair on his old radiator, a strong bond needs time to set—and consistent behavior to hold. [22:48] Control creates bottlenecks. Accountability means developing people who can think, decide, and act with confidence. [26:16] Before Calvin became a sergeant, his leaders were already calling him one. Their belief helped him recognize his own potential. [28:32] What it means to be “unshelved”: bring the knowledge, experience, and potential inside you into action. [33:46] What never appears on his resume: his faith in God and his belief in what he can accomplish through leading people. Notable Resources: Unshelved by Dr. Calvin McDowall: https://a.co/d/09r1O00E Concepts: Mentorship; succession planning; trust and accountability; leadership development; recognizing hidden potential Connect with Dr. Calvin McDowall: LinkedIn: https://www.linkedin.com/in/calvinmcdowall/ Website: https://www.drcalvinmcdowall.com/ Connect with The Human Advantage Podcast: LinkedIn: https://www.linkedin.com/company/thelinktech/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A conversation with Brittany King on responsible AI, allyship, and the leadership decisions that shape trust—exploring the human cost of automation and the courage to slow down before moving forward. Host: Adam Kleckner (Head of Strategy at LinkTech), Tia Kleckner (CEO at LinkTech) Summary:Brittany King is an AI and future of work strategist, keynote speaker, and founder of Amplify Allyship. With nearly 20 years in HR, she connects allyship to the choices organizations make about technology, opportunity, and people. In this conversation, she explains why AI adoption starts with defining success, how decisions made in boardrooms affect people in break rooms, and why kindness, curiosity, and dissent matter more as technology advances. Main Topics: How single motherhood and personal adversity shaped Brittany’s approach to resilience Why checking a box isn’t inherently bad—and where meaningful allyship goes further Turning allyship into business practices that help everyone contribute D-Risk AI and assessing downstream consequences before deployment Why adopting more tools does not automatically create better leadership The financial, human, and reputational costs of AI decisions Disability inclusion and transparency in AI-assisted hiring and performance decisions AI realism beyond both hype and doom Kindness, constructive dissent, and the courage to say no Intriguing Quotes: “The future isn’t automated, it’s decided.” “A lot of times decisions happen in the boardroom without feedback from those in the break room.” “In the world of AI, everything is figure outable and no one has it figured out.” “AI first, human always.” “Human kindness is powerful medicine.” “I’m a dissenter by design.” Key Moments: [02:13] Brittany reflects on returning to university as a single mother and finding opportunity while bringing others along. [04:26] Her nuanced take on checkboxes: compliance has a purpose, but allyship also requires addressing the barriers that hold people back. [08:54] How Amplify Allyship’s work expanded into AI strategy and a platform for exploring the consequences of adoption. [12:30] Start with the problem and define success. Brittany walks through audits, executive training, and scenario-based deployment assessments. [16:19] Why AI tests leadership: the strongest organizations decide how technology should operate before racing to adopt it. [17:16] The boardroom–break room gap: leaders make decisions while employees navigate very different levels of confidence with AI. [23:14] Where trust becomes fragile: AI’s role in disability hiring, performance decisions, and the need to disclose where human judgment remains. [27:34] AI realism: stay curious, question systems, and assess what helps rather than assuming technology will solve everything or destroy everything. [31:46] The human skill Brittany believes becomes more valuable as AI grows: kindness. [32:18] Courage means saying no when adoption comes at the expense of people, communities, or culture. [33:22] What never appears on her resume: a willingness to question the status quo and challenge groupthink. Notable Resources: Amplify Allyship: https://amplifyallyship.com D-Risk AI — Brittany’s platform for exploring AI deployment scenarios and downstream impacts Concepts: NIST AI Risk Management Framework; responsible AI; decision intelligence; AI realism; human oversight Connect with Brittany King: LinkedIn: https://www.linkedin.com/in/brittanykingbk/ Connect with The Human Advantage Podcast: LinkedIn: https://www.linkedin.com/company/thelinktech/ Special Announcements: Brittany shares plans for an executive exchange in Houston in November. Follow her for details. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A conversation with Doug Douglas on surviving cancer, rethinking ambition, and restoring the human side of recruiting—from challenging activity metrics to knowing where AI should stop and human judgment should begin. Host: Adam Kleckner (Head of Strategy at LinkTech), Devon Walker (Head of Recruiting at LinkTech) Summary:Doug Douglas left a graphic design business for recruiting after a chance encounter with an agency CEO at a children’s event. He became a fiercely competitive recruiter, chasing placements, titles, and recognition. Then a cancer diagnosis and life-threatening surgical complications changed his priorities. Doug shares how faith, family, and meaningful conversations reshaped his approach to work—and why better recruiting depends on relationships, clear expectations, and judgment rather than endless calls and complicated processes. Main Topics: From graphic design and youth ministry to agency recruiting Learning the “why” behind recruiting by implementing an ATS Competition, leaderboards, and the cost of always being available How surviving cancer changed Doug’s ambition and leadership The CEO who protected his pay and gave him space to recover Why call-time metrics can reward activity without producing results Three strong candidates, better intake conversations, and faster feedback AI for administrative work—and human judgment for hiring decisions Integrity, meaningful relationships, and resilience during a job search Intriguing Quotes: “I don’t have to be first at everything.” “I gotta leave and figure out how life and work fit together.” “If they’re a good candidate, they’re a good candidate for somebody else too.” “AI should eat the mechanical half of the job, but recruiters need to focus on the judgment half of the job.” “Listen more than you talk and always work urgently.” “Integrity stays in a room long after you’ve left it.” Key Moments: [02:10] A recruiting CEO watches Doug run an event for a thousand children, invites him to lunch, and offers to teach him the business. [05:02] The person implementing the agency’s ATS quits on Doug’s second day. Taking over forces him to learn the reasoning behind every recruiting decision. [12:26] Doug recounts his cancer diagnosis, three surgeries, and the medical emergency that forced him to reconsider what mattered. [16:12] The shift from money, titles, and being first to faith, family, and meaningful conversations—and the candid discussion with his CEO afterward. [20:15] Leadership during a crisis: Doug’s CEO promises full pay, earned commissions, and recovery time without pressure to return. [30:22] Last in call time, first in placements. Doug challenges a leader to measure results instead of rewarding busywork. [33:10] His three-candidate approach: present strong options, revisit the intake if all three are rejected, and stop repeating a search that isn’t working. [35:04] Faster hiring starts with agreed expectations: candidate feedback within 48 hours and interview feedback within 24. [36:54] Where Doug draws the line on AI: automate administrative tasks while keeping relationships and hiring judgment with recruiters. [43:33] What never appears on his resume: keeping his word and leaving a reputation for integrity. [45:00] Doug encourages recruiters facing a long job search, sharing how he drove Uber and sold flooring to support his family between roles. Concepts: Applicant tracking systems (ATS); recruitment process outsourcing (RPO); retained search; time to fill; candidate experience; human judgment in hiring Connect with LinkTech- https://www.linkedin.com/company/thelinktech/Website: https://www.thelinktech.com/ Connect with Doug: https://www.linkedin.com/in/dougdouglas/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A conversation with Jolene Skinner on how culture is revealed through everyday decisions, reinforced through leadership and recognition, and reshaped by the human capabilities becoming more valuable in the age of AI. Host: Adam Kleckner (Head of Strategy at LinkTech), Tia Kleckner (CEO at LinkTech) Summary:  Jolene Skinner is an HR executive and organizational psychologist with more than 25 years of experience building cultures and leaders. Using Edgar Schein’s organizational culture model, she explains why culture runs deeper than values on a wall- and how assumptions, language, spending, performance systems, and executive behavior reveal what an organization truly values. She also challenges conventional skills-based hiring and identifies judgment, relationships, and communication as essential human capabilities in an AI-enabled workplace. Main Topics: - Edgar Schein’s layers of culture: assumptions, values, and artifacts - Why decisions and spending reveal an organization’s real priorities - Building culture as a cohesive operating system rather than disconnected programs - Embedding expectations through performance, recognition, training, and onboarding - Why CEOs and senior leaders shape culture through language and behavior - Skills in context: testing what people will do, not only what they know - Judgment, relationships, and communication in the age of AI - Legacy, motherhood, mentorship, and bringing a fuller perspective to leadership Intriguing Quotes: “Pay attention to how decisions get made and pay attention to how money gets spent.” “If you control how people are rewarded and recognized, you will change behavior faster than anything else.” “Culture is unique to every company. It should be bespoke.” “Skills are what you know, but they’re not necessarily what you’re gonna do.” “Perks are not culture.” Key Moments: [01:30] Jolene introduces Edgar Schein’s model and the three layers that create a complete view of organizational culture. [03:25] Her shortcut for understanding culture: watch how decisions are made, whose voice matters, and where money goes. [07:08] Building MongoDB’s culture from the ground up by first clarifying what it means to be an employee. [09:01] Why performance and recognition systems are the fastest way to embed expectations and change behavior. [14:40] Culture starts with the CEO and C-suite because employees study their language, decisions, and stories. [18:45] The hidden weight of leadership: off-the-cuff words are often remembered as signals of what a leader truly believes. [22:30] Why skills-based hiring is incomplete without context, behavior, and evidence of how someone performs under pressure. [29:11] The three human capabilities AI makes more important: judgment, relationships, and communication. [33:29] Jolene reflects on legacy, mentoring younger women, and giving voice to parts of leadership often kept behind the scenes. [39:59] The lightning-round answer every company needs to hear: perks are not culture. [40:42] What never appears on her resume: the perspective created by a remarkably diverse range of work and life experiences. Notable Resources: - MongoDB: https://www.mongodb.com/ Concepts: Culture architecture; skills in context; performance reinforcement; human judgment; leadership language Connect with Jolene Skinner: - LinkedIn: https://www.linkedin.com/in/jolene-skinner/ Connect with The Human Advantage Podcast: - LinkedIn: https://www.linkedin.com/company/thelinktech/ - Website: https://www.thelinktech.com/podcast Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A conversation with Charles Rattray on understanding what motivates people, designing systems that help teams succeed, and using AI to strengthen-not replace-human judgment. Summary:  Charles Rattray approaches leadership through a simple but often overlooked idea: most people want to do good work, but the environment around them determines whether they can. Using teams as tribes and the workplace as a jungle gym, Charles explores how leaders can understand individual motivation, connect different strengths, and create room for people to grow. He also examines why static systems struggle in dynamic workplaces and how AI can support better decisions without removing human responsibility. Main Topics: - How empathy and understanding children can shape better leadership - Teams as tribes—and the workplace as a jungle gym - Using one-on-ones to understand changing motivation - Connecting individual strengths to create team synergy - Supporting employees’ growth, interests, and long-term ambitions - Why technical expertise does not automatically translate into leadership - When “people problems” are actually systems problems - The difficult transition from structured education to ambiguous work - AI as a tool for judgment and decision-making - Curiosity and creative thinking as essential workplace skills Intriguing Quotes: “Everybody wants to belong to this playground, this tribe.” “Most people want to do good work, but they need guidance.” “AI supports better judgment and decision making.” Key Moments: [01:26] Charles shares his perspective on people, work, and what individuals need to succeed. [02:52] How learning to understand children became a foundation for empathy and leadership. [04:01] The jungle gym analogy: teams operate like tribes where everyone needs belonging, purpose, and a place to contribute. [06:22] Why consistent one-on-ones help leaders notice changes in motivation before they become performance problems. [08:03] Building stronger teams by combining individual abilities instead of expecting everyone to contribute in the same way. [11:43] The relationship between motivation, trust, and helping people see where their work matters. [15:08] Why promoting the strongest technical performer can create a leadership problem for both the individual and the team. [17:38] Static processes cannot consistently support people working in changing, complex environments. [20:04] School rewards certainty and clear answers; work often demands judgment inside ambiguity. [33:24] Why curiosity and creative thinking become more valuable as technology handles more routine work. [43:28] Closing thoughts and how to connect with Charles. - Concepts: Team motivation; systems thinking; psychological safety; technical-to-leadership transitions; human-centered AI Connect with Charles Rattray: - LinkedIn: https://www.linkedin.com/in/charlesrattray/ Connect with The Human Advantage Podcast: - LinkedIn: https://www.linkedin.com/company/thelinktech/ - Website: https://www.thelinktech.com/podcast Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.