Transforming Work with Sophie Wade Sophie Wade

Dr. Gleb Tsipursky is the CEO of Disaster Avoidance Experts, a consulting, coaching, and training firm. Gleb is a behavioral scientist and best-selling author of seven books, including “Never Go With Your Gut” and “Leading Hybrid and Remote Teams”. He shares his interest in human behaviors focused on decision-making and cognitive biases. Gleb explains his passion to help people make good decisions, discussing the role of emotions, and why to try to prove yourself wrong. He emphasizes how to optimize work-related decisions to improve working environments, experiences, policies, and outcomes.  
 
 
TAKEAWAYS
 
[02:59] Interested in human behaviors, Gleb studies history--people in their historical contexts.
 
[03:53] Gleb narrows his research to behavioral science decision-making in historical and contemporary contexts.
 
[04:53] Gleb’s interest focuses on motivations and historical archives reveal what people were saying behind the scenes.
 
[05:39] We’re not very good at making decisions. We often follow our intuition or go with our gut.
 
[06:32] How a client’s early experiences affect how he handles conflict as a business leader.
 
[07:41] How do individuals and groups make decisions? What motivations cause what effects?
 
[08:12] How to have healthy conflicts with people.
 
[09:32] How do you make good decisions, proofing yourself against future disruptions?
 
[10:50] Decision hygiene—identify biases including not what you don’t do, that's a decision too!
 
[13:55] How you can misperceive yourself, your skills.
 
[15:04] Blind spots and how humans are full of contradictions.
 
[16:42] Gleb’s early books about different aspects of decision making.
 
[17:29] Before making a decision ask: Q1 - What information haven't I fully understood yet?
 
[19:28] Q2: What judgment errors haven't I fully considered?
 
[20:30] The need to be introspective about our emotions so they don't dictate our decisions.
 
[21:50] Gleb starts his own company, Disaster Avoidance Experts, in 2018.
 
[22:30] Gleb’s targets people whose possible bad decisions could have disastrous consequences.
  
[23:35] Paying attention to leading indicators to make informed decisions early in the pandemic.
 
[24:49] The challenges belief bias and confirmation bias can cause.
 
[26:30] What comparable data is relevant to ensure you are making good decisions?
 
[29:40] Looking at the data and challenging the motivation to be back in the office—for what?
 
[31:10] Managers weren't comfortable that they could control their teams working remotely.
 
[31:56] Combining training and techniques to not manage by walking around the office.
 
[33:04] Switching to weekly performance evaluations with three to five goals per week.
 
[35:27] Coaching style leadership was gaining ground long before the pandemic.
 
[38:32] College educated males choose to work fewer hours, valuing well-being and leisure more than before the pandemic.
 
[40:02] Research and resignations show willingness to take a 10% pay cut to keep flexibility.
 
[40:38] The impact of not being empathetic about your employees.
 
[42:37] What is best for knowledge workers? Not sitting in factory style offices.
 
[43:22] For knowledge work: creativity and collaboration of the human mind determine any company’s value add.
 
[44:33] The four principles of knowledge work to set up workplaces of the future.
 
[45:44] To establish trust, new systems and processes are needed including regular performance evaluations.
 
[47:20] Don't let one bad apple spoil it for others.
 
[49:35] Finding truth through content curation versus creation in an AI-powered world.
 
[51:40] IMMEDIATE ACTION TIP: To adapt to modern work, survey employees about they feel about hybrid work, best practices, problems, and opportunities for improveme

Amina Moreau is the CEO and co-Founder of Radious, an online marketplace offering companies flexible work locations to give their employees commute-free, homestyle, collaborative workspaces. She is a serial entrepreneur, multiple Emmy-winning filmmaker, and photographer. Amina explains why employers need to create a framework and processes that enable workplace flexibility and support employees’ autonomy, incorporating comfortable and convenient work environments. Amina shares insights about empathetic leadership and upskilled managers to improve employees’ experiences and performance. She describes critical environmental and social components of new workplace solutions.
 
 
KEY TAKEAWAYS
 
[02:38] Amina changes majors five times exploring what she wants to be when she grows up!
 
[03:35] Amina loves photography but also thinks learning how the brain works is handy.
 
[4:40] Storytelling means understanding who people are and how they think and see their future.
 
[05:49] Amina’s first business initially emphasizes innovative technology and equipment.
 
[07:04] Taking wedding storytelling to the next level – what has shaped who these people are?
 
[07:44] Tomatoes are a metaphor for one couple’s relationship.
 
[09:22] How relationships evolve on film and with clients.
 
[10:46] Entrepreneurship is Amina’s path—starting in her dorm room.
 
[11:47] A talent for seeing gaps in the market spawns multiple new ventures.
 
[12;15] Amina develops opportunities related to her core passion.
 
[14:30] Pandemic-related issues are the genesis for non-profit Float Small Business.
 
[15:43] Creative ground support for local businesses keeps Amina busy during a tough period.
 
[17:34] A new venture to suit flexible workstyles emerges from their Airbnb host business.
 
[19:22] Eliminating the overnight component increases safety and solves other hosting pain points.
 
[21:25] New adaptations as employers integrate remote policies for the long term.
 
[23:30] A compelling combination: no commuting, collaboration space, and the comforts of home.
 
[24:28] Who pays for the space? Shifting to a B2B model.
 
[26:24] Current RTO headlines don’t match the majority of companies’ work policies.
 
[27:50] Amina believes most companies are trying hybrid as they are stuck with office leases.
 
[28:38] The benefits of flexible, on-demand office spaces and who is likely to benefit most.
 
[32:12] Have leaders who proclaim remote work isn’t sustainable been trained to manage in remote/hybrid environments?
 
[34:20] Terminology needs to evolve to reflect the variety of remote work options and benefits.
 
[35:58] Empathetic leadership leads to better team outcome for which leaders need upskilling.
 
[36:58] Team level agreements need setting about expectations and communication styles.
 
[38:35] How much autonomy is optimal to drive motivation and outcomes?
 
[39:27] Companies signing up for flexible workspaces need a framework and process to ensure their employees use it.
 
[40:22] Working with companies to understand their context and help them choose relevant workspaces.
 
[41:29] Amina’s sense of purpose that energizes her and the team—we’re here to help bring fulfillment and work/life balance.
 
[43:35] Radious’s core environmental and social solutions are significant motivators for Amina.
 
[44:40] Local workspaces also support community relationships and business.
 
[46:04] IMMEDIATE ACTION TIP: It doesn’t have to be a two-sided equation — either working at the office or from home. There are many other options to consider to support your employees, which don’t have the costs or commute of an office, yet offer camaraderie and community.
 
 
RESOURCES
 
Amina Moreau on LinkedIn
Radious.pro
Radious on X @RadiousPro
Radious on Instagram @Radious.Pro
 
 
QUOTES (edited)
 
“On

Tom Hunt is the Founder and CEO of Fame which builds profitable podcasts. Tom is also host of the podcast “Confessions of a B2B Marketer”. He leads a fast-growing fully-remote company and shares his journey intentionally learning effective leadership styles, management methods, and organizational practices. Tom discusses what he looks for in successful leaders and how he purposefully develops and upskills inexperienced employees.
 
KEY TAKEAWAYS
 
[03:01] Why Tom goes from studying chemistry to consulting.
 
[04:11] A pivotal role working on outsourcing projects happens by chance.
 
[05:19] Tom realizes being employed is not his thing and focuses on selling online.
 
[06:32] Tom's first venture leverages his experiences outsourcing for large companies.
 
[07:33] Tom focuses on what he enjoys doing and is good at.
 
[08:41] The ability to fail and keep going is one of the best predictors of success.
 
[09:53] The genesis of Fame and how they landed their first client.
 
[11:19] Tom shares the multifaceted benefits of being transparent about Fame’s earnings.
 
[13:36] Empathy is a crucial skill for leaders which takes more effort in distributed settings.
 
[16:14] The benefit of paying attention to signals in asynchronous communications.
 
[16:50] Continuing to explore how best to nurture distributed culture and connection.
 
[17:56] Building culture through values awards.
 
[18:29] Impactful for remote cultures: client-focused operational excellence and engaging elements in team meetings.
 
[20:51] Employees are trained in interviews to assess for specific work history criteria.
 
[23:19] Office space has been considered and Tom explains what issues it would create.
 
[25:00] Fame's business is output-driven and well-defined effectively supported by strong, positive performance management.
 
[26:59] intentional training and management engages and retains employees and adds value to less experienced hires.
 
[27:45] Multi-touchpoint, frequent check-ins—with superiors and peers—help account managers grow.
 
[28:35] The intentional approach to help supervising managers improve too.
 
[30:45] The onboarding process is a key value add driver for Fame, continually evolving and being improved.
 
[31:34] One employee's career development and why upskilling people builds strong cultures.
 
[33:03] Tom promotes employees’ proactive and self-determined progression.
 
[33:57] Study of leadership focuses Tom on creating cohesion, communicating with clarity, and reinforcing the clarity.
 
[36:24] IMMEDIATE ACTION TIP: For leaders of fully distributed teams, use live interaction time with team members wisely to collect and convey information to improve people’s work lives. Don’t take those meetings for granted. You have to do your best work as a remote leader.
 
 
RESOURCES
 
Tom Hunt on LinkedIn
X @TomHuntio
Instagram @TomHuntio
Fame.so
Confessions of a B2B Marketer podcast
Top Grading by Brad and Geoff Smart
High Output Management by Andy Grove
The Advantage by Patrick Lencioni
 
QUOTES (edited)
 
"The thing that I was looking for most with angel investing was founder resilience. Had this founder failed before and kept going? The ability to pivot, tweak things, and then go forward is probably the most important at that very early stage."
 
"Empathy for each individual is one of the crucial aspects of leading. If you understand how each person is feeling, you can tailor your approach to working with them to maximize the output for both them personally and their group."
 
"We decided that if a team member meets another team member in person, whether they’re doing work or not, they get an allowance for that meeting to be spent on anything. It’s a decentralized campaign that promotes in-person interaction, which benefits the company and the individual."
 
"It’s not a process in which we try to fire somebody. It

Debbie Lovich is Managing Director and Senior Partner at Boston Consulting Group (BCG). She leads BCG’s thinking on making work work. Debbie describes Harvard research conducted at BCG on work/life balance. She shares insights as to why lasting solutions must be co-created, continuously improved, and include teams having open discussions about team norms. Debbie explains why her focus on joy (and productivity) is an economic one especially as Gen AI forces everyone to rethink work. Debbie portrays the Generative Leader and explains how their intent for improvement and team approach enables transformation projects to succeed.
 
 
KEY TAKEAWAYS
 
[02:28] Debbie loves business from an early age so she studies economics.
 
[02:56] Companies move too slowly! Debbie discovers quickly that consulting is the right fit for her!
 
[04:12] A random connection introduces Harvard professor Leslie Perlow about a research study on work/life balance.
 
[05:01] Debbie has no work/life balance but wonders what Leslie might come up with.
 
[06:30] Detailed data reveals consultants expect long hours but the lack of predictability is a huge issue.
 
[07:30] Leslie wants to conduct an experiment with one team testing a more predictable schedule.
 
[08:52] Looking for a team for the experiment, Debbie hears “Great idea, but why not your team?!”
 
[09:57] How the lack of predictability is experienced by BCG consultants.
 
[11:02] Debbie asks her important local client to support doing the HBS research with her team.
 
[12:10] The experiment is successful and the model is scaled to the rest of BCG.
 
[13:17] Debbie temporarily leaves BCG to commercialize the research results with Leslie.
 
[14:34] Scaling a model is very different than managing one controlled experiment.
 
[15:50] Data on client value delivery is key to convince others as the model is expanded.
 
[16:56] Everyone has to design the change—at the start and evolving improvements over time.
 
[18:40] Agreeing team norms is essential so different people and projects determine parameters.
 
[22:01] With new tools, ubiquitous work is possible with zero boundaries and much waste.
 
[23:35] When you constrain work, people have to prioritize and innovate.
 
[24:10] In today’s labor market, work/life balance is an important reason to rethink work.
 
[27:44] Debbie believes that work is fundamentally broken.
 
[28:38] In a VUCA world, employers are giving workers more to do with fewer resources.
 
[29:27] - The ‘unbroken state’ is when we are all in this together.
 
[30:32] Debbie focuses on joy for economic reasons.
 
[32:51] Trader Joe's employee-centric positive results.
 
[34:56] Why organizations should think of employees like customers—including emotional benefits.
 
[36:12] Gabby Novacek's work reveals everyone is motivated differently. Programs focusing only on few segments won't succeed.
 
[38:24] Who Generative Leaders are.
 
[39:18] Debbie explains the head, heart, and hands of generative leadership.
 
[40:54] The most important things employees want from leaders and where leaders spend their time.
 
 
 
RESOURCES
 
Debbie Lovich on LinkedIn
BCG.com
 
 
 
QUOTES (edited)
 
“If you want to make change stick, there has to be something in it for all parties.“
 
“Everyone has to design the change…15 years later, thousands think that they invented it, because they did.”
 
“If you tell people they can’t work 24/7, you have to think about what’s the most important work to do. Are there different ways to get it done? And that leads to better work.”
 
“We need to solve the needs of the work and the needs of the team in how we rethink work.”
 
“When you constrain the work, you force people to prioritize. You force teams to talk about what’s going to get in the way of everyone getting their time off and making it work. So it forces

Denise Brouder, Founder and Head of Data and Insights at SWAY Workplace. As a flexible work skills expert, researcher, and consultant—with a Wall St background in financial oversight and controls—Denise discusses a risk-adjusted systems approach to implement flexibility and optimize performance. She explains why AI is a key factor driving us from fixed hybrid to flexible models as the only viable long-term solution. Denise explains the critical importance of empathy-based trust to effect flexibility at scale and fuel high-performing teams and that to work differently, we need to start by thinking differently.
 
 
KEY TAKEAWAYS
 
[02:39] From rural Ireland, Denise writes to Wall St. banks asking for an internship and gets one!
 
[03:55] Denise is systems-oriented, finding banks’ capital, economics, and operations fascinating.
 
[04:37] Denise compares Merrill Lynch and Goldman Sachs as organizations and employers.
 
[05:17] As a young mother, Denise leaves Wall Street to join a tech startup and get more flexibility.
 
[06:00] Denise finds she loves the process of starting with a problem and building something.
 
[06:48] Working in a large company becomes transactional while at a startup to see how your everyday effort contributes to progress.
 
[07:41] At a fast-paced startup, Denise learns to hustle, figuring things out as they build the business.
 
[08:22] Denise finds building and scaling with limited resources a very interesting challenge.
 
[09:02] Denise follows a colleague to LugTrack, launching with five people and a patent.
 
[10:19] Persistence, creativity, and grit are critical for success as a startup—which are emotional skills.
 
[11:06] Lithium-ion batteries catching fire on planes meant LugTrack’s business runway ran out.
 
[11:49] After a course on the Future of Work, Denise takes a big leap of faith and founds a company.
 
[12:30] Denise recognizes the work change ahead and wants to productize how to work flexibly.
 
[14:29] Denise wants to yell “AI is coming! AI is coming!” from the hilltop!
 
[14:45] Denise feels strongly about mastering flexible work at scale to propel everyone forward.
 
[16:10] Denise thinks that flexibility at scale levels the playing field for women.
[17:10] The first iteration of SWAY is a technology play using apps to convene the conversation digitally around new ways of working.
 
[18:15] The advancement of women will happen by changing the system from the inside out, making flexibility a gender neutral issue.
 
[19:38] Denise discovers she is a systems thinker and we have a systems problem.
 
[20:32] The Science of Flexibility helps de-risk flexibility as an operational strategy for a large company.
 
[21:17] If flexibility is demonstrated, measured, and communicated like a risk-adjusted talent model, senior leaders can get people on the same page.
 
[22:49] In SWAY’s work, EQ and empathy demonstrate the intelligence that is in flexibility that we’re going to need in an AI-influenced world.
 
[23:42] High-performing flexible teams are fueled by empathy-based trust.
 
[25:32] Emotions are fundamental to our human design, but we only just starting to understand them.
 
[27:47] Traditional working norms evolved around visual-based trust.
 
[28:26] In hybrid models, trust levels feel low and are questioned—these are growing pains.
 
[29:16] Flexibility at scale requires empathy-based trust.
 
[32:03] The social contract used to provide stability. Now, what is the system? Do we trust it?
 
[32:49] Reimagining the social contract may be an even bigger shift to prepare for in the future of work.
 
[33:40] Denise is concerned that some employees are not fighting RTO mandates anymore.
 
[36:05] In-office mandates are not long-term models, but the current situation is still malleable.
 
[36:45] In face of AI disruption, Denise’s goal is to articulate that flexibility is n

Phil Kirschner, Senior Expert and Associate Partner, Real Estate & People and Organizational Performance at McKinsey where he advises executive teams on the future of work, employee experience, organizational health, and workplace strategies. Phil discusses systemic changes, expected rebounds in cities’ commercial real estate, and organizational health. He shares insights about workplace utilization, the critical emphasis on ‘how’ we work and change management to evolve behaviors, and the new retail-oriented perception of work.



KEY TAKEAWAYS
 
[02:25] Phil calls himself an accidental work strategist, starting out in banking.
 
[03:37] Phil starts in the efficiency management group looking to save money in real estate.
 
[04:40] How workplace innovation by Google and Microsoft caught public attention.
 
[05:23] Competition for talent from other industries drives investment to improve work ‘place’.
 
[06:30] Balancing not having your own desk with other amenities to improve the experience.
 
[08:06] Trying to reduce office-based friction with shared environments.
 
[09:00] Most managers absorbed a bit more pain to give team members a better experience.
 
[10:00] The loss factor and importance of change management to establish new behaviors.
 
[11:32] Where managers set the example carefully, the highest satisfaction is reported.
 
[14:02] These are not real estate projects, but culture projects—requiring a cultural shift.
 
[16:21] Ten years ago, productivity at the bank was measured through self-attestation and surveys.
 
[17:00] Team dynamics, people’s ability to focus, and overall engagement all increased significantly.
 
[19:57] McKinsey’s Organizational Health Framework and Index helps analyze work practices and how these tie to performance.
 
[21:04] Studying fully remote companies to isolate specific variables, Phil finds them to be top decile performers.
 
[23:20] Organizational practice surveys show if you give someone flexibility, they are much more likely to report positive outcomes for the organization.
 
[25:25] You have to teach people how to use new environments and tools differently.
 
[27:15] The four ways companies are showing up in the world nowadays.
 
[28:35] Building facilities for very specific purposes rather than trying to solve all needs all the time.
 
[30:10] Clearly defining the purposes of a workspace unlocks better outcomes.
 
[32:37] Progressive companies with flexible hybrid policies are working hard to figure out how to adapt fully to all the new ways of working.
 
[36:45] Most companies need to be focusing on ways of working and responsive spaces.
 
[40:27] Technology is undoubtedly driving the change in how we work, Phil touches on how AI may change this further.
 
[44:22] Phil explains the increasing retail nature of our work choices and some of the implications of this when it comes to competition.
 
[46:56] The HR/IT/Real Estate stool now needs a seat to bridge the gap in employee and customer experience.
 
[51:10] RTO is not sustainable; Phil explains why and what RTO focused companies can expect.
 
[55:47] Phil breaks down what commercial real estate issues and positive trends to watch for in the coming years.
 
[59:05] IMMEDIATE ACTION TIP: Stop thinking about inputs, the days in the office, or “what’s the right hybrid?” Focus on outputs and the impact on organizational health. Study work practices and outcomes across your organization based on how people work and collaborate to figure out the secret sauce, then pilot, test, learn, and scale those behaviors, and keep evolving.
 
 
RESOURCES
 
Phil Kirschner on LinkedIn
McKinsey.com
 
 
QUOTES (edited)
 
"Those work environments with the bean bags, the beautiful amenities, and the campus also have a desk for each employee. We didn’t have the means for that, so to give you a better experience,