The Forward Thinking Podcast, Powered by FCCS

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The Forward Thinking podcast, powered by FCCS is to inform and inspire in the areas of leadership, employee engagement, governance, risk management & insurance, training, and strategic talent management. We feature industry experts and thought leaders with forward-thinking interviews and discussions.

  1. The Four Horsemen of the Governance Apocalypse

    2D AGO

    The Four Horsemen of the Governance Apocalypse

    What happens when governance goes wrong? A set of negative patterns is usually the culprit, with small breakdowns quietly building over time until boards find themselves struggling with trust, clarity, or effectiveness. This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton, Chad Klawetter, Vice President of Board Governance and Development at FCCS, and Barb Wilkinson, Senior Board Governance Consultant at FCCS. Together, they examine the four warning signs that, left unaddressed, can seriously undermine a board's ability to lead, govern, and create value.   Episode Insights Include: Developing the four horsemen Board erosion is rarely a catastrophic event. It happens over time, then all at once. These common threats are among the many that board members have to keep track of. Board members need to ask themselves if they see signs of these 4 horsemen, and what they can do about it. These four horsemen can be a starting point for frequent conversations about improvement.   Horsemen number 1 "The board lacks a constructive partnership with the CEO." A healthy board partnership is built on trust. It is obvious both in and outside the boardroom what each person's role is and how to work together. Great alignment is a key sign of a healthy relationship. Frequent surprises indicate a partnership breakdown. Oversight needs to be balanced with support. Knowing whose role is what is critical. CEO evaluations can be an effective way to check in on roles.   Horsemen number 2 "The board cedes committee control to the staff." Staff should be part of committee decisions. If staff start to dominate board meetings, board work can't be done effectively. Excessively long board meetings indicate that governance work isn't being done at the appropriate level. Committees are for boards, not for staff. Boards can reclaim committee meetings without alienating staff by resetting the committee charter.   Horseman number 3 "The board doesn't follow a regular practice of self-evaluation." Not everyone seeks out constructive feedback, and many resist it. Consider what feedback is needed. Anonymous feedback allows members to speak freely about concerns. The board is entrusted to evaluate and manage itself, and needs to exercise maturity and self-awareness to do so effectively. Peer evaluations from other board members can help with better self-evaluations.   Horseman number 4 "The board doesn't tell itself the truth about its culture." Board culture can be defined in a variety of ways, including the norms, expectations, and behaviors of the board. Culture is as powerful as gravity, with massive implications on every aspect of governance. Culture should not be relegated to a soft skill that can be put on the back burner. Board culture can be built in a variety of small and effective ways.   Common blindspots in the boardroom Avoidance of conflict causes problems. Tools can be brought in to support board members. A homogeneous board is not ideal; healthy debate and conflict will produce better results. The idea of a CEO answering to multiple bosses can be awkward, but it is part of board protocol. Healthy debate should be encouraged in the boardroom. Psychological safety is an essential component of productive conversations.   First steps to addressing the horsemen As a board, be honest with yourself about what's happening. Take five minutes at the end of each board meeting to debrief. Recognize that people have good intentions, but good governance is a process. A horseman can be a powerful, trusted asset to a board.   This podcast is powered by FCCS.   Resources   Connect with Chad Klawetter – Chad Klawetter   Connect with Barb Wilkinson – Barb Wilkinson   Get in touch – info@fccsconsulting.com   "Rarely do we see huge, catastrophic things happen on boards. It's usually something gradual, over time, that leads to a more significant problem." — Chad Klawetter   "A healthy board partnership is built on trust." — Barb Wilkinson   "Culture is invisible, but also so powerful. Everything else is built upon it." — Chad Klawetter   "Having good intentions is not enough. Having good governance is a process." — Chad Klawetter   "It will always take team effort for the team and the board to keep moving forward." — Barb Wilkinson

    42 min
  2. Influencing Without Authority

    FEB 5

    Influencing Without Authority

    There is a path in career advancement that isn't always easy to navigate – the spot between individual contributor and seasoned manager. How can you be an influence at work when you don't have authority? Communicating and influencing effectively requires shifting from a tactical mindset to a more strategic view. This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton and Sally Williamson, CEO of Sally Williamson & Associates, Executive Coach, Executive Presence Expert, Author, Speaker and Storyteller. Together, they consider how to influence outcomes and build credibility to move forward, particularly when authority isn't part of your title or role.   Episode Insights Include:   Making your influence a top 2026 priority Functional lanes are constantly shifting, and you need to shift with them.  Companies want employees who are willing to think outside their lane.  Fresh ideas are always welcome, but not always clearly defined by role.  Influence is key in making your voice heard.  Breaking down lanes is critical to collaboration.    Supporting vs. partnering on outcomes Centers of excellence support an operating function. As long as experts stay solely in their lane, true collaboration can't happen. Stop supporting outcomes exclusively, and start partnering with leaders of operating functions. Doing so will add value to the ultimate outcome.   Exercises that expand this skill Learn how to attach to someone else's value. Identify a leader's big goals to stretch your offering to meet their value. Ask curious questions that expand your understanding of the overarching vision.   Overcoming common challenges  Expand your focus from the day-to-day reactions to a larger vision. Consider what you can contribute beyond the task list. Reframe your language about your contributions. Focus less on your task takeaways and more on what you contribute to the conversation.   Senior leader shifts Bring people along with your big ideas and initiatives. Invite others to join you in the big picture story. Align others in the journey that leads to what you are trying to accomplish. Influence and alignment should be synonymous. Leaders can unlock the power of what others can contribute. "Stay in your lane" should never be the message from a leader.   Building influence as an introvert or new team member Introverts aren't tentative in their thoughts, they may be tentative to share it. Consider asking another person to share your thoughts on your behalf. New team members only get a few chances to influence at the beginning. Show, above all else, that you can work well with others. Ask questions that show clarity. You didn't miss your chance in the meeting; send follow-up emails. Influence is in the eyes of others, as is resistance – proceed strategically.   This podcast is powered by FCCS.   Resources   Connect with Sally Williamson – Sally Williamson   Get in touch   info@fccsconsulting.com   "Leaders want you in the room for how you think, not just the tasks that you'll take away." — Sally Williamson   "Focus less on what you take away as a task and more on what you contribute as a part of the conversation." — Sally Williamson   "Influence doesn't mean calling the decisions. It's creating the environment where a group gets to a decision." — Sally Williamson   "All of us are bigger than the roles we're in. Shift from what you do to how you think." — Sally Williamson

    31 min
  3. Cooperative Principles & Leadership Mindset

    12/04/2025

    Cooperative Principles & Leadership Mindset

    In a time when organizations are navigating generational change, evolving leadership expectations, and shifting workforce dynamics, cooperative boards have a unique opportunity to lead differently, anchored in values, purpose, and shared ownership. This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton, Vice President of Organizational Development for FCCS Jay Lux, and Angie Coleman, Organizational Development Consultant with FCCS. Their conversation centers around director strategies for connecting with the spirit of cooperative identity so that every choice made in the boardroom strengthens both the organization and the people it serves.    Episode Insights Include:   What makes cooperative governance distinct? The cooperative structure is made up of the members, for the members.  Decisions made by the board directly impact those whom it serves.  Boards include member-owners of the organization.  Cooperative governance starts with member benefits, not shareholder return.  Decisions are made with and for the people that the board serves.  Cooperatives exist to create value with their people.    The future of cooperative boards As businesses grow in complexity, cooperative boards offer insights into how to best serve their members.  Shifting workforce and generational shifts are aligned with what cooperatives value.  Board focus is shifting toward what really matters to employees today.  The collaborative nature of how organizations are structured and governed is revealing.  Key differentiators between corporate and collaborative structures benefit the patrons of the cooperative, rather than the owners.  Cooperatives exist to create value with their people. These principles matter in today's current landscape more than ever before.    Three leadership challenges that cooperatives address Employees are distrustful of organizations that value profit over people.  The triple bottom line affects consumer and employee decision making.  Workforce expectations have shifted toward what the cooperative structure offers.  The cooperative model is uniquely positioned toward employee expectations.  Performance and purpose are effectively addressed by the cooperative model.   Board decision-making principles in the cooperative model  All seven cooperative model principles may show up in the boardroom at any given time Cooperative boards are focused on long-term viability of the business, and ultimately, the member-owner. Annual returns are positively impacted by the cooperative model.  These principles are the foundation for the structure and purpose of the institution.    Employee engagement and good governance Employees today expect transparency, participation, and purpose.  Employees want to know the why behind decision making.  High-performing teams have clear expectations, visibility, and effective feedback loops.  When people understand the why, the don't just buy-in, they believe-in. Board decisions need to reflect employee needs. Respectful dissent in the boardroom is addressing conflict done well.  Healthy conflict requires getting curious and asking clarifying questions.    Shifting governance expectations in the face of leadership transitions and increased complexity Demographic changes for management transitions with the new generation.  Growing organization size creates new complexities. Technology advancements are regular conversations in today's boardroom  Businesses are run of people, by people.  Regulatory landscape requirements have made business operations increasingly challenging.  Individual expertise must be balanced with collective decision making at the board level.    Effective board and management collaboration and education Preliminary preparation is essential for effective conversations.  Engage in robust debate about ideas, not individuals.  The executive session is a powerful tool for meaningful board discussions. When in doubt, bring in a subject matter expert.  Directors have a responsibility to build regular learning into the boardroom.  Annual board performance reviews are essential.  Succession planning should be embedded throughout the boardroom culture.    This podcast is powered by FCCS.   Resources   Connect with Jay Lux — Jay Lux   Connect with Angie Coleman — Angie Coleman   Get in touch   info@fccsconsulting.com   "Cooperative governance starts with member benefits, not shareholder return." — Angie Coleman   "Cooperative boards are focused on long-term viability of the business, and ultimately, the member-owner, not just the profit of the cooperative institution itself." — Jay Lux   "When people understand the why, the don't just buy-in, they believe-in." — Angie Coleman   "In the cooperative model, it's not optional to have a voice. It's part of the cooperative principle." — Angie Coleman

    39 min
  4. Cybersecurity in Focus

    11/13/2025

    Cybersecurity in Focus

    Cyberthreats are everywhere, and while they may be inevitable, their impact can be manageable. Institutions who are prepared for cybersecurity disruptions are proactive and collaborative about their response. This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton, Lisa Parrinello, FCCS VP of Risk Management & Insurance Services and Naomi Baumann, FCCS VP of Claims & Insurance Services. Together they discuss how Farm Credit's Captive Insurance Company is helping institutions strengthen their cyberdefenses and what boards of directors need to know to stay ahead of the cybersecurity game.    Episode Insights Include:   The bigger picture of cyberthreats Cyberthreats used to be considered an IT-only problem, but that isn't the case anymore.  These enterprise-wide issues demand board-level attention.  Ransomware, extortion, targeted financial systems and AI deep-fake impersonations are some of today's biggest cyberthreats.  The goal today isn't just protection, it's resilience. A prepared institution can respond and recover from cyberthreats no matter where they hit.    The role of Farm Credit's Captive Insurance Company As the captive, they provide institutions cyber insurance and management services that go beyond what commercial insurance markets can offer.  They offer tailored protection designed specifically for the unique cooperative structure of Farm Credit.  Collaborative claims management proactively responds to any incident or threat of incident.  Their strategic access to commercial markets allows them to purchase insurance as well.  Over the years, Captive has saved an average of $50 million in insurance coverage.  Consistent system-wide learning whenever instances occur.    Resilience tools and strategies  Resilience requires a multi-layered approach based on assents and security needs.  Threat detection and response pinpoint vulnerability, endpoint detection, and tabletop exercises.  Human-centric risk management and ongoing employee training are critical for cyber risk management.  Employees and people are always going to be the weakest link in cybersecurity.  Data protection and resilience in communications in sensitive information need to be encrypted and backup tested.  Cybersecurity is not an impenetrable armor, it is an anatomy with multiple systems working together to respond and continue operating in a culture of proactive risk management.    The pivotal role of the board  Directors need to prioritize an approved annual cyber risk manual.  Ongoing development and maintenance of a robust program is essential.  Boards should receive quarterly reports on threats, vulnerabilities and mitigation actions.  Cyber oversight needs to be integrated into business technology planning.  FCA should be notified within 36 hours of any cyber incident.    The culture of cybersecurity Institutions build resilience when everyone is involved.  Third party oversight and engagement with cyber-focused legal counsel is crucial.  Most breeches don't happen in bad systems, they happen when good people let down their guard.  Muscle memory kicks in when crisis hits, but only when preparation has occurred.  Ultimately, cybersecurity is everyone's business.    This podcast is powered by FCCS.   Resources   Connect with Lisa Parrinello — Lisa Parrinello   Connect with Naomi Baumann — Naomi Baumann   Get in touch   info@fccsconsulting.com   "The goal isn't just protection – it's resilience." — Naomi Baumann   "The Captive provides consistent system-wide learning whenever instances occur." —  Lisa Parrinello    "Human-centric risk management and ongoing employee training are critical for cyber risk management." — Naomi Baumann   "Employees and people are always going to be the weakest link in cybersecurity." — Naomi Baumann   "Even without a deep technical knowledge, boards can strengthen resilience by asking the right questions and staying engaged." —  Lisa Parrinello    "Institutions build resilience when everyone is involved." — Naomi Baumann   Resilience is just as much about people as it is about systems." — Naomi Baumann

    23 min
  5. Confident Conversations

    10/17/2025

    Confident Conversations

    How strong are your conversation skills? Whether you are stepping into a boardroom, attending a networking event, or connecting with coworkers over coffee, the way you show up in conversations matters. This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton and Tracy Hooper, founder of the Confidence Project and author of The NOW Hello. Their conversation is filled with practical tips, personal stories, and the small language shifts that make a big difference in how we connect with others.   Episode Insights Include:   Why do conversations feel so hard? Anxiety around conversations is common and natural. When we focus too much on ourselves, we are unable to focus on the other person. Conversations should not be about you, but about the other person. Shift into curiosity mode – what can you learn? How can you make them comfortable?   Techniques to start a conversation Before you enter any room, strike a power pose. "I'm going to meet some interesting people today, and this is going to be fun." Start with a compliment or a connection you have. State something that you know about them or their company. Compliment a person's character or trait rather than their looks. Use the magic words – what, how, and tell me more. The Golden Rule – treat everyone as if they are the most important thing in the room.   Tips for Introverts If you're not energized by meeting people, prepare your mind in advance. Don't try to meet every person in the room, select just 2 or 3 to focus on. It will take energy to talk to people, so be kind to yourself in the process. If you are exhausted after an event, take a nap!   Entering an existing conversation Wait for a slight pause in the conversation, then say, "May I join you?" Highlight what you heard them talking about. Toe-to-toe means no – a conversation between two people is not appropriate to enter. Read body language to determine if the conversation is open to others.   Help! I forgot their name Don't run in the opposite direction. Preempt the awkward – offer your name first. Mention that they look familiar or that you do recognize them. If necessary, simply say, "Help me with your name". Make introductions when welcoming others into your conversation. "Come join us, we were just talking about ___" and "Do you all know each other?" "I'll let you all introduce yourselves."   Politely exiting a conversation The graceful dismount is a 4-step art that must be practiced. 1- Say thank you for the conversation. 2- Acknowledge the stories they told. 3- Use a farewell phrase about the future. 4- Offer a goodbye gesture.   First impressions and body language Body language is the unsung hero of successful conversations. Pull your shoulders down and away from your ears. Good posture speaks confidence for you before you open your mouth. Practice good grooming in your appearance. Dress for success – don't touch your hair or your face. Check your tone of voice and slow down your words. Say three sentences and a period. Then it's their turn to talk. Consider what you actually want to say, and eliminate the filler words.   This podcast is powered by FCCS.   Resources   Connect with Tracy Hooper — Tracy Hooper   Get in touch   info@fccsconsulting.com   "Everyone's favorite thing to talk about is themselves, so let them!"  — Tracy Hooper   "Rehearse! Everyone has to practice in order to get good at anything, including conversations." — Tracy Hooper   "If you keep curious, conversations are easier than you think." — Tracy Hooper   "Be the person that welcomes people into a conversation." — Tracy Hooper "Body language is the unsung hero of successful conversations." — Tracy Hooper

    41 min
  6. Harnessing Human Connection for the Future of Work

    09/25/2025

    Harnessing Human Connection for the Future of Work

    Today's topic is positioned at the intersection of technology and humanity. How do we stay truly human in the age of digital intelligence? This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton and Lisa Waldren, storyteller, speaker and coach. She highlights what it really means to stay human, shares strategies for leaders to balance efficiency with empathy, and offers recommendations to help any team thrive in this rapidly changing workplace.    Episode Insights Include:   Staying human in the age of AI  AI is an effective tool, but it's also a distraction from the human element of work.  We can acknowledge the presence of AI while also maintaining connection and creativity.  Building relationships is hard work that can't be ignored.  Relationships are increasing in urgency as opportunities for connection continue to decrease. Studies show that Gen Z doesn't actually want to be online 100% of the time.    Is AI going to replace or amplify my role?  Efficiency and human connection have to be carefully balanced in today's digital world.  AI is designed to free up your time so you can be more human. The hardest part of being at work is working with other humans, but that is also the most essential component of work.  When used correctly, AI can help build strong human relationships at work.    Risks of leaning too heavily on technology Leaders who rely too heavily on technology risk not nurturing the human side of work.  AI is a tool, but when leaders use it as a crutch, things start falling apart. Overreliance on AI shuts down parts of the brain in just a short amount of time.  Happy accidents of innovation can't happen with AI.  AI offers a confirmation bias, which limits creativity.   Utilizing AI to strengthen human connection The 70/20/10 model includes people, process and technology.  AI should be used to free up time for connecting with people.  Leaders need to remain intentional about building culture through rituals.  AI should be employed as a smart assistant.  Human creativity needs to remain top priority.  Staying curious is an essential element of success now and in the future.    Practical advice to leaders  Self compassion is a critical component of success.  Leaders need to remember that they will not change everything, but micro-moves are still considered progress.  Read communications out loud and with the assumption that others are cheering you on.  Having an open door to feedback is not enough – solicit specific feedback regularly.  What's the rumor? What does your team want you to know? What am I missing?  Consider how you are soliciting feedback in a safe environment.  Different is not inherently wrong. Stay curious about change.    This podcast is powered by FCCS.   Resources   Connect with Lisa Waldren — Lisa Waldren   Get in touch   info@fccsconsulting.com   "We can acknowledge the presence of AI while also maintaining connection and creativity." — Lisa Waldren   "AI is designed to free up your time so you can be more human." — Lisa Waldren   "AI is a tool, but when leaders use it as a crutch, things start falling apart." — Lisa Waldren "Different is not inherently wrong. Stay curious about change." — Lisa Waldren

    49 min
  7. Shared Ownership, Shared Accountability

    09/05/2025

    Shared Ownership, Shared Accountability

    In today's dynamic lending environment, meeting client needs requires more than individual excellence; it demands shared ownership and accountability across every level of the organization. This episode of the Forward Thinking Podcast features FCCS VP of Marketing and Communications Stephanie Barton and Mike Evans, author and speaker on leadership, and speaker at the upcoming Sales Leaders Conference. He shares insights into building resilient, accountable and high-performing teams in an increasingly complex and demanding landscape, and what leaders can do to increase accountability on their teams.     Episode Insights Include:   Drivers behind the demand for increased agility Peak-performing organizations know that accountability and leadership are essential.  Excelling in 'future work' requires the fast, flexible and agile will succeed.  Those who are unwilling to adapt will find themselves increasingly vulnerable.    Common obstacles that impede accountability Are you an accountable person? Do you need to see more accountability in your team or organization? If we consider ourselves accountable, why do we still demand more accountability from others? 100 people will give you 100 different definitions of accountability. How can it be standardized?  Many organizations have a generally negative definition of accountability.  If accountability is viewed as a negative, people will resist embracing it.    Redefining accountability What percentage of leaders believe that they communicate well? What percentage of teams believe that their leaders communicate? How can the gap between these two numbers be decreased in effective ways? Define meaningful, measurable, and memorable goals to improve results.    Nurturing a culture of accountability The 20 best practices will help employees clearly understand where they need improvement.  Leaders need to model best practices first.  Teams need to see a behavior in their leaders before they will take it on themselves.  Best practices must be integrated into daily routines.  Accountability, collaboration and mindsets are essential to thriving in today's competitive landscape.    The impact of AI in today's competitive landscape A variety of futurists and global leaders weigh in on the change that AI will bring. How will your company stand out when competing with all-knowing machines?  Curiosity is an essential key to standing out.     First steps for leaders to encourage accountability What your team sees you do is what they will do.  Does your team have the resources necessary to keep learning? If you're not listening to your team, don't expect commitment from them.  Leaders need to develop these skills in themselves first.  You can't make anyone else more accountable.  Watch for warning signs that accountability is not taking place.  Create a culture that is more focused on results than activity.  Remain open to the perspectives of others.    This podcast is powered by FCCS.   Resources   Connect with Mike Evans — Mike Evans    Get in touch   info@fccsconsulting.com   "Those who are unwilling to adapt will find themselves vulnerable and at the mercy of the competition." — Mike Evans   "We may think that we see ourselves as doing things really well when it comes to accountability, but we don't see where we're dropping the ball." — Mike Evans   "When leader communication is crystal clear, people will surprise you with their ingenuity." — Mike Evans   "When people can see the why, they will astound you with their ability to become engaged, collaborative, innovative and creative." — Mike Evans   "Leaders can't expect anyone else to change their behavior unless they demonstrate it first." — Mike Evans   "The white waters of change are not going to calm anytime soon. If anything, they are going to become more turbulent." — Mike Evans   "What we've done in the past cannot be relied upon to get us where we need to be in the future." — Mike Evans

    39 min
  8. Tom Truitt's Leadership Journey

    08/22/2025

    Tom Truitt's Leadership Journey

    Forward thinking leaders know that fostering innovation, developing company culture and effective communication always starts at the top. This episode of the Forward Thinking Podcast features FCCS VP of Marketing and Communications Stephanie Barton and Tom Truitt, CEO of Horizon Farm Credit and winner of the FCCS 2024 Accelerator of the Year Award. Together, they define acceleration in the face of organizational change, consider what it takes to foster innovation from the top down, and discuss some of the valuable leadership lessons that Tom has learned over the years. He shares the importance of communication, the value of always keeping the why in mind, and the forward-thinking challenge that he poses for leaders today as well as in the future.    Episode Insights Include:   The spirit of growth and innovation  At Horizon, implementing processes and technology is all about adding value.  Focusing on the success of people is their core initiative.  Ask yourself – why should people want to do business with our company?  The go-to-market strategy will continue to change and require effective storytelling.    Defining acceleration in the face of organizational change The customers and market that companies are facing today is different from before.  Customers are more demanding than ever, and expect exceptional service.  Barriers when trying to accelerate change include complacency and risk-aversion.  AI is an additional acceleration that companies are working to navigate.    Valuable leadership lessons Tom has learned that not everyone is like him. Every person in an organization is on their own journey.  Everyone has different motivators, and each staff member deserves a personalized development plan.  Mentors play a critical role in career success.    Fostering innovation from the top down Communication is key in any success in life.  Getting any company moving forward requires communicating a vision.  Connect the dots from the work that you do to how it improves your customer's experience.  Communication takes consistent care and feeding every day.    Overcoming challenges in leadership Management changes, mergers and technology all create challenges.  Change allows opportunities to reset the vision.  Staying focused is easier when you see the wins.    Collaboration in the acceleration of progress Identify the benefits of each person's expertise.  Silo-busting is critical at every level, as is building internal trust.  Bringing the value down to the family farm is essential.  Understanding the why will benefit every level of the organization.    Creating culture  Fundamentally, culture represents how you treat each other and your customers.  Failing fast will help minimize the fear of failure.  Resources and time are essential to successful cultivation of culture.  Spend just as much time in the back office as you do in the front office.    This podcast is powered by FCCS.   Resources   Connect with Tom Truitt — Tom Truitt   Get in touch   info@fccsconsulting.com   "The biggest luxury we have is our success." — Tom Truitt    "Everyone is not like me. Everyone is on their own journey." — Tom Truitt    "Getting your company moving forward is all about communicating that vision." — Tom Truitt    "Communication takes consistent care and feeding every day." — Tom Truitt    "Change allows opportunities to reset the vision." — Tom Truitt

    39 min
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The Forward Thinking podcast, powered by FCCS is to inform and inspire in the areas of leadership, employee engagement, governance, risk management & insurance, training, and strategic talent management. We feature industry experts and thought leaders with forward-thinking interviews and discussions.

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