Beautiful Business

Steven Morris
  • 5.0 (7)
  • Entrepreneurship
  • Updated Weekly

Many business owners strategize the purpose and function of their business, but few strive to make it “beautiful.” Each week, listen in as Steven Morris and his guests discuss brand, culture, and business strategies that will create new ways to shape your beautiful business. If you are ready to evolve your business from functional to beautiful, this is the podcast for you.

  1. Aug 7

    The Maybe Story

    In today’s episode, I reflect on a simple story about a Chinese farmer and the word “maybe”—a word that can sound like hesitation, but can also represent something much more powerful: a disciplined openness to what we do not yet know. As leaders, we are constantly surrounded by pressure to interpret events quickly. A missed target becomes a crisis. A new opportunity becomes a breakthrough. A competitor’s move becomes a threat. We name what is happening, make a judgment, and move on. But the meaning of a moment is rarely fully visible while we are still living through it. I explore the connection between this story and Jung’s idea of the tension of the opposites, and why staying with uncertainty can sometimes create more wisdom than resolving it too quickly. The goal isn’t indecision. It’s the ability to remain curious long enough for the larger story to reveal itself. Join me as I explore: ☑️ Why our desire for certainty can lead us to premature conclusions ☑️ The difference between tolerating ambiguity and becoming fluent in uncertainty ☑️ How leaders can hold competing possibilities without forcing an immediate answer ☑️ Why curiosity can be more useful than certainty when the outcome is still unfolding ☑️ What becomes possible when we leave room for the “third thing” to emerge Key Takeaways ☑️ Not every moment needs an immediate verdict. ☑️ The meaning of an event often changes as its consequences unfold. ☑️ Strong leadership requires the ability to act without pretending to know more than we do. ☑️ Staying curious in uncertainty can open possibilities that premature conclusions close down. ☑️ Sometimes “I don’t know yet” is not a weakness. It is a form of wisdom. If this episode resonates with you, subscribe to the podcast and share it with a leader or colleague who might appreciate the reminder to stay open to what comes next. #Leadership #LeadershipDevelopment #Wisdom #Curiosity #DecisionMaking Steven Morris, CEO of Matter Consulting is an ever-curious life-seeker, brand and culture building expert, advisor, author, and speaker.  With over 27 years of entrepreneurial experience, he has served as a trusted advisor to over 3,000 business leaders and evolved more than 250 brands and cultures, including Google, Habitat for Humanity, Samsung, and Disney.  His best-selling book, "The Beautiful Business," and his widely read Insights blog are a testament to his consulting expertise in creating unignorable, magnetic, and sustainable companies. His diverse interests, including meditation, fine art painting, surfing, and beekeeping, infuse his work with creativity, soul, and a deep understanding of the human experience. You can find more podcasts and join 30,000+ other brilliant and soulful readers of his weekly INSIGHTS blog at MatterCo.

    The Maybe Story

  2. Jul 27

    Let's Get Carried Away

    In today’s episode, I reflect on a question a CEO once asked me after a leadership workshop: “Are you having fun?” It was a casual question, but it stayed with me. Over time, it became less about whether I enjoyed the workshop and more about what I was choosing to carry into every meeting, conversation, and difficult room. The word “sport” once meant pleasure—to be carried away. Long before it became associated with competition, it described something joyful. Yet in business, we have largely kept the competitive half of the word while leaving play, delight, and lightheartedness behind. The highest-performing teams often show us that seriousness and joy are not opposites. Steve Kerr placed joy first among the values that shaped the Golden State Warriors. Research also suggests that play can support originality, engagement, psychological safety, and stronger team performance. Joy at work is not simply something that happens when conditions are perfect. It can be a deliberate choice in how we enter the room. We can decide, before the meeting begins, what we want to bring with us. The results matter, but they are not the only reason to make that choice. Work is where much of life is spent. Choosing to experience more of it with pleasure, presence, and openness may be part of building a better life. Join me as I explore: What a CEO’s simple question revealed about leadership Why joy and competition can strengthen one another The forgotten meaning behind the word “sport” How play supports creativity, trust, and performance What it means to choose what you carry into a room Key Takeaways: Joy is not a distraction from meaningful or demanding work. Play can improve creativity, engagement, and collaboration. Psychological safety allows teams to experiment and improvise. Leaders influence a room through what they carry into it. Enjoying the work can be a deliberate practice rather than a reward. Subscribe & Share Subscribe for more reflections on leadership, culture, creativity, and the human side of meaningful work. Share this episode with a leader or teammate who may need the reminder to carry a little more joy into the room. #Leadership #WorkplaceCulture #JoyAtWork #TeamPerformance #PsychologicalSafety #CreativeLeadership Steven Morris, CEO of Matter Consulting is an ever-curious life-seeker, brand and culture building expert, advisor, author, and speaker.  With over 27 years of entrepreneurial experience, he has served as a trusted advisor to over 3,000 business leaders and evolved more than 250 brands and cultures, including Google, Habitat for Humanity, Samsung, and Disney.  His best-selling book, "The Beautiful Business," and his widely read Insights blog are a testament to his consulting expertise in creating unignorable, magnetic, and sustainable companies. His diverse interests, including meditation, fine art painting, surfing, and beekeeping, infuse his work with creativity, soul, and a deep understanding of the human experience. You can find more podcasts and join 30,000+ other brilliant and soulful readers of his weekly INSIGHTS blog at MatterCo.

    Let's Get Carried Away

  3. Jul 21

    The Useful Opponent

    In today’s episode, I explore the difference between assigned opposition and genuine dissent. For centuries, leaders have created formal roles and exercises designed to challenge accepted thinking. Red teams, pre-mortems, and competitor role-playing can help a team notice risks that ordinary planning conversations often miss. Their deeper value, however, may be the temporary cover they provide. When people are invited to speak as a competitor or imagine that failure has already happened, they can name concerns that may otherwise feel too costly to raise. The challenge is what happens when the exercise ends. A concern can surface clearly in the room and still be quietly filed away as part of a useful workshop rather than treated as a real organisational problem. What a leader does next matters. Defensiveness teaches people to soften future concerns. Curiosity, honest questions, and a willingness to change course show that disagreement can be used rather than merely tolerated. Join me as I explore: ✅ Why authentic dissent has a different effect from assigned opposition ✅ How pre-mortems and red teams create temporary cover for candour ✅ Why independent thinking should happen before the most powerful voices speak ✅ What leaders communicate through their response to uncomfortable concerns ✅ How disagreement can become a practical organisational advantage Key Takeaways: 🔑 Assigned exercises can expose concerns, but they do not guarantee those concerns will be addressed 🔑 People are more likely to speak honestly when the personal risk is temporarily reduced 🔑 Senior and confident voices should speak last, not first 🔑 The leader’s response determines whether candour grows or disappears 🔑 A useful opponent is often someone deeply committed to improving the outcome Subscribe & Share Subscribe for more reflections on leadership, culture, meaningful work, and the conversations that shape organisations. Share this episode with a leader who values honest disagreement and is willing to make room for it. #Leadership #OrganisationalCulture #DecisionMaking #PsychologicalSafety #TeamEffectiveness Steven Morris, CEO of Matter Consulting is an ever-curious life-seeker, brand and culture building expert, advisor, author, and speaker.  With over 27 years of entrepreneurial experience, he has served as a trusted advisor to over 3,000 business leaders and evolved more than 250 brands and cultures, including Google, Habitat for Humanity, Samsung, and Disney.  His best-selling book, "The Beautiful Business," and his widely read Insights blog are a testament to his consulting expertise in creating unignorable, magnetic, and sustainable companies. His diverse interests, including meditation, fine art painting, surfing, and beekeeping, infuse his work with creativity, soul, and a deep understanding of the human experience. You can find more podcasts and join 30,000+ other brilliant and soulful readers of his weekly INSIGHTS blog at MatterCo.

    The Useful Opponent

  4. Jul 7

    Who’s the Fairest One?

    In this episode, I explore what one of our oldest fairy tales can teach us about leadership, bias, and the invisible standards we use to judge ourselves and others. Drawing on the story of Snow White’s mirror, I examine the hidden assumptions that shape who we hire, promote, trust, and listen to. From the beauty premium and the myth of meritocracy to our ideas of culture fit and executive presence, I explore how easily we mistake familiarity for leadership and confidence for competence. I also reflect on the work of Arthur Brooks and Thomas Moore, and why some of the most effective leaders move beyond fixing people to truly seeing them. As fluid intelligence gives way to the deeper wisdom of experience, the opportunity isn’t simply to make better decisions—it’s to choose a better mirror. Join me as I explore: ☑️ What Snow White’s mirror reveals about leadership today ☑️ How unconscious bias shapes workplace decisions ☑️ Why culture fit isn’t always the same as merit ☑️ The difference between curing and tending in leadership ☑️ Four practices that help leaders see people more clearly Key takeaways: 🔴 Every leader is influenced by an invisible mirror of assumptions and bias 🔴 Merit is often confused with confidence, appearance, or familiarity 🔴 Experienced wisdom becomes increasingly valuable as careers mature 🔴 Trust grows when leaders tend to people instead of rushing to fix them 🔴 Great leadership begins by choosing the mirror through which we see others   Subscribe & Share if this resonates with your own experience of leadership, organisational culture, and seeing people beyond first impressions. #Leadership #LeadershipDevelopment #OrganizationalCulture #Coaching #Psychology #DecisionMaking #ExecutiveLeadership Steven Morris, CEO of Matter Consulting is an ever-curious life-seeker, brand and culture building expert, advisor, author, and speaker.  With over 27 years of entrepreneurial experience, he has served as a trusted advisor to over 3,000 business leaders and evolved more than 250 brands and cultures, including Google, Habitat for Humanity, Samsung, and Disney.  His best-selling book, "The Beautiful Business," and his widely read Insights blog are a testament to his consulting expertise in creating unignorable, magnetic, and sustainable companies. His diverse interests, including meditation, fine art painting, surfing, and beekeeping, infuse his work with creativity, soul, and a deep understanding of the human experience. You can find more podcasts and join 30,000+ other brilliant and soulful readers of his weekly INSIGHTS blog at MatterCo.

    Who’s the Fairest One?

  5. Jul 1

    What Force Won’t Fix

    What if the answer isn’t to push harder? In this episode, Steven Morris explores why the most effective leaders focus less on applying force and more on creating the conditions that allow people to succeed. Using Buckminster Fuller’s trim tab as a powerful metaphor, Steven examines why small, well-placed interventions can produce significant change. He draws on research from Edwin Locke, Mihaly Csikszentmihalyi, and Edward Deci & Richard Ryan to explain how performance depends not only on challenge, but also on capability, motivation, autonomy, and trust. Featuring insights from Good Will Hunting, this episode challenges leaders to stop asking, “How can I get more from this person?” and start asking, “What condition is missing that would allow them to succeed?” In this episode: Why applying more pressure isn’t always the answer The leadership lesson behind Buckminster Fuller’s trim tab How challenge and capability work together to create flow Why motivation depends on autonomy, competence, and ownership The difference between capability, motivation, and permission problems What Good Will Hunting teaches us about developing talent A simple question every leader should ask before intervening Key takeaway: Leadership isn’t about forcing better results. It’s about creating the conditions where people, teams, and cultures can move forward on their own. Steven Morris, CEO of Matter Consulting is an ever-curious life-seeker, brand and culture building expert, advisor, author, and speaker.  With over 27 years of entrepreneurial experience, he has served as a trusted advisor to over 3,000 business leaders and evolved more than 250 brands and cultures, including Google, Habitat for Humanity, Samsung, and Disney.  His best-selling book, "The Beautiful Business," and his widely read Insights blog are a testament to his consulting expertise in creating unignorable, magnetic, and sustainable companies. His diverse interests, including meditation, fine art painting, surfing, and beekeeping, infuse his work with creativity, soul, and a deep understanding of the human experience. You can find more podcasts and join 30,000+ other brilliant and soulful readers of his weekly INSIGHTS blog at MatterCo.

    What Force Won’t Fix

  6. Jun 22

    The 26% Problem

    In today’s episode, I explore a question that emerged while watching the World Cup: What happens when we know more about public figures, athletes, and strangers online than we do about the people living and working beside us? The question became harder to ignore after encountering two statistics. Only 26% of Americans know their next-door neighbour by name. Only 20% of employees are engaged at work. While these numbers describe different environments, they may point to the same underlying challenge. As loneliness, social division, and disengagement continue to rise, leaders are increasingly being asked to do more than drive performance. They are being asked to create environments where people feel seen, valued, and connected to something larger than themselves. This episode explores what workplace engagement, community belonging, and leadership presence have in common, and why one of the most important responsibilities of leadership may be helping people remember that they matter.   Join me as I explore: • What the 26% and 20% statistics may reveal about modern life • Why loneliness and disengagement are increasingly connected • The role managers play in shaping workplace engagement • What Mr. Rogers understood about human connection • Why presence may matter more than many leadership frameworks • How organizations are becoming places of social connection and repair Key Takeaways: • People are longing for genuine connection more than many leaders realize • Engagement is often a reflection of the quality of human relationships • Managers have a profound influence on how people experience work • Presence, curiosity, and attention are leadership skills • Making people feel that they matter creates trust and belonging • Leadership begins with the person directly in front of us Subscribe & Share If this conversation resonated with you, subscribe for more reflections on leadership, culture, strategy, and the human side of organizational life. Share this episode with someone thinking deeply about connection, engagement, and what leadership requires today. #Leadership #LeadershipDevelopment #EmployeeEngagement #WorkplaceCulture #Trust #Management #HumanCenteredLeadership Steven Morris, CEO of Matter Consulting is an ever-curious life-seeker, brand and culture building expert, advisor, author, and speaker.  With over 27 years of entrepreneurial experience, he has served as a trusted advisor to over 3,000 business leaders and evolved more than 250 brands and cultures, including Google, Habitat for Humanity, Samsung, and Disney.  His best-selling book, "The Beautiful Business," and his widely read Insights blog are a testament to his consulting expertise in creating unignorable, magnetic, and sustainable companies. His diverse interests, including meditation, fine art painting, surfing, and beekeeping, infuse his work with creativity, soul, and a deep understanding of the human experience. You can find more podcasts and join 30,000+ other brilliant and soulful readers of his weekly INSIGHTS blog at MatterCo.

    The 26% Problem

  7. Jun 15

    Between “No Longer This” and “Not Yet That”

    In today’s episode, I explore two of the most common phrases people use when they find themselves at a crossroads in life: "I'm stuck." "I'm lost." Whether it appears in our work, relationships, leadership, or sense of identity, there are seasons when the old way no longer fits and the new way forward remains unclear. Our instinct is often to treat this uncertainty as a problem to solve as quickly as possible. But what if it isn't? Drawing on the work of William Bridges, Chip Conley, James Hollis, and David Whyte, I reflect on what Bridges called the "neutral zone"—the space between an ending and a beginning. A space that can feel disorienting, yet often contains the very growth we're seeking. Through stories of travel, personal transformation, and Ernest Shackleton's remarkable Antarctic expedition, I consider how our orientation toward uncertainty may matter more than the uncertainty itself. Join me as I explore: • Why transitions begin with endings, not beginnings • The value of the often-overlooked "messy middle" • How language shapes our experience of change • What Shackleton's leadership can teach us about navigating uncertainty • Why feeling lost may be a sign of growth rather than failure Key Takeaways: • Feeling stuck and feeling lost are often natural parts of transition • Growth frequently occurs before clarity arrives • The space between stories can be uncomfortable, but necessary • Our perspective shapes how we experience uncertainty • Some of life's most important changes cannot be rushed If this reflection resonates, consider sharing it with someone navigating a season of change. Subscribe for more reflections on leadership, growth, meaning, and the practice of living thoughtfully. #Leadership #LeadershipDevelopment #PersonalGrowth #SelfLeadership #Growth Steven Morris, CEO of Matter Consulting is an ever-curious life-seeker, brand and culture building expert, advisor, author, and speaker.  With over 27 years of entrepreneurial experience, he has served as a trusted advisor to over 3,000 business leaders and evolved more than 250 brands and cultures, including Google, Habitat for Humanity, Samsung, and Disney.  His best-selling book, "The Beautiful Business," and his widely read Insights blog are a testament to his consulting expertise in creating unignorable, magnetic, and sustainable companies. His diverse interests, including meditation, fine art painting, surfing, and beekeeping, infuse his work with creativity, soul, and a deep understanding of the human experience. You can find more podcasts and join 30,000+ other brilliant and soulful readers of his weekly INSIGHTS blog at MatterCo.

    Between “No Longer This” and “Not Yet That”

  8. Jun 8

    Good For What?

    In today’s episode, I reflect on a deceptively simple question that sits beneath many of the most important leadership decisions: good for what? The question emerged from a conversation with a CEO who walked away from an acquisition that, by every conventional measure, appeared to make sense. The market fit was strong. The capabilities were complementary. The board was supportive. Yet something about the decision felt wrong. That experience led me to a question Nietzsche often used when examining moral claims. Rather than asking whether something was right, he asked: good for what? It is a question that moves beneath the obvious arguments and forces us to examine the framework we are using to evaluate a decision in the first place. Many leaders spend significant time analysing options but very little time questioning the assumptions that shape their analysis. Growth, scale, efficiency, and consensus are often treated as unquestioned goods. Yet some of the most significant strategic mistakes occur when those assumptions go unchallenged. Drawing on insights from both Nietzsche and Jung, I explore why leadership often requires more than data and logic alone. Sometimes the most valuable signal is the one that arrives early, quietly, and without a fully formed explanation. The challenge is learning when that signal deserves our attention. Join me as I explore: • Why "good for what?" may be one of the most important questions a leader can ask • How unexamined assumptions shape strategic decisions • The difference between growth and meaningful progress • What Jung's perspective on responsibility can teach leaders • Why some opportunities become distractions despite looking attractive on paper Key Takeaways: • Strategic mistakes often begin with an unquestioned definition of what is "good" • Growth and scale are not always aligned with long-term success • Effective leaders examine the assumptions behind their decisions • Genuine inner guidance tends to increase responsibility rather than reduce it • The best decisions are often the ones that survive the hardest questions If you enjoyed this episode, subscribe, share it with a colleague, and leave a review. Your support helps more leaders discover these conversations. #Leadership #DecisionMaking #Strategy #ExecutiveLeadership #LeadershipDevelopment #BusinessLeadership Steven Morris, CEO of Matter Consulting is an ever-curious life-seeker, brand and culture building expert, advisor, author, and speaker.  With over 27 years of entrepreneurial experience, he has served as a trusted advisor to over 3,000 business leaders and evolved more than 250 brands and cultures, including Google, Habitat for Humanity, Samsung, and Disney.  His best-selling book, "The Beautiful Business," and his widely read Insights blog are a testament to his consulting expertise in creating unignorable, magnetic, and sustainable companies. His diverse interests, including meditation, fine art painting, surfing, and beekeeping, infuse his work with creativity, soul, and a deep understanding of the human experience. You can find more podcasts and join 30,000+ other brilliant and soulful readers of his weekly INSIGHTS blog at MatterCo.

    Good For What?
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5
out of 5
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About

Many business owners strategize the purpose and function of their business, but few strive to make it “beautiful.” Each week, listen in as Steven Morris and his guests discuss brand, culture, and business strategies that will create new ways to shape your beautiful business. If you are ready to evolve your business from functional to beautiful, this is the podcast for you.

Information

  • Creator
    Steven Morris
  • Years Active
    2021 - 2026
  • Episodes
    64
  • Rating
    Clean
  • Copyright
    © 2021-2024. Matter Consulting, Inc. and Steven Morris. All rights reserved.
  • Show Website
    Beautiful Business