The Human Advantage Podcast

Adam Kleckner

The Human Advantage Podcast Where culture is built, not claimed. Most companies talk about culture, diversity, and performance. Few design for them. Hosted by the LinkTech team, The Human Advantage explores how companies can move beyond checkboxes and build teams around how people actually think, communicate, and contribute. We challenge outdated systems that reward sameness and instead focus on cognitive diversity, lived experience, and intentional alignment as drivers of real business outcomes. Each episode dives into culture add over culture fit, the ROI of diverse thinking, the hidden cost of misalignment, and how leaders can design workplaces where people thrive and performance compounds. If you believe people are not interchangeable—and that how someone thinks is a strategic advantage—this podcast is for you.

  1. 21h ago

    Episode 041 — Beyond Engagement Scores: Making People Feel Valued with Darren Ford

    A conversation with Darren Ford on seeing the person behind the job title, why strong performers don’t automatically make strong managers, and the everyday actions that help people feel genuinely valued.Host: Adam Kleckner (Head of Strategy at LinkTech), Devon Walker (Head of Recruiting at LinkTech)Summary:Darren Ford’s career has taken him from advertising sales to running a school in Bulgaria, teaching young people leadership skills, and leading corporate talent development. Across those experiences, one theme kept resurfacing: how people treat one another matters. In this conversation, Darren questions whether engagement surveys are solving relationship problems, shares the management mistake that changed his approach to one-on-ones, and explains why valuing people has to become something you do—not just something you believe.Main Topics:Seeing the hopes, challenges, and ambitions behind workplace labelsWhy relationship problems need more than engagement programsDoing good work without making your job your whole identityDarren’s VALUE approach to treating people as unique individualsWhy dependable employees still need your time and attentionCareer progression that doesn’t force everyone into managementJob descriptions that explain how to lead—not just what to deliverPreserving dignity during difficult conversations and departuresIntriguing Quotes:“The greatest gift you can give somebody isn’t your advice, it’s your attention.”“It’s a relationship question, but the outcome is a program.”“The first question should be, would you like to do this?”“You’ve got to tell people why they’re valued and what they mean to you and what they mean to the organization.”Key Moments:[02:39] The through line: people. Darren explains why leaders need to look past labels and learn about the person underneath—even when time feels scarce.[05:58] From advertising to Bulgaria: a career disruption led Darren and his family overseas, then into youth leadership education and corporate talent development.[10:22] Rethinking engagement: instead of only asking whether employees feel engaged, Darren asks what people are doing to show others they matter.[20:42] VALUE in practice: see people as unique, allow grace, find connections, understand their perspective, and tell them why they’re valued.[22:36] The one-on-one he kept canceling: Darren thought leaving a reliable employee alone was a compliment. Her feedback revealed that his confidence in her wasn’t translating into attention or appreciation.[26:31] Before the promotion, ask the question: does this person actually want to manage people? Being excellent at the work doesn’t automatically mean wanting to lead a team.[30:40] The missing half of a management job description: technical responsibilities are detailed, but expectations for how to lead people often aren’t.[39:03] Dignity doesn’t end when employment does. Darren challenges companies to handle departures with the same care they claim to value every day.[42:20] One action to take today: text someone and tell them specifically why you value them. Darren shares how one message opened the door to repairing a strained working relationship.[44:17] What never appears on his resume: Darren’s faith and the belief that every person has dignity and worth.Book: 3 + 4 Equals Success by Darren FordFramework: VALUE OTHERSConcepts: Critical thinking; effective communication; continuous learning; regular one-on-ones; individual-contributor career pathsConnect with Darren Ford:LinkedIn: https://www.linkedin.com/in/darrenkford/Website and VALUE OTHERS challenge: https://www.darrenkford.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.

    Episode 041 — Beyond Engagement Scores: Making People Feel Valued with Darren Ford

  2. 3d ago

    Episode 040 — Remote Culture, Real Trust, and Seeing the Whole Person with Lisa Britto

    A conversation with Lisa Britto on intentional remote culture, paying for impact rather than location, and why inclusion means seeing the whole person—not just their resume or demographic category.Host: Tia Kleckner (CEO at LinkTech), Adam Kleckner (Head of Strategy at LinkTech)Summary:Lisa Britto planned to become a nurse until a medical diagnosis changed her path. The desire to help people stayed—and led her into organizational psychology and people leadership. Now leading people at Circle, she approaches culture through behavior, trust, and everyday decisions. In this conversation, Lisa explores what remote companies must make explicit, how her mixed-race identity shapes her view of inclusion, and why a young candidate from a shoe store deserved a chance that traditional hiring requirements would have denied her.Main Topics:From nursing ambitions to a people-first career in HRRemote by necessity vs. remote by designPaying for contribution rather than an employee’s zip codeWhy approachable, imperfect leaders can earn trustSeeing mixed-race identity as a whole—not separate boxesDiversity beyond percentages: whose voice actually gets heard?Recognizing potential outside traditional career pathsContinuous feedback, meaningful outcomes, and culture under pressureIntriguing Quotes:“We pay for work and we pay for the impact. We do not pay you for the zip code you’re gonna live in.”“Percentages tell you who’s in the room, but not who’s heard.”“Give them a real problem to solve. And then you can kind of see how their mind works.”“People wanna work for good humans. They don’t need to be perfect.”Key Moments:[01:47] The original motivation: watching her brother’s hospital experiences inspired Lisa to pursue nursing. When that path closed, helping people remained the priority.[06:57] Remote work requires intention: without hallway conversations or learning by observation, companies need clearer documentation, expectations, and opportunities to connect.[08:30] Impact over location: Lisa explains why Circle’s approach to compensation attracted her—and what it communicates about the value of someone’s work.[12:40] HR and the jangling keys: Lisa remembers conversations stopping when she entered a room. She wanted to be a trusted human, not a walking compliance warning.[19:06] “Am I enough of that one?” Lisa shares how separate identity groups can leave a mixed-race employee questioning where they belong instead of feeling included.[24:23] Who is actually heard? Representation numbers don’t tell you whether people feel safe challenging an idea or bringing a different perspective.[30:04] From shoe store to department manager: Lisa advocated for a young candidate without the requested call-center experience. Within roughly a year to a year and a half, that hire was managing the department.[36:50] Rethinking performance reviews: timely feedback gives someone something to act on now. An annual conversation shouldn’t be the first time they hear it.[40:58] Culture isn’t just the feel-good moments. It shows up in decisions, psychological safety, and how consistently leaders respond when things get difficult.Concepts: Industrial-organizational psychology; intentional remote work; location-independent pay; cognitive diversity; psychological safety; continuous feedback; internal locus of controlConnect with Lisa Britto:LinkedIn: https://www.linkedin.com/in/lisabritto/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.

    Episode 040 — Remote Culture, Real Trust, and Seeing the Whole Person with Lisa Britto

  3. Oct 23

    Episode 039 — What Poetry Teaches Us About Leadership and Connection with Rashad Rayford

    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.

    Episode 039 — What Poetry Teaches Us About Leadership and Connection with Rashad Rayford

  4. Oct 20

    Episode 038 — Beyond the Resume: Curiosity, AI, and Better Hiring with Ted Staeb

    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.

    Episode 038 — Beyond the Resume: Curiosity, AI, and Better Hiring with Ted Staeb

  5. Oct 16

    Episode 037 — Masking, Clear Feedback, and Neuroinclusive Management with Lee Judson

    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.

    Episode 037 — Masking, Clear Feedback, and Neuroinclusive Management with Lee Judson

  6. Oct 13

    Episode 036 — Creativity, Storytelling, and Leading Global Teams with Ben Cohen

    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.

    Episode 036 — Creativity, Storytelling, and Leading Global Teams with Ben Cohen

  7. Oct 9

    Episode 035 — Why More Control Won’t Fix Workplace Motivation with James Seechurn

    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.

    Episode 035 — Why More Control Won’t Fix Workplace Motivation with James Seechurn

  8. Oct 6

    Episode 034 — Scaling Teams Without Losing Trust with Jennifer Paxton

    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.

    Episode 034 — Scaling Teams Without Losing Trust with Jennifer Paxton
See All (43)

5
out of 5
4 Ratings

About

The Human Advantage Podcast Where culture is built, not claimed. Most companies talk about culture, diversity, and performance. Few design for them. Hosted by the LinkTech team, The Human Advantage explores how companies can move beyond checkboxes and build teams around how people actually think, communicate, and contribute. We challenge outdated systems that reward sameness and instead focus on cognitive diversity, lived experience, and intentional alignment as drivers of real business outcomes. Each episode dives into culture add over culture fit, the ROI of diverse thinking, the hidden cost of misalignment, and how leaders can design workplaces where people thrive and performance compounds. If you believe people are not interchangeable—and that how someone thinks is a strategic advantage—this podcast is for you.

Information

You Might Also Like