Curious as Hell

Tyler Chisholm
  • 0,0 (0)
  • Gestion
  • Série

The podcast where relentless curiosity meets leadership transformation. Hosted by Tyler Chisholm—entrepreneur, CEO, and lifelong learner—Curious as Hell is the go-to podcast for leaders, innovators, and trailblazers who believe that asking the right questions can unlock new possibilities in business and life. In each episode, Tyler sits down with top executives, entrepreneurs, and thought leaders to explore how curiosity fuels innovation, builds stronger teams, and drives personal growth. Whether it's uncovering the leadership strategies behind top-performing companies, unpacking the mindset shifts that foster resilience, or challenging conventional wisdom, Curious as Hell delivers actionable insights that help you lead with confidence and creativity. If you're a growth-minded leader looking for fresh perspectives, practical strategies, and inspiring conversations that push boundaries, then you're in the right place.

Épisodes

  1. Curious as Hell S01E01: Your Team Stopped Telling You The Truth. Here's Why.

    Épisode 1

    Curious as Hell S01E01: Your Team Stopped Telling You The Truth. Here's Why.

    A leader who thinks they have all the answers is not leading. They are performing certainty, and that performance has a price. Tyler Chisholm is the founder of clearmotive, the author of *Curious as Hell: Leading and Growing with Curiosity*, and the host of this new podcast series. In this first episode, fellow podcaster and former journalist Leah Sarich turns the mic on Tyler to surface the origin story behind the book, the philosophy behind the show, and the very specific, very costly moments that convinced him certainty is the real risk in leadership. What emerges is a candid account of how a leader who once believed he had all the answers learned, painfully and more than once, what that certainty actually cost. Tyler walks through the pool cue story from when he was 19, the failed business sale from his early 30s, the fixed vs. growth scorecard he built during COVID, and the results he has seen at clearmotive, including a significant increase in profit margin with 10 fewer full-time staff. Key themes from this episode: Why certainty, not ignorance, is the most dangerous thing a leader can carry into a room. The distinction is uncomfortable, but Tyler makes it plainly: you can be uncertain about something you know nothing about, or you can be certain about something you have misunderstood completely, and the second one is the one that will cost you. What the leadership 360 actually revealed, and why the feedback "Tyler, you're showing up asking questions you already know the answer to" landed harder than any performance review. The gap between performing curiosity and practising it is where most leaders quietly live. How the facts vs. feelings framework cuts through the noise in difficult meetings. When Tyler walks through this exercise, the point becomes clear: most of what leaders call a problem is actually a feeling they have not yet examined. What psychological safety actually means in practice. Not a feelings discussion. Not a culture initiative. The freedom to dissent, and the moment-by-moment test of how a leader treats the person who uses it. Why self-curiosity is the only legitimate starting point, and what it looks like to build it through low-tech, deliberate practice. How Microsoft's transformation under Satya Nadella illustrates the business case for curious leadership at scale, from billion-dollar to trillion-dollar company. Chapters: 0:00 — Introduction 2:37 — How podcasting opened the door to curiosity 7:28 — The risk of certainty: season 1 theme 10:45 — The rutabaga: what is on the book cover and why 15:33 — The pool cue story: an early lesson in not pretending 18:53 — When certainty cost everything: the failed business sale 21:16 — The fixed vs. growth scorecard 23:36 — Why the current leadership model is breaking down 26:47 — Curiosity as a cure for leader burnout 29:07 — What curiosity looks like on a Wednesday 33:27 — Listening as the engine of curiosity 38:55 — Psychological safety: the freedom to dissent 47:00 — Curiosity checkpoints 47:24 — Real results at clearmotive 52:37 — The Microsoft story 52:52 — What Tyler hopes leaders take away 54:24 — What to expect from Curious as Hell Connect with Leah Sarich Learn more about clearmotive  If this conversation was useful, subscribe wherever you listen and leave a review. It helps more leaders find the show. ★ Support this podcast ★

    57 min
  2. Curious as Hell S01E02: The Leadership Lessons I Didn't Learn Until 3,000 Employees

    Épisode 2

    Curious as Hell S01E02: The Leadership Lessons I Didn't Learn Until 3,000 Employees

    When a senior leader retires, their phone stops ringing. Almost immediately. Iggy Domagalski noticed this and built his entire personal mentorship network around it. He maintains relationships with between 10 and 15 mentors and connects with each of them every six months with a written list of questions. The group most willing to give their time was available and brought value to every single conversation.  That is one idea from this conversation. The rest is equally powerful. Iggy was part of the team that acquired Tundra Process Solutions in 2006 and scaled it to 150 people before its acquisition, then spent four years as CEO of Wajax, one of Canada's oldest companies at 168 years old. He came in as an outsider, visited 80 of the company's 100-plus branches in his first three months, and spent the next four years learning what actually happens when you try to shift the leadership culture of a 168-year-old organization. Not everything landed the way he intended. He is honest enough to say exactly what he would do differently. Key themes from this episode: On the hubris of the early leader: "I just had some opinions on things, the way I thought that things should be done based on not very good information or experience." That line from Iggy is worth sitting with.On the recently retired mentor sweet spot: when someone exits a senior role, their phone stops ringing almost overnight. If you are the one calling, you have their full attention and the benefit of everything they learned.On culture change and unintended consequences: a leadership initiative meant to strengthen culture started to erode the performance expectations beneath it as the language spread deeper into the organization. Iggy walked it back deliberately and explained how.On making decisions without perfect information: "We don't have all the information here, but this is good enough. This is what we're doing. And when we walk out of here, we need everyone aligned and singing from the song sheet."On the think day: Iggy has been scheduling deliberate, phone-off, handwritten thinking sessions at a coffee shop for years. Every single time, he left telling himself it was the best use of his time. Every single time, the urgency of the week pulled him back.On closing the feedback loop: when a decision does not work out, telling your team "here is what we changed and why, and here is the new outcome" goes further than most leaders realize.Chapters: 0:00 — Welcome and Iggy's background1:02 — The risk of certainty: how leaders get addicted to having the answers2:56 — When you grow past 50-75 people and lose the pulse4:23 — Hubris: opinions dressed up as knowledge5:23 — Mirror moments: how you actually figure out you're the problem7:53 — Mentor Mike and the 26-year business partnership10:10 — "So how often are you going to come out here?" "Well, never."11:26 — Picking up behaviours you admire without becoming someone else12:33 — How critical mentorship is at every stage of a career13:25 — Finding the right mentor at the right level15:20 — The roster of 10-15 mentors and why recently retired leaders are the best16:25 — "The king is dead, long live the new king"17:35 — Why Iggy stopped giving advice and started telling stories19:48 — Asking: whose decision is this really?20:27 — Narrowing the fairway: values and strategy as guardrails21:35 — How hard is this to undo? The reversibility test22:55 — Closing the feedback loop: telling people what changed and why23:22 — RACI and why consulted and informed are the underrated columns25:14 — Coming in as the underdog: building credibility as the new Wajax CEO25:48 — 80 branches in 3 months: going to the front lines first26:40 — No written values at a 163-year-old company27:31 — "People First" and how it got weaponised29:49 — What it actually takes to course-correct culture at scale32:39 — The previous CEO Mark: directive versus collaborative leadership34:33 — Inheriting a team that expects clear marching orders37:40 — Why new leaders bring their own people (it's not what you think)40:41 — Remote work before and after COVID43:35 — Creating space for people to think: the hardest leadership challenge44:24 — The think day: Iggy's deliberate practice at the coffee shop46:06 — The manager who said he was too busy to think48:04 — Five minutes of preparation changes every conversation49:07 — Tyler's ChatGPT mock podcast hack on the way to the ski hill50:00 — The Copilot prompt that builds a weekly briefing on everyone you're meeting52:11 — React vs. reflect: "sometimes poorly."55:08 — The HiPPO: pulling quiet voices into the room56:06 — "Start your sentence with: I'm not an expert in this, but..."57:13 — Making decisions without perfect information and walking out aligned59:47 — Teaser: the CEO and the board1:01:15 — The sabbatical, the twins, and country living1:04:56 — Closing advice: run your own raceConnect with Iggy: linkedin.com/in/iggydomagalski Learn more about what we do at clearmotive.ca/ If this conversation was worth your time, subscribe wherever you listen and leave a review. It takes two minutes and it helps more people find the show. ★ Support this podcast ★

    1 h 7 min
  3. Curious as Hell S01E03: No Grade 11. 170 Investor No's. The Decisions That Built the Company

    Épisode 3

    Curious as Hell S01E03: No Grade 11. 170 Investor No's. The Decisions That Built the Company

    Nobody would hire her. So she listed herself on Kijiji for $22/hour and built a company from that. Nine years later, she was signing exit papers, and she could not tell a single person it was happening, not even her wife. This is the version of that story she could not tell while it was happening. Bobbie Racette founded Virtual Gurus in 2016 after being turned down for every job she applied for as a queer, Indigenous woman in tech. She built it from a Kijiji posting with no grade 11 education and no playbook, through 170 investor rejections, into a VC-backed company she exited nine years later. She is now the chair of Queer Tech and the Indigenous Prosperity Foundation, and is building Tapwi, a FinTech platform for underserved founders named after the Cree word for truth. This conversation does not tell the version of the story that looks good on LinkedIn. It goes into the cost of hiding your identity, the people-pleasing trap that stalls real growth, and what it actually takes to process an exit when you cannot talk about it with anyone. Key themes from this episode: On the risk of certainty: Bobbie admits she was so fixed on where the business was going that she almost missed where it was actually heading. Certainty without curiosity nearly cost her the company.The moment she stopped hiding: A young trans woman showed up at her three-person office after hearing Bobbie on the radio and said she had saved her life. That was the day Bobbie decided to tell her story fully, every time, and everything changed.Building a culture around story: The employees who joined in the final three years of Virtual Gurus were not there for the paycheck. They were there because they had a story, and they felt it was the place where their story would be accepted.The people-pleasing trap: "I tried to make everybody happy versus understand the risks that needed to go. And I think that's where mistakes happen." It was not until Bobbie stopped trying to bring everyone along that the real growth started.Choosing to learn from the exit: She blamed the board, she blamed the new CEO, and then she chose differently. "I could choose to learn, or I could choose to really hate this. And I chose to learn from it."Tapwi and what comes next: Tapwi means truth in Cree. It is a FinTech-style platform for underserved founders, built to give them the resources and honest information Bobbie did not have when she started.Chapters: 0:00 — Welcome and Bobbie's story0:50 — "I started Virtual Gurus because nobody would give me a job."1:16 — Queer Tech and the Indigenous Prosperity Foundation2:52 — The financial literacy board game and Walk Together program4:53 — The risk of certainty in the early founder days6:13 — Learning from mistakes before they go too far7:30 — Blind ignorance and brute force: what early founders actually need9:21 — The pivotal realization: the company only grows as much as you do9:49 — The 170 nos and why she stopped hiding her identity11:28 — The radio show, the trans woman, and the moment everything changed13:33 — Building a culture around authenticity and story15:28 — Psychological safety at scale: what leaders carry16:37 — The people-pleasing trap and when growth actually started19:34 — Passing the baton: knowing when it is time to go21:24 — From throwing spaghetti to calculated risks23:46 — What success really looks like versus how it looks on social media25:58 — The dual track: raise or sell, stepping into a president role28:25 — The hardest part of the exit: not being able to tell the team29:47 — Blaming the board, then choosing to learn instead31:07 — Self-help books, ceremony, and digging deeper33:17 — The last eight months: the hardest period34:23 — Money as trauma in the Indigenous world37:14 — The bias leaders carry: the belief that you're always right38:13 — Coaching vs. correcting: helping people shine41:42 — Leading up and leading down: the hardest leadership challenge45:16 — Knowing when you're no longer the right fit47:00 — The journey of self and losing the passion48:10 — Non-negotiables for the next venture50:28 — Boundaries: learning to say no52:23 — Not a victim: owning the exit completely53:36 — Tapwi: truth in Cree, and what she's building next56:11 — The book and the documentary58:29 — What Bobbie is most curious about nowConnect with Bobbie: linkedin.com/in/bobbiejoracette Learn more about what we do at clearmotive.ca   If this conversation was worth your time, subscribe wherever you listen and leave a review. It takes two minutes, and it helps more people find the show. ★ Support this podcast ★

    1 h
  4. Curious as Hell S01E04: She Walked Away from a Merger After Two Years. Then Became CEO of a Pro Sports Team.

    Épisode 4

    Curious as Hell S01E04: She Walked Away from a Merger After Two Years. Then Became CEO of a Pro Sports Team.

    In 2021, Canada won Olympic gold in women’s soccer. Yet the country still did not have a professional league. At the 2023 FIFA World Cup, Haiti and Canada were the only countries without female domestic leagues. But Canada finally has one. The Northern Super League had its first season last year, in 2025. Lara Murphy is the co-founder, president, and CEO of the Calgary Wild FC, one of the league’s founding teams, and she is dedicated to helping build this team and this new league.  Before that, Murphy co-founded Ryan Murphy Construction, becoming one of the few women to own a commercial construction company in Canada. She is still running her company 18 years later, in addition to her role in professional soccer. Murphy started out as a soccer player. She was recruited out of New Brunswick at age 17 and played in England, long before a professional path existed for women in this country.  This conversation covers what happens when purpose collides with the realities of building a business, how you hand off the company you built from scratch, and why the hardest leadership skill is not strategy or vision, but patience. Key themes from this episode: Lara Murphy on what it takes to be first: being the first pro women’s team in Alberta means there is no one ahead of you to learn from, no template, and no forgiveness for the same mistake twice.The identity trap of the early-stage founder: most of us get rewarded early in our careers for how many bricks we can pile, and the shift to leading the people who pile bricks is harder than it sounds.The Ryan Murphy Construction merger she walked away from after two years into the process at Ryan Murphy Construction: the day she thought her career was falling apart turned out to be the day it truly began. She sat by the river in Inglewood, convinced it was the worst day of her life, and a year later, she knew it was the best decision she had ever made.Losing sleep as a leadership signal: “When I lose sleep, I know I’m human, and I want that; I want to feel that. I want to have that emotion.”On imposter syndrome at the leadership level: 80% of people have it, and 20% lie about it. Lara treats it as a signal that something real is about to happen.Creating space for every voice in the room: the loudest voices are the ones heard most often, and that is not the same thing as the best ideas.Why keeping girls in sport matters past the pitch: girls drop out of sport at four times the rate of boys, typically around age 13-14, and 94% of women in C-suite roles played competitive sport.Chapters: 0:00 — Welcome and Lara's background0:47 — Calgary Wild FC: entering season two1:13 — From commercial construction founder to sports franchise CEO2:44 — Being the first: Alberta's first pro women's team and no playbook3:31 — Grace periods, stakeholders, and season two expectations4:41 — Risk and certainty in a brand new role7:57 — Skills you build and the ones you have to turn down8:17 — Walking out into the bowl at the first-ever match9:43 — How Lara's soccer past prepared her for this moment10:47 — Managing a flood of information without losing direction11:50 — Purpose vs. business: why great causes can fail13:18 — Trust and letting go: from founder to delegator14:43 — The moment you stop being the bottleneck17:05 — Ordained yourself vs. chosen: the psychology of the role18:29 — Deliberate self-development: was it a coach, or something harder?19:08 — The merger she walked away from after two years21:47 — Mentorship and the loneliness of leadership22:30 — Hard decisions and why losing sleep is a good sign24:20 — Handing the keys to Ryan Murphy Construction27:23 — Being first means getting the most arrows28:12 — Getting comfortable being uncomfortable29:03 — Imposter syndrome: 80% of people have it, 20% lie31:28 — Never underestimate your amplitude as a leader32:11 — Monday morning boundaries and showing up as your best self34:05 — Purpose, passion, and why the financial model has to match the heart37:16 — 1.1 million viewers: the business case for women's sport39:56 — React vs. reflect: balancing urgency and patience44:48 — Pulling quiet voices into the room: the Pebble leadership session46:14 — What organic connection looks like: the autographed hoodie50:08 — What's next in Lara's own leadership journey52:07 — Buying a t-shirt cannon, then pitching a multimillionaire: the same day54:20 — Why girls drop out of sport at four times the rate of boys55:19 — 94% of C-suite women played competitive sport57:43 — Closing Connect with Lara: linkedin.com/in/laralmurphy Learn more about what we do at clearmotive.ca If this conversation was worth your time, subscribe wherever you listen and leave a review. It takes two minutes, and it helps more people find the show. ★ Support this podcast ★

    58 min
  5. Curious as Hell S01E05: The Leader With the Fewest Blind Spots Wins. Not the Smartest. Here's Why.

    Épisode 5

    Curious as Hell S01E05: The Leader With the Fewest Blind Spots Wins. Not the Smartest. Here's Why.

    The skills that got you promoted are the same ones quietly strangling your team's potential. Jayson Krause spent eight years as a funded national team bobsled athlete before discovering that the most important performance arena is not a track. It is the room where a senior leader decides whether to solve a problem or ask a question. Since 2010, he has worked with CEOs, founders, and senior executives across Canada and the US, and his message is consistent: curiosity is not a soft skill. It is an operational discipline with a measurable ROI. This conversation goes directly at the habits, reward systems, and hidden costs that keep smart leaders stuck, and the framework for getting unstuck. Key themes from this episode: The three triggers that bring leaders to coaching: the board mandate, the proactive edge-seeker, and the nightmare that wakes you up at 2 am. Mandated coaching rarely works. Pain is what actually creates space for real change.The Awareness, Intention, Experiment, Reflection (A-I-E-R) model: how to move from reaction to reflection before you blow it, borrowed from elite sport and applied directly to leadership behaviour.The seduction of solving: every time you answer a question your team could have answered themselves, you get a dopamine hit and they lose a development opportunity. The habit is well-intentioned and quietly destructive.Relational equity: your engagement problem is not a culture problem. It is a measurement problem. Jayson explains what to track instead.The meerkat story: a COO described by his team as the Grim Reaper rebuilt his entire reputation in six months through deliberate, specific work. This is what that actually looks like.What happens when you ask your team "What would make this the best year of your professional career?" and actually wait for the answer: most leaders have never asked it. Most teams have never been asked. Chapters: 0:00 — Introduction1:29 — Jayson's path: from national team athlete to executive coach3:57 — Coaching without having been there: the asset nobody talks about6:18 — The three triggers for coaching9:32 — Why leaders default to tactics over self-awareness11:56 — The question every leader needs to sit with13:41 — "Subtle is significant": the bobsled lesson that changes how you run a team19:01 — How values get weaponized — and what to do before it happens22:14 — The AIER model: awareness, intention, experiment, reflection27:35 — The dopamine trap: why you keep solving problems that aren't yours to solve33:09 — The risk of certainty (and the illusion hiding inside it)40:27 — The CFO who became the Grim Reaper — and then became a meerkat49:05 — Relational equity: the only engagement metric that actually matters54:29 — Joe's story: what happens when a leader refuses the narrative1:03:15 — The skin-covered Petri dish: why the leader's culture is always ground zero1:09:02 — Canada vs. the US: same humans, different appetite for investment1:11:16 — Jayson's parting challengeConnect with Jayson Krause: linkedin.com/in/jayson-krause  Learn more about Level 52  Brought to you by clearmotive marketing Enjoyed this episode? Subscribe on Spotify or Apple Podcasts and leave a 5-star review, it helps more leaders find the show. ★ Support this podcast ★

    1 h 13 min
  6. Curious as Hell S01E06: She Led as CEO for 6 Months Without Knowing If She'd Get It

    Épisode 6

    Curious as Hell S01E06: She Led as CEO for 6 Months Without Knowing If She'd Get It

    The habits that made you an exceptional doer are the same ones quietly working against your team now. Jennifer Lussier spent six years raising her hand for every available role at Platform Calgary, moving from contract advisor to COO after her tech startup failed in 2019. She ran the organization as interim CEO for six months while simultaneously competing in a formal three-interview search to make the role permanent, and was elected CEO two months before this conversation was recorded. This episode goes directly into what actually changes when the title changes, and why most of that change is subtraction. KEY THEMES FROM THIS EPISODE Making everybody a leader: Jennifer is building a culture at Platform where every team member, from VP to the person at the cafe counter, operates with a shared set of fundamentals: agency, resilience, adaptability, and mentorship. The goal is an organization where people make values-aligned decisions without waiting for direction from above. High stakes vs. low stakes: One of the most expensive habits in leadership is reading every situation as critical. Jennifer trained herself to ask the actual size of the risk before responding, and describes how reframing a media appearance as just answering a question to another human changed her performance under pressure. Transparent leadership with calibration: Jennifer leads with openness, including sharing the uncertainty of her own interim process with her team in real time. But she draws a deliberate line: shoulder the scary parts, communicate the known. Naming your bias before the meeting: When Jennifer has a gut read on a decision, she states it before the discussion starts. Here is my bias. Call it out. It removes the dynamic where the team performs agreement because the leader has already landed somewhere. The COO-to-CEO shift: The operational instinct to solve, fix, and stay in the details does not disappear when the title changes. Jennifer describes the deliberate work of pulling out of people’s business to focus on what only the CEO can do: build better leaders and look further down the road. Career trees: Platform is building multi-path career development internally, where team members can move across functions with an internal mentor guiding the transition. The goal is to send people out more capable than they arrived, even if that means losing them. CHAPTERS 0:00 — Introduction1:13 — What Platform Calgary does4:32 — Jennifer’s path: startup failure, advisory work, Platform7:28 — What capital L leadership actually looks like10:18 — Making everybody a leader: the fundamentals framework14:21 — High stakes vs. low stakes: reading the actual size of the risk16:00 — Transparent leadership: what to share and what to shoulder21:16 — The stories we tell ourselves and how they limit us25:04 — Career trees and building agency in your team27:09 — The 150-partner story: what belief does to performance34:29 — Making better leaders is the job now35:50 — What the COO has to let die for the CEO to grow40:52 — Self-regulation: keeping score for yourself44:15 — The interim process: applying for your own job51:28 — Vote for Jen: what transparency gets back55:29 — The watch: anchor and armour59:21 — Naming your bias before the discussion starts1:07:15 — Platform’s 2030 vision: beyond the echo chamberConnect with Jennifer Lussier Learn more about Platform Calgary  Brought to you by clearmotive marketing Enjoyed this episode? Subscribe on Spotify or Apple Podcasts and leave a 5-star review; it helps more leaders find the show. ★ Support this podcast ★

    1 h 11 min
  7. Curious as Hell S01E07: Retain Better. Burn Out Less. Build Teams That Don't Need You in Every Room.

    Épisode 7

    Curious as Hell S01E07: Retain Better. Burn Out Less. Build Teams That Don't Need You in Every Room.

    Season one of Curious as Hell asked one question: What does it really mean to lead today? Over six conversations, a pattern kept emerging. The leaders who were doing it well weren't the most credentialed or the most certain. They were the ones who had stopped pretending they had all the answers. In this final episode of Season 1, Tyler is joined by Meghan Donahoe, a PhD candidate in Industrial/Organizational Psychology and founder of Pebble, who steps in as co-host to help unpack what the season's guests were really saying. Together they work through three themes: Curiosity, Not Expertise; Relational and Co-Created; and Growth Through Reflection. Part 1: Curiosity, Not Expertise The guests who led best had learned, sometimes painfully, to stop leading from what they knew and start leading from what they were willing to find out. Tyler shares the 360 feedback that first cracked open his own leadership. Bobbie Racette talks about the tunnel vision of a startup founder who was moving one direction while the business quietly went another. Iggy Domagalski looks back at the opinions he confused for facts. Lara Murphy unpacks the real difference between asking for help and just delegating work. Meghan brings the research lens: why do leaders cling to expertise even when it is clearly not working? Part of it is identity. When you got promoted because you were the best at something, letting go of that thing can feel like letting go of the reason you are in the room. What you have instead of expertise, she argues, is the people around you. That is the resource. Part 2: Relational and Co-Created Jennifer Lussier's team made "Vote for Jen" stickers when she was interviewing for the CEO role she had been filling as interim. That story, Tyler says, does not require an engagement survey to interpret. Meghan builds on it: the research keeps pointing to the same thing, that the relationship with your manager is the primary driver of whether someone stays, contributes, or quietly leaves. Jayson Krause calls it relational equity and argues that most organizations are measuring the wrong thing entirely. Lara Murphy shares the moment her team told her to go prep for a big presentation instead of joining the call. She did not need to be in the room. The team had it. Tyler and Meghan argue that this is what letting go actually looks like in practice. And then the harder version: what do you do when your door is always open but no one ever walks through it? Meghan is direct: that is a cop-out. Leadership is not waiting for people to come to you. It means walking out of your own door first. Part 3: Growth Through Reflection This section starts with Iggy Domagalski and his think day: a few hours at Starbucks, phone off, handwritten notes, specific problems on paper. No laptop. Just tea and uninterrupted thinking time. Meghan connects it to the research on sustained high performance. The leaders who do not burn out tend to have what she calls an "other world," something completely separate from work that creates a flow state: a tango dancer, a clarinet player, a tractor on a rural property. Bobbie Racette talks about what it took to stop being the victim of an acquisition and choose to learn from it instead. Three or four months of sitting with it before the reframe clicked. Tyler connects it to what Meghan's PhD research keeps returning to: the interior condition of the leader is the foundation on which everything else is built. Jayson Krause closes it out with the AIER framework: a cycle that starts with awareness and moves through intention, experiment, and reflection. It is the operating system of a leader who is actually growing instead of just grinding. This is the episode to start with if you have not listened yet. And it is the episode to come back to once you have. Connect with Meghan Donahoe, PhD (ABD), founder of Pebble. ★ Support this podcast ★

    1 h 56 min
  • 7 épisodes

À propos

The podcast where relentless curiosity meets leadership transformation. Hosted by Tyler Chisholm—entrepreneur, CEO, and lifelong learner—Curious as Hell is the go-to podcast for leaders, innovators, and trailblazers who believe that asking the right questions can unlock new possibilities in business and life. In each episode, Tyler sits down with top executives, entrepreneurs, and thought leaders to explore how curiosity fuels innovation, builds stronger teams, and drives personal growth. Whether it's uncovering the leadership strategies behind top-performing companies, unpacking the mindset shifts that foster resilience, or challenging conventional wisdom, Curious as Hell delivers actionable insights that help you lead with confidence and creativity. If you're a growth-minded leader looking for fresh perspectives, practical strategies, and inspiring conversations that push boundaries, then you're in the right place.

Informations

  • Création
    Tyler Chisholm
  • Années d’activité
    2 k
  • Épisodes
    7
  • Classification
    Contenu explicite
  • Copyright
    © 2025 clearmotive marketing group
  • Site web de l’émission
    Curious as Hell