The Forward Thinking Podcast, Powered by FCCS

FCCS
  • 5.0 (10)
  • Management
  • Updated Biweekly

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. 3d ago

    The New Social Code: Human Advantage in the Age of AI

    There is no question that artificial intelligence is changing the way we work. It can give us information in seconds, help us solve problems, generate ideas and accomplish tasks faster than ever before. But if AI can give us so much, so quickly, what becomes more valuable? The answer lies in something profoundly more human: our relationships. This episode of the Forward Thinking Podcast features Nicole Brusewitz, VP of Leadership Development, Learning, and Consulting Services, FCCS, and Greg Pryor, co-author of The New Social Code. In this episode, Greg and Nicole explore strategies for staying relevant and connected in the age of AI.    Episode Insights Include: Why does social capital matter?  Human capital is the sum of our training, education, and experiences.  Human capital is where leadership development tends to focus – who am I and what do I have to offer?  Social capital turns outward to consider our relationships with others – what can we learn and gain from each other?   Relational resources between people include access to ideas, access to decision makers, career advice, and more.  Consider Post Malone- by leveraging his social capital, he transformed from a rapper to the top of the country charts in one summer.    The benefits of network and social capital 49% of success is based on social capital, yet emphasis is regularly placed on human capital.  A strong social network gives you access to relationships that can benefit your career.  Network is not the same as networking – your network gives you access to innovation, information, and the ability to thrive.  The concentric circles of a network create your complete support system, from intimate relationships to familiar faces.    Navigating AI with human relationships  Greg's new book offers insight into the relationship between humans and AI.  Human relationships are more important than ever as AI technologies are introduced into the world.  There is incredible career anxiety regarding AI, but strong human relationships can help navigate and master the unknown.  A new social code is going to be unlocked as positive collaborative consequences are discovered.  The way we intentionally and authentically connect with each other will help us bring the potential of this new technology into the world.   How to succeed quickly in a new role It takes on average 3-4 years to replicate a high-performer's network.  Fast-movers can replicate a high-performer's network in a matter of months by utilizing three types of trust.  Benevolence trust is created amongst teams who know you care.  Performance trust is shown through competence with clients.  Integrity trust is demonstrated through predictability in deeds and words.    Creating intentional connections in the workplace There are two types of networks- bonding networks with those that we are physically closest to in the building, while bridging networks connect us to diverse networks in a greater context.  Social agility is the ability to move intentionally and authentically from bonding to bridging networks based on what needs to be done.  Connections are just as important as ability in the workplace.    The role of relationships in influential leadership In most organizations, energizing influencers play a pivotal role in affecting change. This handful of people has a significant impact on the success of the entire organization.  The social capital piece of a project can increase the likelihood of its success by half.  Similarly, the lack of social capital can unintentionally undermine a project before it even begins.  Understanding and appreciating the impact of social capital can influence your team and your projects significantly.  Appreciate others, celebrate their successes, and make introductions wherever possible.    This podcast is powered by FCCS.   Resources   Connect with Greg Pryor   Get in touch – info@fccsconsulting.com   "Social capital is the relationships you've nurtured over time and the network that gives you access to successful and beneficial relationships." — Greg Pryor   "In the age of AI, we are about to unlock what we know through who we know." — Greg Pryor   "The way we intentionally and authentically connect with each other will help us bring the potential of this new technology into the world." — Greg Pryor   "There are a lot of positive collaborative consequences to this age of work." — Greg Pryor

  2. Sep 30

    The Genius in the Work

    Most of us have experienced two kinds of work: the kind that energizes us, and the kind that feels exhausting, even when we're perfectly capable of doing it. And when we're faced with working with others' strengths and priorities, things can get complicated fast. This episode of the Forward Thinking Podcast features Paula Horwitz, VP of Event Management, FCCS, and Ryan Gray, Master Facilitator of Working Genius and expert on turning differences into strengths instead of a source of frustration. Ryan will be a Keynote Speaker at the 2026 FCCS Director Leadership Conference. Together, Ryan and Paula discuss harnessing work energy, personalities versus productivity, and what it takes to lead a thriving, successful team.   Episode Insights Include: Common talented team struggles Super talent can be confused with efficient teamwork. An overemphasis on team weaknesses prevent teams from working together as efficiently as possible Often, teams focus on labels that highlight flaws instead of features, such as 'overworked'  instead of productive'.    Why do leaders overlook the draining aspects of work? Capability and desire are two different things- just because someone is good at something doesn't mean they want to do it all day long. Working competencies are the work that we do well, whether or not we love it. Working frustrations have the tendency to drain us more rapidly. Leaders tend to assume that everyone is happiest when they are simply doing the things they love, rather than doing the things that provide opportunities for growth.    What makes people productive?  Consider whether the right people are doing the right work at the right stages of the work process. Productivity starts when leaders stop expecting everyone to be good at everything Each team member should be assigned to best-fit work for increased energy and fulfillment.   Navigating team member differences Every team member brings their own preferences and personalities. Leaders who are creative in their feedback verses those who are critical will see very different results in the satisfaction and productivity of their team. Differences can be utilized in effective ways once they are positively identified.   Signs for leaders to look for Pay attention to energy just as much as performance. Nonverbal cues can offer insights into whether the work is the right fit. Watch for clues of burnout in team members.   What changes when key contributions are identified?  Increased self-awareness is present and lends itself to improved teamwork. Better questions are easier to ask when strengths are identified. A visual representation of team dynamics can help identify strengths and areas for change. Team dynamics can be tweaked and improved with Ryan's advice. AH-HA moments come as productivity tools and assessments are utilized.   This podcast is powered by FCCS.   Resources   Connect with Ryan Gray   Get in touch – info@fccsconsulting.com   "Just because you're good at something doesn't mean you should spend your entire working life doing it." — Ryan Gray   "Capability doesn't always equate to true joy, energy, and fulfillment." — Ryan Gray   "Productivity starts when leaders stop expecting everyone to be good at everything." — Ryan Gray   "The Working Genius focuses on productivity over personality through a lens of joy and fulfillment." — Ryan Gray   "Leaders: get relentlessly curious about yourself and about the people you lead." — Ryan Gray

    The Genius in the Work

  3. Sep 16

    Leading through Change: The Power of Connection

    Change is inevitable, but how we lead people through change can make all the difference. Creating connection doesn't mean having all the answers or making every difficult situation easier, it means creating an environment where people feel seen and heard, while still providing the clarity, consistency, and direction teams expect from their leaders. This episode of the Forward Thinking Podcast features Paula Horwitz, VP of Event Management, FCCS and Jessica Yaffa, internationally-recognized healthy relationships expert, speaker, trainer, and relationship coach. Together they discuss the power of connection, how leaders can help employees, customers, and communities navigate uncertainty while still moving the organization forward.    Episode Insights Include: Common change misconceptions  Misconception #1- Only positive change can make a real difference.  All change matters and requires us to create a space for what is lost and what is gained. Misconception #2- Acknowledging what is hard will make a situation feel even heavier.  Talking about hard things can actually make hard things feel easier.  Misconception #3- Demonstrating vulnerability leads to a loss of credibility.  Research shows that leaders who are able to acknowledge their limitations lead employees to feel more seen and valued.    Lessons learned from Ted Lasso Acknowledge what you don't know.  Ask for support from others.  Support others in feeling valued and listened to.  Acknowledge when you are struggling without blaming others.  Create space for others to struggle.  Treat vulnerability as a connector.    Pivot with vulnerability in mind Lean into opportunities to acknowledge common hard times.  Create space for others to share their feelings.  Remind your team that you are all in this together.  Leaders need to help others feel seen, heard, and understood.    Communication tools for stressful times Carve out one-minute connection check-ins with your team members.  Recall team members' recent experiences that you can follow up on.  Ask "How can I support you?" Walk the walk and talk the talk through your example.  Consider what must be communicated to provide transparency.    Authentic ownership of leadership decisions Leaders need to balance vulnerability and transparency with upholding organizational principles and company expectations.  State the connection facts first, followed by the new information. "I appreciate that we are already spread thin, and this is what is now expected of us."  Allow time for team concerns before moving on to solutions.  Clearly state whether you are seeking consensus and ideas or simply allowing for feelings to be shared.  Set clear expectations to more productively interact with your team.    Behaviors of trusted leaders Influential leaders are more powerful when they carefully handle the things that don't go well.  Show up in ways that make it clear that you are taking care of yourself and ready to support others.  Acknowledge your shortcomings and move forward accordingly.  Connective language creates trusted, reliable, compassionate leaders that people feel motivated to follow.    This podcast is powered by FCCS.   Resources   Connect with Jessica Yaffa – Jessica Yaffa   Get in touch – info@fccsconsulting.com   "All change requires us to create a space for what is lost and what is gained." — Jessica Yaffa   "Leading with vulnerability is one of the greatest ways to gain and maintain trust with those around us." — Jessica Yaffa   "Connection language creates trusted, reliable, compassionate leaders that people feel motivated to follow." — Jessica Yaffa

  4. Jun 19

    Building Compelling Storylines

    Most listeners give a communicator a mere 30 seconds to set a message direction for their storyline. How can you quickly set the hook? Today's podcast focuses on strategies to frame a message quickly to keep the listener involved and engaged. This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton, and Hurst Williamson, author and Head of Sales and Executive Coach at Sally Williamson & Associates. Their conversation addresses the art and science of storytelling, its place in business communications, and how to begin mastering the skill of storytelling.    Episode Insights Include: Storytelling as a critical leadership skill Storytelling is the best way to make sure someone can repeat back to you your own message. There are two key parts to storytelling that make a story stick.  Content and style both matter in your message.  People will form 11 impressions of you in 7 seconds.  A listener can't separate your content and your style.    Common communication mistakes Just because you said it, doesn't mean they heard it.  A truly important message should not only be said once.  Authenticity in communication is essential.  You cannot talk your way around authenticity with your listeners.  You're not communicating until the listener understands.    Starting with context Why does your solve make sense?  If a listener doesn't understand why a conversation is happening, they can't hear why you are offering solutions.  Setting the stage is essential to a successful conversation.  Flexible frameworks are ideal, rigid scripts simply don't work.  Questions shouldn't trip you up no matter which slide you're on.    Building connection through communication Authenticty allows a leader to bridge challenging gaps.  Hard conversations can be made easier with connection.  There has to be a balance between empathy and business stragety.  Communication will help you get an an unhappy listener to a place of understanding.  Empathy and a clear message are key points of communication.    Mastering the Q & A session  Q & A is the most important part of your message because it's the last thing the listener hears.  You can establish yourself as a thought leader in the Q & A.  Take ownership of each question and decide which parts of it you're going to answer.  Your responses in a Q & A is critical to your credibility.    Simple first steps Consider your intention behind being an effective storyteller.  Your intent will make an impact every time. Ask for feedback and whether your listeners actually understand you.    This podcast is powered by FCCS.   Resources   Connect with Cameron Burford – Cameron Burford   Get in touch – info@fccsconsulting.com   "Storytelling is the best way to make sure someone can repeat back to you your own message." — Hurst Williamson   "Communication is a lifelong journey." — Hurst Williamson   "Communication allows a listener to understand the thinking behind it." — Hurst Williamson   "These are the moments when you can build the most trust with your listeners." — Hurst Williamson   "Your intent will make an impact every time." — Hurst Williamson

    Building Compelling Storylines

  5. Jun 4

    Before the Miss: Using Data to Lead Through Agricultural Uncertainty

    Today's conversation hits at the heart of what many lenders are feeling, but aren't saying out loud. The pressure on farmers right now is real and increasing, and it is showing up on lender balance sheets. The question is no longer if risk will surface, but when and how prepared are we to see it coming? Do you know how to lead through uncertainty without waiting for the warning signs to become problems? This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton and Cameron Burford, Managing Director of SaaS at Growers Edge. Their conversation focuses on the role that data, land intelligence, and proactive risk management can play in helping leaders move from reactive to resilient.    Episode Insights Include: Insights into the ag market The ag market is in a downturn nationwide. The farm credit commitment to support farmers in good times and bad holds true in today's cycle. Forecasts for 2026 are not promising. What, if anything, will get planted this year?   The lender risk of dropping farmland values The borrower's balance sheet is the farmland collateral coverage. Deteriorating land values decrease favorable ratios significantly. Factors that contribute to risk before stress is visible. Missing payments is not the first sign of risk. Catching early indicators gives lenders time to do something about it.   Understanding adverse assets  Definitions for key adverse asset terms. Recognizing the early indicators of a higher risk profile can position lenders to effectively partner with farmers. Workouts and adverse assets have a negative relationship with borrowers.   Lessons for Midwest lenders  High-profile bankruptcies in California can provide lessons for Midwest lenders. Input and commodity pricing, as well as geopolitical risks, are affecting balance sheets and land value. Leading lenders are watching land values and other leading indicators.   The cost of reactive mode Direct costs will show up on spreadsheets. By being proactive, high costs can be avoided. Subsequent time can be spent helping farmers grow their operations. Every dollar tied into cleanup is an hour spent not serving the farmer.   The role of land intelligence and collateral data in a portfolio's health Data can paint a living picture of a borrower's portfolio. Insights available today are vastly different from those of the past. Risk profiles are more robust today because of better data. Lenders need to focus on "seeing, saying, and serving" their borrowers.   Proactive risk management culture A proactive risk management culture can be a company's greatest growth engine. A team that is all growing in the same direction should be the goal. Winning looks like acknowledging that you can position yourself for success now.   This podcast is powered by FCCS.   Resources   Connect with Cameron Burford – Cameron Burford   Get in touch – info@fccsconsulting.com   "These factors can contribute to risk before stress is even visible." — Cameron Burford   "If you can catch these early indicators, you can do something about it." — Cameron Burford   "Every dollar tied into cleanup is an hour spent not serving the farmer." — Cameron Burford   "Lenders need to focus on 'seeing, saying, and serving' their borrowers." — Cameron Burford

    Before the Miss: Using Data to Lead Through Agricultural Uncertainty

  6. May 7

    Navigating Leadership Transitions

    For leaders, growth often means change. Throughout a career, many leaders step into a new role, expand their responsibilities, and have a larger scope of influence. Moving into a new role doesn't always mean that leadership evolves in the way it needs to. This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton and Nicole Brusewitz, FCCS VP of Leadership Development, Learning and Consulting Services. Together, they discuss navigating the growth and change that comes with leadership responsibilities, including how leaders show up, how they influence others, and how their leadership must evolve as their scope expands.   Episode Insights Include: The challenging part of leadership transitions There is more to effective leadership transition than simply stepping into the role. Leadership transitions are often treated as structural shifts. The most critical shift happens internally – not what you are doing but who you are being. Many leaders fail to transform how they lead. Transformation is about identity, not just responsibilities.   Why do transitions feel so hard? When leaders move into bigger roles, they often focus on responsibilities instead of visibility. Recognition that your every day behaviors are shaping the system is essential. The higher you go in an organization, the more your leadership is defined by what you enforce, not what you intend. Leadership skills are not the same as technical skills.   Visibility in today's remote workforce Your team doesn't experience your intent, they experience their interpretation of your behavior. Silence easily creates susption and storytelling about leadership intention. Fast moving leaders may be trying to create intention while the team views it as being left behind. The unseen interpretation of leadership behavior creates a wide and fast gap in times of transition.   Unintentional culture shaping Culture is shaped by a leadership interpretation gap. Both in-person and remote workers need to clearly know what their leaders are trying to enforce. Communication about work styles is essential in effective leadership. Name what you are doing to reinforce what you are enforcing.    Leaders who let go Leaders may need to let go of old habits that are no longer serving their new role.  Redefine what 'being helpful' means – solving every problem creates dependency and being an expert limits others.  Set expectations, create clarity, and let others think and own their decisions.  Effective leaders allow others to develop their own expertise.    Shaping environment instead of managing work Effective leaders don't simply manage tasks, they shape conditions.  Strategies include reinforce standards, modeling accountability, and ensuring trust.  Leaders who only transition roles stay busy, while leaders who transform stop doing the work and start enabling it.  Consider how you can coach rather how you can play.    Leadership transformation is an identity shift Competence is not the issue with effective leaders.  You can transition your title in a day, but transforming how you lead takes time and intention.  What got you here won't get you there.  Being the expert is not all that matters, leveling up means your team doesn't need you for every answer.  Effective leaders build a team who can perform without you.    This podcast is powered by FCCS.   Resources   Connect with Nicole Brusewitz – Nicole Brusewitz Leadership Journeys   Get in touch – info@fccsconsulting.com   "Transformation is about identity, not just responsibilities." — Nicole Brusewitz   "The higher you go in an organization, the more your leadership is defined by what you enforce, not what you intend." — Nicole Brusewitz   "As leaders we have intention, but our teams only see our behavior." — Nicole Brusewitz   "You can transition your title in a day, but transforming how you lead takes time and intention." — Nicole Brusewitz

    Navigating Leadership Transitions

  7. Apr 20

    Brave Conversations. Better Outcomes.

    The ability to have difficult conversations is one of the most essential skills of an effective leader. Whether addressing performance, navigating conflict, or working through disagreements, the way the conversation begins often determines how it will end. This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton and Jeannie Clinnkenbeard, Director and Senior Leadership Consultant at FCCS. Their conversation is centered around the importance of approaching these moments with greater intention and skill. They explore practical ideas that can help turn tense conversations into productive dialogue, and highlight the value of brave conversations for individuals, teams, and organizations.   Episode Insights Include: What to think about before a critical conversation The 60-second gamechanger asks, 'What do I want out of this conversation?' Positive intent focuses on a win-win scenario. Share your intent with the other person to set the right tone.  If you focus only on winning, you will not have much success. Consider how you can learn, solve and grow together.  Defensiveness might result if your intent isn't framed in a mutually positive way.    Next step, share facts After stating your intent, share the facts surrounding the situation.  Separate your perceived stories and emotions from the facts.  You can reduce the temperature in the conversation with your words. Spiraling stories can escalate conflict.    Check the stories you're telling yourself Our stories drive our emotions, so tell them carefully.  The villain story blames the other person.  Question what you are making up to tell the story. Challenge your assumptions about your stories.  Stop MSU- Making Stuff Up- and stick with the facts.    Strategies for constructive engagement The 50/50 approach invites the other person to share their thoughts and concerns.  Ask neutral, open-ended questions.  When emotions are high, it can be hard to engage.  If the other person is shutting down, pause the content and focus on empathy and understanding.  Ask clarifying questions to keep the other person engaged.  Stick with the conversation even if it gets uncomfortable, within reason.    Encouraging difficult conversations in others If you see that a difficult conversation needs to happen between two other people, encourage the first steps.  Volunteer to role-play through the conversation.  The impact of difficult conversations can be critical to a team's success.  The ability to have tough conversations respectfully is a gamechanger.  The person who has the ability to speak up is the most useful person in the room.   This podcast is powered by FCCS.   Resources   Connect with Jeannie Clinnkenbeard – Jeannie Clinnkenbeard   Get in touch – info@fccsconsulting.com   "The more your conversation is focused on a win-win scenario, the more likely the outcome is going to be positive." — Jeannie Clinnkenbeard   "When going into tough conversations, our words don't have to be perfect, they just have to be positive." — Jeannie Clinnkenbeard   "Every human being has the fundamental need to be heard." — Jeannie Clinnkenbeard   "The person who has the ability to speak up is the most useful person in the room." — Jeannie Clinnkenbeard

    Brave Conversations. Better Outcomes.

  8. Mar 25

    Innovation Mindset

    Innovation is a word we hear often, but how often to we ask what it means in practice? Is innovation focused on technology, product development, and disruption; or is it more about how leaders think, collaborate, and create connections for those new ideas to take root? This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton and SystemX MC and FCCS Atlanta Home Lending keynote speaker, innovation coach, and author Steve Lerch. Together they consider the importance of mindset in unlocking the innovation in any industry, how innovation really happens, and strategies for overcoming the obstacles that often hold companies back. Steve shares surprising ways that AI is changing the innovation landscape and strategies that leaders in agriculture and finance industries can employ to foster more innovating thinking on their teams.    Episode Insights Include: Becoming an innovation philosophy expert Steve's time as the innovation philosophy teacher at Google didn't start with a job listing.  Steve had conversations with internal and external clients about innovation flourishing.  Although he's not a technical expert, Steve's passion for innovation was clear.  Innovation starts with people, culture, and leaders.    Innovation strategies at Google Google employs both explicit innovation platforms and cultural elements.  20% projects allow employees to work on topics they feel are worth pursuing.  Immersion Day opened different employees to connect and learn from each other.  Innovation is derived from openness and collaboration.  Consider what is possible – one meeting a month or one hour a week?   Overcoming common innovation failings Many conceptual innovation building blocks are agreed upon but not understood.  How do the most junior employees in your organization feel empowered to innovate? Leaders cannont have the best intentions without taking practical steps.  Resources and time have to put toward out-of-the-box thinking.  Leaders need to communicate their intention to move forward with innovation – a simple email will do the job.  Make it easy for employees to share ideas with an ideas email address or suggestion box.    Innovation in the age of AI  AI is going to change every job function.  It allows humans to do everything better and faster and with more resources.  Simple brainstorming processes can be accelerated with AI.  Consider AI as an idea engine, not just a problem solver.  AI is the closest thing to creative that any technology has ever been – utilize it.    Innovation and collaboration  Best practices and SOPs can be limiting to innovation.  Problems that are solved are not always being improved.  Imagine every process as a Version 1 that has an improved possibility.  Don't automatically assume processes are best practices.    Driving innovation in ag Every industry believes they are uniquely resistant to change.  Ag is a uniquely lifelong industry, and that presents challenges.  Innovation is both scientific breakthroughs and individual routine improvement.  Small changes can make a big difference in innovation.  Remember, your industry and individual challenges are less unique than you think.  The perfect final product should not be the only goal to continually work toward.  Utilizing free AI tools now is the first step to mastering expensive AI tools later.  Leaders need to set an inspiring example of innovation.    This podcast is powered by FCCS and brought to you by AgVantis.  Resources   Connect with Steve Lerch – Steve Lerch   Get in touch – info@fccsconsulting.com   "Innovation starts with people, culture, and leaders. The robots and AI come later." — Steve Lerch   "Innovation culture is derived from openness and collaboration." — Steve Lerch   "Innovation is both scientific breakthroughs and small change improvements." — Steve Lerch   "Leaders need to carve out time for innovation conversations." — Steve Lerch

    Innovation Mindset
See All (89)

Trailer

5
out of 5
10 Ratings

About

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.

Information

You Might Also Like