The Human Advantage Podcast

Adam Kleckner
  • 5.0 (3)
  • Society & Culture
  • Updated Weekly

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 We challenge outdated systems that reward sameness and instead focus on cognitive diversity, lived experience, and intentional alignment as drivers of real business outcomes.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. 1d ago

    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

  2. 4d ago

    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

  3. Oct 2

    Episode 033 — Curiosity, Career Pivots, and Startup Life with Megan Lentz

    A conversation with Megan Lentz on unconventional career paths, partnerships rooted in empathy, and why curiosity and real-world experience can tell you more about someone than a resume. Host: Tia Kleckner (CEO at LinkTech), Adam Kleckner (Head of Strategy at LinkTech) Summary:Megan Lentz didn’t follow a straight line into startups. Her path took her through photography, real estate, sales, and cybersecurity before joining Corgi as a Startup Partnerships Manager. A dinner conversation and a LinkedIn message opened the next door. In this conversation, she explores what career pivots teach you, why partnerships need mutual benefit, and how work trials let candidates assess a company while the company assesses them. Her through line: stay curious, ask questions, and be willing to try something unfamiliar. Main Topics: - From real estate to tech — how skills travel across industries- The dinner conversation and proactive outreach that led to Corgi- What passion projects reveal that resumes leave out- Empathy as the foundation of partnerships, not just a sales technique- Work trials as a two-way test of skills, expectations, and environment- Culture add vs. culture fit — and why growing teams need different perspectives- Wearing multiple hats without losing sight of the company’s purpose- Using AI to explore questions without giving up human curiosity Intriguing Quotes: “Working with a company that knows their why is also very important.” “No problem is not my problem, is how I like to look at it.” “If you don’t ask questions throughout your experiences, like you’re not gonna continue to learn.” “I think mine would probably say that I’m a very curious person.” Key Moments: [01:03] The unconventional career path: chemistry ambitions, photography, real estate, and the move into tech. Each chapter added something useful to the next. [05:45] The outreach that changed her direction: after meeting Corgi’s CEO at dinner, Megan followed up on LinkedIn. Sometimes confidence starts with someone encouraging you to take the shot. [08:36] What wasn’t on her resume: a real estate transaction platform she was experimenting with through vibe coding. A personal project became a conversation about what excited her. [13:33] Partnerships start with empathy — understand the other person’s bottlenecks and make sure both sides benefit. Otherwise, it’s just a transaction. [18:20] Why Megan values work trials: seeing someone work reveals more than interview answers, and candidates get to experience the environment before committing. [23:08] Different backgrounds help teams question familiar patterns. As a company grows, more of the same isn’t always what it needs. [29:41] The many-hats mindset: recruiting, partnerships, sales, operations — and doing the dishes. Shared goals mean being willing to help beyond your job description. [31:28] What never shows up on Megan’s resume: curiosity. Learning to ask more questions changed how she learns, works, and steps into unfamiliar roles. Concepts: Transferable skills; culture add vs. culture fit; two-way work trials; empathetic partnerships; curiosity-led learning Connect with Megan Lentz:LinkedIn: https://www.linkedin.com/in/megmarielentz/ Connect with The Human Advantage Podcast:LinkedIn: https://www.linkedin.com/company/thelinktech/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

    Episode 033 — Curiosity, Career Pivots, and Startup Life with Megan Lentz

  4. Sep 29

    Episode 032 — The Psychology of AI Adoption with Sharon Pollard

    A conversation with Sharon Pollard on the emotions behind AI adoption, the changing role of HR, and why successful workplace transformation depends on psychological safety, experimentation, and human judgment. Host: Adam Kleckner (Head of Strategy at LinkTech), Devon Walker (Head of Recruiting at LinkTech) Summary:Sharon Pollard originally planned to become a psychotherapist. A series of corporate roles led her to organizational psychology and a different calling: understanding what helps people thrive at work. Now a VP of People at CloudZero, she is putting that perspective into practice with AI—including learning GitHub and creating customized HR tools. Sharon shares how teams can experiment with confidence, connect projects to business priorities, and address the fear and comparison that technology alone cannot resolve. Main Topics: The path from clinical psychology to people leadership Balancing empathy, business understanding, and operational discipline in HR How AI is changing roles and encouraging collaboration across departments Why human judgment becomes more important as AI produces more work An HR leader learning GitHub and creating tools tailored to her organization Psychological safety as a foundation for experimentation The confidence, insecurity, and comparison behind AI adoption CloudZero’s Thursday Builds and learning through shared examples Connecting AI projects to business needs, security, and governance Intriguing Quotes: “Anyone that says they have it all figured out, I call BS.” “That human judgment piece is more important than ever in every single position.” “You need a space where you feel empowered to experiment.” “There's a lot of education before doing.” “When you use AI, it needs to come with intent.” “Don't pretend you know. This is hard.” Key Moments: [01:38] Sharon’s career shift: finding a way to combine her interest in psychology with meaningful work inside organizations. [04:37] The intersection of machines and people: AI is changing how teams collaborate and opening up work beyond traditional role boundaries. [07:58] Her approach to HR: empathy and operational rigor both matter, alongside respect, security, and business partnership. [13:04] Why faster output demands stronger judgment—and how Sharon taught herself GitHub to create tools for her organization. [15:57] A practical example: an internally developed performance app tailored to how employees work, learn, and interact with managers. [18:17] Experimentation needs safety. People are more willing to try, learn, and fail when they do not feel judged or threatened. [24:03] Thursday Builds: a weekly, 30-minute showcase where employees share AI projects tied to their business priorities. [24:59] A recruiting example: a Claude skill connected to Ashby helps the team assess pipelines and surface potentially relevant candidates across roles. [28:00] Start with intent: identify the work taking up time and ask how AI could improve quality and progress toward a real goal. [30:59] Responsible experimentation requires partnership with IT and security, organized resources, and ongoing review. [35:14] What leaders should stop pretending to know: how to guide resilient teams through AI transformation without asking for help. [36:26] What never appears on Sharon’s resume: childhood moves, language barriers, and adversity that shaped her patience and empathy. Concepts: Organizational psychology; psychological safety; human judgment; change management; AI governance; collaboration across departments Connect with Sharon Pollard: LinkedIn: https://www.linkedin.com/in/sharon-pollard-77818a53/ Connect with The Human Advantage Podcast: LinkedIn: https://www.linkedin.com/company/thelinktech/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

    Episode 032 — The Psychology of AI Adoption with Sharon Pollard

  5. Sep 25

    Episode 031 — What Jiu-Jitsu Teaches Us About Learning and Leadership with Vimal Bisundial

    A conversation with Vimal Bisundial on creativity, ego, and the patience required to improve—exploring how lessons from martial arts translate into better coaching, stronger teams, and more thoughtful leadership. Host: Devon Walker (Head of Recruiting at LinkTech), Adam Kleckner (Head of Strategy at LinkTech) Summary: Vimal Bisundial’s career spans animation, storytelling, and product design, including work at the NBA. Outside work, he spent roughly 14 years earning his jiu-jitsu black belt. Those worlds share a common thread: observing people, solving problems, and experimenting long enough to improve. Vimal explains why expertise doesn’t automatically make someone a good teacher, how an obsession with outcomes can block learning, and why protecting a team matters as much as pushing it forward. Main Topics: - Keeping childhood creativity alive into adulthood- Moving from animation to product design as a change in medium- The community, persistence, and humility behind a black belt- Why losing does not mean you aren’t learning- Separating personal identity from performance outcomes- Learning to coach instead of repeating how you were taught- Managing up, prioritizing work, and protecting teams from burnout- Pattern recognition across art, design, and martial arts- When ego supports confidence—and when it prevents growth Intriguing Quotes: “I wasn’t nearly as good as I thought I was. But I also wasn’t nearly as bad as I felt.” “There’s a time to be competitive and there’s a time to sit back and learn.” “Outcomes matter, of course, but they’re just incomplete signals.” “You need to protect your team and allow them the space to do what they need to do.” “It can give you confidence, but it could also stop you from learning.” Key Moments: [01:26] Creativity as something to preserve: Vimal credits an environment that kept encouraging the imagination he had as a child. [03:07] From animation to product design: the medium changed, but the work still centered on shaping someone’s experience. [04:14] The long road to a black belt: consistent training, self-doubt, and a community that kept him coming back. [09:23] A humbling realization at purple belt: there are always more levels, more skilled people, and more to learn. [12:09] When results become identity, experimentation stops. Vimal explains why allowing mistakes creates room for growth. [13:53] Being skilled wasn’t enough to teach well. Watching students struggle to retain techniques pushed him to study how people learn. [20:18] Directing a team’s attention: question deadlines, understand business impact, and have honest conversations about priorities. [23:38] A successful delivery can hide an exhausted team. Outcomes alone don’t tell you whether the process is sustainable. [27:53] The connection between creative work and martial arts: patterns, constraints, adaptation, and personal expression. [31:00] How weekly pandemic Zoom conversations about art and music grew into animation projects and client work. [36:12] Ego isn’t automatically good or bad. The skill is recognizing when confidence helps and when humility is needed. [37:40] What never appears on his resume: reading people under pressure and distinguishing confidence from competence. - Concepts: Motor learning; iterative coaching; managing up; process versus outcome; creative problem-solving Connect with Vimal Bisundial: LinkedIn: https://www.linkedin.com/in/vbisundial/ Connect with The Human Advantage Podcast: LinkedIn: https://www.linkedin.com/company/thelinktech/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

    Episode 031 — What Jiu-Jitsu Teaches Us About Learning and Leadership with Vimal Bisundial

  6. Sep 22

    Episode 030 — What Hiring Metrics Miss About People with Mary Hudson

    A conversation with Mary Hudson on relationships in recruiting, the limits of AI screening, and how empathy, thoughtful interviews, and the right environment help overlooked talent succeed. Host: Adam Kleckner (Head of Strategy at LinkTech), Tia Kleckner (CEO at LinkTech) Summary:Mary Hudson wanted to become a buyer at Bloomingdale’s. A friend’s introduction to recruiting changed her path. Nearly 25 years later, her work across agencies, corporate teams, and complex technology environments still comes back to understanding people. Open about her own neurodivergence and hearing loss, Mary explains why dashboards miss the value of relationships, how interview pressure can hide capability, and what happened when she challenged a proposed performance plan and advocated for better support. Main Topics: From retail ambitions to a career in talent acquisition Recruiting as a partnership with candidates and the business Recognizing transferable skills and potential beyond a perfect resume Why more calls and submissions do not necessarily produce better hires The candidate experience when automation replaces personal connection Where AI can help—and where Mary believes human judgment remains essential Giving candidates time, grace, and different ways to communicate Examining support and environment before labeling someone a poor performer Authenticity, curiosity, and the satisfaction of helping others succeed Intriguing Quotes: “Sometimes it’s your job to influence potential as well as just what do they have on the table today.” “They’re interviewing us too.” “We should be helping them to win.” “We are just two humans having a conversation in a coffee shop.” “Embracing different ways of communication.” Key Moments: [03:30] Mary’s unexpected start: a friend leaves Bloomingdale’s for Robert Half and introduces her to a profession she knew nothing about. [07:16] The recruiter as a true business partner: advocating for someone’s potential instead of requiring perfection on paper. [09:28] Mary’s concern about technology: proficiency with recruiting tools can start taking priority over collaboration and candidate care. [13:52] A candidate tells Mary she is the first recruiter who really heard him—and the only one he expects to remember his name. [16:13] Why activity keeps getting rewarded: reports make volume visible while the work behind strong relationships is harder to capture. [21:06] What screening needs to uncover beyond technical ability: how someone solves problems, collaborates, and might thrive within a particular team. [23:17] Adam challenges the assumption that having no questions at the end of an interview means a candidate lacks interest or curiosity. [27:16] Mary’s interview opening: help people relax, explain that questions are optional, and create room for an honest conversation. [29:38] From a possible performance plan to a promotion: Mary pushes leadership to examine whether a neurodivergent employee has received the support they need. [33:41] Lightning round: too much weight on pipeline size, human oversight in role-fit decisions, and different communication styles as a normal part of work. [36:11] What never appears on Mary’s resume: her care for people and the joy she gets from seeing them win. Notable Resources: Concepts: Candidate advocacy; transferable skills; recruiting metrics; neuroinclusive interviews; workplace accommodations; environment and performance; human judgment in hiring Connect with Mary Hudson: LinkedIn: https://www.linkedin.com/in/mary-hudson-966157/ Connect with The Human Advantage Podcast: LinkedIn: https://www.linkedin.com/company/thelinktech/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

    Episode 030 — What Hiring Metrics Miss About People with Mary Hudson

  7. Sep 18

    Episode 029 — Unshelved: Recognizing Hidden Potential with Dr. Calvin McDowall

    A conversation with Dr. Calvin McDowall on recognizing overlooked talent, earning trust, and developing people who can lead confidently long after you leave the room. Host: Adam Kleckner (Head of Strategy at LinkTech), Tia Kleckner (CEO at LinkTech) Summary:Dr. Calvin McDowall’s first leadership lessons came from his grandfather in St. Vincent and the Grenadines—learning to care for a household and discovering that growing peanuts takes patience. Those lessons carried into more than two decades of military service and a career in healthcare technology. The author of Unshelved explains how leaders help people see their own potential, why accountability depends on trust, and what it takes to create teams that thrive without constant supervision. Main Topics: Childhood lessons in responsibility, patience, and developing others Why caring for healthcare technology teams ultimately supports patient care Recognizing burnout behind conversations about daily operations Seeing potential beyond someone’s title or industry experience Preparing teams to keep going when their leader is absent How consistency, care, and keeping your word earn trust The difference between accountability and control Helping people borrow confidence until they develop their own Unshelved: turning overlooked potential into purposeful action Intriguing Quotes: “Leadership… happens long before authority is given.” “My patients are my team.” “Leaders who build accountability develop people who can think, decide, and lead without them.” “Sometimes people have to borrow confidence from the leaders until they develop their own.” “The world is a library. You are a book.” “Listen with curiosity.” Key Moments: [01:51] Where leadership began: an eight-year-old Calvin learns responsibility from his grandfather, long before receiving any formal authority. [03:46] The peanut lesson: growth takes patience. Calvin connects the experience to developing people who become leaders themselves. [06:22] “My patients are my team.” Taking care of the people maintaining medical equipment is part of taking care of patients. [07:42] Looking beyond the work conversation: Calvin notices a manager’s distress and makes room to address burnout and recovery. [15:45] Trust under pressure: volunteers step forward to join Calvin on a dangerous supply convoy in Iraq. [16:43] The military lesson that shaped his approach to succession: the mission must continue even when the leader cannot. [20:34] Trust as an adhesive: like the repair on his old radiator, a strong bond needs time to set—and consistent behavior to hold. [22:48] Control creates bottlenecks. Accountability means developing people who can think, decide, and act with confidence. [26:16] Before Calvin became a sergeant, his leaders were already calling him one. Their belief helped him recognize his own potential. [28:32] What it means to be “unshelved”: bring the knowledge, experience, and potential inside you into action. [33:46] What never appears on his resume: his faith in God and his belief in what he can accomplish through leading people. Notable Resources: Unshelved by Dr. Calvin McDowall: https://a.co/d/09r1O00E Concepts: Mentorship; succession planning; trust and accountability; leadership development; recognizing hidden potential Connect with Dr. Calvin McDowall: LinkedIn: https://www.linkedin.com/in/calvinmcdowall/ Website: https://www.drcalvinmcdowall.com/ Connect with The Human Advantage Podcast: LinkedIn: https://www.linkedin.com/company/thelinktech/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

    Episode 029 — Unshelved: Recognizing Hidden Potential with Dr. Calvin McDowall

  8. Sep 15

    Episode 028 — AI Tests Your Leadership with Brittany King

    A conversation with Brittany King on responsible AI, allyship, and the leadership decisions that shape trust—exploring the human cost of automation and the courage to slow down before moving forward. Host: Adam Kleckner (Head of Strategy at LinkTech), Tia Kleckner (CEO at LinkTech) Summary:Brittany King is an AI and future of work strategist, keynote speaker, and founder of Amplify Allyship. With nearly 20 years in HR, she connects allyship to the choices organizations make about technology, opportunity, and people. In this conversation, she explains why AI adoption starts with defining success, how decisions made in boardrooms affect people in break rooms, and why kindness, curiosity, and dissent matter more as technology advances. Main Topics: How single motherhood and personal adversity shaped Brittany’s approach to resilience Why checking a box isn’t inherently bad—and where meaningful allyship goes further Turning allyship into business practices that help everyone contribute D-Risk AI and assessing downstream consequences before deployment Why adopting more tools does not automatically create better leadership The financial, human, and reputational costs of AI decisions Disability inclusion and transparency in AI-assisted hiring and performance decisions AI realism beyond both hype and doom Kindness, constructive dissent, and the courage to say no Intriguing Quotes: “The future isn’t automated, it’s decided.” “A lot of times decisions happen in the boardroom without feedback from those in the break room.” “In the world of AI, everything is figure outable and no one has it figured out.” “AI first, human always.” “Human kindness is powerful medicine.” “I’m a dissenter by design.” Key Moments: [02:13] Brittany reflects on returning to university as a single mother and finding opportunity while bringing others along. [04:26] Her nuanced take on checkboxes: compliance has a purpose, but allyship also requires addressing the barriers that hold people back. [08:54] How Amplify Allyship’s work expanded into AI strategy and a platform for exploring the consequences of adoption. [12:30] Start with the problem and define success. Brittany walks through audits, executive training, and scenario-based deployment assessments. [16:19] Why AI tests leadership: the strongest organizations decide how technology should operate before racing to adopt it. [17:16] The boardroom–break room gap: leaders make decisions while employees navigate very different levels of confidence with AI. [23:14] Where trust becomes fragile: AI’s role in disability hiring, performance decisions, and the need to disclose where human judgment remains. [27:34] AI realism: stay curious, question systems, and assess what helps rather than assuming technology will solve everything or destroy everything. [31:46] The human skill Brittany believes becomes more valuable as AI grows: kindness. [32:18] Courage means saying no when adoption comes at the expense of people, communities, or culture. [33:22] What never appears on her resume: a willingness to question the status quo and challenge groupthink. Notable Resources: Amplify Allyship: https://amplifyallyship.com D-Risk AI — Brittany’s platform for exploring AI deployment scenarios and downstream impacts Concepts: NIST AI Risk Management Framework; responsible AI; decision intelligence; AI realism; human oversight Connect with Brittany King: LinkedIn: https://www.linkedin.com/in/brittanykingbk/ Connect with The Human Advantage Podcast: LinkedIn: https://www.linkedin.com/company/thelinktech/ Special Announcements: Brittany shares plans for an executive exchange in Houston in November. Follow her for details. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

    Episode 028 — AI Tests Your Leadership with Brittany King
See All (37)

Ratings & Reviews

5
out of 5
3 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