Transforming Work with Sophie Wade

Sophie Wade
Transforming Work with Sophie Wade

Sophie addresses current business conditions and explores ways to navigate the disruption. She shares informative insights and interviewing leading innovators who are providing or benefiting from transformative solutions that will allow companies to emerge with sustainable models, mindsets, and business practices. Find out how to transition to more effective, productive, and supportive new ways of working—across locations, generations, and platforms—as we harness these challenging circumstances to drive significant, multidimensional changes in all our working lives.

  1. MAR 27

    Stephen Dooley - Solving for Flexibility: A Creative, Cost-Saving Business Travel Model

    Stephen Dooley is Founder of Roamr, a corporate travel accommodation platform built for distributed teams. Merging insights from trust dynamics and the sharing economy, Stephen explains how a personal pain point led to an innovative travel solution rethinking cost structures and workplace needs. He shares how listening to customer feedback evolved the initial concept into a fresh approach to business travel that—being empathetic and practical—supports flexibility, connection, and culture while delivering measurable impact for businesses and employees alike.     TAKEAWAYS [01:22] Stephen studies commerce aligning early interests in business and entrepreneurship. [01:45] A year abroad gives Stephen an exciting experience and global perspective. [03:11] The year studying in the US sparks Stephen’s ambition and sharpens his interpersonal skills. [03:47] Graduate research initially focuses on financial technology and wealth management. [05:15] Stephen is interested in tech-related consumer psychology dynamics and adoption drivers. [06:25] The sharing economy reverses historical fundamental trust patterns and behaviors. [07:11] Younger consumers now influence their parents' tech-based adoption decisions. [08:34] Stephen takes a new role then the pandemic hits, requiring rapid learning. [09:28] A light bulb moment about new realities for travel, lifestyle and career compatibility. [09:47] A great workation opportunity is dashed by unaffordable accommodation. [10:42] Identifying remote work necessities reveal need for better infrastructure. [11:17] Location flexibility is widespread, but how to take advantage of new opportunities. [12:21] Societal tailwinds are behind Working From Anywhere and distributed work. [12:55] Roamr launches with an employee-focused offering home swaps for workations. [13:49] During customer discovery, many employers ask to apply the model to corporate travel. [14:20] Employees get alternatives to hotels, financially benefit, and firms save money. [14:52] Now business travel is more relationship-focused, so culture and collaboration benefits can outweigh reduced costs. [16:31] Travel expenses can be significant so more than 20% in savings is valuable. [17:09] Improved culture, engagement, and retention offer meaningful additional benefits. [19:21] More younger workers understand the Roamr concept and have much interest to connect and network. [20:09] Hosting income also helps employees towards meaningful financial goals. [21:04] Roamr aligns CFO cost savings priorities and CPO employee experience goals. [22:40] Global platform partners expand reach to over 100 countries. [24:31] Top talent understand their worth and if not offered flexibility will work elsewhere. [25:50] Finding the option(s) that work for each person—where is the middle ground? [28:08] Research revealed how taxi rides fostered long-term interactions. [28:46] Engineering connections by mapping users to have facilitated serendipity. [29:32] Adding personal networks to expand reach, connectivity, and flexible opportunities. [31:50] Employees can create and plan local events during work trips. [32:30] Visibility avoids missed connections among nearby remote coworkers. [33:15] Highlighting common interests to encourage sharing experiences while traveling. [34:11] In-person sales increase in relevance as AI outreach becomes oversaturated. [36:02] Commoditized business travel offers few incentives for employees to reduce costs. [37:15] Incentivizing smart booking combined with uplifts for culture and engagement. [37:47] Buffers in travel planning processes reveal hidden budget inefficiencies. [38:55] Roamr is a win-win choice – an optional, flexible alternative to hotels. [39:18] IMMEDIATE ACTION TIP – How can you think differently about business travel processes to avoid or reduce bloated costs?       RESOURCES   Stephen Dooley on LinkedIn Roamr’s website     QUOTES   “What if we could make work from anywhere, work from everywhere?”​  “It's a platform that helps companies save 30% on their corporate travel accommodation and we do that by paying employees instead of hotels.”​  “We believe that’s a way better way to build culture rather than a kind of team building awkward session in the middle of the office.”​ “So we’re not just saying we want to save money. We actually want to make the experience better, more intentional, more engaging.”​ “How do we find a way to give some flexibility, but also bring teams together and make it work?”​ “Everybody can send a million emails now. How are we going to stand out? How we're going to build those relationships?”​

    41 min
  2. MAR 14

    Kelli Lester - Leadership in Transition: Embracing Change, Vulnerability, and Feedback

    Kelli Lester is the Co-founder and Partner at Onyx Rising, a change management consulting firm. Kelli discusses how leaders can navigate uncertainty, empower their teams, and drive innovation. She highlights the importance of leaders’ vulnerability, adaptability, and inclusive decision-making in today’s evolving business landscape. Kelli draws from her experiences navigating mergers, workforce integration, and cultural shifts to offer insights for leaders wanting to improve workplace dynamics and foster meaningful collaboration. Kelli explores strategies for developing high-potential talent, bridging generational divides, and cultivating authentic leadership.     TAKEAWAYS   [01:50] Kelli studies communications to have her own TV show and develops her voice.   [04:00] Working for the Mayor’s office, Kelli needs to understand the pulse of the community.   [04:50] Kelli works at the Census Bureau exploring why people might not want to be counted. [05:54] The Mayor reinforces understanding and serving the community’s needs. [07:02] Mergers and acquisitions at Sara Lee reveal leadership challenges in cultural integration. [08:10] Required field experience to get promoted reveals assumptions that Kelli’s boss questions. [10:12] A human-centric leadership approach creates a more integrated company.   [11:01] Transforming the talent review processes to increase transparency and fairness. [12:00] Layoffs can be done with empathy, when leaders speak the truth and are authentic. [14:20] Organizations often rely on external voices, such as consultants, to challenge leadership. [15:08] A colleague’s feedback helps Kelli adapt and improve team collaboration. [16:46] Leaders must proactively understand individual motivations and work preferences.   [18:51] Modeling behavior as a leader is essential. [19:55] Organizational and personal “whys” drive lasting behavior change. [21:28] Self-awareness helps leaders recognize their thought process and expectations. [24:41] To create an innovative organization, it is vital to learn to seek and receive feedback.   [26:23] Leaders benefit from actively seeking input from those who challenge them. [29:18] Psychological safety enables innovation and trust through vulnerability. [31:56] Exposure to different perspectives strengthens emotional intelligence in leaders. [33:40] Kelli’s leadership model focuses on exposure, inclusion, understanding, and disruption. [34:59] Leaders can disrupt exclusionary behaviors and outdated leadership models. [36:22] Many companies talk about innovation but lack true commitment. [37:01] Risk-averse industries approach innovation as a necessity rather than an opportunity. [38:16] Think tanks help diverse teams generate innovative ideas and solutions. [39:16] Younger employees’ adaptability supports problem-solving and innovation. [39:47] Innovation thrives when integrated into culture, performance, and reward systems. [40:08] IMMEDIATE ACTION TIP: Modern leadership traits include self-awareness, seeking, receiving, and giving feedback, and promoting psychological safety     RESOURCES   Kelli Lester on LinkedIn   Onyx Rising’s website       QUOTES   "There isn't one way to lead. There are also two versions of the truth, right? Two truths can exist at the same time."   "Leaders must involve multiple layers in decision-making for better outcomes."   "We have to learn how to seek and receive critical or negative feedback."   "Exposure to difference is critical. Many times, people are navigating the world thinking everything is set up the same way for everyone."   "If you tell a leader, this is what good leadership looks like, you integrate it into your performance management, you have ways to reward that behavior, then you'll see more and more of it."

    42 min
  3. FEB 27

    Phil Kirschner - Strategic Productization of Work Experiences

    Phil Kirschner, Founder of PK Consulting, is an innovator at the intersection of employee experience, corporate real estate, organizational effectiveness, and technology strategy. Drawing on his background at Credit Suisse, WeWork, and McKinsey, Phil shares insights about professional and personal responses to workplace changes. He discusses leaders’ and employees’ intuitions and the frictions affecting trust. Phil explains the cultural impact of co-working environments and how a hospitality mindset helps achieve strategic human-centric productized work experiences to meet employees’ modern work needs.   TAKEAWAYS   [01:57] Phil shares his experiences in corporate real estate, workplace strategy, and employee experience. [02:45] Cost management taught Phil the importance of understanding workplace dynamics. [04:20] Phil loves the dimensions of workplace change recognizing people’s emotional responses. [05:41] How work-life integration can mean the physical manifestation of a policy in the work world. [06:38] Place is personal, affecting choices, relationships and how people communicate. [07:44] How office changes impact managers’ perceived control over their teams. [08:45] Executives visiting WeWork’s offices were often surprised by the energy and vibrancy. [10:12] Employees embracing the WeWork hospitality, community culture, and work patterns typically had better experiences than those who resisted. [14:00] How smaller companies smaller office investments allows them to be more responsive than large organizations which often struggle with underutilized space. [15:15] COVID revealed more humanity at work—executives were seen differently and trusted. [16:22] The Edelman Trust Barometer shows the first ever dip in trust in corporate leadership. [16:50] Employees’ and executives’ different intuition about what was ‘better before’ and for whom. [18:22] Discrepancies in pre-COVID experiences change expectations for new work environments. [19:22] Phil shares how a real estate company failed to extend workplace flexibility to frontline staff. [22:00] A critical missing question: what needs to be true to allow greater flexibility and not have core metrics dip? [24:40] Remote work enables business continuity and offer an operational risk mitigation framework. [25:00] Digital-first companies have better organizational health by adapting for being distributed. [25:45] Experiencing inefficient processes to develop metrics and optimize operations. [29:02] HR, IT, and Facilities Management need to collaborate to enable modern workplaces. [29:54] Work experience needs productization and someone in charge. [31:07] Real estate reporting to HR help shift the focus from cost control to employee experience. [32:35] Hospitality oriented experiences are typically revenue lines not expense related. [34:31] Companies with “virtual-first, but not placeless” mindset rethink workplace strategy effectively. [35:53] Many executives assume office presence is essential without analyzing why. [39:10] Organizational health and connecting business objectives and work experience. [40:30] How corporate cultures can connect and align employees with purpose enabling change. [43:06] IMMEDIATE ACTION TIP: The first questions to ask at the start of any good change program: who thinks something is wrong? What do they think is wrong? And who else knows?     RESOURCES   Phil Kirschner on LinkedIn Phil Kirschner, Contributor – Leadership Strategy, Forbes     QUOTES "Many employees are feeling gaslit when they hear leaders say, ‘It was better before,’ because that doesn’t resonate with them." "Trust in organizations dipped for the first time in Edelman’s latest trust barometer report." “When I walk into the building, if the experience of getting in or registering a visitor or attending event is, is not a great one, at that point, I do not know or care whose problem it is. I want one place to go easily and I want a hospitality feeling in the response to that, which is really difficult for groups that are viewed as an expense.” “The companies that say place isn't the thing, then tend to come back around with much more interesting and studied uses and new designs of place, whether that's somebody's house, whether that's a coworking space, whether that's an “office” that they retain for gathering purposes, right? These are the same companies that tend to staff up on workplace experience. They staff up on customer success for tools, they staff up for gathering.”

    45 min
  4. FEB 13

    Ashley Proctor - Coworking: A Movement and Catalyst for Innovation and Community

    Ashley Proctor, Founder of Creative Blueprint, Coworking Canada, and COHIP, is one of the founders of the coworking movement. She shares her experiences designing coworking environments as catalysts for creative and business synergy with economic sustainability and social impact. Ashley explains the importance of cross-disciplinary collaboration and how intentional community-building leads to long-term success. She emphasizes how coworking represents a shift in how people connect, co-create, and thrive together shaping the future of work.      TAKEAWAYS    [01:45] Ashley Proctor chooses to study art and design for its creative problem solving.    [02:34] Ashley feels at home with people at college who are all ‘a little bit weird’!     [03:42] Space issues during a renovation lead Ashley to create a shared study and learning environment.    [04:55] XSpace is created to provide an external, student-run environment which has lasting impact.    [06:22] Coworking for artists looks different than for information workers with laptops.    [06:51] The Foundry building creates a maker space for artists, entrepreneurs, and tech startups.    [07:53] Cross-industry coworking results in artists being more entrepreneurial and entrepreneurs being more creative in problem-solving.    [09:49] 312 Main transforms a former police building into a coworking hub focused on social impact.    [12:18] A bold vision and complex situation requires extensive community consultation and is a slow build.    [13:34] Co-creation stimulates the necessary transformation supported by the local community.    [14:40] Thoughtful coworking design includes harm reduction, de-escalation strategies, and cultural inclusivity.  [24:00] The coworking movement is rooted in accessibility, inclusion, and empowering independent workers.  [26:30] COHIP (Coworking Health Insurance Plan) emerges to address gaps in coverage for freelancers.  [29:00] Ashley’s personal health crisis highlights the need for sustainable, independent health coverage.  [31:30] COHIP expands to serve artists, entrepreneurs, and small businesses across Canada.  [34:00] The IDEA Project challenges coworking spaces globally to enhance inclusivity and accessibility.  [37:00] Coworking is about fostering connections and collaboration, not just providing office space.  [39:30] Larger organizations can benefit from coworking’s agility and cross-pollination of ideas.  [42:00] Companies are increasingly funding coworking memberships to support hybrid work needs.  [45:00] Employees thrive with autonomy in choosing coworking spaces that suit different tasks.  [47:30] Coworking hubs in rural areas provide professional environments without long commutes.  [50:00] Ashley shifts focus to mentorship and ensuring long-term sustainability of coworking models.  [53:00] Community land trusts and coworking hubs can serve multiple civic and emergency functions.  [56:00] Larger organizations should see coworking as a strategic investment, not just a perk.  [58:30] Flexible workspaces help companies reduce costs, improve retention, and boost productivity.  [1:01:00] Coworking spaces offer expertise in workplace design, benefiting both employees and companies.  [1:03:30] IMMEDIATE ACTION TIP: Your company can benefit from coworking by realizing lease cost savings, the coworking provider’s informed use of assets, tools, and space, and improved employee wellbeing and retention.  This episode emphasizes how coworking drives innovation, inclusivity, and economic growth while providing practical benefits for individuals and organizations alike.  RESOURCES  QUOTES  Verbatim Quotes from Ashley Proctor  Episode Title: Coworking as a Catalyst for Innovation and Community  "Working as a movement."  "I feel like I'm solving problems and sometimes founding an entity is the way to do it, to continue to solve it for other folks."  "When we build those spaces with intention, we can have a lot of layered impact."  "I've been saying from the beginning that what we're doing really is about what we're doing when we're working together."  "The magic that happens when we work together."  "It was a massive vision for a very complex space in a complex neighborhood."  "The key pillars, like I said, is that essential upfront communication, so the design and what we're working towards is fully community-led and then community-centered."  "Coworking is about what happens when we work together."  "The coworking movement and industry remains inclusive, diverse, equitable, and accessible."  "The diversity and the collaboration is what makes it work."  "To empower their employees to do their best work, they need to give them that flexibility of choice as well."  "I'm seeing a lot of growth in rural communities or outside of the urban core, where people don't want to commute all the way downtown to go to work."  "Happy and healthy employees are productive and loyal employees."  "We don’t need to maintain headquarters in these office spaces around the world that are mostly empty."  "We are really just starting to see this blossom around the world."

    42 min
  5. JAN 31

    Dan Bladen & Dave Cairns - The Rhythm and Flow of People, Work, Place and Space

    Dan Bladen, CEO and co-founder of Kadence, and Dave Cairns, Future of Work Strategist at Kadence, each discuss aspects of the evolving dynamics of modern workplaces and spaces. Dan shares insights from Kadence’s journey developing workplace technology and breaking down and rebuilding work to facilitate workflow and rhythm for distributed workers. Dave highlights the benefits of data-driven understanding of people flow and space utilization as well as intentional gatherings. They recognize flexible hybrid models’ acceptance and leaders’ increasingly purposeful coordination.       TAKEAWAYS   Dan Bladen Interview   [01:22] Dan explains his background in theology, music, and technology.   [02:57] Growing up with engineers, hardware, and gaming encouraged Dan to build computers.   [05:04] Traveling around the world in 2012, connectivity and charging are basic needs.   [05:40] Dan co-founds Chargify to make wireless charging a game changer as WiFi did for connectivity.   [06:41] Dan notices offices were already half-empty as people start ‘agile working’ in the 2010s.   [07:25] The business of checking an employee into a hot desk while also charging their laptop.   [08:06] Strong growth stops with the pandemic, then a Fortune 50 company asks to use Chargify’s software to enable safe office-based work.   [09:36] The checking-in capability leads to a business pivot to workplace coordination software.   [11:02] Dan isn’t enthralled, but the market is large and 90% of companies are going hybrid.   [12:20] Dan sees the potential of hybrid work to benefit from more work-life balance.   [12:44] Finding rhythm with your family and your team and having a contract with your employer.   [13:35] In the past, people had to act predictably as spaces were static.   [14:36] Kadence philosophy breaks down the ‘work stack’—starting with the ‘why’ of work—vision and values   [15:13] Moving from performative inputs to quantitative outputs.   [16:10] Work defined by time not place—so what is the work ‘operating system’?   [18:08] Kadence starts as desk-booking software and becomes a hybrid work management platform.   [20:05] The hybrid shift is influenced by market conditions and economic pressures.   [21:00] Data shows the best-performing companies are hybrid.   [21:40] Servant leadership is rising and thinking about culture and the next generation.   [22:51] Over 50% of hybrid companies now organize regular in-person events.   [23:16] Time to trust is accelerated during face-to-face times of togetherness.   [23:29] Leaders must be intentional about when and where they gather their teams.   Dave Cairns Interview   [24:32] Dave discusses how deep friendships build up live and asynchronously.   [25:33] The mismatch between real estate supply and demand that Dave notices in 2019.   [26:10] Pandemic shifts remind Dan of his poker-playing time when he was working remotely.   [27:37] Merging two experiences, learning more about the nature of work, beyond office space.   [28:07] Learning from many sources for the first time that office spaces pre-COVID were half empty.   [29:30] Dave’s content resonates with people struggling with their working lives and rigid policies.   [30:36] Many workers feel forced into office attendance without a clear reason.   [32:23] Canada has a quieter acceptance of hybrid work compared to the U.S.   [33:19] New York seems to have the most polarized views on remote and in-office policies.   [36:17] The mismatch between work policies/mandates and actual employee behaviors.   [37:26] Employees often coordinate informally and inefficiently, giving organizations no insights.   [38:27] Most firms still lack clear data on how their offices are actually being used.   [40:30] Some leaders demand full office occupancy despite low attendance rates.   [41:06] Gathering granular data to understand people flow and office space utilization.   [42:06] High lease costs, renewals or financial pressure are key factors to drive real change.   [43:19] Proactive companies learn workflow and people coordination before downsizing space.   [46:04] Leaders are balancing executive mandates with employee flexibility to achieve results.   [49:31] Companies recognize hybrid’s importance but lack the knowledge to execute well.   [51:56] IMMEDIATE ACTION TIP: Have an intentional gathering strategy. Accept that teams can make some of their own decisions. Figure out how your office spaces, your workspaces, if you have any, are being used.       RESOURCES   Dan Bladen on LinkedIn Dave Cairns on LinkedIn Kadence’s website       QUOTES   “Now there's this opportunity for people to be more unpredictable and spaces to be flexible.” – Dan Bladen.   “So the only way to measure if that work was getting done was by measuring and observing the quality of the outputs.” – Dan Bladen.   “We started rebuilding it [work]. And really it boils down to people, places and the projects that they're working on.” – Dan Bladen.   “Work doesn't happen in a place anymore. It actually happens in the working week. And where you choose to place yourself is part of your toolkit and your coordination layer.” – Dan Bladen.   “Work is going to be reimagined a bit like an OS.” – Dan Bladen.

    55 min
  6. JAN 24

    Darcy Marie Mayfield - Benefit from Remote Workers by Codifying Culture and Engineering Serendipity

    Darcy Marie Mayfield is a specialist in culture architecture and experience design. Darcy shares her experiences in hospitality at Airbnb and designing systems to codify and scale company culture at early fully remote organizations. She discusses how initiatives like Tulsa Remote have revitalized cities by attracting remote workers and fostering local collaborations. From engineering serendipity to creating consistent rituals and empathetic leadership, Darcy offers actionable insights into creating inclusive, connected thriving communities and environments for remote and distributed workers and teams.     TAKEAWAYS   [01:27] Darcy’s early and enduring passion is hospitality and helping people feel they belong.   [02:34] At Airbnb, Darcy pilots early remote work initiatives to explore flexible work models.   [04:06] Darcy leaves Airbnb as they lack remote work flexibility and moves to a rural area.   [04:23] TaxJar’s leadership wants to take the company fully remote, so Darcy joins for the challenge.   [05:10] The vision is to build a strong company with a strong product and strong profits while people enjoy their lives.   [06:00] Darcy works with academic researchers to study and codify culture in a fully remote organization.   [06:56] How do you architect culture where there are no physical walls?   [07:40] Codifying culture for scale involves understanding the founders’ DNA and origins.   [08:56] Deep listening sessions to co-create with employees and reveal how values show up.   [09:20] Transitioning from an SMB to a mid-market culture means balancing collaboration with structure.   [11:16] During the pandemic, TaxJar’s remote model enables significant growth and low attrition.   [12:05] Darcy wants to help people and prove remote working works, but it gets exhausting.   [14:06] To normalize family-friendly environments, TaxJar’s CEO has to set the example.   [15:00] They are proud of having top talent who are really empathetic.   [16:29] At Stripe, Darcy observes strong identity tied to the office causing hybrid work challenges.   [18:26] Redesigning hybrid work, prompting leaders to model flexibility and track energy patterns.   [19:56] Understanding offsites, her team considers how to include remote participants equitably.   [20:34] Why to create experiences for remote workers that rival office-based interactions.   [22:18] Darcy describes Tulsa Remote and attracting remote workers to boost economic growth.   [23:34] The benefits of industry diversification and reverse the brain drain for Tulsa.   [24:33] Why people choose to move to Tulsa and partnering to solve local problems.   [25:09] “Engineering serendipity” to connect remote workers with local communities.   [26:28] Piloting a workation program that fosters deep connections between participants and locals.   [28:10] The pilot program results in nine out of twelve participants moving to Tulsa.   [29:28] Darcy personalizes participants’ experiences connecting them with relevant locals.   [32:59] How other cities have increasing willingness to benefit from digital nomads.   [34:17] The opportunity to create a blueprint for “sister cities” ready to create consistent, impactful remote work experiences.   [37:20] Madeira Friends aim to show the long-term economic benefits of attracting digital nomads.   [39:26] IMMEDIATE ACTION TIP: To improve hybrid and remote outcomes, lean into cultural architecture. One, name channels to evoke desired behaviors. Two, cultivate consistent rituals. Three, give yourself permission to experiment.     RESOURCES   Darcy Marie Mayfield on LinkedIn Darcy on Instagram Tulsa Remote     QUOTES   "How do you architect culture when there’s no physical walls?"​ "Codifying culture allowed us to emotionally and intrinsically move our culture from an SMB culture to a mid-market culture because that’s where our customers were going."​ "Words make worlds. Use words that emote the behavior you want to see."​ "Remote workers bring not just economic benefits but also a diversification of skills and innovative ideas to communities."​   "Leaders must set the tone—if a leader is going to take a walk in the middle of the day, then everybody else will follow."​   "It’s about designing the connections and programming so people feel like they belong so much earlier and so much more often."​ ​

    44 min
  7. JAN 18

    Sophie Wade - Reframing Change to Integrate, Design, and Upskill for AI at Work

    Show host Sophie Wade welcomes 2025 focusing on the natural dynamic of modern work to facilitate executives’ and employees’ abilities to adapt. She outlines three priority areas for the year ahead, recommending how to adjust for and integrate AI as a core component of our tech-driven business and work. Highlighting research and examples, Sophie focuses on: human-AI collaboration, designing work for agility, and upskilling employees rapidly in the flow of work. Sophie emphasizes the principles of modern work: learning, intention, flexibility, and empathy, as well as systems thinking to help us recognize the full ramifications of our inventions and actions.   TAKEAWAYS   [00:42] Sophie sets the stage for 2025, focusing on adapting to rapid change.   [01:29] Embracing change is essential. Rigid work structures conflict with human nature.   [02:40] Work norms evolved based on prevailing possibilities and were not healthy or sustainable.   [03:25] Flexibility and adaptability are natural and essential human traits.   [03:58] Customization in work and products recognizes our individuality and different needs.   [04:40] Human-centric approaches and tools foster creativity and problem-solving.   [05:18] Early rigid work environments suppressed autonomy and innovation.   [06:18] Modern work requires collaboration and proactive preparation for change.   [07:20] Adapting to change thoughtfully can reveal the best evolutionary pathways.   [08:44] Systems thinking helps anticipate and manage the ripple effects of innovation.   [09:43] Modern work requires intentional action to navigate interconnected global systems.   [11:10] AI integration is transforming the workforce into blended human-AI collaboration.   [12:21] Leaders must identify opportunities for AI to complement humans and our skills.   [14:05] Flattening hierarchies and skills-based work systems boost agility and engagement.   [15:18] Internal talent marketplaces promote cross-functional use of employees’ skills.   [16:37] Upskilling is critical for addressing skill gaps and maintaining competitiveness.   [18:04] Continuous learning must be integrated into workflows for successful transformation.   [18:35] Approaching change with intention, flexibility, and empathy reduces friction and boosts outcomes.   [19:27] Empathy-centered leadership enables multigenerational and distributed teams to thrive.   IMMEDIATE ACTION TIP: Incorporate learning, intention, flexibility, and empathy into workplace strategies.     RESOURCES   Sophie Wade on LinkedIn Sophie’s company Flexcel Network SophieWade.com   QUOTES “We can lean into our natural capacity to adapt if we reframe what we’ve been used to and why.”   “Work is in flux, nothing is set in stone, and adaptability is essential all along the way.”   “Human-centric approaches and tools foster creativity and problem-solving because we are not machines and aren’t good at pretending to be.”   “How you approach change, and specifically the significant ongoing changes occurring in and across our professional world, affects your ability to flex and adapt.”   “Adapting to modern work requires continuous learning as a core habit, integrated into workflows and supported as part of daily operations.”   “Empathy-centered leadership is critical, recognizing that each person has different skills, adapts at a different pace, and may encounter hiccups along the way.”   “Internal talent mobility isn’t easy or obvious to operationalize, but it is necessary to keep pace with the faster evolution of modern work.”   “Systems thinking recognizes that our actions are not independent or isolatable but always have ripple effects on others—and reciprocally on us.”   “AI integration is enabling the emergence of a collaborative, blended human-AI workforce that complements uniquely human skills.”

    20 min
  8. 12/31/2024

    Mehmet Baha - Showing Curiosity and Sharing Mistakes: Cornerstones of Psychological Safety

    Mehmet Baha is the author of “Creating Psychological Safety at Work” and a psychological safety trainer and speaker. Baha, as he is known, discusses the critical role of psychological safety in team performance in the modern workplace. He shares insights about how open dialogue about mistakes and a strengths-based approach enhance trust, collaboration, and results. Baha explains the importance of curiosity and empathy, and giving autonomy. He offers leaders actionable tips for cultivating vulnerability and fostering safe spaces that support innovation.     TAKEAWAYS   [01:59] Baha’s childhood in Cyprus—a divided island—prompts his interest in conflict resolution.   [03:28] Assisting his father, facilitating leadership training shapes Baha’s career path.   [04:30] Music influences Baha’s innovative approach and teamwork skills.   [06:22] At Facebook early on, Baha experiences a psychologically safe workplace.   [08:05] Google’s Project Aristotle shows psychological safety is key for high-performing teams.   [09:00] Psychological safety becomes central to his training and consulting work.   [10:40] Clarity, purpose, and high standards are other key elements driving team success.   [11:28] Collaboration and openness drive better  than hidden mistakes.   [12:20] Amy Edmundson’s 1990’s study connecting reported mistakes and successful outcomes.   [13:33] Research shows learning from mistakes boosts team performance.   [14:46] Sharing mistakes, building upon ideas, and appreciating employees’ strengths create psychological safety.   [16:25] Five points for leaders to model the vulnerability vital to foster psychological safety.   [17:40] Examples include creating "failure reports" to promote organizational learning.   [18:53] Openness helps leaders improve team trust and psychological safety.   [19:45] One leader fosters openness that enables company-wide sharing of team mistakes.   [20:50] Team performance is seen when participants are willing, open, and ambitious.   [21:33] Leaders must be role models for sharing and learning from mistakes.   [22:05] The ratio of positive to negative feedback plays a crucial role in creating psychological safety.   [23:38] A case study about an award-winning practice of quarterly “mistake breakfasts”.   [26:32] How innovation and a turnaround at a bank is stimulated by psychological safety.   [28:08] Traditional organizations benefit from psychological safety, also enhancing physical safety.   [29:15] Leaders' role in co-creating safe work environments.   [31:05] Why to encourage employees—closest to the work—to share and implement their ideas.   [32:12] Psychological safety supports creativity and sharing of innovative ideas.   [32:43] How employees’ silence in meetings indicates an environment lacking psychological safety.   [33:19] The seven points demonstrating Fearless Organizations.   [35:08] Baha connects empathy with conscious listening which is key for safe workspaces.   [35:56] Curiosity is crucial, starting with curiosity about ourselves.   [38:06] Leaders can support safe work environments despite more pressure and workload.   [36:55] Leaders need to encourage open dialogue about challenges and mistakes.   [39:21] How AI can help us work with more humanity, compassion, and authenticity.   [39:27] Empowering employees through autonomy enhances psychological safety.   [40:22] Autonomy is important as micro-management greatly hinders psychological safety.   [40:35] IMMEDIATE ACTION TIP: To improve psychological safety, show curiosity, share mistakes and give employees autonomy.       RESOURCES   Mehmet Baha on LinkedIn Baha’s book “Creating Psychological Safety at the Essential Guide to Boosting Team Performance” Baha’s book “Playbook for Engaged Employees: Practical Insights to Master Leadership, Agility, Teamwork, Learning, and Psychological Safety”     QUOTES   “Sharing mistakes, learning from them, and improving is one key element of creating psychological safety.”   “In a psychologically safe team, mistakes are seen as opportunities to learn, not as reasons to blame.”   “If we cannot listen well to others, we cannot really talk about psychological safety.”   “One of the biggest barriers to creating psychological safety is micro-management behavior.”   “As leaders, managers, we can share a mistake we made, what we learned from this, and what we did later to improve it.”   “In high-performing teams, there is a ratio of three to five positive feedback for every negative feedback.”

    45 min
    5
    out of 5
    7 Ratings

    About

    Sophie addresses current business conditions and explores ways to navigate the disruption. She shares informative insights and interviewing leading innovators who are providing or benefiting from transformative solutions that will allow companies to emerge with sustainable models, mindsets, and business practices. Find out how to transition to more effective, productive, and supportive new ways of working—across locations, generations, and platforms—as we harness these challenging circumstances to drive significant, multidimensional changes in all our working lives.

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