Project Success Starts When Complaining Stops

In this solo episode, the host explores the hidden cost of complaining in both professional and personal life. Drawing from experiences in consulting, leadership, and project management, he explains how complaining creates negativity, clouds judgment, and prevents people from finding productive solutions.

The episode highlights the importance of maintaining a positive mindset, supporting colleagues, and focusing energy on improvement rather than criticism. Through practical examples and leadership insights, listeners learn why successful leaders avoid constant complaints and instead create environments built on trust, accountability, and growth.

Ultimately, the message is simple: when we stop complaining and start focusing on solutions, we become better teammates, stronger leaders, and more effective professionals.

• Why complaining damages team culture and productivity.

• How negativity spreads throughout organizations and projects.

• The difference between healthy frustration and habitual complaining.

• Why successful leaders focus on solutions rather than blame.

• The importance of understanding context before judging others' decisions.

• How empathy and support create stronger professional relationships.

• Why most people genuinely want to succeed and do their best.

• How controlling complaints can improve leadership effectiveness.

• The connection between positivity, trust, and long-term success.

• Practical ways to build a more constructive mindset.

00:00 Introduction: Why Complaining Matters

00:45 A Leadership Lesson from Oracle

02:00 How Complaining Creates Toxic Environments

03:30 The Difference Between Occasional Frustration and Habitual Complaining

05:00 When Complaints Become Personal

06:30 Why Leaders Should Focus on Solutions

08:00 Understanding Different Perspectives and Constraints

09:30 Training Yourself to Think Differently

11:15 Building Positive Habits and Professional Relationships

12:00 Supporting Others Instead of Criticizing Them

12:45 Leadership, Positivity, and Long-Term Success

13:00 Final Thoughts and Closing Message

• Complaining rarely solves problems and often creates new ones.

• Positive thinking leads to clearer decision-making.

• Great leaders focus on solutions, not blame.

• Understanding context helps reduce unnecessary criticism.

• Most people are trying their best, even when mistakes happen.

• Supporting others creates stronger teams and better outcomes.

• Negativity spreads quickly, but positivity is equally contagious.

• Long-term leadership success comes from encouragement, accountability, and respect.

Success often stalls when negativity takes over. In this episode, we explore how complaining affects leadership, teamwork, and personal growth. Learn why focusing on solutions instead of criticism leads to better outcomes, stronger relationships, and greater professional success. Discover practical ways to shift your mindset, support those around you, and become the kind of leader people want to follow.

In this episode, the host Catherine Lam sits down with Stephanie Forbes, founder and CEO of The Forbes Group. Stephanie is an internationally recognized expert in supply chain strategy and operational resilience. To explore her groundbreaking new book, Global Wealth, Local Impact.

From the gladiators of the Roman Coliseum to the East India Company, from the Silk Road to the Strait of Hormuz, Stephanie reveals how the invisible machinery of global trade has always shaped local lives, and why understanding that history is the ultimate playbook for navigating today's volatile world economy.

This episode is part history, part world affairs, part leadership guide. It will change how you see every product and every business decision.

Key Insights You'll Learn

· Supply Chains Are as Old as Civilization: From Caesar's gladiator games to the Silk Road to the East India Company, the mechanics of global trade, logistics corridors, currency exchange, quality control, insurance, letters of credit, have been evolving and compounding for over two thousand years.

· The East India Company Changed Everything: At its peak, it controlled two-thirds of world trade. It created the modern company, shared ownership, and insurance. It also shows what happens when one company controls too much.

· The Silk Road Was the World's First Trust Economy: It ran for over 1,300 years. Merchants used early credit systems and reputation to do business. Think of it as the first five-star review system.

· Trust and Reputation Are Still the Foundation of Commerce: From Silk Road merchants to Facebook Marketplace sellers, the rules haven't changed. People do business with those they trust. Stephanie's book dedicates an entire chapter to this truth — and why trust remains the single most important asset in any business relationship.

· The Strait of Hormuz Is a Global Pressure Point Right Now: About 20% of the world's energy passes through it. Any disruption hits fuel, shipping, food, and whole economies. Geopolitics and supply chains are connected.

· Disruption Is the New Normal — Build for Resilience: Big unexpected events happen more often now. Leaders need backup plans. They need multiple suppliers. The question isn't whether something goes wrong, it's how fast you can adapt.

· Critical Minerals Are the New Geopolitical Battleground: Lithium, cobalt, potash, and other critical minerals are redefining global power dynamics. Who controls these resources controls leverage over the infrastructure of the modern economy, from electric vehicles to defense systems.

· History's Lessons Are the Best Strategic Playbook: Every challenge facing supply chain leaders today, monopoly risk, geopolitical disruption, infrastructure bottlenecks, trust breakdowns, has a historical precedent. Stephanie's book connects the dots between ancient trade systems and modern business strategy in a way that is both illuminating and immediately actionable.

Global Wealth, Local Impact is a rare book that makes the complex feel personal and the historical feel urgent. Whether you're a supply chain professional, a business leader, or simply someone trying to make sense of why the world feels increasingly unstable, this book will give you the context, the language, and the framework to lead with confidence.

🌐 Official Podcast Title

From Ancient Trade Routes to Modern Supply Chains: Inside Global Wealth, Local Impact

🔗 Where to Find Our Guest

What Stephanie is Promoting: Global Wealth, Local Impact (Book)

https://globalwealthlocalimpact.com

Book available at: Amazon | Indigo | Barnes & Noble | globalwealthlocalimpact.com

LinkedIn: https://www.linkedin.com/in/calgaryforbes/

👤 Guest Bio – Stephanie Forbes

Stephanie Forbes is the founder and CEO of The Forbes Group. She has 25+ years of experience in global supply chain strategy. Her book draws on thousands of years of trade history. It covers everything from Roman logistics to the East India Company. Stephanie is a speaker, thought leader, and hands-on expert. She brings together history, global insight, and real-world experience.

Success Circles: How Peers Propel You Forward

In this solo episode, the host makes a compelling case for one of the most undervalued assets in any professional's career: a strong peer group. While mentorship gets most of the attention, it's your peers — the people who are in the trenches alongside you — who challenge your thinking, push you to grow, and give you a space to work through your toughest decisions. Drawing from his own inner circle of trusted peers, the host breaks down exactly what makes a peer relationship real, why they become harder to find as you advance, and the specific qualities to look for — and watch out for — when building your own success circle.

Key Insights You'll Learn

· Peers and Mentors Are Both Essential — But Different: Mentors guide you from experience above. Peers walk beside you. Both are critical to long-term success, but the peer relationship offers something a mentor cannot: mutual accountability, equal exchange, and a space where nobody has positional power over the other.

· Finding Real Peers Gets Harder as You Advance: The more senior you become, the smaller the pool of people who can truly meet you where you are. This is one of the most significant — and least talked about — challenges of career growth. Start building your peer network now.

· A True Peer Relationship Is Never One-Sided: Both parties must contribute. If one person is always leaning on the other, always extracting value without reciprocating, it's not a peer relationship — it's a drain. Equal investment over time is non-negotiable.

· Eliminate Ulterior Motives Immediately: Real peer relationships have no hidden agendas. The moment someone wants to recruit you, use you for access, or leverage the relationship for personal gain, the dynamic is corrupted. Recognizing this early saves years of misplaced trust.

· Power Imbalance Kills the Relationship: If one person holds influence, authority, or leverage over the other, genuine conversation becomes impossible. True peers must be able to speak freely, share ideas openly, and trust that nothing will be used against them.

· Mutual Respect Is the Foundation — Not Optional: There must be warmth, not friction, between real peers. Mocking, condescension, or subtle disrespect — even in small doses — erodes the relationship. Respect is the minimum requirement, not a bonus.

· Look for Curiosity, Not Just Expertise: The best peer relationships aren't built on who knows the most — they're built on who is actively engaged with the world. A curious peer who researches, asks questions, and challenges their own conclusions is worth more than an expert who stopped learning.

· Safe to Be Wrong — That's Where Trust Lives: Real peers let you make mistakes. They don't hold past statements over you or weaponize what you said in a vulnerable moment. The ability to think out loud, float wild ideas, and work through messy thoughts without judgment is what makes the relationship transformational.

· Competitive With the World, Not With Each Other: Great peers want to win — but they want you to win too. Even when you're going after the same opportunity, a true peer competes hard and fairly, never sabotages, and celebrates your success as genuinely as their own.

· When You Find the Right Peer — Protect It: Real peer alignment is rare. Not every person you meet will mesh with you across every area of life and work. But when you find someone who does — who energizes you, challenges you, and has your back — that is golden. Invest in it.

You will spend much of your career searching for true peers — and that search is worth every effort. When you find the right people, everything accelerates: your thinking sharpens, your confidence grows, and the path forward becomes clearer. Keep searching. Keep showing up. Your success circle is out there.

🌐 Official Podcast Title

Success Circles: How Peers Propel You Forward

TRANSCRIPTION

Episode: Success Circles – How Peers Propel You Forward

Podcast: Art of Consulting Podcast (AOCP)

Duration: ~21 minutes

================================================================================

[00:00 - 01:00]

Today I want to talk about the difference between peers and mentors. We've talked about mentors in a previous episode — mentorship is a really critical part of being successful in the consulting world, and honestly in any endeavor. Having some sort of mentor, somebody who has been down the road before you, who has a bit more experience or wisdom in an area that you can leverage — that's really important. But the other critical part of being successful is having a strong peer group. When we talk about a strong peer group — peers you can rely on — this might be one of the biggest challenges you'll face for the rest of your career. I'm not exaggerating. As we advance in our careers, finding a strong set of peers we can meet with, rely on, and share ideas with becomes harder and harder.

[01:00 - 02:00]

I know for myself — I've got a small, close group of peers I rely on. For those I specifically lean on around work and projects, there are three that I really rely on. I can talk to them, share ideas, and go back and forth. We've worked on projects together, we bounce ideas off each other across many different areas — not just consulting, but other observations and critiques we're noticing. One is a close friend I call with every Sunday morning — a standing call where we get together and talk about all sorts of topics: finance, politics, religion, whatever's on our minds. I usually leave those calls with two or three pages of notes of different things I need to research and investigate.

[02:00 - 03:00]

Another peer is someone I talk to multiple times a week — really anything goes, anything that comes to mind. What I find is that having people in my life that I can call and bounce ideas off of is really critical. Knowing that you have a group of people you can go to and throw ideas at is invaluable. Now — there are some specific characteristics and common threads in a real peer relationship. The first one: it cannot be a one-sided relationship. That's number one. It cannot be one-sided — where one party is always going to the other to get information, share information, or dominate the conversation. It has to be equal.

[03:00 - 04:00]

Now, it may not be perfectly equal at a particular point in time or in a particular conversation. There will be periods when someone is going through a more difficult situation in their life and they lean on the other person more heavily. That's okay. But over time, as things settle down, it should become more equal again. What it cannot be is consistently one-sided. Number two: there can be no ulterior motives. There should be no situation where one person loves being around the other purely because they want to recruit them or hire them into their company. One person might always be interested in what the other is doing, but in an impersonal, self-serving way.

[04:00 - 05:00]

It could be that someone wants something from the other individual — a job, a referral, or they feel obligated because the other person is in a position of strength or influence. That's not a peer relationship. It really needs to be equal. There should be no meaningful power imbalance — where one person's higher rank or influence becomes a motivator within the relationship. If it is, it's not a peer relationship and it will fall apart. Because what we want in a peer relationship is for two individuals to be able to speak freely, share ideas, and share things without that information coming back to be used against them. If there is some sort of ulterior motive, that information likely will be used against them.

[05:00 - 06:00]

So you want to eliminate that risk entirely. Respect is another really important part of all peer relationships. There has to be mutual respect between the two individuals. There cannot be friction — it has to be warm between them. And I will tell you: you will search for good peers for the rest of your life. You will think you've found one, and then you'll realize, as time goes on, that they're selling you something — or there's an agenda. After two or three months, or maybe a year down the road, you'll see that the relationship starts to feel more transactional than foundational. What you'll find is that good peer relationships also don't discriminate on gender, age, or background.

[06:00 - 07:00]

Gender doesn't matter. Age doesn't matter. Race doesn't matter. Religion doesn't matter. Those things really don't matter in a peer relationship. It really comes down to: do these two individuals respect each other? And are they there for each other, to support each other through what each other needs? That's essentially what it is. There are some other characteristics I look for. One is awareness — awareness of the world around them. Now, there's no way anyone can know everything going on everywhere. But when you're trying to make sense of the world, bouncing ideas, putting observations on the table — you want someone who is curious and actively engaged with what's happening around them.

[07:00 - 08:00]

At a basic level as a human being, and in their community, and at a macro level — what's going on around the world, the country, the state or province you live in, the geopolitical landscape. A really good peer will be someone who takes the time to observe, search, draw conclusions, and try to make sense of what's happening. They're not always right, but they take the time to do it. Curiosity is what I'm searching for in a peer. Not that they know everything — just that they're curious enough to go and investigate. They're interested in ideas that are different from what they were taught or what they've concluded on their own. Getting curious across different areas is really critical.

[08:00 - 09:00]

Now, of course, the time factor matters too. If the person only connects with you once every nine months, they're probably not going to function as a true peer — you can't bounce a lot of ideas off of someone you speak with once every nine months. That doesn't mean you should cut them out of your life. There are friends I haven't spoken to in years who I deeply respect — and I know I can call them up at any moment, ask them questions, or bounce an idea off them. I value those relationships. But here, when I'm talking about peers, I mean someone who you spend consistent time with, who you can bounce ideas off regularly.

[09:00 - 10:00]

You need to be pushing your time with them — and again, all of this falls apart if it becomes one-sided. You have to put in the effort too. Now, sometimes the timing just isn't right. If someone is going through a very difficult time in their life, they're preoccupied, and it's hard to have a real peer-level conversation. That doesn't mean the relationship is gone — it means you support them in other ways, and you circle back to a deeper peer dynamic when the timing is better. If you're looking for a peer you can have real, substantive conversations on multiple topics, you need someone who has put effort into themselves too.

[10:00 - 11:00]

They need to look at you as a whole person — not just as a consultant, a tech person, a finance person. They see you as a whole individual. That's what makes it work: you can have conversations around really difficult topics, and they continue to respect you and continue to share information with you. Even if you say something that's a little off the rails — a crazy idea — they can still respect you and engage with it. But it's someone who genuinely sees you as a whole person and is willing to share ideas with you. That's what you're looking for in a true peer.

[11:00 - 12:00]

One more thing I look for: they let you make mistakes. They're not the kind of person who takes what you said three months ago and throws it back in your face. They let you run through ideas and topics and work things out without holding those moments against you. This is really important because that's where the trust and respect really lives. If someone is always going to bring up something from your past and put it in your face, that's not a real peer relationship — it's not going to have value or build the kind of support and camaraderie you need. You want to be able to say things, think things out loud, possibly say things you might regret, in an open space without the fear of those things being used against you.

[12:00 - 13:00]

Now — even within a peer relationship, you still want to be respectful. You can absolutely throw out a really wild idea and say, "Hey, I'm going to throw something out here that's really out there — let's work with it and see what it sounds like." That's different from just going completely off the rails. Using exploration and creativity to work through a problem makes sense. But if someone just goes completely willy-nilly with no structure or thought, it's disrespecting the other person's time and their thought process. So we want to be open to making mistakes — but make respectful, thoughtful mistakes.

[13:00 - 14:00]

The last thing I look for is this: the person I'm in a peer relationship with should be competitive — but not competitive with me. That doesn't mean we can't be in the same space or going for the same opportunities. It means that when we are, they are not going to try to beat me down so that they can win and I can lose. They must be competitive in life because I am too — I want someone who wants to win, who has that drive. But I've learned over many years that winning isn't everything. We're more likely to lose than win in most cases, and the real winning comes from doing the work, putting in the effort, and working through the process. The results take care of themselves.

[14:00 - 15:00]

I like when I win. I like when I do well. But I don't want a peer who is comfortable with losing or accepting less — that's not acceptable either. And I also don't want competition to come between us when we're supporting each other. There are situations where you and your peer might be going after the same consulting role. In that case, I want to put my best foot forward, understand that the result is largely outside my control, and do everything I possibly can — and I expect them to do the same. I've played sports against really close friends.

[15:00 - 16:00]

I've played baseball and gone up against pitchers who were my friends. And I would go up against them trying to score, because I would never want to find out later that they went easy on me. And I would be insulted by that. When we played, we held nothing back. We went hard at each other, and we respected each other for it. When the game was over, we went out together. But during the competition, we competed — we wanted the other person to go just as hard at us as we went at them. That's respect.

[16:00 - 17:00]

So when those situations happen in our professional lives — when you're operating in stark competition with your peer — you don't want someone who is jealous of you, or who is sabotaging you, or giving you false information so you fail. That's not a peer. When you find the right peer, you are genuinely happy when they succeed — as happy as when you succeed yourself. That's what you're looking for.

[17:00 - 18:00]

And I'll tell you again: you will spend much of the rest of your life searching for people who are true peers. You won't find them on every corner. You won't find them in every meeting. Especially in a professional sense — finding a peer who you truly mesh with, align with, and vibe with is rare. Be aware of it when it happens. Be aware of the ones who are just trying to take your time without adding value, and be aware of the ones that simply don't fit.

[18:00 - 21:20]

A peer who works with you — who you work with naturally — who your personality connects with and who relates to others the way you do — that's rare. So start looking. You're going to have to search. You may find someone you can have a relationship with in one particular area but not others. But when you find that person you truly mesh with — it is golden. It works on both sides. It's invigorating and energizing. So keep searching for that. Keep being you. Keep being awesome.

================================================================================

END OF TRANSCRIPTION

Push or Pull: What Drives Your Success

In this solo episode, the host dives into one of the most powerful dynamics in human performance and leadership—the difference between being pushed and being pulled toward success. Through vivid real-life stories, including an elite high school athlete who broke a national record that stood for over 21 years, and a reflection on Deion Sanders' relentless pull as a leader, the host unpacks what it truly means to be a 'puller'—and why understanding this dynamic can transform how you lead, grow, and protect yourself and the people you care about.

Key Insights You'll Learn

· Push vs. Pull Defined: Being pushed means being coerced, encouraged, or pressured by an external force. Being pulled means being drawn forward by someone or something so compelling that you choose to keep up—or get left behind.

· The Athlete Who Pushed Back: A standout young athlete named Vance broke the U.S. 300-meter hurdle record—a mark that stood for over two decades—and exemplified what intrinsic drive looks like. His story illustrates that truly great performers aren't pushed; they pull themselves.

· Deion Sanders as the Ultimate Puller: The host uses Deion Sanders as the defining example of a 'puller'—someone who moves so fast and with such energy that those around him face a clear choice: match the pace or fall behind. His presence doesn't push; it magnetizes.

· The Jet Stream Analogy: Like an airplane catching the jet stream at 30,000 feet, getting into the flow of a true puller accelerates your progress dramatically. Fighting it—or getting into the wrong stream—costs enormous energy and takes you off course.

· You Have the Capacity to Be a Puller: The host challenges listeners to see themselves as potential pullers in their own domain. When you're genuinely motivated and excellent at something, you naturally draw others along—not through force, but through momentum.

· Be Intentional About Who You Let Into Your Slipstream: As you grow more successful, more people will want to be pulled by your momentum. Be selective. Those who hold you back or drag against your direction will slow your progress and drain your energy.

· Be Equally Aware of Whose Stream You Enter: Not all jet streams go where you want to go. Evaluate the direction, values, and destination of any group, organization, or leader you align with—before you get swept along in a current that contradicts who you are.

· Beware of Manipulation Disguised as a Pull: Some people exploit talented individuals—especially young athletes, performers, and creatives—not to lift them up but to extract value for themselves. Recognizing the difference between a genuine puller and a manipulator is a critical life skill.

· Protect the Young and Talented People Around You: Parents, mentors, and leaders have a responsibility to guard those with gifts from those who would exploit them. Knowing who's pulling your child—or your protégé—and in what direction, is part of the job.

The most successful people in any field aren't being pushed—they're being pulled by something greater than themselves, and in turn, they pull others along. Know whose stream you're in, be intentional about who you let into yours, and make sure the direction is somewhere worth going.

Push or Pull: What Drives Your Success

Energized by Design: Managing Your Energy Through Self-Awareness

In this solo episode, the host explores the powerful concept of the ambivert—someone who blends both introverted and extroverted tendencies—and makes the case that understanding your personal energy type is one of the highest-leverage investments you can make in your performance and well-being. Rather than getting stuck on labels, this episode challenges you to go deeper: identify where and how you truly recharge, protect that energy with intention, and design a life that works with your nature—not against it.

Key Insights You'll Learn

· Introducing the Ambivert: Not everyone fits neatly into introvert or extrovert categories. Ambiverts sit in the middle, drawing energy from both people and solitude depending on context—and understanding this spectrum is the starting point for better energy management.

· How Introverts and Extroverts Recharge Differently: Extroverts gain energy from being around others; introverts restore themselves through solitude. Knowing which end of the spectrum you lean toward—and when—is foundational to sustainable performance.

· It's Not Just Who—It's Which People: For extroverts, being around people isn't always recharging. The quality and compatibility of the people around you matters enormously. Find the individuals who genuinely energize you and prioritize those connections.

· Recognize What Drains You: Pay close attention to the content you consume, the environments you spend time in, and the people in your orbit. If something consistently depletes your energy—whether it's certain TV shows, specific social dynamics, or particular interactions—acknowledge it and reduce your exposure.

· Labels Are a Starting Point, Not the Destination: Whether you're an introvert, extrovert, or ambivert matters far less than knowing specifically what restores your energy. Use the label as a doorway, not a box.

· Many Introverts 'Perform' Extroversion at Work: In professional settings, many introverts present as extroverts out of necessity. This performance has a real energy cost—one that demands intentional and protected recovery time.

· Protect Your Recovery Window After High-Drain Events: After conferences, large gatherings, or emotionally demanding days, guard your schedule. Stacking more social commitments on top of a depleted state only prolongs your recovery and diminishes your effectiveness.

· Design Your Environment for Energy: Proactively design your days, weeks, and environment to maximize what restores you—and minimize what drains you. This is the difference between surviving each week and thriving through it.

Energy is your ultimate performance asset. When you stop managing your schedule alone and start managing your energy with the same intentionality, everything changes—how you show up, how you connect, and how sustainably you lead.

🌐 Official Podcast Title

Energized by Design: Managing Your Energy Through Self-Awareness

Own Your Calendar: Own Your Day

In this solo episode, the host tackles one of the most overlooked yet critical skills for professionals at every level—calendar management. Inspired by a real-life experience with a seasoned consultant who repeatedly canceled meetings due to scheduling conflicts, this episode delivers practical, actionable strategies for owning your time, protecting your energy, and showing up consistently for the people and commitments that matter most.

Key Insights You'll Learn

· The Wake-Up Call: A consultant with over 20 years of experience kept canceling meetings at the last minute—proof that poor calendar management isn't just a beginner's problem.

· Your Time Is Your Currency: Time is your most valuable, non-renewable resource. Once a moment passes, it's gone—treat it with the same discipline you'd apply to managing money.

· Use One Consistent Calendar Tool: Whether it's Outlook or Google Calendar, commit to one platform. Integrate all areas of your life—work, family, personal appointments—into a single, unified view.

· Color Code for Clarity: Assign colors to different clients, projects, or life categories so you can instantly see how your time is allocated at a glance.

· Block Personal Time and Use Privacy Settings: Protecting personal appointments is non-negotiable. Use the 'private' setting so others see you're unavailable—without revealing what you're doing.

· Master Time Zone Management: If you work across multiple time zones, always confirm the time zone when scheduling. Be particularly alert during daylight saving changes—some regions (like Arizona) don't observe DST at all.

· Keep Tasks Out of Your Calendar: Your calendar is for appointments and time blocks—not tasks. Use a dedicated to-do list for action items and set reminders separately.

· Book Time with Yourself for Deep Work: Block focused work sessions on your calendar just as you would any meeting. Over time, you'll calibrate exactly how long tasks take and refine your blocks accordingly.

· The Sunday Preview Habit: Review your upcoming week every Sunday. Knowing your first meeting Monday—and every key commitment for the week—eliminates surprises and sets you up for a strong start.

· Never Double-Book: Avoid trying to be in two places at once. When conflicts arise, communicate proactively with all parties so nothing falls through the cracks.

· Your Brain Is Not a Storage Device: The human brain isn't built to reliably hold schedules. Offload everything into your calendar—what gets captured gets done.

Your calendar is the blueprint of your life. When you own it with intention and discipline, you reclaim your time, your focus, and your ability to show up fully—for your clients, your team, and yourself.

Own Your Calendar: Own Your Day

00;00;00;01 - 00;00;31;05

Andy

Hey, everybody, today I want to talk about the things we can do and decisions we can make ahead of time before something becomes an issue. Recently, most of us know about the government shutdown that had recently occurred. This is being recorded, November 24th, so of 2025. So anybody who wasn't aware of it in the US, the government had shut down, which was affecting air traffic because the air traffic controllers, some of them were having difficulty getting to work and some of them were being overworked because the government wasn't funded and they weren't getting paid.

00;00;31;05 - 00;00;47;13

Andy

So I had to travel during that week. And what happened was I was I knew I would be able to get out of my home airport in Phoenix, of course, if the flight gets delayed. I just got home so it wasn't as big of a deal, but if I was going to my destination, I had to connect to get home.

00;00;47;13 - 00;01;10;21

Andy

I couldn't get a direct flight, so I knew already I had to connect through another airport, which was a was another challenge. And of course, the whole network of of flights were being affected. So what I ended up doing was I postponed that trip because my feeling really was that once I get on that plane out of Phoenix, I had no control over when I could get back.

00;01;10;23 - 00;01;32;18

Andy

I knew I had a flight booked to come home and you know, that was scheduled to come home, but I didn't know if that flight was going to be there. And and during the time when I was supposed to return home, there's about 10% of the flights they were expecting to be affected in the US. So there was a high potential that I was I was going to have an issue with my flight getting home.

00;01;32;18 - 00;02;08;08

Andy

So really what I looked at was, you know what decisions can I make today to affect or put myself in a place where I'm not negatively affected by decisions that are out of my control? And so that's what I did. I just rescheduled my my trip to that client and, and, going in the future. But when I looked at, you know, look, talked about this, I thought about other sort of decisions that we make where they are one off things where we can make a choice and look at, you know, what decision can I make today where it's something that's not out of my control, but there's also much of our lives are spent

00;02;08;08 - 00;02;34;01

Andy

dealing with things that have already occurred and where especially there's possibly high stress. And I go back. I recorded an episode way, way, way, way back. It was episode number nine. So this goes back to early in the Art of consulting days, one of the first episodes. So and in that episode, I talk about a lot of stress, especially when your subconscious is working on things as you sleep.

00;02;34;02 - 00;02;50;13

Andy

This is one reason why we wake up at 3:00 or 3 a.m., and we have a hard time going back to bed, is because our subconscious is really working on the issues that are unresolved, and in that episode, I talk about some ways to deal with that. A couple of ways. You know, I recommend going back and listening to it.

00;02;50;13 - 00;03;14;03

Andy

You can hear how young my voice might sound back then, and hopefully it sounds young. But anyways, one of the things is to immediately get up and write down all the things that are that you know are on your mind that are causing stress, and then immediately identify which ones are connected because. And then identify a step that you're going to make today to deal with that.

00;03;14;03 - 00;03;33;22

Andy

One of the approaches to that is because often we can we can do things that will affect multiple areas in our lives. So and, you know, in that episode, I talk about the fact that if we don't do it, it's okay, because tomorrow morning we'll just wake up at 3 a.m. and our subconscious will remind us that we still have an outstanding task to do.

00;03;33;22 - 00;03;58;19

Andy

So it'll our body and our brain will just keep reminding us until we we hopefully ultimately deal with it. But one of the things I wanted to talk about was being more proactive or preemptive on issues, especially when issues become a problem. So when we're notified of a problem that we're experiencing and, you know, we none of us get through life without major problems, it does not happen.

00;03;58;19 - 00;04;18;01

Andy

You know, when we have those moments in our lives where everything is going good and things feel great and we're high, you know, we're on top of the world. Enjoy it. Because that does not happen. All the time. We're always going to have some issue and, you know, some issues are going to pop up at some point in time.

00;04;18;01 - 00;04;35;10

Andy

We all have to deal with it. That's just part of being a human being. And normally those issues will be, you know, I kind of thought of a few different categories. You know, one, of course, is health. You know, when we have either a health issue, we're dealing with or a health scare, you know, those are things it could be us or it could be a close family member.

00;04;35;12 - 00;04;59;11

Andy

But those are things that we're we have to deal with and things we have to look at and do something about. And, you know, we have to do some action towards dealing with that. Another one, of course, is financial. Most of us are going to deal at some point in our lives on a financial issue, either our own financial issues, which most of us will go through at some point, or it'll be a, again, a close family member.

00;04;59;11 - 00;05;15;07

Andy

It'll be a child, a, you know, an adult child. It could be a parent, it could be a lot of different scenarios of people who are close to us, who are going through a financial issue. But typically it's us like we're we're going to go through some financial issue in our lives that we're going to have to deal with another one.

00;05;15;07 - 00;05;35;27

Andy

It might, unfortunately, might be legal. You know, we might have a legal issue that we're trying to deal with. And again, that happens to people. It happens to close relatives. That's another one that, you know, we have to you know, people have to deal with. You know, the fourth one that I had was interpersonal issues. So when we're dealing with interpersonal issues it could be divorce.

00;05;35;27 - 00;05;53;11

Andy

It could be issues with family members. It could be issues with our our children. Our parents could be interpersonal issues at work. Right. We're dealing with those sorts of things. Those are those, again are issues we need to deal with that that come up and we have choices to make where we can ignore them, but they're not going to go away on their own.

00;05;53;14 - 00;06;13;22

Andy

And so we have to be proactive about that preemptive with what the next step is. We're in that situation. We have to deal with it. The last thing I want I have on the list is career. And the interesting thing was I wasn't even going to put career on the list because to me, typically our career is going to somewhat take care of ourselves itself.

00;06;13;24 - 00;06;36;24

Andy

Normally, if we've got a career issue, it's going to lead into a financial issue or a health issue is going to lead into a career issue. Interpersonal issues are going to lead into career issues. Typically, our career issues are often driven out of the other four issues, and we often see that where someone is going through a divorce and their job starts to suffer.

00;06;36;28 - 00;07;03;04

Andy

Many people I've not. I've been close to who who have gone through, unfortunately gone through that their career starts to suffer. And so, you know, that's one reason why when we look at those items, we need to be very proactive and preemptive about what our next decision has. One of the reasons why doing something is important is because we actually feel like we have some level of control over the things we do, rather than sitting back and letting things happen.

00;07;03;09 - 00;07;26;06

Andy

And we want to be in that situation where we're doing something. So if somebody realizes, you know, they have to deal with their health, do something about it and do something about it today or their finances or whatever one of those items are, you know, do something about it. It will not fix itself. And the stress and the in a subsequent issues that come with it will not just go away magically.

00;07;26;06 - 00;07;52;04

Andy

So what do you what can you do about these sorts of situations? The first thing is, of course, put a plan together. You know, even if the plan is just one step, if it's just to do one thing right, and it might be research right. Research, you know what to do in this situation. Today we've got AI that is a tremendous resource when it comes to searching for information, searching for help that might be out there, trying to find information that's there.

00;07;52;06 - 00;08;08;02

Andy

Now, one of the problems with the information is we need to be able to process it. And there's a lot of conflicting information. One issue that I was going through and I won't share the details on it, but there was a lot of conflicting information. I found information that gave me one direction and then other information completely contradicted it.

00;08;08;02 - 00;08;26;18

Andy

And so what I had to do there was I had now had to go find an expert in that area to try to find out what the facts really were. And so the next thing was, is to try to find an expert. So first the first thing was is the the initial, you know, looking for information. Then it was, you know, who can help me, right.

00;08;26;18 - 00;08;47;25

Andy

Who is out there that can help me? It was not easy to find because it was it was an expert in an area. And as I was reaching out to people, those individuals said, no, I don't know anything about that. And I just kept reaching out to people. One of the things is when you start to go down this path is we start to realize that there's a lot of people that handle basic stuff, but there's not a lot of people to handle expertise.

00;08;47;25 - 00;09;17;28

Andy

Right. Very specialized problem solvers, which is one reason why in consulting, typically, if you are an expert in an area, you're you're typically in more demand. You have to build up to that. But you want to find out who can help you. This isn't about just finding people who will listen. Sometimes it's good to get stuff off your chest, but you do want resolution, so, you know, find out who is out there that can actually help you in that same time, it's, you know, what decision can I make now, right, to start to deal with resolving this, this issue.

00;09;18;01 - 00;09;31;06

Andy

One of the big points is the way you got into the problem is not the same way you're going to get out of the problem. My mom used to have a saying or August, she still has a saying, which she doesn't say very often anymore, is it's easier to stay out of trouble than to get out of trouble.

00;09;31;06 - 00;10;00;04

Andy

But when we are in trouble in some area, it's important to not continue to stay in that trouble or to make the trouble worse. This is why we need to slow things down in most cases. Try to think through, get the proper advice, work through our challenges, think it through. And often we don't have that expertise. We, you know, we might have made up, made a wrong choice to get ourselves in the position we're in, but we often don't have the expertise to get out of that problem.

00;10;00;09 - 00;10;17;11

Andy

So we need to find the right people and we need to listen to them. But we also have to do a lot of homework to make sure we're asking the right questions and make sure that the information they're giving us actually makes sense, because we want to make sure that if we are in something that's serious, that we are getting the right advice to get out of it.

00;10;17;15 - 00;10;45;24

Andy

The next thing is, is really don't worry about an obstacle when we're working through something. And if you think of your career as it is right now, you probably faced thousands of little obstacles along the way, some big obstacles along the way. But you faced hundreds, if not thousands of them. Do not worry about the obstacles or someone saying, I don't have that expertise or know that, you know, you track somebody down that might be able to help and you find out they don't work there anymore and you don't know where to find them.

00;10;45;24 - 00;11;06;09

Andy

Don't be worried about that. Keep it up. Be tenacious. Right? Have persistence and just continuing doing those tasks. Continue. Add it every day because this is what that problem needs, what the resolution needs for you to work through it to get to a resolution that's going to work for you. So keep working through it. The resolution might not be perfect.

00;11;06;14 - 00;11;24;01

Andy

It likely is going to be something, especially if it's something that's major. It's probably not something that's ideal, right? Again, if we use the concept of divorce, I know a lot of people who have been through divorce, and it's not an ideal situation. For some people, maybe it is a good thing, but typically there's a lot of cost, there's a lot of pain, there's a lot of time involved, a lot of money.

00;11;24;03 - 00;11;43;03

Andy

So so the point with that, even even if it's something where people look at it as something of as negative, look at it as something that, how do I make this the best situation for me, and what are the things that I can do? Where can I find advice? Where can I find support? Where can I find individuals who can maybe help me predict what's coming next?

00;11;43;05 - 00;11;59;10

Andy

And as we keep moving down that road, we get more and more information, right? You ever you ever take a trip, right? We just push you to a place you've never been to. As we're driving down the road, we're looking in into the future horizon, right? We're driving and we're looking the future horizon. We haven't seen that before.

00;11;59;13 - 00;12;30;14

Andy

But as we're looking, you know, 100 yards down the road, we can see what's coming. Now it becomes apparent to what what's coming up. And every time we take one more step, things become a little more clear and we've gone through it. One of the things with working through and doing more preemptive or proactive sort of decisioning, and the reason why I call it preemptive or proactive, you know, proactive being, you know, making a decision beforehand, preemptive, you know, making decisions that deal with a particular issue.

00;12;30;14 - 00;12;50;05

Andy

So sort of a more of a, of a strategy around something has already taken effect. You know, you're already in, the situation and you're now making decisions that are going to put yourself in a position to be successful. But one of the things is it's this isn't about being vindictive, right? Like, so I use the example of of a divorce.

00;12;50;08 - 00;13;08;04

Andy

And the only reason I do that is because that's one of the, you know, that's a personal decision. It's something that that happens, that interpersonal that affects a lot of people, and it can affect someone even if they're not going through it directly. It can affect individuals. But the decisions we make is not to be vindictive or to be punishing for other people.

00;13;08;04 - 00;13;28;12

Andy

In this, we want to be professional, making decisions that serve us, that give us the result that we're looking for. And when we go through these particular issue, it could be a financial issue. It could be a lot of different situations where, let's say we ran onto some financial difficulties. It's to try to deal with the emotional end of it and learn from it.

00;13;28;16 - 00;13;47;01

Andy

One of the big things I find is, is every time we go through a big challenge, it's an opportunity for us to learn from it, to build a skill set to help us in the future and help us with with future issues. Again, because I said, like, we're not going to get through life without having some challenges and some big challenges.

00;13;47;04 - 00;14;08;26

Andy

And when we look at an individuals who are highly successful, they're making big decisions. And when we think, you know, one scenario, you know, I was talking about was I'm from grew up in Winnipeg, Canada, and there was a company called Canwest Global, and they owned a lot of the TV properties that they owned, like HD, HGTV, the Food Network.

00;14;08;26 - 00;14;34;02

Andy

I think they might have owned Lying Lionsgate Films. I could be wrong with that, but they did own some of the TV, movie studios, a lot of TV properties, and they ran on to some financial difficulties where they ended up having to sell off the company. Now we look at that and we go, okay, well, the CEO who really represented the family that built up this empire, right?

00;14;34;02 - 00;14;50;05

Andy

He's trying to make the decisions to keep this company alive. We kind of look at and go, well, yeah, that's his job. And and we can kind of look at it. Well, this is their family's legacy. This is their this is where their family makes money. This is where their family invested. This is how their their dad built out that business.

00;14;50;06 - 00;15;18;23

Andy

That individual had to work through those challenges. And come up with a try to come up with a plan to to save some of their properties and save some of their financial interests. So, you know, and hopefully you're not negotiating, you know, multi-million dollar bailouts. But there are people who do and you have to learn those skills. So, you know, one of the big things is that as we develop as consultants, we're going to be we're going to be negotiating and working through problems that become bigger and bigger and bigger as our careers advance.

00;15;18;23 - 00;15;43;12

Andy

And so this is where coming up with that ability to work through those starts with the the smaller issues. So as you're going through challenges is build up. That's that skill set. And and work through that and understand that again, people are going through these. And this is something that we we can't avoid in our lives. So so the big thing I think is, you know, really trying to understand the emotional piece of it as well and that the emotions will kick in.

00;15;43;15 - 00;16;00;04

Andy

But but also understand that there are solutions to the issues that we're in. And sometimes they may not be the ideal one. They may be something that we necessarily would choose, but there are solutions for the for the situations that we're in or the, the challenges that we're facing. And there are experts out there that can help us through it.

00;16;00;04 - 00;16;19;05

Andy

So work through that. You're going through it, know that. You know, it's again, it's going to happen. It's something that people go through. It's just part of living. It's part of life. It's part of being an adult. And, these things happen. And the more we're involved with different things in our career, the more advanced our career becomes, the more we're going to be.

00;16;19;05 - 00;16;38;03

Andy

These things are going to happen because we're going to be exposed to more of them from a professional level and also a personal level. There's going to be more challenges that come up and and understand that we have the skills to deal with that. We just have to, you know, find again the path and and trust the path and trust those around us as we work through it and do our research and and our due diligence.

00;16;38;03 - 00;16;56;17

Andy

So anyways, I wanted to share that, especially for anyone who's going through that now, but also anybody who goes through that in the future or if you've gone through that in the past. Really, it's a it's a great learning opportunity, even though, again, we wouldn't wish this on anyone, it does happen. So just keep being great, keeping yourself and keep working through things and just keep staying awesome.

The Art of Consulting Podcast – Episode Transcript

Hosts: Andy Fry & Cat Lam Episode Topic: Non-Disclosure Agreements and the Power of Keeping Information Confidential

[00:00 – Intro Music]

Andy Fry & Cat Lam (together): Welcome to the Art of Consulting Podcast with Andy Fry and Cat Lam. We are seasoned IT consultants, CPAs, and professional-development connoisseurs. Each episode we bring you an inspiring message to help you discover that X-factor as a professional in your field so you can gain the success you know you deserve in your career and in your life.

[00:15]

Andy Fry: Hey everybody, today I want to talk about non-disclosure agreements and keeping information close to our chest.

One of the things that, as a consultant, you've either already signed or you will sign—especially if you're new to consulting—is a non-disclosure agreement, or what's commonly called an NDA.

It really is a confidentiality agreement that says you're not going to share information that is not already public with people who shouldn't have it. Publicly traded companies require this because if you have access to their financials, or you're in meetings where they're about to disclose material non-public information, you possess something valuable.

If you start talking to other people, sharing that privately, or—worse—publicly, you can be sued, fired, or face a whole range of consequences depending on the severity.

Most NDAs are signed purely for protection; you sign it, you agree not to share, and most of us never have to worry about it day-to-day. But the broader concept of confidentiality is absolutely critical in consulting—and, honestly, in our personal lives too.

[01:10] The number-one reason it matters? We're trying to prove we're trustworthy.

Trust is a huge thing for me. I even wrote a book called The Trust Paradigm (there are actually three books with that title, but mine's the one with Andy Fry on the cover). I wrote it because I wanted to figure out: What is trust? How do you build it? How do you measure it?

As consultants, we prove trustworthiness through integrity—making sure the information we hear isn't used for our own benefit.

"Our own benefit" can be financial (classic corporate espionage—yes, it happens at the corporate level too, not just governments). Or, more commonly, it's the ego boost of feeling important because we "know something" and get to tell it.

[02:05] I've always treated any confidentiality agreement as lifelong. I have clients I haven't worked with in years. The information I learned back then—probably all public by now—but there could still be context, reasons behind decisions, who said what about letting someone go or selling a division… I view that NDA as in perpetuity. I'm never going to talk about it.

I recommend everyone adopt that mindset.

I actually had a client bring me into a highly sensitive project with only a handful of people in the loop. They told me point-blank: "We're bringing you in because you've proven in the past you don't share things you hear." They still made me sign another NDA. I signed it and said, "Just so you know—when I sign this, I treat it as forever."

[03:00] Organizations can and do test for leaks. At high-clearance levels it's obvious, but even regular companies sometimes plant slightly different versions of the same information to see who's talking.

So ask yourself with every piece of information: Is this my story to tell?

I once had a family member share something very personal that was happening with my immediate family—me, my wife, and our two kids. It wasn't their story. I told them, "That wasn't yours to tell." It hurt because it showed a lack of boundary awareness.

[03:45 – Personal story – Calgary street encounter] I was walking in Calgary for a client, and a friend's wife comes out of an apartment building that definitely wasn't where they lived. Eyes got big, I nodded, kept walking. I spent the next week wondering, "Do I tell my friend?" A week later he called laughing: "Hey, I heard you ran into [wife's name]. She was visiting a friend who lives there and couldn't remember your name in the moment." We both laughed—she thought I kept walking because I suspected something, and I kept walking because I didn't want to accidentally say the wrong thing. Moral: We often don't have the full picture.

[04:40] As consultants we're paid for what we know. Having "extra" information can make us feel powerful, special, in the know. But watch high-performing executives in a room—they speak very little. Top performers are extremely discreet about what they share and with whom. That's the behavior we want to model.

[05:10 – Early-career story – drinks with another consultant] Over 25 years ago I was out for drinks. Another consultant bragged they'd just signed a big staff-augmentation deal with a health authority that was actually going to replace a bunch of internal employees. I had a close friend who worked there. I was torn—do I warn him?

A senior consultant gave me great advice:

1. You care about your friend—that's valid.
2. You don't actually know if the rumor is true or the full intent.
3. Even if you tell him, what do you expect him to do? Quit? Confront his boss? Live in paranoia waiting for the axe?

Sometimes "sharing because we care" just offloads worry onto someone else.

[06:10 – Practical tips for everyday confidentiality]

• Speakerphone etiquette: If you're on speaker and others can hear, announce who's in the room (or the car). I don't want to swear or share sensitive info if your 7-year-old (or anyone) is listening.
• Recorded meetings / Zoom / Teams: Once it's recorded or transcribed, you no longer control that file. Assume anything said can be forwarded.
• Sharing with spouse or significant other: It's normal to need to vent, but sanitize the details. Leave out names, specific identifiers, anything that could accidentally get repeated at the next dinner party.
• Doctor/therapist analogy: You wouldn't want your doctor or therapist going home and giving your spouse a play-by-play with your name attached. Treat client info the same way.

Assume you live in a small town where everyone knows everyone. That mindset keeps you safe.

[07:30 – Closing]

If you're new to consulting, this is one of the most important professional habits you can build. If you're seasoned, it's a friendly reminder.

Keeping information confidential when it should be is simply the right thing to do—and it will accelerate your career because people will trust you with bigger, more sensitive, and more lucrative engagements.

So keep being awesome, work hard, and have yourself a great week.

[08:00 – Outro Music]

Why We Should Assume Someone Is Always Recording

In this solo episode, Andy Fry reflects on how everyday behavior—inside and outside the workplace—shapes our personal brand and professional reputation. Through personal stories and relatable lessons, he reminds listeners that in today's world of smartphones and social media, every action could be on record.

Andy shares an eye-opening story about visiting a college track team whose coach insisted her athletes greet everyone politely because "you never know who you're talking to." That lesson sparked a deeper conversation about professionalism, reputation, and emotional control—especially when stress, anger, or frustration threaten to take over.

• Professionalism never turns off: Your personal and professional conduct are one and the same.

• Every interaction matters: Treat people kindly—you never know who's watching or recording.

• Control the triggers: Catch negative emotions early and reset before reacting.

• Grace and forgiveness: If you make a mistake, own it, apologize, and move forward.

• Stop glorifying others' failures: Resist the online culture of finding joy in others' missteps.

Andy closes with a reminder to lead by example, forgive quickly, and always put your best self forward—on and off camera.

Power Moves: Inside Energy Innovation and Consulting with Ashton Fox

In this episode, Cat sits down with Ashton Fox, President of Onix Energy, to explore how consulting and executive leadership are reshaping the future of energy. With an impressive career spanning renewable energy, natural gas, and electricity supply, Ashton brings a wealth of experience on scaling organizations, transforming business models, and leading companies through high-stakes change.

Ashton shares how he helped transform a negative-revenue startup into a $150M powerhouse, scaled solar and renewable operations across new markets, and shifted an energy supplier from 10% to 100% renewables. But beyond the numbers, he dives into what it really takes to be a transformational leader: building trust, managing culture during rapid growth, and creating sustainable strategies that last.

• Energy Leadership: How Ashton navigated the transition from fossil fuels to renewables while maintaining profitability and growth.

• Scaling with Purpose: Lessons on expanding a company's footprint from one market to six while multiplying revenue by 15x.

• The Consulting Mindset: Why consulting skills are crucial for energy executives — from solving complex problems to guiding strategic pivots.

• Sustainability in Action: How to implement efficiency programs that save clients 25% on energy costs while driving impact.

• Executive Lessons: Ashton's take on building recurring revenue streams, transforming company culture, and positioning businesses for long-term success.

This conversation is a must-listen for consultants, executives, and anyone interested in how innovation, leadership, and consulting expertise intersect in one of the world's most important industries.

Power Moves: Inside Energy Innovation and Consulting with Ashton Fox

What Guest is Promoting: https://onixenergy.com/

LinkedIn: https://www.linkedin.com/in/ashtonfox1/

Ashton Fox is a visionary C-Suite executive with extensive experience in strategic leadership, enterprise transformation, and organizational growth in the renewable energy sector. As the former CEO of a solar EPC company and COO of a natural gas and electricity supplier, Ashton has a proven track record of scaling organizations, driving market expansion, and delivering exceptional shareholder value.

During his tenure at the energy supply company, Ashton transformed the organization from a negative revenue startup to an entity with $150M in assets, expanded its footprint from one market to six, and increased the customer base and revenue by 15x. He pioneered the company's transition from 10% to 100% renewable energy sources and developed comprehensive energy efficiency programs resulting in average customer savings of 25%.

At the solar EPC company, Ashton led strategic growth and market expansion, scaling the sales organization by 50% while maintaining profitability and establishing strategic partnerships with key equipment suppliers.

Currently, Ashton is the President of Onix Energy, where he focuses on energy procurement and specialized sustainability programs for commercial clients. He also provides executive-level consulting services to renewable energy and cleantech organizations, focusing on strategic growth initiatives, operational excellence, and market expansion strategies. He specializes in transforming traditional energy companies into renewable energy leaders while establishing recurring revenue streams and optimizing financial performance.