Art of Consulting Podcast

Stepping In Without Stepping On Toes

The Art of Consulting Podcast with Andy Fry and Cat Lam | Runtime: 23:54

Episode Summary

Good consultants look for problems to solve. But not every problem is yours to solve. In this episode, Andy looks at when a consultant should step into a client's decision or situation, and when it is better to stay in your lane. He starts with a story from early in his Oracle career. A mentor asked him one question that still shapes how he decides whether to share sensitive information: "What decision would you like your friend to make if you shared this with him?" From there, Andy covers when stepping in is the right call, the warning signs that say hold back, and how to raise a concern without losing trust or offending anyone.

Key Takeaways

• Before sharing information, ask what decision you expect the other person to make with it. If you can't answer, you may just be getting it off your chest and giving them something to worry about.

• Serving the client is the job. Taking on every problem you see is not.

• Experience lets you spot risks and blind spots that others miss. That is a good reason to raise a concern, usually with your boss or the client lead.

• Problems that get worse the longer they wait, and decisions about to be made on bad information, call for more urgency.

• Internal politics, competent people who already own the issue, speculation, work outside your contract, and bad timing are all reasons to hold back.

• When you do step in, lead with the impact, bring options and not just the problem, and follow up in writing.

Chapters

• 00:00 Intro

• 00:28 The topic: when should you step in?

• 00:52 Story: the late-1990s methodology that was supposed to replace IT staff

• 03:16 The mentor's advice: "What decision would you like him to make?"

• 06:05 Using that question today, and the role of NDAs

• 07:16 Serving the client versus owning every problem

• 08:37 When to jump in: your lane, and risks others can't see

• 09:59 Story: worrying about a client employee's health

• 11:20 Problems that compound, decisions based on bad information, being asked directly or indirectly

• 13:50 Red flags: internal politics (and the candy-bar story)

• 16:42 Red flags: competent owners, speculation, outside the contract, bad timing

• 19:14 How to step in: ask first, lead with impact, bring options, follow up in writing

• 21:38 Closing thoughts: coaching someone else's athlete and other lessons

• 23:30 Outro

When Stepping In Makes Sense

• You can see a risk or blind spot that others don't.

• A red flag needs to go to the right person, such as your boss or the client lead.

• The cost of waiting grows and the problem compounds over time.

• Someone is about to make a decision based on bad information.

• You've been asked, either directly or indirectly (for example, a question is raised in a room you're in).

When to Hold Back

• Internal politics are in play, especially in heavily political organizations where someone may use your offer to protect themselves.

• A competent person already owns the problem.

• You'd be speculating.

• The work falls outside your contract and its requirements.

• The timing is wrong, such as during year-end close.

How to Step In the Right Way

1. Ask before you insert yourself. Check with your project manager or a trusted client contact.

2. Lead with the impact, not the cause or who is at fault.

3. Bring options, not just the problem.

4. Follow up in writing with a quick recap.

Memorable Quote

"What decision would I like this person to make with this information? Or is it just me sharing the information to get it off my chest?"

Listener Reflection

Think of the last time you stepped into a problem nobody asked you to solve. Was it your place? Did you bring options, or just the problem?

Support the Show

If you enjoyed this episode, please leave a rating. Five stars helps more consultants find the show. Have a great week, and keep staying awesome.

Speaking to Clients, Not Friends

The Art of Consulting Podcast | Host: Andy Fry | Runtime: 17:34

Episode Summary

Somewhere along the way, a lot of business messages started sounding like texts to friends. In this solo episode, Andy Fry looks at the small, informal habits that quietly hurt your professional image. The biggest one is leaving the other person's name out. He starts with a LinkedIn message that opened with nothing but "Hey" and gets into why using someone's name builds affinity, how dropped greetings show an email thread is turning hostile, and why "uh-huh," "yeah," and "gonna" don't belong in business communication. He finishes with a funny, slightly embarrassing story about a woman named Valerie (not Val) and a reminder that people may go by different names in different parts of their lives.

Platform Description (Short)

A "Hey" with no name tells the reader it's a copy-and-paste message. Andy Fry explains why informal habits hurt your professional image and how small changes, like using someone's name, saying "yes" instead of "uh-huh," and respecting what people want to be called, help you build trust with clients.

Chapters

• 00:00 — Intro to The Art of Consulting

• 00:27 — Advice, not a complaint: informal communication habits in business

• 01:42 — The LinkedIn message that started with just "Hey"

• 02:44 — Replying with feedback: "Include the person's name"

• 03:48 — The reply that still didn't use his name

• 04:44 — In person, we expect people to use our names. Why not in writing?

• 06:46 — "Hi" plus a name, and why it matters

• 07:21 — How dropped greetings show an email thread turning hostile

• 08:08 — "Yes," not "uh-huh" or "yeah"

• 09:22 — "Gonna," talk-to-text, and knowing which role you're in

• 09:52 — "I want to personally invite you..." with no name

• 10:46 — Executives who were called Mr. and Ms.

• 11:32 — Respecting what people want to be called

• 12:41 — The Val vs. Valerie story

• 14:00 — Andrew or Andy: the names we use in different roles

• 15:10 — Personal names vs. professional names

• 16:05 — Final advice: write courteously and professionally

• 16:56 — Closing and call to action

Key Takeaways

1. Use the person's name. If you message someone's LinkedIn profile, you know who they are. Leaving the name out makes the message feel copied and pasted and purely transactional.

2. A name builds affinity. Using someone's name tells them you took the time to recognize them as a person, not just a lead.

3. Greetings show the tone of a thread. As emails get confrontational, "Hi Andy" turns into "Andy," and then the name disappears too. Don't let your own writing slide that way.

4. Say "yes," not "uh-huh." "Yeah" is mostly accepted now, but "yes" and "no" sound clearer and more professional.

5. Watch for casual spellings. Talk-to-text writes "gonna." That's fine with friends and family. Fix it in business messages.

6. Don't call a mass message "personal." "Hi, I want to personally invite you..." with no name is about as impersonal as a message can get.

7. Respect what people want to be called. Some clients and executives expect Mr. or Ms. and a last name. Others go by initials or a nickname only with close colleagues. Ask, notice, and adjust.

8. People may use different names in different roles. Someone may be "Val" socially and "Valerie" at work. Treat it as normal and follow their lead.

9. Be honest when you forget a name. Apologize and ask. Don't try to cover it up.

10. Give feedback carefully. If you point out someone's habit, do it kindly and with the right person, because it can hurt feelings.

Notable Quotes

• "It's not a text to our buddies... It is a communication to somebody that we are looking to do business with. We should use their name."

• "If you couldn't even take the time to put my name in there, it tells me this is just a cut and paste job."

• "You haven't personally invited me to anything, because you haven't even used my name."

• "'Uh-huh' is not a proper way to say 'yes' in a business setting."

• "Everything doesn't need to be super formal, but we do need to be respectful of other individuals."

• "We're all learning as we go."

Stories in This Episode

• The "Hey" LinkedIn message: A recruiter sent Andy a job opportunity without using his name. Andy kindly suggested using names, and the reply still left his name out.

• The "personal" invitation: A LinkedIn event invitation said "I want to personally invite you" but never used his name.

• Mr. and Ms. at an engineering firm: On one project, every executive was called Mr. or Ms. and their last name.

• Val vs. Valerie: After a whole dinner at a Las Vegas conference calling her "Val" without being corrected, Andy greeted her as "Val" in a 15-person client meeting and heard "It's Valerie."

• Andrew vs. Andy: Andy once tried going by "Andrew" to sound more professional, but everyone who got to know him called him Andy anyway.

Reflection Questions

1. Look at your last five business emails or LinkedIn messages. How many used the recipient's name?

2. Which informal habits ("hey," "yeah," "gonna," "uh-huh") have slipped from your texts into your work messages?

3. Do you know how each of your key clients prefers to be addressed?

4. When an email thread gets tense, do your greetings change? What does that tell the other person?

Action Steps This Week

• Start every business message with a greeting and the person's name, such as "Hi Jerry,".

• Before sending a talk-to-text message, reread it and fix casual spellings.

• In meetings, answer with "yes" or "no" instead of "uh-huh" or "yeah."

• Write down how each client contact likes to be addressed.

Call to Action

If this episode helped you, leave a comment and a five-star rating on your podcast app, and share it with a colleague who is just starting a consulting career. Keep being awesome.

Think in Branches: The Consultant's Case for Mind Maps

The Art of Consulting with Andy Fry and Cat Lam Runtime: 14:31

Episode Summary

Andy Fry talks about a learning tool he has used for more than 30 years: the mind map. He first learned about it while struggling with advanced financial accounting, especially the step-heavy rules for consolidations, during his Certified Management Accountant (now CPA) studies in Canada. Mind maps changed how he learned.

Andy explains what a mind map is, using two everyday examples: making dinner and a young child's morning routine. He covers how mind maps relate to flowcharts and why drawing by hand on paper helps lock in learning. He then lists five benefits: memory, creativity, simplicity, scheduling insight and team collaboration.

He also points out a limit: not everyone thinks visually. He tells the story of a client who couldn't follow a hand-drawn diagram of how payroll labor and project labor interact without duplicating costs. Andy explains why fixating on a minor detail is often a sign that someone hasn't grasped the bigger process, and why good consultants adjust to how other people learn.

Platform Description (Short)

Andy Fry shares the tool that got him through the hardest class of his accounting career: the mind map. Using examples from cooking dinner to a child's morning routine to a client's payroll and project-labor question, he explains how mind maps improve memory, spark creativity, simplify complex processes, reveal timing problems and build collaboration. He also covers what to do when the person across the table isn't a visual thinker.

Chapters :not([hidden])~:not([hidden]))]:border-soft"> :not([hidden])~:not([hidden]))]:border-soft bg-raised"> Time Chapter 00:00 Intro to The Art of Consulting 00:27 A tool from 30 years ago, and the hardest class Andy ever took 02:17 Discovering mind maps, and why paper still beats software 03:06 Example: mapping out how to make dinner 04:58 Example: a child's morning routine and the limits of linear lists 06:10 Mind maps vs. flowcharts, and the Golden Arches effect 07:19 Five benefits of mind mapping 07:55 A side note on brushing your teeth in the shower (doing steps in parallel) 09:40 When the other person is a linear thinker 10:46 Client story: payroll labor vs. project labor 11:32 Fixation on minor details as a sign that someone doesn't understand 12:20 Maps, scale and different ways of processing information 13:01 Coming soon: an episode on learning styles 13:21 Closing thoughts Key Takeaways

1. A mind map turns a process into a picture. Put the end result in the center, such as "Make dinner," and branch out to each decision point and step.

2. Draw it by hand. Software exists, but Andy finds that physically drawing and writing helps the learning stick.

3. Use color, shape and lines on purpose. Bubbles, colors and squiggly lines give your brain visual anchors, much like a child who recognizes the Golden Arches before learning to read.

4. Linear lists hide relationships. A to-do list doesn't show which steps depend on each other, which can be reordered or which can run in parallel. A mind map does.

5. Five benefits of mind mapping:

   • Better memory and retention

   • More creativity, such as spotting steps that can run in parallel

   • Simpler complex information

   • Clearer scheduling and timing, showing where time, steps and people pile up

   • Stronger team collaboration, especially when the map is built together

6. Not everyone is a visual learner. Some people need sequential, list-style explanations. Adjust how you share knowledge to fit your audience.

7. Fixation is a signal. When someone locks onto a detail that doesn't matter, like "Does the interface push or pull?", they usually haven't grasped the overall process yet. Try a different way to explain it.

8. Know your own learning style. If a visual explanation isn't working for you, say so and ask for another format.

Notable Quotes

"When she showed me this, it changed the way that I learned."

"I think that there's something about the physical act of drawing out and writing everything down that starts to solidify learning."

"Words don't really help somebody who can't read."

"I guarantee you, difficult processes become much more straightforward by building that mind map and drawing it out."

"That's typically a sign when somebody is fixated on something that is insignificant in the process, that they do not understand the process."

"That's not a knock at them. They just don't learn in that format."

"I see where the gaps are. I see where there's inconsistencies, where there's inefficiencies."

Resources and Concepts Mentioned

• Mind maps: a visual diagram with a central idea and branches for steps, decisions and connections

• Flowcharts: a more structured relative of the mind map for documenting process steps

• Consolidations in advanced financial accounting: the step-heavy process that first pushed Andy toward mind mapping

• Payroll labor vs. project labor: how labor costs move between payroll and project costing without being counted twice

• Learning styles: the topic of a future episode

Reflection Questions

1. Which process in your current project or role feels most confusing? What would it look like as a mind map with the end result in the center?

2. Are you mainly a visual or a linear learner? How do you know?

3. Where in your daily routine or work could two steps run in parallel to save time?

4. Think of a recent meeting where someone got stuck on a minor detail. What alternative explanation might have helped them see the bigger picture?

5. When you explain something complex to a client, do you check whether your format suits how they learn?

Try This Week

Pick one process you need to learn, teach or improve. Grab a blank sheet of paper, write the end goal in a circle in the middle, and branch out every decision point and step using at least two colors. Then look for gaps, redundancies and steps that could run in parallel.

Call to Action

If this episode helped, share it with a colleague who is learning a complex process or teaching one. Subscribe to The Art of Consulting so you don't miss the upcoming episode on learning styles. Keep being awesome.

The Territory and the Hierarchy: How to Navigate the Landscape

The Art of Consulting podcast · Host: Andy Fry · Runtime: about 23 minutes

Episode Summary

Andy Fry takes two ideas from Steven Pressfield's The War of Art, the hierarchy and the territory, and applies them to building a consulting career. The hierarchy is the ranked structure you work inside: family, school, employer, firm, client. The territory is the area of expertise you own outright. Andy argues that few professionals can succeed on just one. The best consultants build real expertise and also learn to work well within the hierarchies around them.

Short Description

What's the difference between climbing the ladder and owning your craft? Andy Fry looks at Steven Pressfield's ideas of the hierarchy and the territory, why you need both to build a lasting career, and how to tell which one you need to work on. Examples include a three-legged coyote, a veteran oil-change tech, and a brilliant but difficult developer.

Chapters

• 00:00 – Welcome to The Art of Consulting

• 00:27 – Steven Pressfield's The War of Art and where these ideas come from

• 01:30 – What a hierarchy is: family, high school, and the workplace

• 03:57 – What a territory is: owning an area you're truly good at

• 04:45 – The three-legged coyote who owned the neighborhood

• 05:22 – Andy's territory: Oracle Projects / Oracle PPM

• 06:13 – Working in strict hierarchies: Big Four firms and the military

• 07:38 – The risk of relying only on the hierarchy

• 08:05 – The veteran oil-change tech: a real-world territory

• 09:41 – Most of us operate in both: the lone coyote vs. the pack

• 11:23 – "I still have a lot of bosses": hierarchy for independent consultants

• 12:11 – The two extremes: the yes-man and the brilliant loner

• 14:15 – Introverts, extroverts, and which side you lean toward

• 15:17 – Why you shouldn't "just focus on what you're good at"

• 17:04 – Beyond IT: construction, military veterans, and the trades

• 18:52 – Wrap-up: building both skills is a lifelong job

Key Takeaways

1. The hierarchy is everywhere. From the family you're born into to school to your employer, there's always a structure with someone at the top and someone at the bottom. Know where you stand in it.

2. The territory is something you own. It's a field where you're the go-to person, and people seek you out because you can solve their problem.

3. Relying only on the hierarchy is fragile. Without real expertise, your advancement depends completely on politics and on staying on the right side of the people above you.

4. Relying only on the territory is limiting. Brilliant specialists who can't work with people end up brought in only for narrow problems, and their careers stall.

5. Fix your weaker side instead of ignoring it. For technical experts, the biggest risk is how they work with people. For people-oriented professionals, it's a lack of a skill they can stand on.

6. Independence doesn't remove the hierarchy. Independent consultants still answer to consulting firms, clients, and family, and each has its own culture to learn.

7. This goes beyond IT. The same ideas apply to estimators, tradespeople, military veterans, and anyone who has found a niche.

Notable Quotes

• "The territory is the ability to own something."

• "Now you're dependent only on the hierarchy for your advancement."

• "I'm an independent consultant… a lot of people say, oh, it must be great working for yourself. Well, I still have a lot of bosses."

• "They may not be able to own both, but you can definitely strongly function in both."

• "We're not typically three-legged coyotes."

• "It's a lifelong development. I don't think we really ever stop developing that."

Resources Mentioned

• The War of Art by Steven Pressfield (Andy recommends the audiobook, which the author narrates)

• The Art of War by Sun Tzu (the title Pressfield's book plays on)

• Oracle Projects / Oracle Fusion PPM (Andy's area of expertise)

• Earlier Art of Consulting episodes on generalists vs. specialists

Reflection Questions for Listeners

• What's your territory, the area where people come to you first?

• Do you lean more toward the hierarchy or the territory? Which side needs more work?

• Who are your "bosses" right now (employer, clients, partners, family), and how well do you understand each one's culture?

Call to Action

If this episode helped you, share it with a colleague who's trying to figure out their next career move, and subscribe to The Art of Consulting so you don't miss future episodes.

Official Podcast Title

Project Success Starts When Complaining Stops

Episode Summary

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.

Key Insights You'll Learn

• 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.

Timestamp Chapters

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

Key Takeaways

• 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.

Short Podcast Description

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