I Have Some Questions...

In this thought-provoking conversation, Erik and Alli explore a noticeable shift in how people are setting goals in 2026. Instead of laser-focused metrics and traditional SMART goals, more people are choosing intentions, directions, and feelings as their compass. Why? And what does it mean for how we measure success?

Together, they unpack the value of vector-based goals, the emerging trend of process over outcome, and why many high achievers are intentionally ditching rigid measurements in favor of something more sustainable—and possibly more effective.

❓ The Big Question

Are rigid goals still useful, or is it time to rethink how we measure success?

💡 Key Takeaways

• SMART goals aren’t dead—but they’re no longer the only path to growth. Many are shifting to qualitative, process-based goals that align with values rather than numbers.
• Process integrity > Outcome obsession. Focusing too hard on the end result can blind you to the meaningful work already being done.
• Goals as vectors. Picking a direction and tracking momentum may serve us better than defining a fixed destination.
• Experiments over expectations. Viewing goals as hypotheses allows you to learn, iterate, and adjust—rather than feeling stuck or like a failure.
• High-achievers are redefining success. For many, especially those running businesses or on the edge of new growth, clarity and confidence come from feeling aligned—not just hitting numbers.

🧠 Concepts, Curves, and Frameworks

• Vector Goals: Choosing a direction and measuring acceleration, not just arrival.
• Process Integrity vs. Outcome Integrity (Deborah’s concept): Not all success is about the result—sometimes it’s about how you show up along the way.
• Hypothesis-Driven Leadership: Every initiative is a test—learn to treat your strategy as a living system.
• Blinders of Quantification: Rigid metrics can distract from emerging opportunities.
• Creative Constraints: New habits, products, or businesses often defy neat measurement—especially early on.

🔁 Real-Life Reflections

• Alli shared how she intentionally didn’t set numeric goals in 2026 for her business, favoring creativity and sustainability over spreadsheets.
• Erik reflected on how, as a founder, forecasting too early can create false precision—so he now leads with qualitative goals and lets quantification come later.
• Both recognized this as a trend among their mentees and clients, noting that more people are choosing how they want to feel or how they want to work as the real goal.

🧰 Put This Into Practice

1. Start with a direction, not a destination. Ask: “If I moved this way, what would feel aligned?”
2. Run your goals like experiments. What hypothesis are you testing?
3. Replace ‘How much?’ with ‘How meaningful?’ Try tracking presence, ease, or momentum.
4. Review your process, not just results. Did you show up the way you said you would?
5. Ditch what doesn’t serve you. If SMART goals feel restrictive, try something else—and own it.

🗣️ Favorite Quotes

“If you marry yourself too early to an outcome, it takes away your ability to adapt to the humbling reality that might be showing up.” – Erik

“For the recovering high achiever in me… this is forcing me to think differently in a way I wouldn’t have expected.” – Alli

“The clearer you are on the direction you want to move, the more powerfully you can simplify the steps to get there.” – Erik

“You’re the only one who knows you best. Pick what works for you and get rid of the noise.” – Alli

“Let’s go run the test. Let’s see if we’re right.” – Erik

🔗 Links & Resources

• Listen to other episodes co-hosted with Alli&

 🧠 Erik’s Take 

In this post-interview reflection, Erik revisits key insights from his conversation with Brett Jesson, Chief Growth Officer at DDC Group. What stands out isn’t just Brett’s strategic clarity—it’s the way he pairs operational rigor with a deeply human approach to leadership. Erik dives into three standout themes: the underestimated power of fiction in leadership, the rise of small powerhouse teams, and the brutal honesty required for better hiring. This is a thoughtful unpacking of how leadership evolves when you're willing to look inward first.

🎯 Top Insights from the Interview

• Fiction builds empathy. Reading novels helps leaders see the world through others’ eyes—and leads to stronger “off the pitch” relationships.
• Small, high-powered generalist teams outperform bureaucracies. Versatility + trust = agility.
• Hiring well starts with knowing yourself. If you don’t understand your team’s strengths and gaps, you can’t pick the right puzzle piece.
• Speed matters in hiring recovery. Catching a wrong hire in 30–60 days is healthy. Waiting 12–24 months is a costly culture problem.
• Generational shifts are leadership tests. Leading millennials and Gen Z is no longer optional—and it’s not their fault, but it is your responsibility.

🧩 The Personal Layer

Erik reflects on how Brett’s love of fiction and leadership intersect in surprising ways. From Ender’s Game to Project Hail Mary, storytelling helps leaders build empathy and see patterns in human behavior—both in real life and on their teams. It’s not just intellectual—it's emotional. Brett’s commitment to leveling up as a human, not just a title, is a model Erik finds both refreshing and necessary.

🧰 From Insight to Action

• Read fiction. Not as escape, but as a tool for emotional fluency.
• Build generalist-heavy teams and reduce "connective tissue" friction.
• Redesign your hiring process to test for culture, not just competence.
• Normalize admitting a hire isn’t working—faster, not later.
• Reflect: Are you adapting your leadership style to the team you have—or the one you wish you had?

🗣️ Notable Quotes

“You can't walk in someone’s shoes if you've never imagined them.”

“Friction often lives in the connective tissue—small teams cut that out.”

“Hiring starts with knowing what you can and can’t train.”

“The wrong person can demolish a small, high-powered team.”

“By 2030, millennials and Gen Z will be the majority—it’s not their fault, but it is your responsibility.”

🔗 Links & Resources

• Listen to Brett Jesson's Episode

In this episode, Erik sits down with Brett Jesson, a strategic leader driving growth at a global business process management enterprise. What unfolds is a conversation that transcends business talk and drills into trust, culture, and the very human side of leadership. From career pivots to hiring with humility, Brett shares how he’s learned to lead small, high-performing teams in big, complex systems—without losing sight of what makes people thrive. It’s a masterclass in emotionally intelligent leadership for scale.

👤 About the Guest

Brett Jesson is a senior executive at The DDC Group, where he leads commercial operations for the EMEA region. His career spans client growth, team building, and market origination in highly diverse environments. Brett is known for his strategic clarity and people-first approach—balancing rigor with reflection and operational excellence with emotional insight. He brings both humility and hard-won wisdom to this conversation on leading at the intersection of culture, trust, and performance.

🧭 Conversation Highlights

• Why small, high-performing teams are often the engine behind outsized impact.
• The hiring challenge: balancing instinct, bias, and trust in fast-scaling environments.
• “Pressure without expectation”—how Brett was raised and how it shapes his leadership style.
• What makes culture more than just words on a wall—and how to make it live in the work.
• Navigating imposter syndrome and identity across roles, geographies, and seasons of life.

💡 Key Takeaways

• Trust scales faster than any other strategy. Brett unpacks how shared values and high-trust teams create momentum in uncertain markets.
• Culture must live in the day-to-day. It’s not defined by a slide deck, but by what your team defends, promotes, and expects in real time.
• Hiring is about alignment, not perfection. You won't get it right every time—but the faster you admit and adjust, the better.
• Great leadership is not knowing all the answers—it's asking better questions. Brett models humility and intellectual curiosity.
• The best leaders own their blind spots. Self-awareness isn’t a luxury; it’s a multiplier.

❓ Questions That Mattered

• How do you build trust in distributed, multicultural teams?
• What kind of pressure leads to growth—and what kind shuts people down?
• Why is “click” in hiring both powerful and dangerous?
• How do you make sure your culture lives beyond the onboarding deck?
• What does it take to lead in ambiguity without needing to control?

🗣️ Notable Quotes

“The best cultures are validated by clients—not just internal slogans.”

“Sometimes hiring is a bet. It’s a feeling. And sometimes it works, and sometimes it doesn’t.”

“We’re a small team, so we have to pick the right targets, the right people—and then go get it done.”

“It’s not about being right—it’s about staying in alignment.”

“Imposter syndrome isn't the enemy. It’s often the sign that you’re stretching into something real.”

🔗 Links & Resources

• Connect with Brett Jesson on LinkedIn
• Check out The DDC Group's Website

In this energizing co-hosted conversation, Erik and Alli kick off 2026 by exploring a subtle but powerful leadership challenge: how to support (rather than sabotage) someone’s attempt to change. Whether it’s a colleague trying to break a habit, a teammate aiming higher, or a loved one shifting patterns, change can unintentionally threaten the status quo—and trigger our resistance. The duo break down why that happens and how to respond with intention, empathy, and influence.

❓ The Big Question

How do you avoid accidentally undermining someone’s momentum when they’re trying to change?

💡 Key Takeaways

• Most people want to be supported, not scrutinized, during change. Knowing someone’s goals helps you avoid being the person who kicks the metaphorical “sucker” out of their mouth.
• Change feels threatening because it disrupts predictability. We subconsciously rely on others being consistent so we can feel safe.
• Encouragement matters more than perfection. Letting people know you’ll still believe in them—even if they stumble—can make all the difference.
• Leaders need to watch their own habits too. It’s easy to overstep, micromanage, or “rescue” someone—robbing them of growth.
• Discomfort is a feature, not a flaw. The right amount of stretch helps people step into their next level.

🧠 Concepts, Curves, and Frameworks

• The “Loop Disruption” Effect – Humans live in narrative loops. When someone changes, it disrupts that loop, which creates uncertainty.
• Supportive Failure Framing – Communicating that failure is expected and recoverable (“Don’t fail two days in a row”) helps sustain effort.
• The Confidence-Crush Trap – Leaders often jump in too early when someone falters, inadvertently killing their confidence.

🔁 Real-Life Reflections

• Erik shared a moment from his leadership past when he dismissed an employee’s self-directed goal—and only realized later how much damage that moment caused.
• Alli recalled a pattern of jumping into meetings to “save” direct reports, which short-circuited their learning and visibility. She now uses a physical cue (sitting on her hands) to let others lead.
• Both highlighted how change requires not just action from the individual, but space and belief from those around them.

🧰 Put This Into Practice

1. Ask what someone’s working on changing—at work or beyond—and how you can support them.
2. Reinforce that failure is expected and doesn’t disqualify them from your belief in their potential.
3. Resist the urge to rescue. Let your people stretch through discomfort and find their own footing.
4. Use reflection questions, like: “Where do you usually stumble when trying to change something?” and “What helps you recover?”
5. Choose curiosity over critique when someone does something differently than usual.

🗣️ Favorite Quotes

“We want people to be predictable… because that makes us feel safe.” – Alli

“The person who best knows how they need to change is usually them.” – Erik

“When you fail, I still believe in you.” – Erik

“Sometimes you just have to go through it, feel the discomfort, and wrestle your way out.” – Alli

“Make your people uncomfortable… the right way.” – Erik (with a grin)

🔗 Links & Resources

• Listen to other episodes co-hosted with Alli

🧠 Erik’s Take

Coming out of this conversation, Erik was struck by one thing: this company actually walks the walk. From creative hiring filters to deep leadership development, G Adventures isn’t just saying the right words—they’re building the infrastructure that backs them up.

Jeremy Brady didn’t just describe innovative leadership. He embodied it. In this reflection, Erik explores how much the company’s values-based systems reshaped his own thinking on hiring, culture fit, and generational leadership. It’s a genuine "whoa" moment that reshuffled some of Erik’s assumptions and opened up new angles on what great leadership can look like in 2025.

🎯 Top Insights from the Interview

• Hire to Disqualify: G Adventures intentionally builds a process that helps candidates opt out if their values don’t align—with respect, clarity, and honesty.
• Culture Fit Isn't Fluff: Their hiring filters are rooted in systems (like the “Backstage Pass” or values exercises) that detect misalignment early, without relying on gut feel.
• Millennials and Gen Z Aren’t Hard to Lead—They’re Different to Lead: Erik reframes the narrative around this “difficult generation” and explores how Jeremy’s team taps into their deeper drivers.
• Leadership Is a Team Sport: Even hiring decisions are democratized. If 2 out of 3 employees red-flag a candidate, that person doesn’t get hired—period.
• “If We Look the Same in 5 Years, We F*ed Up”**: A simple quote from G Adventures’ CEO that captures the bold embrace of change embedded into their culture.

🧩 The Personal Layer

Erik reflects on his own evolution as a leader—particularly how his past approach to interviewing, team development, and performance conversations might have looked different if he’d had systems like this in place. He names the emotional experience of witnessing a company that takes “people-first” seriously in a way that’s not lip service, and how that makes him feel surprisingly optimistic about corporate culture.

He also shares his admiration for how G Adventures invests in developing future leaders through a real leadership pipeline—not just high-level development but week-long immersive C-suite mentorships. It reminded him that we often undervalue how much people want to contribute, and that real leaders are the ones who build pathways for that contribution to happen.

🧰 From Insight to Action

Want to apply what you heard in this interview + review? Here’s where Erik would start:

• Audit your interview process: Are you hiring based on skills... or alignment?
• Let your team help you hire: Create opportunities for non-leaders to weigh in on candidates.
• Stop over-indexing on closers: Look for process-oriented thinkers, disruptors, and “silent leaders.”
• Challenge your own assumptions: Is your culture attracting only one type of person?
• Build (or rebuild) your leadership development pipeline: Who are your next leaders—and how are you investing in them?

🗣️ Notable Quotes

“If we look the same in five years, we f***ed up.”
 —Jeremy Brady quoting G Adventures' CEO

“So often when someone doesn’t get the job, they feel like they weren’t good enough. But maybe they’re just not what we need—and maybe that’s a good thing for both of us.”
 —Erik Berglund

“You might be a rock star wide receiver, but we need someone who can hit home runs.”
 —Paraphrased insight from Jeremy Brady

“Millennials and Gen Z aren’t harder to lead. They’re just different. And that difference is an advantage—if you’re paying attention.”
 —Erik Berglund

🔗 Links & Resources

• Listen to Jeremy Brady's Episode

In this bold and honest conversation, Erik sits down with Jeremy Brady, National Sales Manager at G Adventures, to explore what it really takes to lead high-performing teams in 2025. They unpack why the old sales playbook doesn’t work anymore, how to build a values-driven hiring process, and why “culture fit” isn't just a buzzword—it’s a strategic advantage. Jeremy shares hard-earned insights from leading through COVID, reinventing hiring practices, and learning how to create psychological safety during interviews. It’s a masterclass in modern leadership, hiring with intention, and building cultures that last.

👤 About the Guest

Jeremy Brady is the National Sales Manager at G Adventures, a global adventure travel company known for its commitment to community tourism and values-driven leadership. With a background in hustle culture sales and over a decade of experience, Jeremy now helps shape a future of leadership that prioritizes authenticity, alignment, and long-term impact.

🧭 Conversation Highlights

• From “boss to friend” tension: Jeremy’s journey becoming a leader among former peers
• The radical shift from hustle culture to intentionality in hiring
• How G Adventures uses a "G Factor" (now “Backstage Pass”) to detect culture alignment
• Designing interview processes that prioritize core values over credentials
• Leveraging “Working Genius” and hedgehog concepts to build balanced sales teams
• How COVID forced a rethink on team engagement, fulfillment, and purpose
• The power of letting top performers fail (and why you shouldn't rescue them too early)
• Turning travel sales into meaningful social impact work

💡 Key Takeaways

• Hire for alignment, not just performance: Core values are a better predictor of success than previous results.
• Disruption reveals truth: Swearing, surprises, or even a ball pit interview can surface real insights about a candidate.
• Let them fail forward: Growth comes from patterns of reflection, not perfection.
• Sales isn’t about closers: Balanced teams with varied strengths perform better long-term.
• Create psychological safety: The best interviews feel like conversations, not interrogations.

❓ Questions That Mattered

• How do you build trust with candidates while still vetting them honestly?
• What’s your process for uncovering a candidate’s core values?
• How can companies avoid hiring “brilliant jerks”?
• What signs reveal that someone is thriving—or just coasting on past wins?
• How do you push a top performer to grow without deflating them?

🗣️ Notable Quotes

“You're gonna f*** up—just don't do the same f*** up twice.”
 —Jeremy Brady

“If we look the same five years from now, something's wrong.”
 —Jeremy on constant reinvention at G Adventures

“The candidate isn’t applying to prove they’re good enough. We’re seeing if we’re a fit for them.”
—Jeremy Brady

“When you’re in charge, take charge. When you’re not, stop trying to be.”
 —Erik Berglund

“Empathy is a superpower—but without the sword of accountability, it can become a crutch.”
 —Erik Berglund

🔗 Links & Resources

• Follow Jeremy on LinkedIn
• Check out Jeremy's Instagram

In this timely and thought-provoking conversation, Erik and Alli explore what it means to lead in the age of AI. As team members start working with large language models, AI copilots, and digital assistants, leadership is no longer just about people—it’s about protocols. From new security risks and brain atrophy to digital clones and ChatGPT accountability, they map out the practical and ethical terrain of leading teams armed with supertools. If you lead a team (or will soon), this episode is your onboarding to the AI-powered workplace.

🧭 Conversation Highlights

• The two biggest risks of AI use: brain atrophy and data exposure
• Why quality control matters more in an AI-powered team
• Why leaders must create protocols for feedback and accountability—even with AI
• The difference between an algorithm and a large language model (and why it matters)
• How to teach your team to lead digital coworkers as effectively as human ones
• Wild but real scenarios: legal risks of cloning employees, sparring with AI board members, and managing chatbots that miss deadlines

💡 Key Takeaways

• AI doesn’t replace leadership—it raises the stakes. Tools can create speed, but humans still guide context, ethics, and accountability.
• If your team is using AI, talk about it. You can’t lead what you don’t understand or even know is happening.
• Data intimacy still matters. AI can generate insights, but only you can understand the story behind the numbers.
• Feedback isn’t just for people. You need to build clear “rules of engagement” with your AI tools—just like a new hire.
• Legal and ethical questions are coming. Who owns an AI clone of your employee? You might need to decide… soon.

❓ Questions That Mattered

• What does it actually mean to manage AI tools—not just people?
• How do you avoid letting your team’s strategic thinking atrophy?
• What conversations should leaders have about how AI is being used?
• When does generative content need more editing, not less?
• Who owns your digital avatar if you leave your job?

🗣️ Notable Quotes

“Generation is no longer the hard part. It’s quality and editing that are scarce now.” —Erik

“If you’re not using part of your brain anymore, you’re going to lose it. AI can atrophy our thinking.” —Alli

“You still need rules of engagement—just like with a real human.” —Alli

“You can’t run a report for the stories you didn’t ask your AI to tell.” —Erik

“This isn’t a reason not to use AI—but it is a reason to lead differently.” —Erik

🔗 Links & Resources

• Listen to other episodes co-hosted with Alli

🧠 Erik’s Take

In this reaction episode, Erik reflects on his conversation with Chase Damiano—COO turned systems thinker, father-first decision maker, and founder of Humans at Scale. What stood out most? Chase doesn’t just talk strategy—he tests it. Erik highlights how Chase treats business like a living lab, combining intention, iteration, and humanity into every decision. This episode zooms in on what it really means to lead with intentionality, how systems thinking plays out in the real world, and why experimentation might be the most underrated leadership muscle of all.

🎯 Top Insights from the Interview

• Treat your business like a laboratory — Chase runs experiments, not assumptions. Every major move, from coffee trikes to national distribution, was a test.
• Systems thinking as a leadership edge — With a background in systems engineering, Chase applied operational rigor to startups and service-based businesses alike.
• Intentionality isn’t just personal—it’s operational — Whether choosing where to live or what to launch, Chase methodically tests alignment with values.
• Values-driven decisions scale — From turning down a promising job to stay close to his son, to shaping his new company, Chase walks the talk.
• Even your best ideas are just hypotheses — From sales scripts to team culture, everything is a test—until feedback proves otherwise.

🧩 The Personal Layer

Erik shares how Chase’s lens of systems + intention got him thinking about his own decisions—especially around parenting, leadership, and product testing. There’s a quiet kind of boldness in how Chase lives: methodical, values-aligned, and open to pivoting. That balance between rigor and flexibility? Erik sees it as an antidote to stuck leadership.

🧰 From Insight to Action

• Ask yourself: “Am I treating this strategy like a test?”
• Revisit your personal or professional goals—are they aligned with your values or inherited assumptions?
• Design small feedback loops for your next big decision. What would it mean to test it before scaling it?
• Consider how empathy + systems thinking can coexist in your leadership style.
• Journal prompt: “Where am I stubborn where I should be curious?”

🗣️ Notable Quotes

“Our businesses are just experiments.”

“The more you can recognize you’re in the middle of a test, the easier it is to treat pushback as feedback.”

“You kind of have to know where you want to go in order to figure out the best path to get there.”

“Intentionality and systems thinking—what a deadly one-two punch.”
“Every interaction—product, sales, culture—it’s all a lab if you’re willing to see it that way.”

🔗 Links & Resources

• Listen to Chase Damiano's Episode

In this episode, Erik sits down with Chase Damiano, former COO of Commonwealth Joe and founder of Human at Scale, for a conversation about structured experimentation, leadership evolution, and building a life—and a business—you actually want. From nitro cold brew to nervous system regulation, this conversation traverses tactical operations, deep self-inquiry, and how we unlock team performance by letting go of control.

👤 About the Guest

Chase Damiano is a leadership strategist, executive coach, and the founder of Human at Scale, an operations consultancy helping accounting firms run better businesses—without the owner being the bottleneck. Formerly the COO of Commonwealth Joe, Chase helped scale the company into the nation's largest provider of nitro cold brew coffee in offices before stepping away to build a life aligned with his values. Today, he helps leaders build organizations that run smoothly, grow intentionally, and free them to work on what matters most.

🧭 Conversation Highlights

• How Chase helped transform a small family coffee roaster into a national cold brew distributor
• The real cost of being a “down-and-in” founder and how Chase broke the cycle
• Why leadership starts with confronting your own discomfort, not fixing others
• Behind the scenes of building Human at Scale and choosing the accounting space
• The pivotal moment Chase realized his “lead by authority” style was stifling growth
• The power of structured experimentation in business—and in life

💡 Key Takeaways

• Leadership bottlenecks aren’t always obvious—but they often show up in your calendar, your team’s hesitation, and your stress levels.
• Experiments beat assumptions. Chase’s journey—from relocating his life to building multiple companies—proves that structured risk can lead to powerful clarity.
• Coaching changes everything. Chase’s transformation began with the humility to ask for help and the right coach to unlock his potential.
• Process matters, but people more so. Scaling responsibly isn’t just about SOPs—it’s about empowering people to own their roles with clarity and context.
• Doing the uncomfortable work is the signal. Whether it’s selling, letting go, or confronting your own patterns, discomfort is often the compass.

❓ Questions That Mattered

• What’s the earliest moment you embraced personal agency and responsibility?
• How do we balance vision-setting with responsiveness to reality?
• How can founders know when to delegate versus when to develop a skill?
• What makes organizational context and alignment more than just job titles?
• How do we avoid “creative avoidance” while still honoring our genius?

🗣️ Notable Quotes

“We are the conscious creators of everything going on in our lives—whether we like it or not.” — Chase

“Most decisions are reversible. That truth frees you to act.” — Chase

“I was unconsciously holding down the potential of the entire organization.” — Chase

“Contextualized alignment—when people really see how they fit—is what unlocks action.” — Erik

“Leadership isn't about talent. It's about helping other people rise in theirs.” — Chase

🔗 Links & Resources

• Human at Scale Website
• Chase's Personal Website
• Chase's LinkedIn

In this episode, Erik and Alli take on a vulnerable leadership dilemma: what do you do when you are the one who needs to change—but your team already knows the old version of you? From elephants in the room to scones and sandboxes, they unpack the real tension of evolving your leadership style when everyone’s already formed their expectations. This one’s filled with practical scripts, funny stories, and coaching-rich insight for anyone navigating growth in real-time.

🧭 Conversation Highlights

• Why change feels awkward—for you and your team
• What to say when you’re evolving your leadership approach
• The power of naming the elephant in the room (and apologizing when necessary)
• How to ask your team to hold you accountable when you slip
• Using backchannels (like Slack) to support your team without undermining them
• Why change doesn’t need to be perfect—it just needs two seconds of courage

💡 Key Takeaways

• Transparency builds trust. If you’re shifting your leadership style, don’t make your team guess—tell them why and what’s changing.
• Apologizing isn’t weakness—it’s leadership. Owning your past patterns models the growth mindset you want from your team.
• Pre-agree on signals. Don’t just say “I’m stepping back.” Clarify how your team can let you know if you slip back into old habits.
• You don’t have to be perfect—just human. Let the discomfort of change be part of your leadership narrative, not a hidden shame.
• Support can be silent. Use subtle tools like private Slack messages to coach without hijacking the spotlight.

❓ Questions That Mattered

• How do you earn your team’s trust after you’ve done it the old way for years?
• What role does vulnerability play in resetting leadership patterns?
• When should you name the elephant in the room—and how?
• How do you avoid over-correcting when stepping back?
• What’s a healthy way to invite feedback when you’re trying to change?

🗣️ Notable Quotes

“If you're asking your team to change with you, admit where you went wrong. It builds trust and momentum.” —Alli

“Sometimes the most powerful thing you can do is say: I messed up. And here's how I want to do it differently.” —Erik

“Change doesn’t need to be perfect—it just needs two seconds of courage.” —Erik

“Tell me to get out of your sandbox. I’ll go vacate the premises.” —Alli

“Leadership is about evolving out loud. Let your people see that process—it gives them permission to grow too.” —Erik

🔗 Links & Resources

• Listen to other episodes co-hosted with Alli