Inside Exec – Mentors to Executives Worldwide

We continue our conversation with Kevin Eikenberry looking at risk, safety and trust in teams, particularly for those working remotely.

Are we encouraging transactions or interactions in our teams?

This week we begin a 3 part conversation with Kevin Eikenberry talking about leadership in relation to remote teams particularly.

Kim and Fulyana explore the differences (are there any?) between being a manager and being a leader as well as the importance of being flexible.

Kevin very generously offered a gift to all those listening. You can follow this up by visiting KevinEikenberry.Com/gift

In the final part of our conversation with Jim Stevenson, Kim and Fulyana explore the options and repercussions of introducing AI into organisations and the leadership that this demands.

As mentioned at the end of the podcast, if you have any questions that we can relay to Jim to answer in an upcoming podcast, please let us know via email.

We continue our conversation with Jim Stevenson, this week actually getting to Question 2! Kim and Fulyana explore the background of ethics and AI in organisations and where AI use in organisations is/ could be/should be heading.

Kim and Fulyana continue their conversation with Jim Stevenson, this week looking at what makes a “leader” as opposed to a “manager”. We discover different types of “leaders” and explore when training/development should begin for the next wave of leaders in our organisations.

This week we begin a conversation with Jim Stevenson from the Bletchley Group an international advisory firm specializing in strategic advisory, transformation, fundraising, and M&A.

In this first part Kim and Fulyana question the importance of risk analysis and what that really means in today’s business world.

This week we have a very different Case study with a listener asking what to do next with an idea for an industry disruptor that he is not wanting to share with his current organisation.

Kim and Fulyana look at the process of following through an entrepreneurial idea when you are in an organisation that may not appreciate that style of thinking.

Another of our case studies for the start of 2025, this time looking at what the options are for management when you have staff that are not the right fit for your organisation but there is a chronic shortage of trained people in your industry.

Are there, indeed, options? Do we need to think outside the square and create an industry paradigm shift? Kim and Fulyana look at some basics to get right before you even take staff onboard.

Another in our series of case studies for the start of 2025, Kim and Fulyana look at a situation for a senior manager, responsible for both business direction and management, feeling overwhelmed but considers that he can’t delegate any of his current work.

What are the underlying concerns that make delegation impossible? Is there only one way to delegate? What about when delegation goes wrong?

The links to other podcast episodes mentioned are below.

Lyle Tard on Servant Leadership

Taylor Proctor on Servant Leadership

Tammy Alvarez

In this case study, Kim and Fulyana explore some ways (read processes!) for those who might be feeling guilty about leaving an organisation that treats them well.

When you feel that it is time to “grow” your career and you think that means changing organisations or industries, what can you do to help make the decision without regrets?