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Winnie Brignac Hart and Lorrie Brignac Lee lost 75 percent of their business in a weekend. Being based in New Orleans when hurricane Katrina hit, overnight they became a crisis communication firm. Immediately they learned what it meant to truly help people in a different way. Through this experience they were able to align what was important to them and move onward and upward faster.
Wade Fransson was a junior in High School and spent ten months living in a tent through the Alaskan winter. Having to endure the cold winter by using a portable stove served to be too much for Wade when the stove blew up in his face. Listen to Wade tell his story of surviving and making a greater impact.
Bob Burg is not a technical person by nature. He even built a business that did not depend on technology. Despite several people warning him that he needed to learn technology, he got complacent, even cocky and his business suffered for several years. Listen to Bob tell how he was left behind and how he got over the hump.
Doug Woodard was new to his company when he had to terminate a long tenured employee. Doug faced a lot of fear in letting her go and facing the team. While wanting to take ownership of the decision Doug was not able to be transparent with the details. Listen to Doug’s story of how he was able to get over the hump.
Jocelyn Davis got a splash of cold water in her face. Being an executive at a consulting firm she was easily published by Harvard Business Press. But when she tried to get her next book published after departing from her firm she learn a sobering lesson. Listen to Jocelyn tell the story of her journey of getting over the hump.
Roy Atkinson grew up as a privileged kid. Then Roy found himself needing to work his way through high school and college while his mother tended to her ailing mother and Roy’s father. Roy had to get over several humps to move onward and upward. But one of Roy’s most valuable lessons came later.
Ann Parker was in her twenties and had become a shrunken version of herself. She lost confidence in herself and lost her identity. Her world and her future came crashing down and that’s when she reached inside and climbed out. Listen to Ann tell her story of finding new strength.
Bob Tiede had an Executive Vice President volunteer to fund raise for the organization he worked for. After two years he resigned. Shortly after that Bob learned the reason he resigned. It was because Bob was a benevolent teller. Listen to Bob’s story of how he learned a new way to move onward and upward faster.
Brian Sullivan worked for an organization that would bring together an executive committee to make decisions on business they wanted to pursue. Because of all of their political agendas, the system wasn’t serving the company or customers very well. That’s when Brian pioneered a more customer-centric approach to sales that helped them to win better deals and avoid pursuing the bad deals.
Mike Wittenstein had not acted since his junior high school play. But he decided to take an acting class and it helped him to grow his business. Listen to Mike tell his story of how he discovered a way to improve the customer experience by using the fine art of acting in a whole new way.
From the publisher's feed
Why do strategic plans stall between the boardroom and the frontline?
Hosted by Jim Rembach (Executive Director, Leadership Execution Institute), The Fast Leader Show is the…
We move beyond generic management advice to examine the true physics of execution. Our dialogues bridge strategic intent and operational reality—treating high-velocity customer operations not as isolated service silos, but as the high-stress central nervous system of the entire enterprise. It is here that all upstream failures in product design, logistics, supply chain, and vendor management collide in real-time.
Each episode, we build a multi-disciplinary brain trust of global experts:
• Academic researchers analyzing the biological limits of human capacity.
• Bestselling authors introducing modern paradigms of organizational design.
• Enterprise consultants diagnosing structural operational friction points.
• Frontline executive leaders managing massive operational complexity.
Stop managing behavior. Upgrade the operating system they run on.