The Inspire Podcast

Only about 1 in 5 Canadian employees are engaged at work. So what’s causing so many people to check out, and how much of a difference can leadership really make?

In this episode, Bart speaks with Wahaj Awad, Consultant with Humance and The Humphrey Group, about the everyday experiences that shape how people feel at work: a lack of support, limited growth opportunities, and a growing sense of isolation.

Wahaj explores how leaders can make a meaningful difference by leading with intention, adopting a coaching mindset, and adapting their leadership style to the needs of their people. Through practical examples and leadership frameworks, Wahaj shows how small shifts in everyday leadership can help employees feel more supported, connected, and empowered to succeed.

Bart and Wahaj also discuss why high performers don’t automatically become effective leaders, why delegating work isn’t the same as giving real ownership, and why leadership is something that has to be practised, not perfected.

It’s a practical conversation about the small, everyday choices that can shape whether people simply get through work, or actually feel engaged in it.

 Additional Resources: Who's Got the Monkey?, a helpful resource on the difference between delegating tasks and delegating ownership. Watch the video here: https://youtu.be/OwNnydS-qw0?si=ppb6Yzd33e0jcywp

Show Notes:

00:15 Show intro

00:53 Welcoming Wahaj

01:55 Bart discusses Humance and how they met

04:12 Bart asks: Why doesn't work bring more joy and fulfillment?

05:40 Wahaj on the broad topic of work satisfaction

05:52 In Canada, only 21% of people are engaged at work

06:37 The study of how to make work better

07:16 3 major trends in job satisfaction:

07:28 People feel unsupported

08:02 Some performance issues are actually environment problems

08:56 70% of employee engagement can be tied to the manager

09:24 2: People feel stuck and the great detachment

11:17 3: People feel lonely

12:15 Bart asks how remote work fits into this

13:36 It's not proximity, but rather intentional moments of connection

14:24 Bart asks: How can people get beyond disengagement?

15:05 A leader can't fix everything for people, but...

15:33 Bart reviews the stats on the importance of leadership

16:33 Thinking about leaders who have really affected you

17:17 "They believed in me"

17:53 Intention: What do you actually think your job is as a leader?

18:50 Leadership is a practice

19:19 Leaders often forget about that development piece

19:25 Firefighting vs. leading

20:18 High performers are promoted to leadership without the training

20:41 Individual contributor vs. leader

21:55 What does a leader's mindset look like in practice?

23:21 Success needs to start happening through other people

23:52 Resist the urge to always be the one with the answer

28:15 Employees need to feel ownership

30:08 Adaptability as a leader

30:24 There isn't one perfect leadership style for every situation

32:22 Autonomy is good when a person is ready for it...

35:08 Bart muses on the "obvious" nature of some of this

36:35 Pick one small thing and work at it...

39:01 Where can people find out more about this?

40:11 Thank-yous

Trust is at the heart of every strong professional relationship, but it isn’t built overnight. It takes time, intention, and a willingness to invest in people long before you know what the payoff might be.

In this episode of the Inspire Podcast, Bart speaks with Jordan Kajfasz, Vice President of Intermodal Sales and Marketing at CPKC, about how to intentionally build relationships rooted in trust. Drawing on his career at Maersk, the Vancouver Fraser Port Authority, and CPKC, Jordan shares how putting relationships first helped him build a global network and ultimately create significant opportunities throughout his career.

Jordan explains what it means to earn the right to be trusted, why asking “How can I help?” can be so powerful, and how to strengthen relationships over time. He also explores what it takes to maintain trust once you’ve earned it, especially when things don’t go according to plan.

Finally, Jordan and Bart discuss how relationship building has changed since COVID and in an increasingly digital and AI-driven world. While email, text, and video make communication easier, Jordan argues that nothing replaces genuine human interaction when it comes to building trust.

Show Notes:

00:53 Introducing Jordan

02:18 Connection over bike riding

02:43 Bart introduces the idea of intentional effort to build relationships

03:45 Maersk training program

04:12 Building a strong network of colleagues across the world

05:49 What's more important, technical knowledge or relationships?

07:21 Vancouver Port Authority

08:09 Entire career in transportation

08:42 Connecting with the rest of the industry, including competitors

09:13 Stakeholder management

10:11 The gains and losses from moving on from a network

10:30 I don't think you lose connections if you keep watering the plant

11:46 For people starting a career

12:20 CP

12:47 Building relationships at CP

13:24 The business of supply chains and their relationships

14:18 Intermodal transportation

15:19 Bart brings up the idea of "trust"

15:33 Steps for building trust, earning the right to be trusted

16:13 It takes time to develop trust

18:11 Bart asks for an example of building trust before a long-term sale

18:40 Multi-year strategy

20:42 Decisions are made by more than one person

21:26 Investing time without a guarantee

22:19 Long-term perspective is what made his career thrive

24:42 One of the most powerful things, "How can I help?"

25:37 Bart brings it back to the example

25:55 Examples of how he would help prospective clients before a formal deal was made

26:53 Work at filling up the cup

27:13 How can you tell when trust-building is working?

27:36 When they start coming to YOU

27:53 The risk of not delivering when they come to you

28:46 The moment of the big sale

29:52 Bart asks about maintaining trust after the business relationship is established

30:22 The keys to maintaining trust over time

30:30 There will always be problems that arise

31:20 The key is owning it!

31:28 Put your hand up and say, yeah, there's a problem

31:54 Example of travel problems, the most frustrating thing is lack of communication

32:32 If there's something that's not going right, say it!

32:58 Bad news is not like wine

33:17 Bart breaks it down and summarizes it a bit

34:14 What has changed about relationship building post-COVID?

35:00 AI

35:49 The changing communications tech

36:53 Over time, communication has become less and less personal

37:09 Trust needs the personal

38:47 Nothing beats a conversation with someone

41:07 It's always win-win to put time into relationship building

42:25 Thank yous

42:53 Outro

What really motivates us? And why can some environments bring out the best in us while others slowly drain our energy?

In this episode, Bart speaks with Stephen de Groot about his remarkable career journey, from working with prisoners to advising physicians, leaders, and other high performers, and what those experiences have taught him about human motivation.

Stephen discusses the difference between motivation and inspiration, and why so few of us truly understand what drives and energizes us. He introduces his “CORE 4”: needs, values, goals, and strengths, and explains how paying attention to the moments when we feel most alive and fulfilled can reveal what matters most to us. With that understanding, we can intentionally create more of those conditions in our work and lives or recognize when an environment is no longer right for us.

The conversation then turns to leadership. Stephen shares how leaders can uncover what motivates the people they lead, create the conditions for them to perform at their best, and recognize why the same approach will not inspire everyone.

Filled with practical insights and stories from Stephen’s own journey, this episode offers a fresh perspective on human motivation, meaningful work and what it really takes to inspire ourselves and others.

Check out Stephen's book, Getting to Better, here: https://gettingtobetter.com/

Show Notes:

01:11 Introducing Stephen

02:09 What inspiration and motivation mean

02:51 I get excited easily, I don't often get inspired easily

04:13 Life is already there, you just need to tune into it

05:43 Bart asks Stephen for his career/personal story

06:06 Growing up a twin and being attuned to people's emotions

06:42 Started with working with people who were unmotivated

07:01 Working with gang members in prisons

07:17 All people are motivated... but are they motivated in the way we want them to be?

08:06 "Safe, significant and situated"

10:39 Using magic tricks to connect

13:02 The three "S"s and the "CORE 4"

16:10 Outdated theories are still used in the corporate world

16:43 What does it mean to be "unmotivated"?

17:17 What needs were being met?

17:35 Great moments don't happen by accident

19:31 Happiness is fleeting: inspiration and meaning aren't

21:30 How do you go about finding out your "CORE 4"

23:31 Start with your personal life

23:50 Four questions to ask

23:55 Q: What needs are being met right now?

24:28 Q: What values are being aligned?

24:42 Q: What goals are being met?

24:54 Q: What strengths of mine are being leveraged right now?

27:12 What frustration and anger tell us

28:28 How does this apply to leadership development?

29:14 Best to approach it when things are going well

29:29 What part of the work do you like the most?

29:58 We're products of our environments and relationships

30:16 Interviewing for Core Four

33:32 Knowing people's Core Four directly impacts your ability to influence them

34:15 The Three P's

34:51 Promote - Predict - Prevent

35:45 Moral injury

36:42 Bart ties it up with thoughts about how self-awareness ties in

37:10 It's not as much work as you think it is

38:02 Thank yous

38:39 Outro

In this episode, Bart welcomes Dr. Julie Morris to explore why psychological safety is so closely tied to employee engagement and high-performing teams. Julie shares her journey from earning a ThD in ethics at Duke to working in technology and ultimately at Glint, Microsoft’s employee engagement platform, where her work led her to explore psychological safety and what it looks like in practice.

Drawing on that experience, Julie discusses the six pillars of employee engagement and explains how psychological safety is woven throughout them. She also shares insights from the psychological safety program she developed for managers, including three practical strategies leaders can use to foster it on their own teams.

Along the way, Julie and Bart challenge common misconceptions about psychological safety and explore how leaders can create an environment where people feel comfortable speaking up, taking risks, and asking questions. At a time when people are asking more of their managers and leaders are looking for ways to create more engaged workplaces, this is an invaluable listen.

Connect with Julie on LInkedIn here: https://www.linkedin.com/in/juliermorris/

Show Notes:

00:27 Show intro

01:04 Introducing Dr. Morris

02:07 Bart introduces the idea of psychological safety

02:36 Definition of psychological safety

03:09 Stats on psychological safety

05:03 Julie talks about her career path

05:44 What she was doing at Microsoft

06:52 What she discovered in the research at Microsoft

07:57 Psychological safety survey

08:15 If your org scores low on P.S., how do you improve?

09:38 Psychological safety - similar indicators as 'belonging'

10:29 What can managers do to foster this?

11:03 How did the program they developed work?

11:51 Experiences rolling out the program at Microsoft

12:09 Tapping into leaders' anxieties

13:17 Are people looking for managers with these skills?

14:18 What do people learn in this psych safety program?

14:43 Negative reactivity - characterized by knee-jerk reactions

15:18 Shutting people down

17:24 Were managers willing to change?

18:46 Adapting these strategies to your managerial style

19:56 Bart introduces example scenario of tough environment

21:20 Give yourself a buffer to cool down

22:34 Tip 2: Listen without agenda

23:27 Schedule regular check-ins

25:39 All that small talk really helps!

26:37 Beginning of timing/misalignment

27:06 Tip 3: Model the vulnerability you hope to see

28:03 If you want your team to take risks, show them vulnerability

28:32 What is the distinction between weakness and vulnerability?

30:23 How do you model vulnerability?

33:56 Bart recaps 3 points

34:17 Common misconceptions about psychological safety

34:40 "It's not my job to be your mom"

36:17 "I'm just not a believer in all this touchy-feely stuff"

38:32 Final advice

38:46 Stick with it!

39:23 Thank yous

39:34 Outro

In this episode, Bart speaks with Rabih El Khodr, author of The Way Out of Burnout, about what burnout really is, how to recognize it, and what it takes to overcome it.

Drawing on research in psychology and neuroscience as well as his own personal experiences, Rabih challenges the conventional view that burnout is the result of working too hard, arguing instead that it often stems from the gap between our authentic selves and the roles we feel we need to play at work. Central to his work is the idea that burnout begins when we start following survival scripts, a concept he pairs with his F.L.O.W. Framework, a practical approach to identifying and changing the patterns that contribute to burnout.

The conversation also offers valuable insights for leaders on how to spot burnout in their teams and support them before it becomes overwhelming. As the demands on leaders continue to intensify, Rabih's perspective offers a fresh approach to sustaining high performance without sacrificing oneself in the process.

Get a sneak peek at the introduction of Rabih's book here: https://the-burnout-graduates.kit.com/

Watch his TEDx talk "Burnout Begins with a Script" here: https://www.youtube.com/watch?v=il8L9CB8dsQ

Show notes:

00:33 Show intro

01:10 Introducing Rabih El Khodr

01:37 The topic of burnout

02:04 What is burnout, and what do we get wrong about it?

02:29 Burnout is caused by "putting on an act"

03:01 Why some hardworking leaders don't burn out

04:05 Where did it all start?

04:09 Starting a career in marketing and communications

04:57 Multiple episodes of burnout throughout his career

05:22 How a lifetime of burnout led to the book

05:47 The realization that changed his perspective on burnout

06:17 The worldview that made burnout worse

06:31 The three unachievable objectives that drive burnout

06:53 The personal experiences that shaped his thesis

08:11 The panic attack in Istanbul

09:39 What are the signs you may be experiencing burnout?

09:52 Losing interest in the activities you once loved

11:39 What causes burnout?

11:58 Introducing survival scripts

12:17 How operating on autopilot leads to burnout

12:38 The cognitive theory behind burnout

13:02 Why burnout begins at the belief level

13:19 The scripts that lead us to burnout

13:23 The Three Cs

13:29 Composure

13:41 Connection

13:53 Control

14:06 The pressure leaders feel to be perfect

15:48 Why do some people burn out while others don't?

16:12 Robin Williams and the danger of unchecked survival scripts

17:34 Why self-awareness is the path out of burnout

18:51 The self-awareness gap: 95% vs. 10–15%

20:09 How can you develop greater self-awareness?

20:36 The PONI framework

20:46 Pause

20:55 Observe

21:01 Name the emotion

21:08 Integrate it

21:12 Applying PONI to a real-world situation

23:41 The survival mode of the modern era

24:11 Why leaders deserve more empathy

25:56 The FLOW framework

26:18 Understanding the flow state

26:41 The four-step FLOW process

26:48 Face your scripts

27:47 Applying FLOW to Rabih's own journey

28:46 Burnout isn't inevitable

29:31 When is it your script, and when is it simply too many hours?

30:31 The problem with many workplace wellness programs

31:37 Can bad bosses cause burnout?

35:02 Why self-awareness is the foundation of emotional intelligence

35:58 Where to learn more about Rabih's work

36:17 Final thoughts

36:36 Outro

In this episode of the Inspire Podcast, Bart Egnal welcomes Jennifer Gabriele, Partner and National Leader, Leadership & Team Development at Humance and co-author of The Inspirational Leader.

Drawing on insights from her research and work with leaders across Canada, Jennifer explores how leadership has evolved in the wake of COVID and what it takes to manage and inspire teams in today's workplace. She discusses the shift toward shared leadership, the importance of executive presence, and why authenticity matters more than charisma.

Jennifer goes on to share practical lessons from her book, including the difference between clarity and certainty, the power of curiosity, cultivating excellence, and why managerial courage is critical for navigating difficult decisions. As a renowned executive coach and facilitator to many of Quebec's leading organizations and companies across Canada, Jennifer brings these ideas to life through real-world stories and actionable insights in a lively conversation between two people passionate about leadership communication.

Show notes:

00:32 Show intro

01:10 Welcoming Jennifer

01:43 The Inspirational Leader

01:57 What's the book about and why did you write it?

02:13 What makes a great leader?

03:32 What is Jennifer's story that led her to Humance?

03:51 We brand companies but not humans. Why not?

04:25 Products have far fewer dimensions than a person

04:36 Coca-Cola example

05:41 Her practice before Humance: executive branding

06:00 Why some persuade and others don't

06:36 The move to Humance

08:40 Acquiring Lord Communication

09:21 Focus on managers and executives

11:35 Interviewing leaders for the book: what did you find?

12:48 Themes that emerged from her qualitative research

13:02 Misplaced nostalgia for the "good old days"

13:47 Shared leadership

14:10 The impact of COVID on work culture

14:28 The amount and quality of presence required

14:44 During COVID, managers thought they needed to be 24/7 present

15:32 Bart discusses the decline in deference

16:27 Society has changed, too

16:34 Shortage of labour

17:31 What does it mean to be an inspirational leader?

18:15 You don't need to speak like Barack Obama; you just need to walk the talk

19:28 Getting people to follow you

19:49 Authority doesn't work. People need to believe in you

19:58 Passive-aggressive resistance to directive-style leadership

20:47 Three rules for inspiring leadership

21:23 The importance of having communication goals

25:19 The difference between clarity and certainty

25:43 What is cultivating excellence?

25:58 If you want to be an inspirational leader, you can't be a know-it-all

26:50 Example of the curious leader

27:20 How does curiosity tie to cultivating excellence?

27:54 Setting a standard for what excellence looks like

28:13 Teasing out unrealistic expectations and perfectionism vs. a healthy pursuit of excellence

28:48 Try your best vs. try not to make mistakes

29:11 How can leaders communicate this?

29:38 Don't hide if you don't know something

29:51 Instead of "Why did you do this?" say "How do we fix this?"

30:55 Example of dealing with a high-performing but toxic employee

32:18 Managerial courage

33:33 You lose talent if you're not a courageous leader

34:13 What did you learn from writing The Inspirational Leader?

35:47 Thank-yous

36:10 Show outro

In this episode of the Inspire Podcast, Bart Egnal sits down with Stéphanie Butt Thibodeau, EVP Talent and Corporate Affairs at iA Financial Group, to explore how leaders and organizations can embrace artificial intelligence while keeping people at the center of transformation.

She begins by sharing how AI has fundamentally reshaped her own work, helping her rethink long-established habits and increase productivity. She goes on to discuss how iA Financial Group is helping employees navigate the uncertainty surrounding AI by fostering curiosity, experimentation, and a culture of learning. Stéphanie offers practical advice for leaders and professionals at all levels on overcoming anxiety around AI, and embracing the opportunities and excitement it can bring to their work.

Through practical examples, personal vulnerability, and insights into iA's organization-wide approach to learning, Stéphanie offers an honest and practical look at what it takes to lead through one of the biggest workplace transformations of our time. A must-listen for anyone navigating the opportunities and challenges of AI.

Show Notes:

01:07 Introducing Stéphanie

01:38 Talk about what IA is and what they do

03:26 A bit about her bio and early years

04:21 Her comfort with and enjoyment of change

04:33 Junior Achievement

05:06 Recipe card holder example

05:36 Radio show

06:22 Becoming an accountant?

06:42 Switched to finance and international business

06:48 Her career start

07:31 What led her into HR?

08:31 Getting the job at IA

10:09 What is the IA way of managing people?

10:24 Being a learning organization

10:31 Creating conditions where employees can be their best

11:08 Bart asks for an example of the learning culture

11:21 The VP summit at IA

12:28 AI and its implications

12:47 Started off thinking of it as an operational efficiency thing

13:00 Allowing people to focus on where they can add the most value

13:28 How has AI affected Stephanie's work?

13:51 Changing the way she works — example: preparing presentations

14:20 It's about "unlearning" our ways of working

14:37 Using AI as a chief of staff

14:59 Copilot helps organize her day and key tasks

15:57 Copilot as a personal assistant

16:46 The anxieties associated with the introduction of AI in the organization

16:59 Choose curiosity over fear

17:34 Quote: AI won't replace humans, just humans who don't use AI

18:21 What advice would you give to people about AI?

18:50 It's all about mindset

19:38 How do you demonstrate the learning mindset?

22:24 What's next after adopting the mindset?

22:53 Practice using the tools

24:13 Bart talks about the Anthropic models

25:33 Advice #3

25:50 AI ambassador network

26:14 Hackathons

27:28 Creating the muscle around learning

29:12 Learning is not just an HR thing

30:11 Where will the adoption of AI go in the years to come?

31:30 What are your personal hopes for the future?

32:13 Thank yous and Bart sums up the takeaways

33:23 Outro

Every leader knows how to have conversations. Far fewer know how to lead them.

In this episode, Bart Egnal speaks with Sandra Bekas, Senior Learning and Development Manager at The Humphrey Group, about why conversations have become one of the most important leadership skills in today's workplace and how THG helps leaders prepare for and excel in these critical communication moments. Drawing on her background in language, rhetoric, cognitive science, and leadership development, Sandra shares insights into why conversations are where influence happens and why those moments have become more complex than ever.

Sandra explains why conversations have become more frequent, more candid, and often more challenging as employees increasingly expect leaders to be more present, more transparent, and more accessible than ever before. She discusses the difference between routine and high-stakes conversations, why framing a conversation is critical to creating clarity and trust, and how leaders can guide discussions without becoming overly directive.

The conversation also explores practical tools from The Humphrey Group's Art of Conversation program, including the ARC framework (Acknowledge, Refocus, Catalyze) for getting derailed conversations back on track. Whether you're navigating everyday discussions or pivotal leadership moments, this episode offers practical tools for communicating with greater confidence, clarity, and influence.

Show Notes:

00:58 Introducing Sandra Bekas

01:41 Introducing the topic of conversations

02:37 What led you to this role?

02:50 Love of language

03:14 Thinking and language and emotion and how that shapes reality

03:37 Moving to Japan

04:14 Japanese different language structure

04:22 Maybe trim/cut this section?

05:52 Moved back to Canada - Canadian publishing

06:15 Majority of career in instructional design...

06:35 Joining HG

07:26 How have conversations reached this inflection point?

08:00 Post-COVID interactions

08:24 In-person and digital accessibility

09:10 Leadership conversations are now more fraught

10:18 COVID level-set us

10:45 Insert: the three A's

12:47 What is the new THG program?

13:14 The Art of Conversation program

13:25 The ability to dynamically influence others

13:49 Routine conversations vs. high-stakes conversations

14:15 Corporate conversations where you want to move the needle

14:43 How you present in the moment

15:01 How to exert your influence

15:42 What is framing and why is it important?

16:01 What is the purpose of this conversation?

16:33 Example: giving a poor performance review

17:44 Example: letting down people who didn't get the promotion

20:01 Summarizing

20:48 Introducing clarity in a meeting

21:22 Bart presents a challenging example of a situation that is hard to summarize

23:36 Getting derailed conversations back on track

24:56 A.R.C.

26:06 A: acknowledge

26:17 R: refocus

26:28 C: catalyzing question

30:16 You cannot script these moments

31:04 You can still be authentic when using these tools!

32:26 Where can people find out more?

In this episode of the Inspire Podcast, Bart Egnal speaks with Rachel Cossar, co-founder and CEO of Virtual Sapiens, about how AI is transforming leadership communication training. Drawing on her own journey from the professional world of ballet to expert in non-verbal communication, Rachel explains how her experience in performance and body awareness led to the creation of an AI-powered communication coaching platform.

Together, Bart and Rachel explore why AI can be such a powerful complement to facilitated training and executive coaching, especially when it comes to practice, repetition, feedback, and accountability. They discuss their collaboration with The Humphrey Group, including how THG has trained the platform on their own IP and is integrating AI coaching into their programs to help participants build confidence and measure improvement over time.

The conversation also examines the limits of AI, why human facilitation remains essential, and how the future of communication training will combine technology with human connection. A fascinating look at the evolving role of AI in helping people become more effective, authentic, and inspiring communicators.

Learn more at https://www.virtualsapiens.co/

Show Notes:

00:19 Show intro

00:57 Introducing Rachel and Virtual Sapiens

02:29 Rachel’s background

02:48 Started off in ballet

03:17 Body awareness and presence

04:21 What dance training made her realize about office life

05:04 Starting her new career

05:26 Consulting with the hospitality industry

06:34 The “always on” nature of hospitality

07:23 Silent service

08:36 How this applies to executive and leadership development

09:06 How the COVID disruption changed her work and business

09:28 The idea for Virtual Sapiens

09:49 How do you take training and truly make it muscle memory?

10:55 Rapid adoption of video during COVID changed things

12:57 How did Virtual Sapiens come to be?

13:30 Initial product: a video sidekick coach

15:02 How did people respond to AI feedback?

15:53 People now have overly high expectations of AI

16:53 The complexities of video avatars

17:55 Why Virtual Sapiens was a natural fit for coaching firms

18:31 The asynchronous practice tool

19:26 How Virtual Sapiens fits with The Humphrey Group

19:47 The Humphrey Group’s “ELI” tool

20:13 Learners can see measurable improvements

20:49 Where is AI used best in facilitation and training?

21:44 Designing programs with more longevity

23:59 Scalable and concurrent learning

24:36 Why people find AI to be a safe space to practice

25:03 The fear of being judged

25:41 Why people prefer first reps with AI

26:23 Built-in accountability for learners

27:15 Post-facilitation tools and practice

29:36 Do people use it?

29:50 Why getting people on early is key

31:52 What is the future of Virtual Sapiens?

32:40 More task-specific LLMs

33:29 Where can people learn more

In this episode, Bart Egnal speaks with executive, author, and leadership expert Barry Moline about what it takes to create authentic human connection in an increasingly disconnected world.

Drawing on decades of leadership experience, including mediating high-stakes conflicts and leading organizations through crisis, Barry shares the lessons that inspired his book Connect: How to Quickly Collaborate for Success in Business and Life. From rebuilding trust as a young CEO to helping groups find common ground during conflict, Barry explains why connection is the foundation of influence, collaboration, and effective leadership.

Bart and Barry explore practical ways leaders can foster stronger relationships at work, including “connection before content,” intentional conversations, and helping teams connect to a shared purpose. They also discuss why authentic connection matters more than ever in the age of AI, remote work, and digital overload.

Whether you lead a team or simply want stronger relationships in your work and life, this episode offers actionable insights on how anyone can create true connection.

Learn more at barrymoline.com

Show Notes:

00:35 Show intro

01:13 Introducing Barry

01:52 Bart introduces the idea of “connection”

02:24 Barry’s story of how he got to this topic

03:33 Early CEO mistakes

03:47 You’re either with me or against me

04:43 Different culture than he was used to

05:42 Key advice from senior staff: build relationships!

08:16 2017 origin story for why he wrote the book

09:02 Working on a utility solution as an outside consultant

10:06 Does anybody get along anywhere?

11:11 Why doesn’t someone write a book about collaboration?

12:23 Isn’t it the CEO’s job to bring everyone together?

13:01 It’s not the facilitator that is important

13:57 Case study: California’s referendum on gay marriage

14:53 Understanding why people voted “no”

16:05 Door-to-door conversations and outreach

19:03 Bart reflects on the campaign

20:17 What is “connection” and what does it mean for leaders?

20:40 Enter connection lightly

21:19 Using icebreakers

22:17 Specific questions that help create connection

23:14 Avoid “How are you?” completely and go to an icebreaker

23:56 How to move beyond to deeper connections

24:09 Where to find a list of workplace-appropriate icebreakers

24:42 Understanding purpose

25:01 Example of a plumber and their importance to society

25:34 Tell employees what they do is important and why

26:27 Remind people why their work is important

27:01 Managers need to be respectful and caring

27:17 Find out what people really want to do in life

27:48 Example of an aspiring filmmaker and communications leader

29:52 Bart reflects on the example

31:10 Bart plays devil’s advocate

31:41 As an employee, how do you protect yourself while opening up about your interests?

33:44 Both sides of the conversation need to be judicious

34:18 Story and example of an engineer

36:47 What is the state of connection today?

37:04 Connection has gotten worse

37:24 Connection before content

37:51 You have to be intentional about connection

38:31 10 out of 10 times it will work

38:56 It will take 3 months of consistent effort

39:22 Example of hurricane response

41:40 Bart summarizes the importance of the topic

42:27 Where can people go to find more?

43:00 Thank-yous

43:13 Outro