James Kimmel, Jr., lawyer, Yale psychiatry lecturer, and author of The Science of Revenge, joins us in the Strategy Skills podcast to explore the neuroscience and behavioral dynamics of revenge. Drawing on law, psychiatry, and over two decades of research, Kimmel offers a sobering view: revenge is not a form of justice, it’s a “pleasure-seeking behavior” that operates like an addiction, fueled by unresolved pain.

He opens the conversation with a deeply personal story: as a teenager, after years of bullying, he chased down his aggressors with a loaded revolver. In a pivotal moment, he recalls, “The cost of getting the revenge I wanted was far more than I was willing to pay.” That flash of insight redirected his life and seeded a lifelong investigation into how grievance, retribution, and healing operate in the human mind.

Key insights from the discussion include:

• Revenge Mimics Addiction in the Brain Kimmel explains that “your brain on revenge looks like your brain on drugs.” The cycle begins when a grievance activates the brain’s pain network, followed by a surge of dopamine in the reward system. Over time, the craving for retaliation can become compulsive, forming habits akin to substance abuse.
• Grievance Retention Impairs Judgment Unchecked rumination can degrade executive function. “If that prefrontal cortex does not stop you,” Kimmel warns, “and you really crave it… it doesn’t matter how many laws there are.” This impaired self-control is what allows otherwise rational individuals to commit extreme acts of violence.
• Social Exclusion Can Be a Form of Revenge “If you’re ending a relationship not for present harm, but to punish someone for a past wrong, that’s retaliation,” he explains. Even subtle acts like ghosting or ostracism can activate the same pain circuitry in the brain as physical harm.
• Forgiveness Interrupts the Revenge Cycle Neuroscience shows that imagining forgiveness “shuts down the brain’s pain network, silences addiction circuits, and reactivates executive control.” Kimmel calls forgiveness a “human superpower… It doesn’t just cover up the pain like revenge does, it takes the pain away altogether.”
• Revenge Can Be Prevented, Like a Heart Attack Kimmel proposes a new public health framework: treat revenge attacks like cardiac events. “There are warning signs,” he says, grievance fixation, revenge fantasies, acquiring weapons, and they demand the same level of emergency attention.
• Legal Systems Often Deliver Revenge, Not Justice Kimmel reflects on his time as a litigator: “Lawyers get paid to sell revenge under the brand name ‘justice.’” He urges professionals to be aware of how sanctioned systems can enable and normalize compulsive retribution.

For leaders in high-stakes environments, the message is clear: understanding the mechanics of grievance and retaliation isn’t just psychological, it’s strategic. Kimmel’s work offers actionable frameworks to recognize revenge-seeking before it becomes destructive, and calls for a deeper integration of neuroscience into how we define justice, manage risk, and lead with compassion.

Get The Science of Revenge here: https://www.jameskimmeljr.com/

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In this episode, I spoke with two highly respected global brand leaders, Katherine Melchior Ray and Nataly Kelly, whose experience spans executive roles at Nike, Louis Vuitton, HubSpot, Zappi, and more. Our discussion centered on their latest book, Brand Global, Adapt Local, but more broadly, we explored the evolving demands of building and sustaining global brands in a world defined by cultural complexity, rapid technological change, and shifting consumer expectations. A few themes stood out: 1. Consistency is not enough. Nataly Kelly shared: “I used to believe that branding required absolute consistency and very little flexibility. But when I began to work in global marketing, I realized that there is adaptability that’s required to really succeed.” Successful global brands, in her view, hold tightly to a clear core while flexibly adapting how they show up across markets. 2. Cultural blind spots have real consequences. Katherine Melchior Ray reflected on an early leadership experience at Nike: “The common refrain was, for women’s shoes… ‘shrink it and pink it.’” She underscored the importance of cultural sensitivity, noting: “Listen with your eyes. Because in many cultures, people communicate with nonverbal forms of communication.” 3. Strategy and judgment cannot be delegated to machines. As the use of AI accelerates, Nataly cautioned: “You can’t outsource your strategy… Judgment and strategy are the two things that I think humans will start to realize [must stay human].” 4. Trust is built over time, not through messaging alone. Katherine observed: “At the end of the day, a brand is all about a promise. People support brands that they trust.” 5. Human connection remains central. As Katherine succinctly put it: “The more we rely on technology, the more we must double down on our humanity.” If you're involved in shaping brand strategy, whether globally or locally, this discussion offers valuable perspective.

Get Brand Global, Adapt Local here: https://shorturl.at/f4EnF

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Leslie Grandy, a seasoned executive who has led global product teams at Apple, Amazon, Best Buy, and T-Mobile, shares a deeply practical perspective on how leaders can activate creativity across functions, not just in design or strategy.

Drawing from her early years in the film industry and later executive roles in technology, Grandy explains how she developed three capabilities that proved critical in high-performance product environments:

“You’ve got to grind it out… and you have to have that intrinsic motivation to continue, even when it looks like failure is obvious.” “You have to be resilient and flexible… because you have so many people depending on the outcome.” “If I haven’t seen the problem before, it doesn’t seem daunting to me… It seems fun.” These capabilities (grit, adaptability, and creative problem solving) formed the foundation of her success in ambiguous, fast-moving, and high-stakes environments. Grandy also speaks directly to what supports and undermines creative velocity inside organizations. She notes that the most adaptive cultures don’t reserve creativity for a few select teams: “They expect every role is going to show up with that same creative intention… that the status quo doesn’t seep into the lower ranks.” But she also warns: “Status quo as a cultural norm is dangerous.” “Consensus-driven thinking is equally problematic for creative velocity.” Her insights on Steve Jobs provide a rare look inside Apple’s leadership culture. When asked about her interview with him, she explains: “Your interview will be five minutes or it’ll be 60 minutes. It’s up to Steve.” “I didn’t come in there acting like I was an equal… I just came in there with a confidence that I could answer whatever he asked.” When her team added preset engraving suggestions to iPods to help customers complete purchases, Jobs reacted immediately: “He saw it, and within a day, it was pulled down.” “He had such a finite view of his brand… there were no blurry edges around the brand.” Grandy’s new book, Creative Velocity, argues that creativity is not a fixed trait, but a capability that can be developed with intention.  She addresses how leaders should approach generative AI, not just as an efficiency tool, but as a creative partner: “What’s really transformative… is doing the exact opposite of prompt engineering.” “It’s not about speed to answer. It’s about using that time to evolve a thought into different tributaries of thought.” This episode raises a critical question for senior leaders: “Are you designing your organization to perform or to invent?”

Get Leslie’s book here: https://rb.gy/d5zr69

Creative Velocity: Propelling Breakthrough Ideas in the Age of Generative AI

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In this wide-ranging and direct conversation, Bill George, former Medtronic CEO and Harvard Business School professor, offers a disciplined framework for leading in conditions of persistent volatility. Drawing from decades of leadership experience and research, George emphasizes that leadership today is no longer about managing processes, it is about confronting ambiguity, enabling experimentation, and sustaining purpose across shifting conditions.

Five themes stand out:

1. Opportunity Must Be Created, Not Awaited. George argues that emerging leaders should not wait for promotions or formal permission. Instead, they should identify unaddressed problems, volunteer to lead, and deliver results without demanding titles. Career growth, he suggests, is a function of action, not seniority.

2. Innovation Begins at the Front Lines. Whether referencing his early decision to cancel a Medtronic pacemaker program that lacked patient benefit, or urging leaders to spend less time in conference rooms and more with customers and staff, George insists that enduring breakthroughs stem from direct observation and empathy, not from internal data analysis alone.

3. Risk Tolerance Determines Strategic Renewal. George contrasts firms that institutionalize risk such as Medtronic’s venture incubation model, with those that allow internal resistance to block change. Innovation, he asserts, must be structurally protected from corporate inertia, and leaders should be judged on the courage to champion unpopular ideas that later prove transformative.

4. Culture Must Reward Learning Over Defensiveness. Drawing parallels between U.S., European, and Japanese innovation cultures, George critiques over-regulated, failure-averse systems that suppress experimentation. True progress, he says, requires the willingness to learn through trial, adaptation, and even initial failure.

5. AI Is a Strategic Imperative, Not a Cost Play. Rather than using AI to drive out labor costs, George advocates for using it to rethink business models entirely, supporting frontline autonomy, enabling new services, and unlocking unmet needs. He cautions leaders against adopting a defensive posture and urges them to fund experiments that explore the true potential of the technology.

Throughout, George offers a leadership mindset anchored in authenticity, courage, and customer-centric design. His advice is clear: future leaders must raise their hands, operate at the edge, and move fast before the window of relevance closes.

Get Bill’s book here: https://shorturl.at/3iHRb

True North, Emerging Leader Edition: Leading Authentically in Today's Workplace

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Central banks in major economies have repeatedly misread inflation trends by relying on models that omit a fundamental economic lever: the money supply. In this episode, economist Steve Hanke offers a detailed critique of prevailing post-Keynesian frameworks and the policy missteps that have followed. Drawing on historical and current data, Hanke underscores the predictive power of the quantity theory of money, a model largely excluded from central bank thinking, and explains how ignoring this leads to erroneous inflation forecasts and misguided interventions.

The discussion outlines how inflation, often attributed to exogenous shocks such as supply chain disruptions or geopolitical events, is more reliably explained by changes in the money supply. Hanke presents evidence that inflation today is the result of decisions made one to two years prior, making it critical to focus on monetary trends rather than short-term data fluctuations. He further contrasts U.S. and Chinese monetary responses, highlighting how both under- and over-corrections in money supply growth have resulted in either recessionary pressures or deflation.

Key insights from the episode include:

- The quantity theory of money remains one of the most reliable frameworks for anticipating inflation, yet is absent from mainstream economic models used by central banks.

- Inflation is always a monetary phenomenon, rising or falling primarily in response to shifts in the money supply, not due to external shocks, which only affect relative prices.

- U.S. monetary policy is currently on a path toward recession, not inflation, due to anemic money supply growth since 2022, a trend Hanke predicts will continue unless reversed.

- Regime uncertainty, policy volatility that undermines business investment, amplifies economic stagnation. Drawing parallels to the New Deal era, Hanke warns that unclear or shifting fiscal and regulatory rules will delay recovery even further.

- Most of the money in circulation is created by commercial banks, not central banks. Post-2008 regulations have constrained these institutions, diminishing their role in supporting economic growth.

Taken together, these points call for a recalibration of macroeconomic policy, placing money supply at the center of analysis and re-empowering commercial banks to function as essential components of the financial system. For senior leaders navigating strategic decisions, the episode provides a timely and data-grounded lens on the structural drivers shaping inflation, recession risks, and economic stability.

Get Steve’s book here: https://shorturl.at/t5uDw

Making Money Work: How to Rewrite the Rules of Our Financial System

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In this episode, finance professor and author, Alex Edmans, offers a rigorous examination of the narratives surrounding diversity, equity, and inclusion (DEI) in corporate strategy. Drawing on his critique of widely cited studies, including those from McKinsey and BlackRock, Edmans illustrates how flawed data interpretations and confirmation bias contribute to the persistence of questionable claims. He warns against relying on correlation-based research that lacks causal rigor, especially when such findings are used to justify high-stakes decisions in boardrooms and policy circles.

Edmans identifies three recurring issues in the current DEI discourse: cherry-picked performance metrics that ignore long-term shareholder value; reverse causality, where strong performance leads to more diversity, not the other way around; and omitted variable bias, such as industry effects that confound diversity claims. He also critiques the narrow definition of diversity, which often reduces individuals to surface-level demographic traits while ignoring cognitive and experiential variation that may be more relevant to performance.

The conversation extends beyond DEI to explore the structural incentives within academia, consulting, and media that reward oversimplified narratives. Edmans notes that when ideas become dominant, dissenters face not only reputational risk but also institutional hurdles that discourage honest debate. The result is a professional ecosystem in which flawed research is amplified and poorly contextualized advice is recycled across geographies and sectors without regard for applicability.

Other key themes include:

• The difference between demographic and cognitive diversity in strategic decision-making

• The dangers of universalizing business practices without accounting for local context

• Why flawed performance metrics (e.g., EBITDA) misrepresent firm success

• How misaligned incentives distort executive behavior and perpetuate ineffective initiatives

• The role of institutional culture in suppressing dissent and reinforcing groupthink

For senior leaders navigating complex decisions, Edmans’ commentary offers a timely reminder: even widely accepted practices warrant scrutiny. In environments where performance is difficult to measure and cause-effect relationships are opaque, intellectual discipline, not ideological alignment, is essential.

Learn more about Alex Edmans here: https://alexedmans.com/

Get Alex’s book here:

May Contain Lies: How Stories, Statistics, and Studies Exploit Our Biases—And What We Can Do about It.  https://maycontainlies.com/

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In this episode, Tim Koller, co-author of Valuation and a leading authority on corporate finance, offers a substantive examination of capital allocation decisions under real-world constraints. The discussion moves beyond theory to explore how CEOs and CFOs should approach resource deployment in mature, capital-rich companies—where investment opportunities are limited not due to lack of ambition but due to economic reality.

Key insights include:

- Share Buybacks as Rational Policy: Many firms undertaking significant buybacks—particularly in tech, life sciences, and consumer products—do so because they generate more cash than they can reinvest profitably. Koller argues that, in such cases, returning excess capital to shareholders is not a sign of strategic failure but of disciplined decision-making.

- The Fallacy of Diversification Without Advantage: Koller highlights repeated failures by capital-rich companies that expand into unrelated sectors to deploy cash, citing historical missteps in energy, utilities, and industrials. He emphasizes the need to assess whether the firm has a genuine competitive advantage before moving beyond its core business.

- Granular Leadership in Resource Allocation: Effective CEOs are directly engaged with capital allocation at the business-unit level. Delegating such decisions without maintaining enterprise-wide oversight often leads to underinvestment in high-return growth areas and misaligned incentives at the divisional level.

- The Perils of Uniform Cost-Cutting Mandates: Broad directives to improve margins often result in cuts to product development and customer experience—leading to long-term degradation despite short-term financial gains. Koller stresses the importance of distinguishing between cost efficiencies that enhance value and those that erode it.

- Timing and Judgment in Capital Deployment: In cyclical, capital-intensive sectors such as chemicals and energy, building capacity in sync with competitors can destroy value. Koller calls for contrarian timing, grounded in independent analysis, even when boards and markets are predisposed to follow the cycle.

Additional themes include the underuse of postmortems in capital projects, the misalignment between project planners and operators, and the distinction between executional and experimental failure. Throughout, Koller reiterates that sound capital allocation depends not only on financial modeling, but also on institutional learning, leadership judgment, and clarity of strategic intent.

This conversation offers practical, senior-level guidance for executives, board members, and investors who must navigate capital planning amid structural constraints, investor pressures, and organizational complexity.

Get Tim’s book here: https://shorturl.at/nk7Z9

Valuation: Measuring and Managing the Value of Companies

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In a world that often rewards taking, James Turk believes the most powerful leaders are the ones who give clarity, opportunity, second chances, and their full attention.

In this episode, I speak with James Turk, who is an executive coach, CEO of The Turk Group, and author of The Giving Game, about what it truly means to become the kind of leader others want to follow. 

We explore:

• Why most new leaders struggle and how to set them up for success from day one

• The difference between “getting” and “giving” leadership and why it changes everything

• Why he nearly didn’t make the phone call that launched his business

• How to lead through imposter syndrome, perfectionism, and personal doubt

• What to do when your definition of success starts to shift and how to build a business that matches it

• How giving away the spotlight can strengthen your brand, your business, and your people

James also shares the personal story behind The Giving Game, and how his childhood experiences gave him a lifelong belief in second chances and in the power of helping others see what they’re capable of.

Whether you’re an experienced CEO, a first-time manager, or a consultant striking out on your own, this conversation will challenge how you lead and who you choose to become in the process.

Get James’ book here: https://shorturl.at/c5oRT

The Giving Game: Becoming The Leader That Others Want To Follow

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What if cultural relevance isn’t just a marketing strategy but a business imperative?

In this episode, I speak with Hernan Tagliani, a multicultural marketing expert, award-winning strategist for Fortune 500 companies, and author of The Hispanic Market for Corporate America and Multicultural Mainstream, that explains how brands can drive lasting growth by truly understanding and serving Hispanic consumers.

Born and raised in Buenos Aires, Hernan shares how he rebuilt his career from the ground up after moving to the U.S., started his agency with a single client, and went on to lead multicultural strategy for some of the world’s most recognizable brands. His approach? Culture before language. Data before assumptions. And storytelling that builds trust, not just transactions.

We explore:

• Why many brands are missing out on long-term growth by overlooking multicultural strategy

• The biggest myths corporate leaders still believe about U.S. Hispanic consumers

• Why translating a campaign isn’t enough and how “transcreation” builds loyalty across generations

• How Hernan helped a national brand go from pilot campaign to national success by earning trust first

• What it takes to create a brand that reflects, and respects, the communities it serves

• How AI and digital media are reshaping what it means to be culturally relevant in real time

Hernan also shares personal insights on leadership, reinvention, and why taking risks, even when it’s uncomfortable, is key to becoming a purpose-driven entrepreneur.

Whether you’re building a brand, scaling a business, or trying to connect with today’s fastest-growing consumer segment, this episode offers practical strategies and a powerful reframe on what it means to lead with culture, not just campaigns.

Get Hernan’s book here: https://rb.gy/jjvvs4

Multicultural Mainstream: The Power of Hispanics In Consumer Marketing

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Your company’s next breakthrough isn’t about doing more, but doing less with purpose.

In this episode, I speak with Bill Canady, CEO of two major industrial companies (OTC Industrial Technologies and Arrowhead Engineered Products), a former U.S. Navy officer, and author of From Panic to Profit, about the operating system he’s used to turn around billion-dollar businesses and lead through uncertainty.

Bill brings a rare blend of military discipline, private equity strategy, and grounded human leadership. With more than 3,600 employees and $1.5 billion in revenue under his care, he shares what really drives growth, and why focus, not frenzy, is the secret to long-term results.

We talk about:

• How Bill used 80/20 thinking to stabilize a struggling company during the pandemic

• Why “doing everything” is the death of momentum and how to identify your critical few

• The real reason most teams fail to deliver (hint: it’s not effort)

• How AI is helping leaders focus on what matters and where human judgment still matters most

• Why you may need to say no to good ideas to unlock great outcomes

• The leadership triangle: visionary, operator, and prophet, and how to build teams that thrive

Bill also shares personal reflections on learning through failure, navigating high-stakes decisions, and how he’s applying his own advice as a continuous learner and leader of leaders.

Whether you’re in a turnaround, scaling up, or simply trying to get more focused in your business or career, this episode offers both strategic clarity and deeply practical tools for creating profitable, people-centered growth.

Bill Canady is the CEO of both OTC Industrial Technologies and Arrowhead Engineered Products (AEP). With over 30 years of experience, he specializes in driving organizational growth, cutting costs, and boosting profitability. At OTC, he led a 43% increase in revenue and an 80% rise in earnings, with annual sales now exceeding $1 billion. At AEP, he oversees more than 3,600 employees and $1.5 billion in sales. A U.S. Navy veteran, Bill holds an MBA from the University of Chicago Booth School of Business and a BS in Business Administration from Elmhurst University. His Profitable Growth Operating System (PGOS) has helped countless organizations overcome challenges and seize new growth opportunities.

Get Bill’s book here: https://rb.gy/3a4mou

From Panic to Profit: Uncover Value, Boost Revenue, and Grow Your Business with the 80/20 Principle

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