This episode is a reflection on how and why we oversell ourselves in the job interviews and what are the costs and consequences to be prepared for.

Were there moments in your career that you felt there were no well-wishers left in the organization for you?

The dilemma of whether to tell our colleagues 'as is' or to give the cliched version? But our colleagues know we are being economical with the truth!

#CorporateLies

You know your boss isn't tenable to you, your peers, and maybe to the organisation. You escalate, but still nothing changes.

How we fail the leaders we hire/promote? Some confessions!

What if you say in a job interview that the reason to leave the previous company is a "relationship breakdown with your ex-boss/team"?

Why isn't the women CXO needle moving beyond CHROs? How about CFOs?

Having a retention conversation after someone resigns... is it a waste of time? What's the enterprise philosophy of retention, if there's one. The best opportunity for a Supervisor is to do the right things for their people when they are working with them, not after they resign.

Large enterprises announcing layoffs often add-in severance packages to soften the situation at both sides of the table. This episode discusses if there's a severance package that's generous enough to reduce the sting of the sense of rejection that layoff comes with.

What motivates you the most at work? Is it Money? Affiliation? Achievement or Power? If it's Affiliation and Connection... what are you more connected to...? The Enterprise or Brand? Your Manager? Your team or peer group? Or your role?