Conversations with a diverse group of cutting-edge thinkers to supercharge your career.
: our 1000th episode! Since the podcast launched in 2006, so much has happened. What hasn’t changed is our commitment to sharing in-depth conversations with expert thinkers on key business, management, and leadership issues.have scoured the archive for ten episodes with top-notch insights to give your career a rocket boost. The curated selection features a diverse group of academics—from business strategy icon.
Wow. Those last two clips, Alison, those were your and my first appearances as hosts on the show. Feeling a little nostalgic here and grateful. CURT NICKISCH: So, we’re going to start with a basic question: Why do you work? What do you work for? A key theme that we’ve seen in business over the past decade is “purpose”. It’s the idea that companies should be more than profit machines and individuals should find more meaning in their work. So, this first episode is about finding your personal purpose in the work that you do, and using that as a foundation on which you build your career.
CURT NICKISCH: Yeah, yeah. What I like about him is that he says that your purpose could be very simple, right? It doesn’t have to be highfalutin, but you do need to understand it and that you will be happier when you do. HOLLY WEEKS: That is so hard that I probably wouldn’t try to tell you, “It’s not a dumb idea,” and I might listen to what you say, not if appropriate, have any nonverbal response I want that’s appropriate, and then say, “I see it differently. Paul.”
ALISON BEARD: Yeah. I often find that some of the best advice that we get for operating in the business world also really works in your domestic life, too. So, definitely the next time I’m having a fight with my husband, instead of saying, “Are you crazy?” I’m going to say, “I see it differently, Scott.”
ALISON BEARD: All the research shows that leaders who show vulnerability, who behave more authentically are more trusted and are more successful at leading their teams. So, I think for anyone trying to establish strong connections at the office, it’s really so important. CURT NICKISCH: Yeah, and it just increases your chances of getting to a place in your career where you want it to get to, right?
CURT NICKISCH: Yeah, yeah. No, I listened to this one intently. And it’s funny that you said you did it for yourself, because I do have a friend who when I told him the work I do, he said, “Oh, how cool. What an amazing life hack.” You get to ask questions about things that you’re wondering about or struggling with in your work or your career, and people will help sort it out for you. Fortunately, we publish everything that we do. So, I get the life hack, but so do listeners.
RON HOWARD: She was in her 70s, but she was still Bette Davis, multi-Oscar-winning diva. And she wasn’t crazy about me directing. She thought I was this young guy from a sitcom, and I really had to struggle to sort of earn her respect. Which I ultimately did by using a kind of creative logic of rolling up your sleeves and saying, “Oh, this isn’t quite working. How might it work? What should we do? What do you think?” And she wound up being very complimentary of me by the end.
ADI IGNATIUS: At least a couple of times in your Microsoft journey, you were put into jobs that pulled you way out of your comfort zone. I’d like you to talk a little bit about that phenomenon both as a managerial approach, that somebody put you in that position, and then as a kind of learning approach, good and bad, to suddenly be somewhere that you really never thought you would be.
ALISON BEARD: Yeah. You need to be ready for growth, and you need to embrace it. So, it was cool to hear from him directly on that. CHRISTINA MASLACH: You’ve got to make it a social thing, not an individual one. Anytime it’s just an individual and I need to talk to my manager or the boss or whatever, the common response often is, “Well, what’s wrong with you? What’s your problem?” And you don’t always get good traction. You don’t get something that somebody says, “Yeah, well, let’s talk about it and see if we can figure out how we can do this better.
MICHAEL PORTER: Milton Friedman famously argued that the social responsibility of business was to maximize its profits, and this simple act of profit maximization was good in and of itself. That was enough. That was sufficient. So, what was good for business was sort of axiomatically good for society.
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