podcasts

Is worker power on the rise?

Quitting is up, and so are wages. As the Great Attrition persists, employer–employee dynamics appear to be changing. But who actually benefits—and how durably?

talent at a turning point: How people analytics can help

Rising resignations. Hybrid work. The diversity imperative. Leaders are navigating a talent market in flux. Here’s how people analytics can help.

From the great attrition to the great adaptation

To keep top talent in the fold, managers must actively change their leadership styles—focusing less on controls and more on culture and connections.

LGBTQ+ inclusion in the workplace

How to take action to support LGBTQ+ employees—not just during Pride Month, but year-round.

Culture in the hybrid workplace

Hybrid work is happening. Your culture will need to catch up—fast.

Grabbing hold of the new future of work

The COVID-19 pandemic has reshaped existing workforce trends and catalyzed new ones. Here’s the latest on what’s next—and what to do about it.

The elusive inclusive workplace

In the wake of the pandemic, you’ve committed to fast action on diversity. The first step is a new, more inclusive lens on talent management—straight through the life cycle.

The vanishing middle manager

Flatter. Faster. Leaner. The COVID-19 crisis has once again trained a spotlight on the value of middle management. What happens after the pandemic ends?

Grief, loss, burnout: Talking about complex feelings at work

Leaders have always navigated emotional dynamics in the workplace—but not at the scale and intensity unleashed by the COVID-19 pandemic. Here’s how to map this shifting terrain.

Today’s skills, tomorrow’s jobs: How will your team fare in the future of work?

The COVID-19 pandemic has reshaped existing workforce trends and catalyzed new ones. Here’s the latest on what’s next—and what to do about it.

The mass personalization of change: Large-scale impact, one individual at a time

Here’s how technology, data, and human insight are transforming the way we enact change. Fast.

Next-level sales talent: HR’s message to the CEO

How the right data-driven approach can bolster sales-force performance—and help HR draw a direct line from talent to revenues in conversations with the CEO.

The new science of talent: From roles to returns

Getting the right people into the right roles is more vital than ever. Here’s how to deliver returns on talent faster—and help more women rise to the C-suite at the same time.

How to double the odds that your change program will succeed

Large-scale organizational change is more likely to stick if executives apply equal discipline and rigor to the hard and soft elements that matter.

Why you should apply analytics to your people strategy

Bringing advanced computing power and analytics capabilities to bear on people decisions in an organization is crucial to driving lasting and effective change.

Straight talk about employee evaluation and performance management

Managing employee performance successfully requires real support for managers and a process that is recognized as fair.

How to Thrive and Succeed as a Middle Manager with Bill Schaninger

Bill Schaninger explains why middle managers are critical to an organization’s success—and shares powerful principles for better leading.

Best of: Why we love to hate the middle manager

they're often maligned. but is their role more important than ever?

REIMAGINING the role of the manager

Instead of nurturing employees... Managers are often being paid to feed the beast.

Instead of nurturing employees... Managers are often being paid to feed the beast.

In a recent Pit Stops to Podium podcast episode, our CEO Brendan Tolleson spoke with Bill Schaninger, Ph.D. of McKinsey & Company about the role of a manager.

sonstein sessions

Instead of nurturing employees... Managers are often being paid to feed the beast.

Bill Schaninger, former senior partner at the global management consulting firm McKinsey & Company, has written a book called “Power To The Middle: Why Managers Hold The Keys To The Future Of Work”.