Jim Huling, best-selling co-author of The Four Disciplines of Execution, joins Owlcast to distill 25 years of execution wisdom. He reveals the biggest mistakes leaders make—from undervaluing execution's difficulty to spreading focus too thin—and shares profound insights on leadership, the inner life of an executive, and the critical need to instill a sense of meaning and purpose in team members. Drawing on his experience as a CIO, CEO, and global consultant, Huling emphasizes that true accountability is a non-punitive system of mutual reliance and support, best exemplified by the rock climbing ritual of being "on belay."

Key Topics: 

·      Execution is Harder than Strategy: Every strategy requires people to consistently apply a different action, meaning they must change their behavior. This behavioral change is the hardest part of execution and is often underestimated.

·      The Whirlwind vs. Focus: Most capacity (estimated at 80%) is already allocated to the "whirlwind"—day-to-day operations. Leaders only have a small percentage left for new initiatives. Dividing this small capacity among multiple goals makes failure nearly inevitable.

·      Identify Leverage (The "How"): Instead of increasing raw activity, focus on the "fewest actions that, if done really well, would have the biggest impact." (e.g., improving a hotel guest's arrival experience boosts all subsequent satisfaction scores).

·      No Involvement, No Commitment: Leaders must help team members understand why a goal matters. Giving people a voice in the process, even if they don't have the final vote, drives commitment over mere compliance.

·      Update the Playbook: Many senior executives fail today because they are still using leadership playbooks that are a "relic" of previous decades. Leaders must show humility and introspection to recalibrate their style for the current workforce.

·      Personal Growth is Required: "Every next level of leadership that you desire requires a next version of you." Leaders must continuously evolve their skills and approach to meet new challenges.

Are you a 'fixer?' If your immediate response to a problem is to deliver a solution, you might be robbing your team of their greatest growth opportunity. On this episode of Owlcast, Dr. David Morelli and William Oakley discuss why your value isn't wrapped up in being the problem-solver. They explore the connection between struggle and growth, the hidden dopamine hit managers receive when fixing problems, and the single question that can revolutionize your team's capability. Learn the power of letting your people struggle—it leads to greater ownership, better metrics, and a lot less on your desk.

Key Topics:

• Your Value Isn't in Fixing: The impulse to solve a problem instantly comes from a desire to feel valuable (a personal dopamine hit) but often disengages the employee, who receives only "more work" crafted by the manager.

• The High Cost of Fixing: Continually solving problems for your team creates learned helplessness and turns the manager into a bottleneck, forcing them to address the same issue multiple times, which is inefficient.

• Struggle = Growth: Struggle is the professional equivalent of "time under tension" in muscle building. By letting people wrestle with problems and come up with their own solutions, you foster mindset growth, capability, and ownership.

• Become an Enabler, Not a Fixer: Stop telling people what to do. Use coaching and the Strategist style to help employees solve problems for themselves or in partnership. Managers should ask the questions they would ask themselves (their "question hierarchy") to train their team's problem-solving ability.

• Adjust the Tension: The appropriate amount of struggle must be adjusted for the individual. Leaders need awareness (of their own biases) and empathy (to understand the employee's current emotional/situational capacity) to prevent overstraining and ensure the struggle remains productive.

• Recovery is Key to Growth: If you allow struggle, you must also provide a safe place for recovery. Validation, encouragement, and support act as the "recovery drink" after the "workout," helping the employee integrate the struggle into a positive, lasting growth experience.

Are you just 'doing your job' or are you charting your own course? In today's busy world, simply working hard isn't enough—your reputation matters. Join Dr. David Morelli, William Oakley, and special guest, author and speaker Andy Storch, as they dive into his new book, Own Your Brand, Own Your Career. Learn why building an authentic personal brand is a crucial act of taking ownership of your life. Discover the three things you should always be doing to set yourself up for future success, and find out how to define your legacy starting today. This is essential listening for anyone who feels stuck, powerless, or simply wants more from their professional life.

 Key Topics:• Own Your Brand and Career: Careers often "just happen" without intention, leading to unfulfillment. Taking ownership is an active choice that provides hope and a path to a better life.

• The Myth of "Just Work Hard": Doing great work is table stakes. You must also ensure key people know about your accomplishments, skills, and value. A manager cannot promote someone they don't know.
• Self-Awareness is the Foundation: To build an authentic brand, start with self-reflection (on strengths, values, and energizers) and seek feedback to correct blind spots (like assuming your strengths are universal).

• Your Brand is Your Reputation: Everyone has a brand; it's what people think of you. You must be intentional about shaping it through alignment—your inward identity must align with your outward actions and presentation.

• The Trade-Off Mindset: There are "no right or wrong decisions, only trade-offs." This growth mindset encourages experimentation and following curiosity, as every outcome provides an opportunity to learn.

• Focus on Legacy and Human Skills: Think about your legacy (what you want to be remembered for, like empowering others) and invest in human skills (communication, empathy, critical thinking), which will become the most valuable skills as technology advances.

Are you using the right conversation style at the right time? What if the secret to better conversations at work, at home, and everywhere in between, was hiding in plain sight? Join David Morelli and William Oakley on Owlcast as they break down their seven RESPECT stylesof communication. They reveal how these styles—like the notes of a major scale—are already present in every interaction you have, and how learning to use them consciously can dramatically improve your relationships and results. Don't miss this deep dive into 'Respect in Disguise: The Seven Tools Hidden in Plain Sight.

Key Topics:

• The Seven RESPECT Styles are Universal: The Rallier, Educator, Strategist, Provocateur, Explorer, Confidant, and Transformer styles are the foundational "notes" of all human conversation and are already being used unconsciously in every interaction, whether at work, at home, or in the community.

• Conscious Use Drives Results: Organizations that taught these styles saw dramatic improvements, such as a 180% increase in job satisfaction over two years. Applying the right style can create breakthroughs in personal relationships, like a parent connecting more deeply with their child by using the Confidant style.

• The Danger of Misuse: Using the wrong style at the wrong time (e.g., using a high-intensity Provocateur-Rallier approach when empathy is needed) causes a visceral, negative reaction in the other person, leading to defensiveness, shutdown, and unproductive conversations.

• Decoding Conversations: Analyzing a basic communication exchange (like a request for a leadership course) shows that even simple requests and answers implicitly contain a mix of all seven styles (e.g., "actionable feedback" combines Educator and Rallier).

• Mastery Requires Practice: Just as a musician must practice scales, becoming a master conversationalist means learning the styles, paying close attention to when you use them, and observing the reactions you get from others to ensure you are setting the stage for the best possible response.

Are you tired of sitting through 45-minute meetings that could have been an email? Do you struggle to get to the point when you speak? This episode of OWLCAST tackles the biggest communication problem in work and relationships: talking too much. Hosts David Morelli and William Oakley reveal the psychological core of rambling and give you actionable strategies—including the powerful P.R.E.P. method—to harness the Brevity Edge, make your points stick, and dramatically increase your influence and impact. This episode focuses on the importance of concise communication and word economy, arguing that excessive talking often stems from a misplaced focus on the speaker's needs (e.g., fear, desire to sound perfect, need to feel important) rather than the audience's needs.  

Key Topics:
 ·      The Core Driver of Rambling is Self-Focus: Excessive talking is often driven by a psychological need to feel important, intelligent, or secure, rather than focusing on giving the listener value.
·      Conciseness Saves Time and Increases Impact: Well-crafted questions, often taking just a few minutes, can achieve clarity and solutions that might take hours in an unstructured conversation. Asking, "What's the most important thing we could talk about today that would be incredibly valuable for you?" ensures time is spent on high-value issues.
·      The P.R.E.P. Communication Framework: For powerful, concise messaging, especially when responding to questions, use this structure:

• • Pause to think.
  • Point (Your core statement).
  • Reason (Your rationale).
  • Example (Your evidence/data).
  • Point (Your concluding statement).

·      "Bottom Line on Top": In most business contexts, start with your conclusion (the bottom line or the ask) and then use the rest of your conversation/presentation to support it. This prevents "eyes glazing over" while the audience waits for the main point.
·      Pause is Power: Fear of silence (the panic to fill gaps) leads to rambling. A brief, intentional pause is socially acceptable and allows you to gather your thoughts, leading to a much clearer message.
·      Be a Bumper Sticker: Aim to express your message with the simplicity and clarity of a bumper sticker—a short, concise message that sticks—rather than a long, rambling scroll.

Do your attempts at communication sometimes fall flat, leaving you and others frustrated? It's likely due to the hidden costs of Misrespected communication. In this episode, hosts David Morelli and William Oakley dive into how overusing, underusing, or misusing the 7 core Respect Styles—like being an exhausting "rah-rah" Rallier or an unapproachable Confidant—creates communication problems at work and in life. Learn to recognize these pitfalls in yourself and others to transform awkward, draining interactions into positive, impactful ones.

Key Topics:

• The Core of Communication Problems: The primary issues in communication and relationships stem from the overuse, underuse, or misuse of our natural Respect Styles.
• The Need for Balance and Variety: Effective communication requires using a variety of styles and being mindful that consistently defaulting to a single style (even a positive one) can lead to negative consequences like burnout (overuse) or stalled progress (underuse).
• Perception is Reality in Communication: The success of a style depends heavily on the receiver's perception and the needs of the situation. What one person views as positive motivation (Rallier), another may view as exhausting pressure.
• Misuse is Intentional or Accidental Damage: Misusing a style involves deploying it with an intent other than its ideal purpose (e.g., using a Reliever style to motivate through fear instead of purpose) or by letting negative emotions (like dissatisfaction or fear) bleed into the interaction.
• The Cost of Underuse: Two of the most underutilized, yet impactful, styles are the Provocateur (challenging thinking) and Explorer (expanding thinking). A lack of these styles leads to costly, avoidable mistakes and organizational stagnation, which is why CEOs often specifically request a coach who will use the Provocateur style.
• Transformer and Employee Retention: The lack of the Transformer style (conversations about personal growth and potential) is a major factor in employee turnover. Focusing on "who do you want to be" rather than just "where you want to be" helps people find meaning and purpose.

Tired of the cringe and discomfort that comes with self-promotion, asking for a raise, or tackling your annual performance review? Hosts David Morelli and William Oakley dive deep into the often-awkward process of self-evaluation and advocacy. This isn't just about tactics; it starts with a foundational look at self-worth and the "unwinnable game" of seeking external validation. They introduce the powerful RESPECT framework (Rallier, Educator, Strategist, Provocateur, Explorer, Confidant, and Transformer) to help you build a comprehensive, authentic, and "anti-awkward" case for your performance, growth, and potential. This episode provides a profound shift in perspective, moving the focus from desperate external validation to grounded, authentic self-reflection and presentation. Learn how to present your value with integrity, poise, and genuine self-awareness.

Key Topics:

·      Self-Worth is the Starting Point: Awkward self-promotion often stems from a fear of "not being good enough" (fragile self-worth), which leads to either overworking for approval or over-blustering. True self-promotion begins when your thoughts about yourself are independent of others' opinions.

·      External Validation is a Trap: "No amount of external validation can replace how you feel about yourself." Your performance review does not define your intrinsic worth as a person.

 ·      Acknowledge Your Flaws: Being honest about areas for improvement (the Provocateur aspect) shows intellectual honesty, humility, and self-awareness to leaders. This prevents others from having to bring up your shortcomings, proving you are teachable and committed to growth.

·      Use the RESPECT Framework to Build Your Case: Moving beyond just a list of accomplishments, a well-rounded self-promotion case addresses seven key dimensions:

 ·      Rallier: Tangible, measurable achievements and progress (e.g., sales, case closures, project delivery). ·      Educator: What you learned this year, especially beyond expectations (self-development, new skills).

 ·      Strategist: The key problems you solved and the value (e.g., cost savings) those solutions generated.

·      Provocateur: Where you applied critical thinking, caught errors, and questioned assumptions.

·      Explorer: Innovations, creativity, and new ideas brought to the team or process improvements.

·      Confidant: Your cultural contribution to the team (support, cohesion, being a team player) and taking time to appreciate your own efforts.

·      Transformer: Who you are becoming—your personal and professional growth, sense of purpose/passion, and aspirations for the future.

·      Performance Reviews are for Growth, Not Worth: Use the review as an opportunity for honest self-reflection on your growth, progress, and areas for course correction, not as a moment to justify your value as a human being.

Are you tired of being the only problem-solver on your team? In this episode of Owlcast, Air Force veteran and leadership expert Leon Thomas joins hosts David Morelli and William Oakley to share his proven strategies for tackling complex problem-solving and empowering your team to find solutions without you. Learn the key questions to ask, how to filter out "false flag" issues, and the critical mindset shift every manager needs to finally take a worry-free vacation. The core of the discussion centers on how leaders can transition from being the sole problem-solver (a mindset driven by a burden of leadership and a desire to be needed) to a leader who develops their team's decision-making capabilities. Thomas's philosophy is that a leader's job is to "prepare every single person on my team to be in my seat."  

Key Topics:
 ·      Not All Problems are Actual Problems: Issues often presented as complex problems are actually "false flags," driven by a heightened emotional state, mere complaints, or comparisons (the "it would be better if..." scenario). Learning to discern an emotional issue from a legitimate problem is the first step.
·      The Power of Questions: When approached with a problem, the first step is active listening, followed by asking probing questions (e.g., "Why is this a problem?" "What have you tried?" "How often is this happening?"). This practice helps the team member discover solutions they hadn't considered and makes the problem their burden to carry.
·      The "We" is an Investment: When asking, "What do we think we can do to solve this problem?", the use of "we" is an investment in the team's ability to collaborate and solve the problem themselves, ensuring the manager is not the only problem-solver.
 ·      A Leader's Primary Job is Succession: The shift from solving every problem to empowering others is motivated by the realization that "My job is to prepare every single person on my team to be in my seat." This ensures the leader can step away (e.g., go on vacation) without the organization stalling.
·      Set Clear Boundaries and Decision Authority: Leaders must clearly define the parameters, objectives, and values for their team, articulating what decisions team members are empowered to make. This eliminates "frivolous" issues and accelerates problem resolution.
·      Communication Must Be Consistent: Managers often err by managing by exception or communicating boundaries only once. Establishing a culture of empowerment requires frequent, consistent communication to reinforce objectives and decision-making authority.  

Feeling drained by your work culture? Learn how to stop just surviving and start thriving! This episode of Owlcast dives into how you can become a Catalyst for Good in your organization using the 7 Respect Styles. Join hosts David Morelli and William Oakley as they walk through a framework for having a positive, change-making impact in the workplace. They argue that many people are drained by their jobs, but work can and should be a source of "aliveness and life force." The episode focuses on how anyone, regardless of seniority, can use coaching-style questions to create better organizational cultures. Discover the specific questions to ask peers, managers, and executives to spark breakthroughs, boost performance, and transform your workplace into a source of aliveness, not burnout.  

Key Topics:
 ·      Work as a Source of Aliveness: The ideal work culture should be a source of aliveness and life force, where people feel empowered, capable, and fulfilled, rather than drained. Positive work experiences lead to happier, better community and family members.

 ·      The Power of Questions over Advice: The most effective way to be a catalyst for good is not by giving advice or prescriptions, but by asking conscious, style-specific questions. These questions help others gain clarity, own their solutions, and spark their own breakthroughs.
·      The 7 Respect Styles are a Toolset for Impact: The seven coaching styles are a framework for conscious communication that is already present in everyday conversations. Applying them deliberately allows you to have a better, more positive impact.

·      Leadership is About People, Not Just Expertise: Especially at higher levels of leadership (VP, CEO), what matters most is the ability to lead people, coach them, and "bring out the best in other people" through conversation, even when you lack the subject matter expertise.

 ·      Being a Catalyst Accelerates Career Growth: Individuals who are "already coaching" their peers and having a positive impact on the team are often the ones who are recognized and promoted because they are displaying key leadership qualities.

In a world defined by polarization, AI disruption, and a growing mental health crisis, where does the coaching profession stand? The industry is at a critical crossroads, and its future depends on how it responds to these profound challenges. In this pivotal episode, hosts David Morelli and William Oakley sit down with Magdalena Mook, CEO of the International Coaching Federation, for an essential discussion about the state and future of the coaching profession. Magdalena shares her 20-year journey with the ICF, overseeing its growth from 8,000 members to a global powerhouse of 65,000 in 160 countries. Tune in for a candid conversation about the evolution of coaching, the ethical tightropes coaches must walk, and the powerful role coaching can play in a deeply unsettled world.

Key Topics:
 ·      Coaching is a Partnership: This is the most critical element. A coaching relationship is a shared journey where the coach holds the process and the client is responsible for bringing their authentic self to the conversation.  

 ·      "Coaching is the conversation where there are no answers… yet.": This powerful one-liner captures the essence of coaching. It's an exploratory process for navigating new territory where past experience isn't enough.  

  ·      Humanity Transcends Culture: In a globalized and polarized world, the ultimate value for a coach is to see the human in the other person. Coaching must be adaptable and respectful of cultural differences without compromising its core ethical principles.  

 ·      AI is a Tool, Not a Replacement: Magdalena frames AI as a powerful ally that can handle transactional coaching (scheduling, scaling basic support), but emphasizes that deep, lasting change requires transformational human-to-human coaching.  

  ·      Dispel the Myths: The two biggest myths that stop people from seeking coaching are the cost (there are coaches at all price points globally) and the belief that "I don't need it" (you can't know the benefit until you try).   ·      Leader as Coach vs. Professional Coach: A leader using coaching skills is different from a professional coach. A leader still has managerial responsibilities and must set guardrails, while a professional coach's sole focus is the client's agenda.  

Are you tired of being told you "should" lead a certain way? Do you feel boxed in by performance reviews and leadership models that don't fit your style or situation? In this episode, Hosts David Morelli and William Oakley are joined by Tricia Naddaff, a 40-year veteran in the world of leadership assessment and research, for a deep dive into the complexities of effective leadership. Tricia argues that there is no single right way to lead. Instead, she presents leadership as a dynamic formula involving the leader's unique self, the desired outcomes, the people involved, and the specific context.  
Key Topics:

• There Is No Right Way to Lead: Effective leadership is not a fixed set of rules. It is a flexible approach that depends on the leader, the goal, the team, and the context. The answer to "How should I lead?" is always, "It depends."
• Self-Knowledge is the Beginning of Wisdom: You cannot know how to lead others if you don't first understand yourself. Self-reflection, aided by nuanced assessments, is crucial for identifying your motivations, behaviors, and blind spots.
  
  
• Leadership Development is an Ongoing Practice: Developing as a leader is not a six-month program or a one-week retreat. It's a continuous, daily practice of learning and adapting, similar to nurturing a relationship or maintaining your health.
  
  
• Beware the Promotion Trap: The skills and behaviors that earn you a promotion are often not the same ones you need to succeed in your new, more senior role. Each level requires a new mindset and a different leadership approach.
  
  
• The Brain Has a Leadership "Seesaw": Groundbreaking research shows that relational thinking and results-oriented thinking are controlled by separate neural networks that act like a seesaw. This is why very few leaders (<5%) are naturally strong in both areas; we all have a default preference.

 

Ever left a meeting feeling like you just wasted an hour of your life? Tired of conversations that go in circles, ideas that get shot down, and agendas that get completely derailed? What if you—even as a participant—had the power to fix it? In this episode, hosts David Morelli and William Oakley tackle one of the most common workplace frustrations: dysfunctional meetings. They break down why teams so often fall into patterns of conflict, inaction, or aimless discussion. The core of their solution is the RESPECT model, a framework outlining seven essential communication styles required for a healthy, well-rounded conversation:  

Key Topics: 
·      Questions Are Contributions: You don't need a "smart statement" to add value. A strategic question is often a more powerful and less risky way to influence the direction of a meeting, especially if you aren't in a formal leadership role.  

·      Dysfunction Is a Missing Perspective: Meetings become dysfunctional when key communication styles are absent. A team that only focuses on action but ignores risks or human impact will ultimately fail.    

·      Your Job Is to Fill the Gap: If you notice a perspective is missing, it becomes your responsibility to introduce it. By asking a question related to that missing style, you help balance the conversation and guide the team toward a more holistic solution.  

·      Avoid Getting Pigeonholed: Team members often fall into predictable roles (the critic, the cheerleader, the silent observer). Intentionally using different styles of questions allows you to be a more dynamic and effective contributor.    

·      Leaders Should Speak Last: If you are leading a meeting and want genuine discussion, present the problem and then ask for others' perspectives before offering your own. This prevents you from inadvertently shutting down conversation.  

Is AI a threat to our humanity, or is it the ultimate tool for unlocking our potential? In this episode of Owlcast, host David Morelli and co-host William Oakley are joined by Tim Harrison, an executive coach and AI innovator who sits at the nexus of technology and personal development. Tim shares his inspiring journey from a D1 athlete facing an identity crisis to a pioneering executive coach who turned down a lucrative consulting job to launch a nonprofit, EPOG Academy. He explains how a challenge in scaling his nonprofit led him to discover the power of generative AI, not just as a tool for efficiency, but as a catalyst for human potential. The conversation explores the practical application of AI, reframing it as a digital assistant that can be managed with the same skills used in leadership. Tim introduces his "Four A's of Innovation" framework (Automation, Augmentation, Amplification, and Adaptation) and discusses how AI can free us from busy work to focus on our "zone of genius," ultimately pushing us to define our value by who we are, not just what we do.

In this episode -
·      Find What Makes You Come Alive: Inspired by Howard Thurman's quote, "Don't ask what the world needs. Ask what makes you come alive...because what the world needs is people who've come alive," Tim emphasizes that true potential is unlocked by pursuing your passion, not just a prescribed path.

·      The Cost of Inaction is Greater Than Failure: Often, the biggest risk isn't aiming too high and missing; it's aiming too low and hitting. Answering a "calling" is more important than the fear of failure or stepping away from a "safe" path.

·      Manage AI Like a Person: The skills required to effectively use AI agents—providing clear objectives, giving context, and offering iterative feedback—are the same skills great leaders use to manage their teams. You don't have to be a tech expert, just a good communicator.    

Ever feel like you read a book or attend a workshop and forget everything the next day? You're not alone. In this episode of OWLCAST, host David Morelli talks with Charles Good, President of the Institute for Management Studies, about the science behind effective learning. They dive into why our outdated "cramming" habits from school don't work in the workplace and reveal the smarter strategies for making knowledge stick. You’ll learn the crucial difference between familiarity and true recollection and discover how to apply a "Lean Learning" framework to continuously grow as a leader. You’ll explore:

·      Avoid Passive Learning: Passive strategies like rereading and highlighting create a false sense of familiarity and are ineffective for long-term retention; instead, active retrieval through practices like quizzing yourself or trying to recall information from memory is far more effective.   ·         The Forgetting Curve is Real: The majority of forgetting happens within the first few days after learning new information; therefore, you must reinforce and revisit key concepts during this critical period to make them stick.  
·      Habit-Forming Takes Deliberate Effort: To apply new skills, leaders must identify small, manageable actions, create specific prompts, and rely on consistency over motivation. Behavior change is difficult and requires a supportive environment and continuous reinforcement to overcome the status quo bias.    
·      Continuous Learning is a Marathon, Not a Sprint: Soft skills like communication and feedback are not mastered in a single session; they require ongoing, deliberate practice and development over time to become a natural part of a leader's identity.

Ever feel like your company is constantly trying to do everything and please everyone? In this episode of OWLCAST, host David Morelli sits down with Dr. Ken Matos, an expert in organizational psychology and data analytics, to discuss intelligent trade-offs. They'll explore how leaders can move beyond outdated assumptions and "corporate gaslighting" to build a culture of clarity and purpose. Dr. Matos shares powerful, data-backed insights on everything from the hidden costs of employee attrition to optimizing hybrid work environments. If you're ready to stop guessing and start making smarter, more strategic decisions, this conversation is for you.

You’ll explore:

·   Challenge Assumptions with Data: Leaders often make decisions based on what they think is "right" or what has worked in the past. Use data, like that from employee engagement surveys, to challenge these assumptions and understand the real issues affecting your workforce.  

 ·   Make Strategic Trade-Offs: Trying to be everything to everyone leads to failure. Instead, identify your core business strategy and make deliberate, intelligent trade-offs that align with it. For example, some companies might accept higher turnover in some roles to retain talent in others.  

·   Optimize for Workflow, Not Real Estate: The debate over in-office vs. remote work should be grounded in the nature of the work itself. Remote work is ideal for tasks requiring deep focus, while in-person time is best for collaborative, complex, and strategic work.

  ·   "Strong Opinions, Loosely Held": Leaders should be willing to take the risk of having an opinion based on the best available information. However, they must be equally willing to change their minds if new data or perspectives emerge. This approach fosters negotiation and avoids intellectual bullying.

What if the secret to your own career success was… making your manager wildly successful? It’s not our first impulse, especially when the relationship is strained. But what could you accomplish if you were both fully committed to helping each other win? In this episode of Owlcast, hosts David Morelli and William Oakley dive into the counterintuitive but powerful strategy of proactively helping your manager succeed. Tune in to explore a powerful mindset shift that can transform your career, your team, and how you feel at work every single day.

 Key Topics:
 ·      Invest, Don't Transact: Shift your mindset from keeping score of daily exchanges to making a long-term investment in your relationship with your manager. This investment often pays off in career growth, promotions, and a better work environment.  
·      Reciprocity Is Human Nature: When you genuinely offer to help someone succeed, their natural human instinct is to reciprocate. Initiating this "I've got your back" approach can transform a strained dynamic into a powerful alliance.  
 ·      Focus on 'Who,' Not 'What': Instead of focusing on what you're not getting from your manager, focus on who you want to be in the relationship. Committing to being a kind, supportive, and helpful person puts you in control, regardless of their immediate reaction  
 ·      Leadership Is Lonely: Managers and leaders often feel isolated and under immense pressure. An employee who offers genuine support becomes a trusted ally, gaining more influence, trust, and insight into bigger-picture conversations.

Ever feel like you're stuck in the weeds, too busy with daily tasks to think about the big picture? In this episode of Owlcast, we dive into the world of strategic thinking amidst execution pressure. Join host David Morelli and co-host William Oakley as they speak with Mary Rapaport, founder of The Strategic Playground. Mary shares her unique approach to "democratizing strategic thinking," showing how it's not just for the C-suite. Learn why we get stuck in a "doing" mindset, the telltale signs of a strategic thinking gap, and how you can start cultivating this critical skill today—all without adding a single minute to your workweek.

You’ll explore how:

• Strategic thinking is a priority, not a time issue. The excuse "I don't have time for strategic thinking" is often a reflection of how we prioritize tasks and a deeply ingrained cultural bias toward rewarding execution over ideas.
 • A "strategic thinking gap" can be identified. Warning signs include being disconnected from the company's overall strategy, constantly fighting the same problems, and an absence of genuine "Aha!" breakthroughs.
 • Strategic thinking can be democratized. It's not a skill reserved for executives. Anyone at any level can cultivate a strategic mindset by connecting their daily work to the company's broader goals and asking questions that challenge assumptions.
 • Strategic thinking is a definable skill. It involves being future-focused, understanding how different parts of a system are interconnected, incorporating external perspectives and data, and being willing to adapt.

We’ve all heard them, we’ve probably used them, but no one likes them!

In this episode, David Morelli and William Oakley provide a sharp and humorous look at the world of corporate jargon. Listen as they “circle back" on the most common business buzzwords and phrases, discussing not only their origins and how many are used incorrectly, but also the possible psychological reasons behind their use. The episode explores the dangers of using these terms too often, highlighting how they can create a barrier to clear communication and be perceived as a lack of authenticity. It also delves into how people often use jargon as a crutch, driven by imposter syndrome or a fear of looking foolish, and encourages a shift toward more direct and genuine communication in the workplace.  

You’ll explore:

·      The most used buzzwords that you’re likely to hear in the corporate space.
·      How many of these jargon phrases are actually used incorrectly.
·      How jargon can be a barrier to communication and may impact morale.    

Story Power: Driving Compelling Narratives in Business and Life with G. Riley Mills

Emmy Award–winning writer and producer G. Riley Mills has taught leaders worldwide how to use storytelling to engage audiences, inspire action, and shape organizational culture. In this episode, we break down exactly how to make your stories unforgettable. Packed with real-world examples and practical tools, this conversation will help you turn dry information into captivating narratives, connect with any audience, and lead with authenticity and impact.

You’ll explore:
• How to use the 3-step Pinnacle Method to deliver a message that resonates and inspires
• The dramatic structure that makes stories compelling and memorable
• Essential leadership story types and when to use each

Episode 60: Prioritization Paradox – D.E.I. is dead. Now what?

If you’ve heard the whispers – or shouts – that DEI is on its last breath, you’re not alone. But what if this moment is actually our greatest opportunity?

In today's episode, David Morelli and William Oakley sit down with Eloiza Domingo, a powerful voice in the DEI space, to discuss navigating the current challenges and opportunities in diversity, equity, and inclusion. With over 25 years of experience, Eloiza shares her unique perspective on leading through chaos, turning crises into business opportunities, and fostering authentic conversations that strengthen organizational brands. Eloiza is passionate about improving the DEI industry as a whole and guiding individuals through their professional journeys, emphasizing that DEI is a journey of continuous growth and commitment. Learn more about Eloiza and her work at https://linktr.ee/eloizadomingo She also cohosts DISRUPT: The podcast and you can find out more here.  https://linktr.ee/DisruptThePod


You’ll explore:

•       Leading through crisis vs managing it.

•       Authentic conversations that can actually strengthen your brand. 

•       Improving the DEI industry as a whole and guiding individuals through their professional journey.