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Getting Unstuck – Cultivating Curiosity

Jeff Ikler

Curiosity sits at the intersection of creativity, effective human interactions, problem-solving and purposeful change. Unfortunately, the pace of life — at home, work, and school — often sidetracks our natural curiosity. So, let's see the familiar from a different angle or something new as a possibility to consider.

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  • 29 episodes
  • weekly
  • Avg 43 min
  • English
Counted on this page — what you have heard stays on this device, so it is not something the list can be paged by.
  • #435
    Yesterday · 49 min

    435: Making the History of the Blitz Come Alive for New Audiences

    Guest Jack Green has been fascinated by history since childhood. That lifelong interest has taken him on a journey across the UK and Europe, exploring places connected to 20th-century history. He is particularly drawn to locations where the past is still visible today, especially those that bear the scars and traces of the Blitz, a key part of British History during the Second World War. Summary The Blitz was a sustained strategic bombing campaign by Nazi Germany against the U.K. during World War II, lasting from September 7, 1940, to May 16, 1941. It was intended to break British morale. In this conversation, Jack Green explores the Blitz through the physical remnants still visible across London and other cities—from bomb-damaged churches and a surviving fireplace to air-raid shelters and memorials. Jack explains how he uses short-form social-media videos to bring these stories to younger audiences. His essential point is that history becomes more meaningful when we connect with the actual places and firsthand experiences of the people who lived through it. Links Tiktok - The Past Brought to Life Instagram - The Past Brought to Life The Blitz: The British Under Attack by Juliet Gardiner Forgotten Voices of the Blitz and the Battle of Britain by Joshua Levine Referenced (images at https://www.queticocoaching.com/blog) St Dunstan in the East Church Garden St. Mary le Strand church Vincent Street fireplace in Westminster The Vincent Street Fireplace (click on this link)

  • #434
    September 29 · 56 min

    434: What is Wolf Conservation Really About – Wolves or People?

    Guest Diane Boyd began working with wolves in Minnesota in 1976 and continues to do so today. She has authored more than 50 publications on wolves, including her recent memoir, A Woman Among Wolves. Her work has focused on wolf ecology, conservation, and resolving wolf-human conflict. Summary Diane Boyd's lifelong study of wolves has taken her from a young, "starry-eyed" researcher tracking and collaring wolves to a scientist focused on the human dimensions of wolf conservation. She argues that wolves are neither demons nor angels, but simply another remarkable wildlife species. Boyd emphasized the importance of understanding wolves' social behavior and how human actions affect their populations. Her essential point is that wolf recovery and management are ultimately about people: changing perceptions, challenging myths, understanding fear, and helping the public engage with the science. Our conversation discusses several questions: • What Do We Really Understand About Wolves? • Are Wolves Really the Animals We Think They Are?• What Can Wolves Teach Us About Ourselves? • Why Do People Fear Wolves? • Can Science Change the Way We See Wolves? • How Do We Open Minds About Wolves? Social Mediahttps://www.dianekboyd.com/home Referenced Lone Wolf by Adam Weymouth A Woman Among Wolves by Diane Boyd Research • Noxon Elk Study: https://www.youtube.com/shorts/5ce8pKyGRMQ Key Findings & Data According to recent annual project updates from Montana FWP: Herd Stability: Despite hunter concerns, data indicates that the elk population in the area is stable to slightly increasing. Primary Predators: While wolves get significant attention, the data shows that mountain lions and black bears actually account for the highest predation rates on both adult elk and newborn calves. Wolves account for a smaller fraction of the kills. Calf Survival: Elk calf survival rates have averaged around 32% over a longer span, but recent years have shown spikes closer to 50%, which is strong enough to maintain or slowly grow the herd. Non-Predatory Mortality: Predation isn't the only pressure; a notable portion of monitored calf mortality is also attributed to malnutrition and starvation during tough winter months. The "Private Land" Shift: The tracking data reveals that elk alter their behavior to avoid heavy threat environments, often shifting their seasonal distribution away from heavily hunted public lands onto secure, private land pockets. • Rocky Mountain Elk Foundation: https://rmef.org/media/scientists-students-study-a-changing-montana-elk-population/

  • #433
    September 22 · 45 min

    433: What Happens When Young Women Stop Counting Themselves Out?

    Summary Sarah Jakle teaches high school girls practical civic and public-policy skills, along with neuroscience-based tools for confidence, resilience, and leadership. Her central point is that young women often "count themselves out" at critical moments because of imposter syndrome, anxiety, and social pressures. By learning to recognize their inner critic, engage their "inner best friend," and regulate their nervous systems, they can move toward opportunity rather than away from it. Guest Sarah Jakle is the Founder and Executive Director of DemocraShe, a nonpartisan national nonprofit empowering historically underserved high school girls to be our future leaders, voters, civically engaged citizens, and elected officials. Previously, Sarah served as the Get Out the Vote Director for the California National Organization for Women and as the National Outreach Director for Field Team 6, leading efforts to mobilize women and innovative voter registration. Sarah has a Bachelor's from Yale (Phi Beta Kappa), a Master's in Social Work from USC, and a Master's in Public Policy from UCLA. She was a 2025 Movement Builder Fellow with How Women Lead and was a Fellow with Obama's Organizing For Action. Social Media & Referenced info@democrashe.org https://www.linkedin.com/in/sarah-jakle-535617240?utm_source=share_via&utm_content=profile&utm_medium=member_ios https://www.facebook.com/sarah.jakle.3?mibextid=wwXIfr&mibextid=wwXIfr https://www.instagram.com/sarahjakle?igsh=NTc4MTIwNjQ2YQ%3D%3D&utm_source=qr Learn more about the "Inner Best Friend," which is one of the main DemocraShe skills. https://www.instagram.com/innerbestfriend?igsh=NTc4MTIwNjQ2YQ== The Year of Yes by Shonda Rhimes. For more about Grounding

  • #432
    September 15 · 42 min

    432: What If Curiosity Is the Most Important Thing We Can Teach?

    Guest Amirah Cummings is the founder of KIO: Kids In Orbit™ and the creator of Kionaut, a learning ecosystem that helps young people cultivate curiosity, think like innovators, and develop the mindset to shape the future through STEM, storytelling, and meaningful exploration. Summary Amirah Cummings is building KIO: Kids in Orbit™, an educational ecosystem designed to help children learn how to think, not just what to think. Rooted in multilingualism, storytelling, technology, and curiosity, KIO aims to help young people become capable, curious, compassionate problem-solvers who can navigate an unpredictable future. Rather than asking children what they want to be when they grow up, Amirah believes education should cultivate who they are becoming right now, giving them agency and encouraging them to ask bigger questions. Her approach combines story-driven learning, augmented reality, literacy, STEM, and mission-based activities in which students must apply what they have learned to solve problems or create something. She is particularly interested in using AI as a thinking partner rather than an answer machine. Kio's "Think with AI" feature prompts AI to guide exploration, encourage deeper questioning, and help learners discover questions they have not yet considered. Amirah argues that traditional educational structures and metrics often fail to cultivate this mindset. In a rapidly changing world, she believes curiosity, adaptability, self-knowledge, and the ability to think differently will be more important than simply mastering a prescribed curriculum. The Essential Point Education should prepare children not for a particular future career, but to become the kind of thinkers who can create and navigate an unknowable future. Curiosity and agency, she argues, are more valuable than simply accumulating knowledge. Social Mediakiolearning.com kionaut.com @kiospaceforce @kionaut Amirah's email: amirah.cummings@gmail.com About Jeff Jeff Ikler is the Director of Quetico Leadership and Career Coaching. "Quetico" (KWEH-teh-co). He works with leaders in all aspects of life to identify and overcome obstacles in their desired future. He came to the field of coaching after a 35-year career in educational publishing. Prior to his career in educational publishing, Jeff taught high school U.S. history and government. Jeff has hosted the "Getting Unstuck—Cultivating Curiosity" podcast for 5 years. The guests and topics he explores are designed to help listeners think differently about the familiar and welcome the new as something to consider. He is also the co-host of the Cultivating Resilience – A Whole Community Approach to Alleviating Trauma in Schools, which promotes mental health and overall wellness. Jeff co-authored Shifting: How School Leaders Can Create a Culture of Change. Shifting integrates leadership development and change mechanics in a three-part change framework to help guide school leaders and their teams toward productive change.

  • #431
    September 8 · 48 min

    431: The Treachery of Mathilde Carré—Who Are We When Reality Tests Us?

    Guest For more than 25 years, Dr Nigel Perrin has been fascinated by the history of Occupied Paris and those who secretly fought the Nazis. He has shared his unique knowledge of the city's hidden spaces and places with thousands of private clients. He is the author of The Spy Who Betrayed, a biography of Mathilde Carré, and Spirit of Resistance, the story of a British agent in Occupied France. Summary Historian Dr. Nigel Perrin explores the extraordinary and disturbing life of Mathilde Carré, a French resistance leader whose wartime career defies easy categorization. Carré, later known as "the Cat," had no espionage experience before World War II, but the German occupation gave her an opportunity to reinvent herself. She helped create the Inter-Allied Network, which became one of the largest and most sophisticated resistance networks in occupied France. Yet Carré's commitment to the resistance was deeply intertwined with her own ambitions, fantasies, and desire for recognition. When she was captured by the Germans, that carefully constructed identity collapsed. Within 48 hours, she was cooperating with her captors, eventually helping destroy her own network and betraying 35 agents. She even became romantically involved with her German interrogator, Hugo Bleicher, before later helping British intelligence deceive the Germans and escape to London. Perrin's research avoids easy psychological or moral conclusions. Carré never expressed genuine remorse and spent the rest of her life trying to rehabilitate her reputation. Her story raises an unsettling question: when fantasy collides with reality under extreme pressure, who are we really? It also challenges the notion of a unified French "Resistance," revealing a fragile collection of improvised networks that depended on trust, luck, and trial and error. The Essential Point Mathilde Carré's story is ultimately less about her being a resistance spy and traitor than about the collision between the person she imagined herself to be and who she proved to be when reality tested her. Her story also forces us to confront an uncomfortable question: What would we do under the same pressure? Social MediaLinkedIn: www.linkedin.com/in/nigelperrin http://www.linkedin.com/in/nigelperrin> Book links: https://www.amazon.com/stores/Nigel-Perrin/author/B002B4NPHS https://www.casematepublishers.com/9781036144555/the-spy-who-betrayed/ Inquiries: np@parisoccupied.com Mail: np@parisoccupied.com "Your Paris" by Ted Hughes

  • #430
    September 1 · 48 min

    430: What If Undesirable Student Behavior Is First Seen as a Message?

    Guests Tomelle Greenfield holds a Bachelor's degree in Elementary Education and a Master's degree in Applied Behavior Analysis. As a Strobel Education Consultant, behavior specialist, and co-developer of the ROOTS Framework, she partners with schools to build proactive, relationship-centered systems that improve student behavior, educator confidence, and lasting outcomes. As a former teacher turned speaker and happiness coach, Kim Strobel helps schools, businesses, and organizations prioritize happiness and well-being so they can overcome fears, discover joy, activate limitless potential, and boldly pursue their dreams. She is the author of Teach Happy. Summary Tomelle and Kim argue that schools need to rethink how they understand and respond to student behavior. Rather than treating behavior as a problem to be managed after it occurs, they see it as communication and believe schools should create conditions that prevent dysregulation in the first place. Their ROOTS approach brings together practices that are often treated as separate initiatives—including trauma-informed practices, social-emotional learning, restorative practices, Positive Behavioral Interventions and Supports, Multi-Tiered System of Supports, relationship building, and classroom management—into a coherent system. A central theme is the importance of relationships and regulation. Dysregulated students cannot learn effectively, and simply removing them from class or imposing consequences does not teach the skills they lack. Teachers, too, need support in learning to regulate themselves and model those skills for students. Tomelle and Kim believe schools need to move from "doing" to "being": these practices should become part of the everyday culture, not another set of initiatives. Consistent coaching, common expectations, adult support, and preventative systems are essential. Ultimately, their message is that healthy schools begin with healthy relationships—and that connection and accountability can coexist. The Essential Point Behavior management shouldn't be something schools do to students after problems arise; it should be woven into how schools operate every day. Relationships, regulation, consistency, and prevention create the conditions in which students—and teachers—can learn and thrive. Social Media & Referenced Roots Behavior Framework The First 100 Days of School Connections Over Compliance

  • #429
    August 25 · 45 min

    429: How Might We Rethink What Success Looks Like in Schools?

    Guest Dr. Tara Bishop has led the Perry Central Community Schools as superintendent for six years, but she's been part of the school community her whole life. Tara expands innovative career programs and grant-funded community services while cultivating a collaborative culture that supports teachers and administrators as the heart of every school. As a former teacher turned speaker and happiness coach, Kim Strobel helps schools, businesses, and organizations prioritize happiness and well-being so they can overcome fears, discover joy, activate limitless potential, and boldly pursue their dreams. She is the author of Teach Happy. Summary Dr. Bishop describes Perry Central Community Schools as deliberately rethinking what education should prepare students to do. Rather than treating college as the only pathway to success, Perry Central gives every student access to career and technical education, internships, project-based learning, and opportunities to develop skills such as critical thinking, problem-solving, collaboration, adaptability, and communication. Students choose pathways but can change direction, while internships and capstone experiences are tailored to their interests and aspirations. One striking example is a Habitat for Humanity project in which engineering students design a house, construction students build it, and the completed home goes to a local family—giving students authentic experience, technical knowledge, empathy, and a sense of purpose. Dr. Bishop acknowledges that innovation exists within significant constraints: standardized testing, traditional college expectations, limited resources, and teachers' lack of time for collaboration. She also emphasizes that innovative learning cannot replace foundational knowledge; students need something to draw upon when solving problems. Ultimately, she argues for an educational system that honors individual strengths, connects learning to meaningful purposes, and gives teachers the support and freedom to make that possible. The Essential Point Dr. Bishop's essential point is that schools should stop defining success by a single pathway and instead help each student discover how their particular strengths and interests can contribute meaningfully to the world. That requires both strong foundational knowledge and authentic opportunities to apply it. Social Media & Referenced Perry Central Community Schools www.StrobelEducation.com www.KimStrobel.com The Knowledge Gap by Natalie Wexler

  • #428
    August 18 · 7 min

    428 - Constraints: How They Can Lead to Innovation

    Summary The episode explores how constraints can become a powerful catalyst for innovation rather than an obstacle to it. Drawing on my experience leading an innovation initiative in educational publishing, I describe "in-the-box innovation," a systematic approach that modifies existing products and resources instead of relying on unfettered brainstorming. The episode argues that solutions are often contained within the problem itself—a principle illustrated by a high-school program designed to address the shortage of teachers of color and by the World War II Corsair, whose dangerous landing problem was solved by altering lift on the opposite wing rather than redesigning the aircraft. Constraints, Jeff argues, clarify priorities, reduce the number of competing possibilities, and force creative thinking. He concludes by applying the principle personally, noting that limiting the information he consumes through social media has improved his attention and comprehension. The central idea Constraints aren't necessarily barriers to innovation—they can be the very conditions that make innovation possible. By limiting our options, constraints force us to focus, rethink what we already have, and discover solutions that might otherwise remain hidden. Connect / Referenced Inside the Box: How Constraints Make Us Better by David Epstein Systematic Inventive Thinking Podcast interviews with Systematic Inventive Thinking

  • #427
    August 11 · 52 min

    427: The Beauty of Seeing Beyond the Fish

    Guest Nick Parish is a writer, angler, and educator in Portland, Oregon. He's the editorial voice behind Current Flow State, a publication and member community aimed at helping people make fly fishing a bigger part of their life. Summary Fly fishing instructor, writer, and educator Nick Parrish joins me for a conversation that quickly moves beyond techniques and equipment into the philosophy of fly fishing and what it can teach about living well. Drawing inspiration from the writings of John Gierach, Nick argues that fly fishing is less about catching fish than cultivating attentiveness, curiosity, creativity, and meaningful relationships—with rivers, wildlife, fellow anglers, and oneself. Nick explains how his own teaching emphasizes observation before action, encouraging students to slow down, study the water, and immerse themselves in the environment rather than rushing to make the first cast. He advocates a minimalist approach to gear, believing that skill, versatility, and creative problem-solving matter far more than accumulating expensive equipment. Throughout the conversation, Nick and I reflect on several memorable John Gierach quotations, using them as springboards to discuss mindfulness, companionship, conservation, and the restorative power of time spent outdoors. The discussion also explores the ethical tension inherent in catch-and-release fishing. Nick acknowledges the paradox of loving fish while pursuing them, arguing that responsible anglers must balance that tension through conservation, habitat restoration, and sound fisheries management. He describes experiments such as fishing without hooks and emphasizes that the future of fly fishing depends on protecting the ecosystems that sustain it. Ultimately, Nick and I conclude that fly fishing is best understood as a creative, deeply attentive way of engaging with the natural world—one in which the journey, the place, and the experience matter far more than the number of fish caught. A key takeaway Fly fishing is a practice of attention. When we slow down, observe deeply, and engage creatively with the natural world, the fish become only one part of a much richer experience of connection, learning, and stewardship. References / Links Ihttp://www.currentflowstate.com/subscribe http://www.currentflowstate.com/immerse https://shop.currentflowstate.com/b/deschutes-ribbon-map-dra-benefit https://bsky.app/profile/nickparish.bsky.social https://www.instagram.com/currentflowstate/ John Gierach Quotes

  • #426
    August 4 · 9 min

    426 - Serendipity: The Art and Science of Creating Smart Luck

    Today on Getting Unstuck Hi, I'm Jeff Ikler, host of the Cultivating Curiosity podcast. This summer, I'm periodically releasing mini-episodes of "Cultivating Curiosity." In about 10 minutes, I'll dive deeper into a key point from a previously broadcast evergreen episode. The content in these mini-episodes is designed to be readily applicable to your life or work. Summary This mini-episode revisits Jeff Ikler's conversation with Dr. Christian Busch, author of Connect the Dots: The Art and Science of Creating Good Luck, to explore why serendipity is far more than simple luck. Dr. Busch argues that serendipity is "smart luck"—unexpected opportunities that emerge when people actively connect unrelated ideas and act on them. The process begins with a trigger, an unexpected event or encounter, followed by a "bisociation," in which two seemingly unrelated concepts are linked. The final step is recognizing and pursuing an unanticipated opportunity that results from that connection. Jeff illustrates this process through several examples. The episode concludes with Dr. Busch's insight that self-limiting beliefs—fear of rejection, imposter syndrome, or feelings of inadequacy—often prevent serendipity from unfolding. By reframing the greater risk as the regret of never acting, people become more willing to pursue unexpected possibilities. Jeff ultimately argues that awareness, curiosity, and courage allow us to recognize and cultivate the hidden opportunities that life continually presents. Guest Dr. Christian Busch is the author of The Serendipity Mindset and an internationally known expert in the areas of innovation, purpose-driven leadership, and serendipity. He is the director of the CGA Global Economy Program at New York University (NYU), and also teaches at the London School of Economics (LSE). He is a co-founder of Leaders on Purpose and the Sandbox Network and a former director of LSE's Innovation Lab. He is a member of the World Economic Forum's (WEF) Expert Forum, a Fellow of the Royal Society of Arts, and on the Thinkers50 Radar list of the 30 thinkers "most likely to shape the future. The central idea Serendipity isn't something that simply happens to us—it is something we help create. By remaining curious, connecting unexpected dots, and acting despite uncertainty, we greatly increase the likelihood of discovering opportunities we never could have planned. Connect / Referenced Book: The Serendipity Mindset Twitter: @ChrisSerendip LinkedIn: Christian Busch Book: Meaningful Coincidences

  • #425
    July 28 · 57 min

    425: What is Your Default Thinking Pattern Under Pressure?

    Guest Dr. Melissa Hughes is a keynote speaker, author, and Human Potential Alchemist who helps people understand how the brain works so they can work, lead, and live better. With a doctorate in Curriculum & Instruction and decades of experience translating neuroscience into practical strategies, Melissa has become a trusted voice for organizations looking to improve leadership, communication, performance, and culture. She is the creator of the Cognitive Blueprint™, a neuroscience-based assessment that reveals how your brain naturally processes information, makes decisions, solves problems, and responds under pressure. Rather than labeling who you are, it helps you understand how your brain works so you can communicate more effectively, lead with greater intention, and perform at your best. Melissa is also the creator of Wired for Success, an online learning experience that combines neuroscience, live coaching, and practical tools to help participants build better habits, strengthen resilience, improve decision-making, and create lasting personal and professional change. Whether she's on stage, writing, or developing new learning experiences, Melissa's mission is simple: make neuroscience personal, practical, and powerful. Summary Melissa Hughes returns to the microphone to discuss her new Cognitive Blueprint, a neuroscience-based assessment designed to help people understand how their brains naturally think and behave—especially under pressure. Rather than categorizing personalities, the Cognitive Blueprint identifies "neuro efficiency patterns," or the thinking strategies our brains default to when stress and cortisol push us into survival mode. Melissa explains that these patterns develop over time through repeated experiences, learning, and reinforcement, making them adaptable rather than fixed. Drawing on her own tendency to generate endless ideas without always finishing projects, Melissa illustrates how recognizing our default thinking patterns allows us to interrupt unproductive habits before they take over. She describes how increased self-awareness re-engages the brain's prefrontal cortex, enabling better decision-making, planning, and collaboration. Jeff and Melissa explore how understanding these cognitive patterns can improve teamwork, leadership, communication, and even personal relationships. They also discuss the implications for education, arguing that schools often ignore the neuroscience of learning by expecting students to perform their best while under significant stress. Melissa contends that curiosity is one of the most powerful ways to build new neural pathways throughout life, helping people move beyond automatic thinking and develop greater cognitive flexibility. The conversation concludes with a broader discussion of happiness, success, and gratitude. Melissa challenges the traditional formula that hard work leads to success and then happiness, arguing instead that cultivating happiness first creates the neurological conditions that allow people to work harder, perform better, and ultimately achieve greater success. A key takeaway Our brains automatically fall back on well-established thinking patterns when we're under pressure, but those patterns are not permanent. By understanding how our brains naturally operate and approaching challenges with curiosity, we can interrupt unhelpful defaults, think more effectively, and work better with others. References / Links www.melissahughes.rocks Subscribe to receive Neuro Nugget The Cognitive Blueprint™ Wired For Success

  • #424
    July 21 · 11 min

    424: Telling the Story You Can't Forget

    The story behind this episode The story I relate in this episode emerged when, in September 2019, I walked some of the World War I battlefields in Belgium and France with my guide, Iain McHenry. As we walked along where a trench had existed during the war, Iain told me the story of an archaeological dig that recovered and eventually identified the remains of a British soldier who was killed there in November 1914 in a German mortar attack. The story has stayed with me because of how the soldier, Richard Lancaster, was finally identified and because there are literally thousands of other Richards who've never been found. Rather than tell the story as a straight historical narrative, I wanted the piece to have a distinct voice, so I chose to write it from the perspective of Richard's unique dog tag, which led to his identification. After we visited the site where Richard was found, we visited where he was later buried. (see the photo) Our final stop on this part of the journey was the nearby Principals Cindy House is the author of Mother Noise, a memoir in essays and a regular opener for David Sedaris on his tours across the country. She teaches nonfiction at the Gotham Writers Workshop. She also offers private writing classes. Cindy is my writing coach, and our Friday meetings are a high point of my week. This essay came out of a prompt she suggested: "Write about a headline that never left you." She epitomizes good teaching: she is quick to challenge me to "dig deeper for my real story," offers sound suggestions, and then praises me when I hit a strong note. I can't imagine taking this writer's journey with anyone else. When we had completed the essay, I asked her for her thoughts on producing an audio version. Unexpectedly, she was quick to offer her voice. You can't see me smiling, but trust me, I still am. Iain McHenry was born in Belfast and, after leaving school, joined the British Army, embarking on a career that took him all over the world. He was stationed in Germany, Northern Ireland, Canada, the Falkland Islands, and Belgium, and he has completed operational tours in Northern Ireland, Bosnia, Kosovo, and Sierra Leone. He has always had a passion for WW1, and after leaving the army, he started his own business in Belgium, working as a WW1 researcher, battlefield guide, and published author.

  • #423
    July 14 · 10 min

    423 - Giving an "A"

    Today on Getting Unstuck Hi, I'm Jeff Ikler, host of the Cultivating Curiosity podcast. This summer, I'm periodically releasing mini-episodes of "Cultivating Curiosity." In about 10 minutes, I'll dive deeper into a key point from a previously broadcast evergreen episode. The content in these mini-episodes is designed to be readily applicable to your life or work. At some point during the summer of 2019, I was walking in our nearby forest preserve, listening to a podcast with Tim Ferriss in conversation with Seth Godin. Tim Ferriss always asks his guests during the wrap-up what they're reading that they find fascinating—books that have truly impacted them. Without hesitation, Seth Godin replied, The Art of Possibility. I thought, if Seth Godin found the book worthwhile, I had to look into it. The authors of the book are Benjamin Zander, who at the time was the Conductor of the Boston Philharmonic and served on the Faculty of the New England Conservatory in Boston. That's an important distinction, as you will hear. And Rosamund Stone Zander was a family therapist and a landscape painter. Sadly, Roz died in September 2023 in a tragic accident. The idea The book's central premise is that life is a story and we are its author. Many of the circumstances that block us from leading a deeply satisfying life are assumptions and interpretations of our own making. We can, therefore, write better ones. Supporting that idea are 12 practices, which, if followed, promise to transform our thinking and the way we walk through life. The book, then, and this is important, is not a self-improvement book that results in merely tweaking our undesirable habits or making only incremental changes. The 12 practices are powerfully disruptive. Not surprisingly, because Roz was a psychotherapist, the practices call for a completely different way of looking at the world and our behavior. I purchased the audio version of the book because the authors narrated it and Ben infused it with rich musical examples. If I had been asked to write a back cover blurb, I might have offered something very erudite like, "I was blown away by it." It sits on my bookshelf with only a few other titles that I can grab in case of disaster. At the time, I thought I had little hope of securing Ben and Roz as guests on our fledgling show, but they could not have been more gracious in their response and participation. Episode 100, which I'll link in the show notes, has become one of my top 5 downloaded episodes out of more than 400, and for good reason. I'm going to feature two of the practices in this mini-episode: One is "It's all invented," which is really the capstone practice, and Two, Giving an A. In both cases, the authors will explain the practice in an excerpt from the original interview, followed by my brief commentary. It's all invented. Here is Roz touching on "It's all invented." Everything we do or say is really embedded in an interpretation, and we don't notice that, and when slide back and forth between the interpretation and what we say is real, and most of the time we are saying that what we, how we are interpreting things is reality, and that's how you get Republicans, Democrats, and all sorts of people in conflict because they don't make that distinction, so we are saying everything that you do and talk about, aside from something that everybody agrees is just happened or is true, is a story, and if you, if everything is a story, you can retell the story, and it'll make a different life for you. Enormous power of realizing that, and then saying, "Okay, let me just take the same circumstances I've just dealt with and make up a new story about it that helps, that is enlivening to me and enlivening to you and enlivening to everybody else. This practice has always taught me that I have the power to reframe and interpret what I've seen or heard about something, whether it's external or internal to me, so that whatever it is becomes more meaningful. I don't see this as putting a glossy coat of paint on something. It's challenging me to look at an aspect of life for what can be gleaned from it. This practice definitely calls for me to pause, step back, and refrain from immediate judgment. And that's not always easy because it runs counter to how our brains seek immediate clarity. As an exercise, take a situation and see if you can look at it differently so that it is, as Roz suggests, more enlivening. Sometimes you might have to do this through gritted teeth, but remember, you are the author of the story. Give yourself an "A." OK, here is the second practice: Giving an A. We'll hear from both Ben and Roz in this excerpt. The giving of the, which was Ross's idea, came out of my class, and the reason is that the students were living under such fear of competition and failure, and so I, we came up with this idea, Ross came up with the idea, and I practiced it, which is giving the A the beginning of the year before they've done anything. This is right in the very first class, they get the grade. The condition is there to write a letter at the beginning of the year describing who they will have become by the end of the year, and that to justify this thing, and so they're describing themselves at their very best at being successful and effective and wonderful musicians and people, and that's the person I teach when I go into the class, so that there became a way of approaching all teaching or conducting, I walk into an orchestra and give everybody an a instantaneously before we've begun, and the orchestra players feel that sense of confidence, of trust, of joy, of shared love of the music, and it creates an atmosphere. Oh, and then very important, if they make a mistake, we go, how fascinating. That has to be seen. How fascinating. I encourage people to go out and try that on the golf course, because what we do is we live under such fear of failure that we become very cautious and anxious, fearful, and looking all the time to see if other people are making the mistakes, and so it's not an atmosphere of risk taking and joy, and if you create an atmosphere of risk taking and joy, then, and everybody who makes a mistake gets to say, "How fascinating, then you've got a chance to people to learn more effectively, giving something here about transformation, because if we don't give an A and hope they'll live up to it, right, you see them as an A, and that means that I, or Ben, as the teacher or therapist, or whoever's given the giving the A has to do the work themselves, that becomes the relationship of an A. It isn't just the student that we hope to help along, because they feel loved and everything, and now they, they're not afraid. It is the relationship that changes, and that is the transformation. So, teachers transformed, students transform in the process, and transformation means that you're living in a different world, you're living in a world that doesn't operate by the same physics as the world we live in. It's very hard for people to get that the A is not a judgment Giving an A is my favorite of the twelve practices because, as Roz pointed out, it carries responsibility for both the giver and the receiver. We can give anyone an A, and that calls for us to see and treat them differently because our intent is that the A becomes, to quote from the book, "a possibility for the receiver to live into." I saw immediate application in my lifelong vocation of education. The key, as the authors point out in the book, is for the receiver to "place themselves in the future, looking back, and to report on all the insights they acquired and milestones they attained during the year as if those accomplishments were already in the past. Everything must be written in the past tense. Phrases such as I hope or I intend or I will must not appear." As an exercise, give a server in a restaurant an A the minute you sit down. How might doing so impact your behavior toward them? The key point here is that you're not trying to get the server to live up to a standard you've set, but to have them look more carefully at their own behavior and how they want to conduct themselves. Connect / Referenced Book: The Art of Possibility Benjamin Zander Center Video: Ben's TED Talk Video: Ben on "Giving an A" Rosamund Stone Zander Book: Pathways to Possibility Original episode: Creating a Life of Possibility: "How Fascinating!"

  • #422
    July 7 · 37 min

    422: Is It Possible to Reinvent Oneself Without Having All the Answers? Pt 2

    Guest JoAnne Duncan has had a varied career, from Alaskan fly-fishing guide to elementary teacher and principal, always focused on valuing the strengths of every student and staff member. Though she's stepped away from her career in public education, she continues to learn, grow, and inspire others. A lifelong learner, she finds joy and insight outdoors, exploring nature and discovering new ideas, always growing, always learning, and always curious. Summary In Part 1 of this episode, JoAnne reflected on her unconventional path into education, her transition into school leadership, and ultimately her decision to leave the profession because of the toll it was taking on her physically, emotionally, and spiritually. Since leaving, JoAnne has focused on what she calls "radical self-care," prioritizing physical and mental health through activities like yoga, swimming, and surfing in Hawaii. This period of recovery has restored her well-being and opened space for reflection about her future. While she continues to enjoy substitute teaching, she is exploring new directions, particularly those involving helping others, possibly through fitness, motivation, or personal growth. JoAnne and I have known each other for years, so when I learned she was struggling with what to do next, I proposed that we both read Elizabeth Weingarten's book, How to Fall in Love with Questions: A New Way to Thrive in Times of Uncertainty, to see what comes up for us. The central message of the book is that uncertainty is not a problem to be solved as quickly as possible; it is a condition of life that can foster growth, insight, and self-discovery when approached with curiosity and patience. The book was inspired by Elizabeth's own questions and her reading of the Austrian poet Rainer Maria Rilke, who believed that we can benefit from "falling in love with our questions"—in effect, living patiently with them. Part 2, then, explores our takeaways from reading Elizabeth's book. You can hear my conversation with Elizabeth in episode #421: https://bit.ly/44HQsAk A key takeaway Burnout isn't always a signal to work harder—it may be an invitation to rethink the questions you're asking about your life. By embracing uncertainty with curiosity and self-compassion, you can find opportunities that align more closely with your values and well-being. References / Links Instagram — @newave_nana LinkedIn — https://www.linkedin.com/in/joanneduncan990/ How to Fall in Love Questions: A New Way to Thrive in Times of Uncertainty Breath: The New Science of a Lost Art

  • #421
    June 30 · 50 min

    421: How Can You Learn to Love Life's Unanswered Questions?

    Guest Elizabeth Weingarten is a journalist and applied behavioral scientist who works at the intersection of science and storytelling. A graduate of Northwestern University's Medill School of Journalism, she has worked on the editorial staffs of The Atlantic, Slate, and Qatar Today, and was Managing Editor of Behavioral Scientist. Her writing has appeared in publications including The Atlantic, Slate, CNN, The Financial Times, Quartz, Harvard Business Review, and Time. She has led research programs at the think tank New America, the consultancy ideas42, and at tech companies Torch and Udemy. An in-demand speaker, she has shared her work and conducted workshops at venues including SXSW, the United Nations, the International Monetary Fund, the University of Pennsylvania, Stanford University, and the University of Virginia. She lives in Northern California with her husband and son. Summary In this conversation, author Elizabeth Weingarten discusses her book How to Fall in Love with Questions—a New Way to Thrive in Times of Uncertainty, which explores how people can develop a healthier relationship with uncertainty. Drawing on the writings of Rainer Maria Rilke, behavioral science, neuroscience, philosophy, and personal experience, she argues that uncertainty is not something to be eliminated but to be navigated thoughtfully. Weingarten explains that our brains are wired to seek certainty, which leaves discomfort in the wake of unanswered questions. Yet rushing toward easy answers often leaves us more confused and stuck. She introduces practical frameworks, including a "question map" and a fruit-tree model that categorizes questions by the time and attention they require. The discussion also examines leadership, decision-making, perfectionism, community, and self-compassion. Ultimately, Weingarten suggests that growth comes not from finding immediate answers but from learning to live with meaningful questions long enough for deeper clarity and wisdom to emerge. The Essential Point The central idea of Elizabeth Weingarten's message is that uncertainty is not a problem to be solved as quickly as possible; it is a condition of life that can foster growth, insight, and self-discovery when approached with curiosity and patience. Many of life's most important questions cannot be answered immediately, and trying to force certainty often prevents us from finding the deeper understanding we actually need. Social MediaWebsite LinkedIn

  • #420
    June 23 · 9 min

    420 Avoiding Groupthink? A Leadership Practice Demonstrated on the Way to Pluto

    Hi, I'm Jeff Ikler, host of the Cultivating Curiosity podcast. This summer, I'm periodically releasing mini-episodes of "Cultivating Curiosity." In about 10 minutes, I'll dive deeper into a key point from a previously broadcast evergreen episode. The content in these mini-episodes is designed to be readily applicable to your life or work. This week's mini-episode comes from a May 2023 interview with Dr. Alan Stern. Today, Dr. Stern is an aerospace executive and remains a planetary scientist. In 2015, he was the Principal Investigator on the historic New Horizons mission to Pluto. In that role, he had ultimate responsibility for the entire research project, overseeing its scientific, technical, and administrative aspects. The situation In 2015, after a nine-year journey, the New Horizons spacecraft was poised to complete its an historic flyby of Pluto. But success was not guaranteed. For the New Horizons' mission to be successful, all of the spacecraft's data-gathering instruments had to work flawlessly starting seven days before reaching its closest point to the planet and for at least two days after. All of the maneuvering of the seven data-gathering instruments – what they would look at, what they would measure – had to be preprogrammed into the craft's computer. There was simply no way someone back at Mission Control could drive the spacecraft in real time, because by 2015 New Horizons was three billion miles from Earth. A signal traveling at the speed of light would take 4.5 hours to reach the speeding spacecraft. In that amount of time, whatever Mission Control had been directing the spacecraft to photograph or measure would likely have passed. But preprogramming didn't guarantee success either. New Horizons, traveling at 35,000 miles an hour, had to reach a specific point in space within a nine-minute window, or "the box," as the team referred to it. If the craft were early or late to that point, the computer would be directing the instruments to look at or measure something during the critical flyby period that wasn't centered in their field of view – or potentially not there at all. And there would be no time to recalibrate them. Orbiting Pluto for a redo was out of the question because the spacecraft didn't have the necessary fuel to execute such a move. Orbiting Pluto wasn't even in the mission plan. If the box were missed, the potential to collect data would be lost. The mission would have failed. A grace period of only nine minutes. 540 seconds. After three billion miles. And nine years. The good news is that Mission Control scientists were carefully monitoring the spacecraft as it approached the ideal central point and calculated that it was less than two minutes off – way inside the nine-minute box. Everyone in Mission Control breathed a sigh of relief. But what if we…? Scientists and engineers are, however, perfectionists, so the question quickly arose, "Do we make a correction? Do we scratch back a few more important seconds to make sure our instruments are pointing where we want them to point?" Days before the critical flyby, there was still time to do so. It was a tempting proposition. Dr. Stern picks up the story. Once we got in the box, the navigation teams recommended that we do one more engine firing to really put it in the middle of the box. And we had an analysis done that showed that if we didn't change anything if we stayed where we were, didn't go to the middle of the box but we're just in the box, we would get every single scientific observation One that we had set out to do. And yet they were recommending, and in fact, the engineering and science teams, were recommending that we just nail it, we go right down the middle of the pike. And I rejected that as the leader of the mission. Because at that point, we were going to get everything we came for. And while we might have done a few things a little bit better, the risk that that engine burn might have gone haywire, or sent the spacecraft into some fetal position where it needed help from Mama back on Earth before or we could carry out the flyby was real. And I didn't want to take any risk. Once we were in the box. You know, there's an old saying Better is the enemy of good knife. Yeah, right. It was good enough. And as you've seen from the results, we really nailed it. So I'm glad that we, we backed away from that, because it looks to me like more risk than reward, To summarize, as the mission leader, Dr. Stern gathered everyone on his team together to review the navigation calculations, and then took three powerful steps: 1. Stern asked each of his team members to voice their opinion on the wisdom of making the correction. One by one, around the table, each leader of a critical aspect of the program voiced "Go," recommending the correction. 2. Stern waited and took notes until everyone had the opportunity to voice his or her opinion. He then made the decision: "No go." 3. He then asked a critical question, "Is there a must-do reason to make the correction when we're already safely within the box?" He went back around the room and asked each section leader to respond. After hearing from everyone, Stern stood with his original "No go." It was simply not worth the risk of introducing a potential programming error this late in the game. New Horizons soon flew past Pluto at 35,000 miles an hour, a mere 7,500 miles above the dwarf planet's surface. As the spacecraft began to "phone home" amazing images and other data, it was clear that New Horizons – the first mission to Pluto – was an unqualified success. "Good enough" was truly good enough. The idea Leaders typically struggle with three questions in scenarios like the one before the New Horizons team, and they do so because they feel "All eyes are on me." • Do they feel they need to make the immediate call without input because they're the leader, or do they ask to hear from all members of their team on the critical question? • Do they speak first because they're the leader, or do they weigh input from the team and speak last? And finally, • Do they push for "better," or do they stand pat when there is evidence that "good enough" is truly good enough? Here's Dr. Stern's further rationale for the process. I always speak last. As the mission leader, I'm a firm believer that, well, I might set the table, I might start a meeting off, here are our objectives, here's what we should consider that the final gonna go on my part should be considered one, having heard from all the experts that know more than me about each individual area, my job is to go broad, and make sure that the mission carries out all of his objectives. And their job is to go deep, and make sure that each little piece is operating properly. So I was last in that poll. And I did reject what was a unanimous decision by everyone else. And it was a little lonely, but you know what, I was confident in it. And it worked out just fine. Dr. Melissa Hughes, a neuroscience geek researcher and author of Happier Hour with Einstein, Another Round, reinforces Dr. Stern's steps as a meaningful way to avoid "groupthink," which she defined as "a psychological phenomenon that happens when people in a group willingly or unconsciously commit to decisions they don't necessarily agree with to avoid creating emotional tension or conflict with their colleagues." In Dr. Stern's case, no one on his team wanted to be the only "No go" and buck the "groupthink." The consequences of groupthink, as Dr. Hughes describes, can be significant: "When people…put harmony and cohesion above the critical evaluation and analysis of the outcome, they stifle their thoughts, refrain from asking the hard questions and avoid exposing potential pitfalls. This often leads to irrational or problematic decisions." In New Horizons' case, the consequences of groupthink could have been disastrous. A program note: If you're a space geek like I am, I've included a couple of illustrations of the mission in the shownotes on my website.

  • #419
    June 16 · 6 min

    419: What is the Priority?

    Hi, I'm Jeff Ikler, host of the Getting Unstuck - Cultivating Curiosity podcast. This summer, I'm periodically releasing mini-episodes that, in under 10 minutes, dive into an evergreen idea from a previously broadcast episode. The content in these mini episodes is designed to be readily applicable to your life or work. This week's episode was inspired by a conversation with educator Dr. Deb Gustafson in December 2019, when she explained how, as a principal, she had applied Jim Collins' flywheel principle from Good to Great in her elementary school. The idea The flywheel is an individual's, team's, or organization's intentional ordering of only five to six key, repeated actions to achieve desired outcomes. Critical to success is the idea that the first action triggers the next, which in turn triggers the next. Each action is thus dependent on the one that came before it. What prompted Deb's effort was her recent inheritance of the district's worst-performing elementary school. Rather than throw a series of unrelated strategies at the problem, Deb used the flywheel as a thinking tool to help her architect a plan for sustainable improvement. Two important principles of the flywheel concept are ONE, a clear explanation of the desired result toward which everyone in the organization can work, and TWO, the selection of the all-important priority step from which the remaining elements cascade. Here's how the two elements played out in Deb's planning. After studying her student population, Deb realized that her students were extremely dispirited, lacked self-esteem, and felt they had no future. Given those findings, she decided that the desired result couldn't just be a lofty academic goal; it had to reflect the needs of the whole student. So she structured the desired results as: "Help kids become the best people they can be." Deb decided that, to achieve the desired results, the all-important priority step in the flywheel had to be hiring teachers who loved kids. As she told me, "I can teach people how to teach, but I can't teach them how to love. What these kids needed was to feel valued and capable of succeeding. If we did that well, academic success would follow." I've included Deb's flywheel model in the show notes on my website. Take a minute to review the steps and how they were designed to achieve the school's desired results. And the results, you ask? Deb's school quickly became the district's highest-performing elementary school, and her approach served as a model for other leaders and schools throughout the district. Extending the idea The beauty of the flywheel is that it constrains thinking to what is essential to bring about desired results. Instead of wild brainstorming that results in "We could do this and this, and this," the flywheel demands discipline: "If we do these few things in this order really well, we'll increase the likelihood of success." But imposing that limitation is really challenging for lots of organizations. Author of the essential read, Essentialism, Greg McKeown argues for a relentless pursuit of "less, but better." One of the biggest mistakes he notes is to dilute what is important by having "priorities." Here he explains the surprising history of the word priority and how its meaning has shifted over time: The word "priority" came into the English language in the 1400s. It was singular. It meant the very first or prior thing. It stayed singular for the next five hundred years. Only in the 1900s did we pluralize the term and start talking about priorities. Illogically, we reasoned that by changing the word we could bend reality. Somehow we would now be able to have multiple "first" things. One of the strategies that I really liked from McKeown's book is the idea of W.I.N. : asking yourself "What's Important Now?" Yes, it's a very mindful question because it helps us from sliding back into the unresolved past or ruminating about the yet-to-be-seen future. As McKeown concludes "It is mind-bending to consider that in practical terms, we only ever have now." And W.I.N.? is a flexible question in that it can be asked relative to the macro level of life where we're constantly trying to bring work, play, family into harmony and flow. (Note, I don't say "balance" because there ain't such a thing, is there?) And it can be asked at the micro level regarding all those discrete work or home projects staring us in the face. So…push yourself a bit, and ask "What's Important Now?" For inspiration, you can always watch the famous clip from the movie City Slickers, which never fails to get the juices flowing. Referenced Interview with Dr. Deb Gustafson Good to Great by Jim Collins

  • #418
    June 9 · 54 min

    418: How Can Leaders Create the Conditions for Staff to Succeed?

    Guest Rich Gassen has worked at UW-Madison for over 15 years as Production Manager and, more recently, as Director at Digital Publishing and Printing Services. He focuses on empowerment, autonomy, and process improvements with his team. His work mantra has always been "Show Up and Participate," which continues to guide him in his lifelong learning. He also leads a community of practice for supervisors at UW-Madison, focusing on training and development. Summary In this episode, Rich discusses his leadership journey and the principles that guide his work. Drawing on more than 35 years in the printing industry, Rich explains how influential mentors shaped his belief that effective leaders provide both autonomy and support. He recalls a manager who trusted employees to make decisions while remaining available during difficult moments—a model that continues to inform his own leadership style. Rich emphasizes that leadership is fundamentally about people. He believes employees perform best when they feel valued, understood, and connected to the larger purpose of their work. Whether by sharing customer praise, encouraging innovation, or involving staff in major decisions, such as relocating the print shop, he seeks to create an environment where people feel a sense of ownership and agency. A strong advocate for continuous learning, Rich helped build a campus-wide community of practice for supervisors, providing opportunities for networking, book discussions, and professional development. He stresses the importance of listening, asking questions, and resisting the urge to have all the answers. As leaders advance, he argues, their role shifts from solving problems to removing barriers that prevent others from succeeding. Throughout the conversation, Rich highlights transparency, curiosity, and habit-building as essential leadership skills. Ultimately, he sees leadership not as a destination but as an ongoing learning process focused on helping people grow, contribute, and thrive. The Essential Point Great leadership is less about having the answers and more about creating the conditions for others to succeed. Leaders serve their teams best when they listen, build trust, remove obstacles, and help people see the significance of their contributions. Social Media & Referenced LinkedIn: https://www.linkedin.com/in/richgassen/ Campus Supervisors Network Homepage: https://campussupervisorsnetwork.wisc.edu/ UW Printing site with article on innovation during a change initiative: https://printing.wisc.edu/2024/05/23/the-dpps-printshop-move-finding-innovation-through-challenge/ Jeff's LinkedIn article About Jeff Jeff Ikler is the Director of Quetico Leadership and Career Coaching. "Quetico" (KWEH-teh-co). He works with leaders in all aspects of life to identify and overcome obstacles in their desired future. He came to the field of coaching after a 35-year career in educational publishing. Prior to his career in educational publishing, Jeff taught high school U.S. history and government. Jeff has hosted the "Getting Unstuck—Cultivating Curiosity" podcast for 5 years. The guests and topics he explores are designed to help listeners think differently about the familiar and welcome the new as something to consider. He is also the co-host of the Cultivating Resilience – A Whole Community Approach to Alleviating Trauma in Schools, which promotes mental health and overall wellness. Jeff co-authored Shifting: How School Leaders Can Create a Culture of Change. Shifting integrates leadership development and change mechanics in a three-part change framework to help guide school leaders and their teams toward productive change.

  • #417
    June 2 · 6 min

    417: What's One Question You Can Ask to Build Capacity?

    Hi, I'm Jeff Ikler, host of the Cultivating Curiosity podcast. It's summer, and our thoughts naturally turn to making the most of longer days and warmer weather. We're desperate to be outside. With that in mind, I'm periodically releasing mini episodes of "Cultivating Curiosity." In about 10 minutes, I'll dive deeper into a key point from a previously broadcast evergreen episode. The content in these mini episodes is designed to be readily applicable to your life or work. The idea This week's mini episode was inspired by a July 2021 interview with Dr. Melissa "Missie" Patschke. Missie has since retired, but at the time of our conversation, she was principal of Upper Providence Elementary School in the Spring-Ford Area School District in Southeastern Pennsylvania. Her message, born of 20+ years of experience and reinforced by the COVID pandemic, was that organizations move forward with strength if they're led by leaders, not a leader. As a school leader, your role is not to be the person pulling everyone up that hill or being number one at all times. Your role is to build that capacity and be number two, so that other people can be number one. And the more number ones you build, the better you're all going to be. Taking the idea deeper The necessity of building others' capacity to lead is not a new idea. It's not universally practiced, though, because leaders typically get stuck trying to build capacity in one of three ways: Conceptually, they get "it." They get the need and wisdom behind growing others. But their inner critic pulls them aside, puts an arm around them, and whispers, "Yeah, but if they lead, what's your role? How's it going to make you look?" They forget that "building" or "growing" ends in "i–n–g," implying that it's an ongoing process, or at least a process of gradual release. It's not a one-and-done effort, meaning one day your staff is being led and the next day they're leading. As a leader, you just don't know how. So let's take a small step toward number 3. In my mind, the best example of building capacity came from what may at first seem like the most unlikely of places: the military. We usually think of life in the military as giving and receiving orders: "I say 'Jump!'" and you jump. But one savvy ship captain saw things differently. When Captain David Marquet inherited what was then the worst-performing submarine in the U.S. Navy, he immediately realized why: the 135-member crew was largely doers, not thinkers. They were used to taking and conditioned to take orders. But Marquet knew that to effectively run something as complex and as deadly as a nuclear submarine, you had to have people who were thinking about what they were doing and how what they were doing impacted the rest of the ship's performance. Putting the idea to work OK, you're not the captain of a nuclear submarine, but if you're leading an organization, a department, or even a team, the implications of your collective work are significant. You need to be surrounded by thinkers and not just doers. If you buy into that wisdom, but you're not used to leading in an intent-based way, the next time someone comes into your office with a question, instead of providing the answer, start by asking the simple question: "What do you think we should do?" And probe with a follow-up question or two to get at their all important rationale. Asking the question "What do you think we should do?" with genuine curiosity may be the hardest shift for some managers who are used to and comfortable with simply giving direction. To build your own capacity to ask that open-ended question, show your inner critic the door and lead with the phrase "Hmmm, I don't know." And then ask, "What do you think we should do?" One note of caution: when you say, "I don't know," mean it. Don't play bingo with your staff by having them guess an answer you might already have in mind. The tone you use to open a discussion and invite their thinking is critical. In fact, try not to have the answer unless it's a desperate, time-sensitive situation. Be curious about the ideas your staff can generate. Probe for clarity and the ability to implement. Trust me on this. I made the mistake of not leading this way early in my career because I wanted everyone to rise to my brilliance. I wanted them to come to the answer that was in my head. That approach simply bred frustration and distrust among my staff.

  • #416
    May 26 · 1 hr 3 min

    416: How Can We Make Work Feel and Be More Meaningful?

    Guest After 11 years at IBM, Brooke Erol left a "great job on paper" to pursue a more aligned, purpose-driven life. She founded Your Best Life Inc. to help professionals find meaning at work, and later Purposeful Business to support leaders in building people-centered organizations. She is the author of More Than A Paycheck and Create a Life You Love, and speaks globally on leadership and purposeful work. Summary In this conversation, career coach and author Brooke Erol explores the changing nature of work, fulfillment, and identity in an era shaped by burnout, layoffs, and artificial intelligence. Drawing from her own experience at IBM, she reflects on realizing early in her career that many people were "chasing the weekend" rather than finding meaning in their work. That realization eventually led her to write More Than a Paycheck, a guide designed to help individuals develop greater self-awareness and agency in their careers. Brooke argues that self-awareness is foundational to meaningful work, yet modern life leaves little room for reflection. She encourages people to intentionally create time to examine what energizes them, what no longer serves them, and which limiting beliefs may be shaping their choices. Throughout the discussion, she emphasizes that traditional career formulas—go to college, get a corporate job, retire happily—are no longer reliable in today's unstable job market. The conversation also examines the disruptive impact of AI, especially on younger workers and recent graduates, while highlighting the growing value of trade and skilled labor careers. Brooke encourages people to remain adaptable, continuously learn new skills, and consider side projects or entrepreneurial paths alongside traditional employment. The discussion closes with reflections on retirement, purpose, and identity. Brooke and Jeff agree that fulfillment comes not from stopping work entirely, but from continuing to contribute, learn, connect, and pursue activities that make life meaningful. The Essential Point Brooke's central message is that people must take greater ownership of their careers and lives by developing self-awareness, questioning inherited assumptions about work, and intentionally pursuing work that aligns with who they are. She also stresses that fulfillment and purpose are not luxuries reserved for retirement—they are essential parts of a healthy, sustainable life at every stage. Social MediaWebsite: www.yourbestlifeinc.com Instagram: https://www.instagram.com/careeryoulove/ LinkedIn: www.linkedin.com/in/ozlemerol LinkedIn Newsletter: Career Path YOU Love: https://www.linkedin.com/newsletters/7234651608981065729/ All My Books Page: https://www.yourbestlifeinc.com/books More Than a Paycheck: https://www.yourbestlifeinc.com/books/morethanapaycheck A New Earth by Eckhart Tolle About Jeff Jeff Ikler is the Director of Quetico Leadership and Career Coaching. "Quetico" (KWEH-teh-co). He works with leaders in all aspects of life to identify and overcome obstacles in their desired future. He came to the field of coaching after a 35-year career in educational publishing. Prior to his career in educational publishing, Jeff taught high school U.S. history and government. Jeff has hosted the "Getting Unstuck—Cultivating Curiosity" podcast for 5 years. The guests and topics he explores are designed to help listeners think differently about the familiar and welcome the new as something to consider. He is also the co-host of the Cultivating Resilience – A Whole Community Approach to Alleviating Trauma in Schools, which promotes mental health and overall wellness. Jeff co-authored Shifting: How School Leaders Can Create a Culture of Change. Shifting integrates leadership development and change mechanics in a three-part change framework to help guide school leaders and their teams toward productive change. Show Credits "Getting Unstuck" is commercial-free. It's brought to you by Jeff Ikler, his amazing guests, and Neil Hughes, the best engineer a podcaster could ask for. "Getting Unstuck" theme music: Original composition of "Allegro ben ritmato e deciso" by George Gershwin. Arrangement and recording courtesy of Bruno Lecoeur.

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