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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.

  • 20 episodes
  • Updated Tuesday

Episodes20

  • Tuesday · 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

  • 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.

  • 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!"

  • 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

  • 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

  • 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.

  • 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

  • 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.

  • 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.

  • 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.

  • May 19 · 49 min

    415: Is It Possible to Reinvent Oneself Without Having All the Answers? Pt 1

    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 this episode, JoAnne reflects on her unconventional path into education, her transition into school leadership, and ultimately her decision to leave the profession. Initially drawn to teaching through a lifelong inclination to instruct and guide others, she became a principal after experiencing ineffective leadership that she felt failed both teachers and students. Her administrative career, particularly during and after the pandemic, became increasingly defined by crisis management rather than instructional leadership. She describes the growing demands of handling high-needs students, safety concerns, constant meetings, and a lack of systemic support. These pressures led to chronic stress, emotional exhaustion, and a decline in her physical health. Despite leading a "dream school" with a strong staff, the cumulative toll forced her to step away in 2024. 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. The conversation emphasizes uncertainty as a productive space. Inspired by the idea of "falling in love with questions," JoAnne commits to exploring possibilities without rushing toward definitive answers, remaining open to curiosity, serendipity, and personal evolution. A key takeaway Sustained burnout from systemic pressures can force even the most dedicated educators to step away—but recovery, reflection, and openness to uncertainty can create space for a more aligned and healthy next chapter. References / Links Instagram — @newave_nana LinkedIn — https://www.linkedin.com/in/joanneduncan990/

  • May 12 · 1 hr 1 min

    414: How Do Memorials Engage Visitors Physically and Mentally?

    Guest Dr. James E. Young is Distinguished University Professor of English and Judaic Studies Emeritus at the University of Massachusetts, Amherst, where he has taught since 1988, and Founding Director of the Institute forHolocaust, Genocide, and Memory Studies at UMass Amherst. Professor Young is the author of Writing and Rewriting the Holocaust (Indiana University Press, 1988), The Texture of Memory (Yale University Press, 1993), which won the National Jewish Book Award in 1994, At Memory's Edge: After-images of the Holocaust in Contemporary Art and Architecture (Yale University Press, 2000), and The Stages of Memory: Reflections on Memorial Art, Loss, and the Spaces Between (University of Massachusetts Press, 2016), which won the National Council for PublicHistory Book Award for 2017. Professor Young is a frequent consultant and judge on proposed memorials. Co-host Irene Stern Frielich was a guest on Episode 370: "Walking Where History Happened: A Daughter's Holocaust Journey." Irene is the daughter of a German Jewish Holocaust survivor—but for much of her life, the story remained unspoken. In 2017, after rediscovering her father's testimony, Irene set out to physically retrace his escape route from Nazi Germany through his survival in Holland. The result was a journey of reconciliation and healing. Her award-winning memoir, Shattered Stars, Healing Hearts, explores trauma, courage, and connection across generations. Summary Dr. James Young explores how memorials differ from monuments and how they shape collective memory. While monuments are often static and fixed, memorials are dynamic, experiential spaces that invite visitors to engage emotionally and physically—becoming part of what Dr. Young calls the "performance" of memory. Drawing on examples such as the Vietnam Veterans Memorial, Holocaust memorials, and the 9/11 Memorial, Dr. Young explains that the most effective memorials balance abstraction and history, allowing visitors to interpret meaning across generations. He emphasizes that powerful designs avoid prescribing a single emotional response; instead, they open space for reflection, discomfort, and personal connection. Dr. Young also highlights the importance of naming individuals, noting that listing victims humanizes loss and magnifies its scale. He discusses innovative approaches like "meaningful adjacencies" at the 9/11 Memorial and decentralized memorials such as Stolpersteine (stumbling stones), which embed remembrance into everyday life and create ongoing engagement. A recurring theme is "living memory"—memorials that evolve through participation, maintenance, and reinterpretation by future generations. Dr. Young acknowledges the tension in memorializing tragedies in which communities no longer exist, stressing the need to restore not just the absence but the lives once lived. Ultimately, he invites visitors to approach memorials with openness, allowing their own emotional responses to deepen understanding of history and self. The Essential Point The most powerful memorials don't dictate meaning—they create spaces where visitors actively experience, interpret, and carry forward memory in ways that remain meaningful across generations. Social MediaOccupied Words: What the Holocaust Did to Yiddish

  • May 5 · 57 min

    413: Working to Find Common Ground on Public Lands Amid Competing Interests

    Guest Minnesota native Aaron Hebeisen grew up hunting, fishing, and recreating outdoors. His lifelong passion for wildlife led him to earn an Animal Ecology degree from Iowa State University. He has worked for the Minnesota Conservation Corps, the Minnesota Department of Natural Resources, and the U.S. Department of Agriculture on wildlife disease research, and is now the Field Operations Coordinator with Backcountry Hunters & Anglers, supporting chapters in 10 states across the Midwest and the southern U.S. Summary This episode explores the meaning, management, and future of public lands in the United States. The discussion begins by defining public lands—roughly 640 million federally managed acres overseen by agencies such as the Bureau of Land Management and the U.S. Forest Service—and emphasizes their "multiple-use" mandate, balancing recreation, resource extraction, and conservation. Aaron highlights BHA's mission to advocate for these lands on behalf of all users, not just hunters and anglers, framing Americans as "public landowners" with both rights and responsibilities. A key theme is the complexity of land and water access, illustrated through conflicts over stream access laws in states like Illinois, where differing definitions of "navigability" create legal gray areas and tension among stakeholders. The conversation also examines policy advocacy, including coalition-building, lobbying, and navigating bipartisan politics. Aaron describes BHA's approach as "radically purple"—engaged but nonpartisan—focused on finding common ground across competing interests. A major case study is the rollback of mining protections near the Boundary Waters Canoe Area via H.R. 140, which Aaron argues could set a precedent for weakening environmental safeguards nationwide. Despite such challenges, the episode remains grounded in a broader philosophical reflection: public lands are a uniquely American inheritance that fosters personal connection, humility, and stewardship. Ultimately, Aaron underscores that protecting these lands requires active civic engagement—if people don't participate, they risk losing access to what is collectively theirs. A key takeaway Public lands belong to all of us, but their future depends on whether people actively engage in protecting them—through stewardship, advocacy, and participation in the political process. References / Links Backcountry Hunters and Anglers Beyond Fair Chase: The Ethic and Tradition of Hunting LinkedIn Instagram Facebook

  • April 28 · 57 min

    412: From Insight to Action: How Real Change Actually Happens

    Guest Ashley Jablow (Jab-lo, pronouns: she/her) is the founder of Wayfinders Collective and creator of Life Design School, a creative studio for people in career and life transition. A seasoned facilitator, speaker, coach, and design strategist, Ashley blends design thinking and innovation, emotional intelligence, and creative tools to spark clarity and action for teams and individuals navigating change. She's also the artist and author of 100 Days of Designing My Life, a guided journal series for reflection and reinvention, and the creator of "The Little Deck of Sweet Reflections", an intuitive card deck to inspire your creativity, connect with your inner wisdom, and reflect on who you are becoming. Summary In this conversation, Ashley reflects on the pivotal career transitions that shaped her work as a coach, facilitator, and innovation practitioner. She describes several moments of feeling "stuck," including graduating from business school without a job, working in prestigious roles at IDEO and the White House during the Barack Obama administration, and later being unexpectedly laid off from what she believed was her dream job. Rather than viewing those experiences as failures, Ashley explains how they became turning points that led her toward coaching and helping others navigate difficult transitions. A central theme of the discussion is the relationship between reflection and action. Ashley argues that meaningful change requires both deep self-understanding and practical movement forward. Drawing from her background in coaching and design thinking, she describes how innovation, creativity, and human-centered leadership intersect. For her, reflection without action leads nowhere, while action without reflection risks solving the wrong problem. The conversation also explores leadership development, trust, vulnerability, and the challenge leaders face in shifting from doing the work themselves to empowering others. Ashley emphasizes that the "people stuff" — culture, trust, communication, and values — must be addressed before productive organizational change can happen. She closes with an important reminder: when people feel stuck, creativity, play, and joy are not distractions but essential pathways to movement and renewal. Ultimately, our conversation highlights the grit, interdependence, and adaptability required to survive in the historic West. A key takeaway Being stuck is not a dead end but often the beginning of transformation. Real progress comes from pairing honest self-reflection with concrete action, while staying grounded in humanity, trust, and joy. References / Links https://www.linkedin.com/in/ashleyjablow/ https://www.instagram.com/ashleyjablow/ The Power of Onlyness by Nilofer Merchant

  • April 21 · 52 min

    411: How Can Schools and Communities Collaborate to Prevent Bullying

    My guest Dr. Shileste Overton Morris serves as the Chief Programs Officer at the Central Susquehanna Intermediate Unit and the Director of the Center for Schools and Communities. The Center delivers national, state, local, and international services that build capacity in schools, districts, and organizations supporting children, youth, and families. Dr. Overton Morris' expertise includes strategic leadership, parent engagement, belonging, and education leadership. She serves on multiple statewide and national boards. In addition, she is an adjunct professor at Temple University, College of Education and Human Development. Summary In this episode, Dr. Overton Morris discusses the complex and evolving nature of bullying in schools, emphasizing that it is less about individual "bad actors" and more about systemic conditions and power dynamics. Drawing on decades of experience in school safety and social-emotional development, she explains that bullying involves repeated behavior and an imbalance of power, now amplified by technology and social media, which extend harm beyond school hours and increase its reach and permanence. Dr. Overton Morris highlights that modern bullying includes not only physical and verbal aggression but also relational aggression—such as exclusion, rumor-spreading, and digital harassment. She underscores how adolescents' underdeveloped executive functioning contributes to impulsive and harmful online behavior, sometimes with serious legal consequences. A central theme is that effective prevention requires a comprehensive, consistent, whole-school approach. Schools that implement structured frameworks—such as social-emotional learning, positive behavior supports, and restorative practices—can significantly reduce bullying. These approaches depend on aligned adult behavior, proactive monitoring, and a strong, inclusive school climate. She also stresses the importance of equipping all school personnel—not just teachers—to recognize warning signs and intervene early. For parents, active listening, observation, and partnership with schools are key. Ultimately, Dr. Overton Morris argues that bullying prevention is "adult work": it depends on the environments adults create, the behaviors they model, and their willingness to consistently address harmful conduct. Takeaways Bullying prevention isn't about reacting to incidents—it's about intentionally creating environments where bullying is less likely to occur, which depends on consistent, aligned adult behavior and system-wide commitment. Links LinkedIn Center for Schools and Community Referenced Interview with Dr. Dana Milakovic: Nurturing the Emotionally Safe School Environment Leading with Dignity: How to Create a Culture that Brings out the Best in People by Dr. Donna Hicks The Olweus Bullying Prevention Program Trauma in the Schools podcast series

  • April 14 · 36 min

    410: What Did We Learn From Crashing Into an Asteroid on Purpose?

    Guests Dr. Carolyn Ernst is a planetary scientist at the Johns Hopkins Applied Physics Laboratory (APL), specializing in the surface evolution of planets, moons, and small bodies. She has contributed to missions across the solar system and has extensive experience in imaging systems. Dr. Ernst helped NASA impact both a comet and an asteroid, serving as instrument scientist for the DRACO imager and a member of the investigation team on the Double Asteroid Redirection Test (DART) mission. She is currently on the science teams for Europa Clipper, Dragonfly, Hayabusa2, and Martian Moons eXploration (MMX) missions. She is also a member of the European Space Agency's Hera mission team, which will return to the Didymos system for close-range characterization of the asteroids and the outcome of the DART impact. Michelle Chen is a software systems engineer and project manager at the Johns Hopkins University Applied Physics Laboratory (APL) in Maryland. Her work centers on developing and integrating advanced technologies for spacecraft and prototype systems. Chen led the SMART Nav team for NASA's Double Asteroid Redirection Test (DART) mission, where their autonomous navigation algorithm enabled the world's first spacecraft impact with an asteroid for planetary defense. Her career spans multisector projects, including the development of advanced prosthetic limbs, optical navigation systems, data acquisition platforms, and missile simulations. Chen's technical expertise includes real-time embedded software, image processing, control systems, and system-level integration. Summary The conversation explores the success and implications of NASA's Double Asteroid Redirection Test (DART), the first mission designed to test whether a spacecraft could intentionally alter an asteroid's trajectory. Engineers and scientists collaborated to send a kinetic impactor into Dimorphos, a small asteroid orbiting the larger asteroid Didymos, demonstrating planetary defense capabilities. A key innovation was the spacecraft's autonomous navigation system, which guided it during the final approach using onboard imaging from the DRACO camera. Because scientists had never seen Dimorphos up close, engineers relied on extensive simulations to prepare for unknown conditions. The mission exceeded expectations: instead of shortening the asteroid's orbit by 7 seconds, it achieved a 33-second reduction, largely due to unexpected ejecta that amplified the impact force. The discussion highlights how asteroid detection and tracking systems—coordinated by organizations such as the Minor Planet Center and international networks—identify potential threats, refine orbital predictions, and communicate risks. Early detection remains critical, as effective deflection requires years of preparation. Beyond the technical achievement, the guests emphasize interdisciplinary teamwork, where engineers and scientists continuously exchanged insights and made compromises to balance navigation precision with scientific data collection. The mission underscores the importance of experimentation over theoretical modeling alone and serves as a powerful example of how collaborative, cross-disciplinary work can address global challenges while inspiring future generations in STEM. The Essential Point The mission's core insight is that planetary defense is not theoretical—it is achievable—but only through early detection, real-world experimentation, and deep collaboration across scientific and engineering disciplines. Social Media & Referenced New York Times: NASA Smashes Into an Asteroid, Completing a Mission to Save a Future Day D.A.R.T. project overview and impact videos "> "> April 6, 2026

  • April 7 · 1 hr 11 min

    409: How Do Unspoken Family Histories Shape Who We Become?

    Guest Carol Tyler, known for her beautifully written and drawn autobiographical comics, is one of the most important and influential comics artists ever. In July 2026, she will be inducted into the Will Eisner Hall of Fame at Comic-Con. Her books are: Soldier's Heart: The Campaign to Understand my WWII Veteran Father (2015), and Fab4 Mania: A Beatles Obsession and the Concert of a Lifetime (2018). Her current book is in two parts: The Ephemerata, Shaping the Exquisite Nature of Grief, September 2025. Part II Verdante, The Ephemerata Goes Home, due in 2026. Summary In this conversation, Carol Tyler discusses her graphic memoir Soldier's Heart, a deeply personal work that blends visual storytelling with narrative to explore her father's World War II experiences and their lasting impact on her family. She explains that graphic memoir is not simply illustrated text but a deliberate interplay between words and images, where each medium carries distinct emotional and informational weight. Tyler developed a unique visual language—through color palettes, panel styles, and composition—to distinguish timelines, perspectives, and emotional states. The project began when her father, late in life, unexpectedly opened up about his wartime experiences, prompting Tyler to document his stories through recorded interviews. These revelations coincided with crises in her own family, including her mother's stroke, her daughter's mental health struggles, and strain in her marriage. As a result, the memoir evolved into a broader exploration of intergenerational trauma, linking her father's unprocessed war experiences—what might now be recognized as PTSD—to patterns of anxiety, depression, and OCD across generations. Tyler reflects on how World War II shaped not only individual veterans but an entire culture, influencing family dynamics, gender roles, and societal behavior in the decades that followed. While the book brought some understanding and partial reconciliation, her relationship with her father remained complex, especially as he aged and regressed emotionally. Ultimately, the memoir serves as both historical preservation and personal reckoning, capturing stories that might otherwise have been lost. A key reflection Unprocessed trauma—especially from war—doesn't end with the individual; it reverberates across generations, shaping families, relationships, and even culture in ways that often remain unseen until deliberately examined. Social Media & Referenced Soldier's Heart Carol Tyler—Pages and Progress video

  • March 31 · 1 hr 19 min

    408: What Do We Still Get Wrong About Wolves?

    Guest Amaroq Weiss is the Senior Wolf Advocate with the Center for Biological Diversity. A biologist and former attorney, she has worked on wolf recovery and conservation advocacy at the state and federal levels across the country for nearly 30 years. The Center for Biological Diversity is a national, nonprofit conservation organization with more than 1.8 million members and online activists dedicated to protecting endangered species and wild places. Summary This episode features Amaroq Weiss, senior wolf advocate for the Center for Biological Diversity, in a wide-ranging conversation about wolf conservation, public perception, and coexistence. Weiss traces her path from a childhood fascination with wildlife to a career blending science, law, and advocacy, shaped by influential books and mentorship. The discussion centers on the persistent vilification of wolves, rooted in cultural narratives imported from Europe and reinforced by modern media and political interests. Weiss argues that wolf hatred is largely learned—and therefore reversible—emphasizing that most Americans actually support wolf protections. She explains how wolves are often scapegoats for broader tensions around government regulation, while misconceptions about their behavior fuel fear. Ecologically, wolves function as keystone species, regulating prey populations, promoting biodiversity, and even helping control disease. Economically, they contribute to tourism and can reduce costly deer-vehicle collisions. To avoid conflicts with livestock and enable coexistence, Weiss outlines a range of effective non-lethal strategies—such as removing attractants, using guard animals, and modifying ranching practices. The episode also explores the ethical and intrinsic value of wolves, beyond their economic and ecological value. Weiss urges listeners to challenge misinformation, advocate for science-based policy, and recognize wolves as sentient beings with a right to exist. Ultimately, she frames conservation as a long-term, multi-generational effort requiring shifts in both mindset and behavior. The Essential Point The core of Amaroq's argument is that our conflict with wolves is less about the animals themselves and more about legacy beliefs and practices that can be changed through education, policy, and a willingness to coexist. Social Media & Referenced www.biologicaldiversity.org https://www.facebook.com/CenterforBioDiv https://waleslit.com/authors/amaroq-weiss/ Of Wolves and Men by Barry Lopez Wolf Wars by Hank Fisher Lone Wolf by Adam Weymouth 60 Minutes: The Wolves of Yellowstone

  • March 24 · 1 hr 20 min

    407: Why Might the Arts Teach the Holocaust More Powerfully Than History Alone?

    Guest Karen Berman, Ph.D., Chaired the Department of Theatre and Dance at Georgia College and previously taught for 15 years at Georgetown University. She is Dean Emerita, College of Fellows of the American Theatre; Past President of the Association for Theatre in Higher Education; Director of 150 Holocaust and other theatre productions; and winner of the Georgia Governor's Award for the Arts and the Hillel Heroes Award. Karen is co-Artistic Director of Washington Women in Theatre. She is the co-author with Dr. Gail Humphries of the two-volume work, Stories of the Holocaust: Art for Healing and Renewal. Co-host Irene Stern Frielich was a guest on Episode 370: "Walking Where History Happened: A Daughter's Holocaust Journey." Irene is the daughter of a German Jewish Holocaust survivor—but for much of her life, the story remained unspoken. In 2017, after rediscovering her father's testimony, Irene set out to physically retrace his escape route from Nazi Germany through his survival in Holland. The result was a journey of reconciliation and healing. Her award-winning memoir, Shattered Stars, Healing Hearts, explores trauma, courage, and connection across generations. Summary In this episode, Jeff and co-host Irene Stern Frielich speak with Dr. Karen Berman about the role of the arts in Holocaust education and remembrance. Dr. Berman discusses her five-year project to co-edit two volumes featuring 33 contributors who explore how theater, music, visual art, and film illuminate the Holocaust and its aftermath. The books argue that the arts can foster empathy, healing, and social responsibility while inspiring people to become "upstanders" who actively oppose hate and injustice. The conversation explores how artistic expression functioned as both resistance and survival during the Holocaust. A powerful example is the performance of Verdi's Requiem in the Theresienstadt concentration camp, where imprisoned singers used music as a form of spiritual defiance against their captors. The discussion also examines how Holocaust education is evolving. Scholars and educators are increasingly shifting from purely historical instruction toward approaches that engage students emotionally and morally through storytelling, performance, and immersive technologies such as virtual reality and holographic survivor testimony. Ultimately, the episode emphasizes that art has the power to humanize history, deepen empathy, and transform audiences into witnesses. By connecting personal stories with creative expression, educators and artists can ensure that Holocaust memory remains meaningful—and that the lessons of history inspire moral action today. The Essential Point The episode emphasizes that art has the power to humanize history, deepen empathy, and transform audiences into witnesses. By connecting personal stories with creative expression, educators and artists can ensure that Holocaust memory remains meaningful—and that the lessons of history inspire moral action today. Social Media Website: Stories of the Holocaust: Art for Healing and Renewal: www.storiesoftheholocaust.com Georgia Governor's Award for the Arts: https://share.google/7ZF1jsonbwuBfMeDr Hillel Heroes Award: https://share.google/AVs09ck8I9RpdVIDb Kirkus ReviewsStories of the Holocaust: Art for Healing and Renewal. Volume I https://www.kirkusreviews.com/book-reviews/karen-berman/stories-of-the-holocaust/ Stories of the Holocaust: Art for Healing and Renewal. Volume II https://www.kirkusreviews.com/book-reviews/karen-berman/stories-of-the-holocaust-2/ Substack LinkedIn Referenced Defiant Requiem: Verdi at Terezín Virtual reality video of a Holocaust survivor revisiting the Majdanek concentration camp: Pilgrim in the Metaverse

  • March 17 · 1 hr 2 min

    406: "Attack!" How Do the Complexities of Character and Context Converge to Shape History?

    Guest Bill Whiteside abandoned a 30-year career in software sales to devote his time to a story that he started researching to keep his mind engaged during his business travels. Intrigued by a little-known incident from early in Winston Churchill's first term as Britain's Prime Minister, this diversion evolved into an obsession as he dug into the story of a controversial and catastrophic clash between the British and French Navies from multiple angles. The more he learned, the more it became a book he just had to write. That book, Operation Catapult: Winston Churchill and the British Attack on the French Navy at Mers-el-Kébir, was published by the U.S. Naval Institute Press in March 2026. Summary In this episode, Jeff talks with author Bill Whiteside about his new book, Operation Catapult, which describes a little-known but dramatic episode early in World War II. Whiteside explains that after France fell to Germany in May 1940, British Prime Minister Winston Churchill feared that the powerful French fleet might fall into Nazi hands. Determined to prevent this strategic disaster, Churchill ordered the British Navy to confront the French fleet anchored at Mers-el-Kébir in Algeria. When negotiations failed, British ships opened fire on their former allies, killing nearly 1,300 French sailors. Whiteside describes how the story captivated him because it reveals the moral complexity and human drama behind major historical decisions. Rather than presenting events as simple or inevitable, his research shows how Churchill agonized over the decision, how British officers struggled with the prospect of attacking friends, and how individual personalities shaped the outcome. Whiteside emphasizes that history becomes compelling when readers see historical figures as people—leaders balancing duty, fear, loyalty, and uncertainty in moments of crisis. The conversation also explores Whiteside's research process as a non-professional historian. Drawing on archives in the U.K. and California, original letters, and memoirs, he reconstructed the perspectives of both British and French participants. Influenced by narrative historians like Laura Hillenbrand and Rick Atkinson, Whiteside has crafted a fast-moving, character-driven account. Ultimately, the book explores leadership under extreme pressure and invites readers to reconsider a controversial decision that may have helped ensure Britain's survival during one of the war's most vulnerable moments. The Essential Point Whiteside argues that history becomes truly meaningful when we move beyond headlines and dates to understand the human decisions, personalities, and moral dilemmas that shape events. Social MediaOperation Catapult: Winston Churchill and the British Attack on the French Navy at Mers-el-Kébir